work out the activities needed to create the products Hybrid approach A Work Breakdown Structure based on deliverables The final outcome of the planning process A project plan as a bar chart PERT vs CPM Program evaluation and review technique (PERT) and critical path method (CPM) are two project scheduling methods that can be applied to software development. Both techniques are driven by information already developed in earlier project planning activities: • Estimates of effort • A decomposition of the product function • The selection of the appropriate process model and task set • Decomposition of tasks PERT CPM Both PERT and CPM provide quantitative tools that allow the software planner to
Risk planning – what are we going to do about them? Risk monitoring – what is the current state of the risk? Risk identification Approaches to identifying risks include: Use of checklists – usually based on the experience of past projects Brainstorming – getting knowledgeable stakeholders together to pool concerns Causal mapping – identifying possible chains of cause and effect Technology risks. People risks. Organisational risks. Requirements risks. Estimation risks. Boehm’s top 10 development risks Risk Risk reduction techniques Personnel shortfalls Staffing with top talent; job matching; teambuilding; training and career development; early scheduling of key personnel Unrealistic time and cost estimates Multiple estimation techniques; design to cost; incremental development; recording and analysis of past projects; standardization of methods Developing the wrong software functions Improved software evaluation; formal specification methods; user surveys; prototyping; early user manuals Developing the wrong user interface Prototyping; task analysis; user involvement Gold plating Requirements scrubbing, prototyping, design to cost Late changes to requirements Change control, incremental development
CPI > 1 means “better than planned” CPI < 1 means “slower than planned” Earned Value Analysis -Variances types of variances; (spending)variance (CV)–difference between budgeted cost of work performed (earned value) (BCWP) and actual cost of that work (ACWP) = Earned Value – Actual cost to date Indicates how the planned cost differs from actual cost (SV)–difference between earned value (BCWP) and cost of work we scheduled to perform to date (BCWS) (TV)–difference between time scheduled for work performed (STWP) and actual time to perform it (ATWP) Cost variance, CV = BCWP – ACWP A CPI value close to 1.0 provides a strong indication that the project is within its defined budget. CV is an absolute indication of cost savings (against planned costs) or shortfall at a particular stage of a project. Earned Value Variance –Formula CV = BCWP –ACWP (negative value -cost overrun) SV = BCWP –BCWS (negative value -behind schedule) TV = STWP –ATWP (negative value -delay) Index (Ratios) Cost Performance Index (CPI) = BCWP/ACWP Schedule Performance Index (SPI) = BCWP/BCWS Time Performance Index (TPI) = STWP/ATWP EXAMPLE Assume that operations on a Work Package cost RM 1,500 to complete. They were originally scheduled to finish today. this point, we actually spent RM1,350. And we estimate that we have completed two thirds (2/3) of the work. What are the cost and schedule variances? CV = BCWP –ACWP = 1500 (2/3) –1350 = -350 SV = BCWP –BCWS = 1500 (2/3) –1500 = -500 CPI = BCWP/ACWP = 1500(2/3)/1350 = 0.74 SPI = BCWP/BCWS = 1500(2/3)/1500 = 0.67 Spending higher than budget, and given what we have spent, we are not as far along as we should be (have not completed as much work as we should have)