Scheduling Tracking

8/2/2019 Scheduling Tracking

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Content

What is project scheduling & tracking ?

Which steps can be recognized in project scheduling?

Work Breakdown Structure

Techniques: CPM, Gantt Charts

Examples

Final remarks

Book chapter 24


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What is project scheduling&tracking?

Scheduling:

The partitioning of the total work of a project in tasks,

which deliver defined products.

The planning of those tasks in calendar time.

The allocation of resources to these tasks.

Tracking:

Following of the progress of the tasks in the course of a

project.

Adapting the schedule according the latest developments.

How software projects fall behind schedule?

When a project is 80% finished, 80% of the work still has to be

done.


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Why software is delivered late?

Unrealistic deadline established outside the team

Changing customer requirements not reflected in schedulechanges

Underestimating the resources required to complete the project

Risks that were not considered when project began

Technical difficulties that have not been predicted in advance

Human difficulties that have not been predicted in advance

Miscommunication among project staff resulting in delays

Failure by project management to recognize project fallingbehind schedule and failure to take corrective action

people, process, technology


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Perspectives

the end-date for the software release is set externally

the software organization is constrained to

distribute effort in the prescribed time frame.

the rough chronological bounds have been discussed

by the developers and customersthe end-date is best set by the developer after

carefully considering how to best use the resources

needed to meet the customer's needs.

negotiation process


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Basic principles for scheduling

Compartimentalization

decomposition of both the product and the process the work is divided in tasks (work-breakdown structure)

each delivers (possible in combination with other tasks)a part of the product.

Interdependency minimize the dependency between tasks

which products of other tasks are needed to start a task

sequential and parallel tasks

Time allocation for each task

How much work is needed in e.g. person-days

Determine whether this will be part-time of full-time

Assign a start and completion date (not assigned yet to

a person).


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continued

Matching total time with available resources

Are the needed resources (persons, tools, hardware)available? (not assigned yet to a person).

Defining responsibilities

Every task should be the responsibility of a person.

Defining outcomes of tasks

Each task should have a defined outcome. (SMART)

More than 1 of these work products may be groupedinto a deliverable.

Defining milestones

the milestones of the project: a moment in time onwhich a (group of) deliverables should be finished.


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Effort distribution

Use the data on the organizations historical experience with

similar projects When such data is not available, publicly available factors canbe used for guidance.

The 40-20-40 rule (a rule of thumb):

40% front-end analysis and design

20% coding 40% back-end testing

Generally accepted guidelines are:

02-03 % planning

10-25 % requirements analysis 20-25 % design

15-20 % coding

30-40 % testing and debugging


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Critics of 40-20-40 % rule

Some Software Engineering Managers believe that

more than 40% of overall effort should be expendedduring Analysis and Design.

Some proponents of Agile Development Methodargue that Less time should be expended on Front-

end of Project Phase and that a team should move

quickly to Construction Phase (Build phase).


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Parts and steps

Project task: A task is executable and delivers a well definedwork product (SMART);

Work-breakdown structure: Division of the total trajectory intotasks;

Deliverable Intermediate or final product delivered by a task ora number of tasks;

Milestone: Date on which a deliverable should be ready;

Networkof dependencies of project tasks:sequential

parallel


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continued

Determine which tasks are critical in the network: theydetermine the run time of a project;

Determine what the size of the tasks are;

Determine which resources are needed to execute each task;

Building up of a project schedule:: dividing the tasks over timeand allocating resources to tasks;

Tracking of the progress of the project on basis of its schedule.


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Parts and steps

Project task: A task is executable and delivers a well defined

work product (SMART);

Work-breakdown structure: Division of the total trajectory intotasks;

Deliverable Intermediate or final product delivered by a task ora number of tasks;

Milestone: Date on which a deliverable should be ready;

Networkof dependencies of project tasks:sequential

parallel


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Steering project

Attention in

this course

Steering Committee

Project Steering Committee

Project Sponsor

Project Manager(s)

Functional/Process Groups

(User Focal Points)Technical Project

Leader

User Group 1 User Group 2 User Group n..Analysts Designers programmers

Steer ongoals

Steer on

goals, milestones

and deliverables

Steer onMilestones, deliverables

and tasks

Steer on

Tasks and

resources


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Work-Breakdown Structure

A detailed breakdown of the product into manageable work

elements.

A method for breaking down work within a project into logicalsteps:

Product WBS:

Work is broken down by system, subsystem, modules &the structure of the software product.

Activity WBS:

Work is broken down by activities of the project

members such as management, requirements analysis,design & programming.


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Product WBS


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Activity WBS


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Work-breakdown structure

Phase 1

Develop

Blueprint

Phase 2

Design

Information

system

Phase 3

Realize

Information

system

Phase 4

Implement

Information

system

Example

Main phases of an information system based on

software packets on the market.


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Steps in phase 1

Blue-print

Principle-choice

Fit-analysis

Planphase 2

Deliverablesphase 1

1.2.Developprocess-modelcurrent

situation

1.5Fit-analysis

shortlistPackets

1.1.Pre-

paration&

Project-definition

1.7.Makeplannext

phases

1.3.Analysiscurrent

situation

1.4.Developblueprint

1.6make

principlechoice

Development blueprint


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Steps in phase 2

2.1.Develop

simulation

case

2.2.Make

simulation

environment

2.3.Prototype

step-

through

2.4.End-

report

InputPhase 2

Processmodelfuture sit.

Final-report

Solutionsforgaps

DeliverablesPhase 2

Preparation Execution

Finalchoice

2.5.Design

interfaces

+ conversion

Iterative

Design Information System

Blue-print

Principle-choice

Fit-analysis

Planphase 2


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Relation deliverables-milestones

Timing,

resourcingand

dependencies

Project

Goals Constraints

Deliverable 1 ....... Deliverable n

Task 1 ....... Task n

Milestone 1 ...... Milestone n


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Relation between people and effort

Putnam-Nordon-Rayleigh (PNR) curve

putting more people on a project does not decrease time linearlypeople need time for communication

4 zones in the curve for a certain defined project:

1) it can not be completed within a certain time

2) overstaffed: completed fast,

but inefficient

3) linear range: efficient

staffing, man-power trade-offwith time is good possible

4) understaffed: becomes also

inefficient


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PNR Formulas

The number of delivered lines of codeL is related to effort and

development time by the equation:

L = P E1/3 t4/3

Eis development effort in person-months

P is a productivity parameter that reflects various factors(typically 2,000-12,000)

tis the project duration in calendar months

Rearranged to solve for development effort:

E=L3/(P 3t4)


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Setting up of a schedule

Define deliverables and milestones;

Identify tasks which belong to deliverables;

Identify relations between deliverables and activities;

Determine the type and size of the resources needed for a

task;Allocate people to activities;

Create activity networks and bar charts (Gantt Charts).


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Example

Task Run time in

workdays

Dependencies

(milestone)T1 8

T2 15

T3 15 T1 (M1)

T4 10

T5 19 T2, T4 (M2)

T6 5 T1, T2 (M3)

T7 20 T1 (M1)

T8 25 T4 (M5)

T9 15 T3, T6 (M4)

T10 15 T5, T7 (M7)

T11 7 T9 (M6)

T12 10 T11 (M8)


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Activity network

End

M8

M6

M4

M1

StartT6

T10

T8

T5T4

T2

T12

T11

T9

T3

T1

M7

M5

M2

M3

4/7/99

14/7/99

25/7/99

25/7/99

18/7/99

4/8/99

25/8/99

5/9/9911/8/99

10 days

25 days

8 days

15 days

15 days

5 days

20 days

T710 days

15 days

7 days

10 days

15 days

19/9/99

Insight in parallel

and sequential tasks

+ dependencies


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Critical path

End

M8

M6

M4

M1

Start T6

T10

T8

T5T4

T2

T12

T11

T9

T3

T1

M7

M5

M2

M3

4/7/99

14/7/99

25/7/99

25/7/99

18/7/99

4/8/99

25/8/99

5/9/9911/8/99

10 days

25 days

8 days

15 days

15 days

5 days

20 days

T710 days

15 days

7 days

10 days

15 days

19/9/99

= Critical Path


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Bar chart (Gantt chart)

4/7 18/711/7 1/825/7 8/8 22/815/8 29/8 5/9 12/9 19/9 26/9

T4

T1

T2

T7

T3

T12

End

T9

T8

T5

T6

T10

T11

M1

M5

M8

M7

M4

M2

M3

M6

Start


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Extra time

4/7 18/711/7 1/825/7 8/8 22/815/8 29/8 5/9 12/9 19/9 26/9

T4

T1

T2

T7

T3

T12

End

T9

T8

T5

T6

T10

T11

M1

M5

M8

M7

M4

M2

M3

M6

Start


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Allocation of persons to tasks and time

4/7 18/711/7 1/825/7 8/8 22/815/8 29/8 5/9 12/9 19/9 26/9

Frank

Jan

Carolien

Jim

Isabel T5

T2

T12

T11T8

T4

T9T3

T1

T7

T10T6

Task Software

Engineer

T1 Jan

T2 Carolien

T3 Jan

T4 Frank

T5 Isabel

T6 Carolien

T7 Jim

T8 Frank

T9 Jan

T10 Carolien

T11 Frank

T12 FrankResources can influence the critial path,

e.g. Frank with T8-T11


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Another example


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Gantt chart

Documents

Scheduling Tracking