Session 3
PlanningEmanuele Della Vallehttp://home.dei.polimi.it/dellavalle
Credits 2
This slides are largely based on Prof. John Musser class notes on “Principles of Software Project M t”Management”
Original slides are available at htt // j t f /http://www.projectreference.com/
Reuse and republish permission was granted
Planning and Managing Software Projects – Emanuele Della Valle
Today 3
1. Phases in Detail• Step-by-step of typical software project
2. Lifecycle Planning
3. Project plansj p
Next Week: Lots of Project ish Details: WBS PERT Next Week: Lots of Project-ish Details: WBS, PERT, CPM, Scheduling & Estimation
Planning and Managing Software Projects – Emanuele Della Valle
Session 2 Review 4
PMI Fundamentals
PMI ProcessesPMI Processes
Project and Organizations• Functional, Project, Matrix organizations, j , g• Role of PM in this type of organizations
Project Selection
Project Portfolio Management
Procurement ManagementProcurement Management
Initial documents• Statement of Work (SOW)Statement of Work (SOW)• Project Charter
Planning and Managing Software Projects – Emanuele Della Valle
Introduction to session 3Project Phases 5
Planning and Managing Software Projects – Emanuele Della Valle
Introduction to session 3Time Allocation by Phase 6
Remember the 40-20-40 Rule• Specification-Implementation-Test
Planning Code &Unit Test
Integration & TestUnit Test
Commercial DP
25% 40% 35%
Internet Systems
55% 15% 30%
Real time 35% 25% 40%Real-time Systems
35% 25% 40%
Defense 40% 20% 40%Systems
Bennatan, E.M, “On Time Within Budget”
Planning and Managing Software Projects – Emanuele Della Valle
Introduction to session 3Time Allocation by Phase 7
Activity Small Project (2.5K LOC)
Large Project (500K LOC)
Analysis 10% 30%Analysis 10% 30%
Design 20% 20%
Code 25% 10%
U it T t 20% 5%Unit Test 20% 5%
Integration 15% 20%
System test 10% 15%
Planning and Managing Software Projects – Emanuele Della Valle
McConnell, Steve, “Rapid Development”
Introduction to session 3Activities by % of Total Effort 8
Planning and Managing Software Projects – Emanuele Della Valle
NASA’s “Manager’s Handbook for Software Development”
Introduction to session 3Potential Deliverables by Phase 9
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Concept Exploration 10
The “Why” phase
Not a “mandatory formal” phaseNot a mandatory formal phase• Sometimes called the “pre-project” phase
Collecting project ideasg p j• Then the “funneling” process
Project Justification• Cost-benefit analysis• Project Portfolio Matrix• ROI
Initial planning and estimates
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Concept Exploration 11
Possibly includes Procurement Management:• RFP Process
Vendor selection• Vendor selection• Contract management
Gathering the initial teamGathering the initial team• Including PM if not already on-board
Identify the project sponsorIdentify the project sponsor• Primary contact for approval and decision making
Potential Phase Outputs: p• Concept Document, Product Description, Proposal, SOW,
Project Charter
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Concept Exploration 12
Characteristics & Issues• Lack of full commitment and leadership
Some frustrations:• Some frustrations:– Management only getting rough estimates from
development– Development not getting enough specifics from customer– Finding a balanced team
• Budget sign-off may be your 1st major taskg g y y j• Achieved via:
– Good concept document or equivalentDemonstration of clear need (justification)– Demonstration of clear need (justification)
– Initial estimates
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Requirements 13
The “What” phase
Inputs: SOW, ProposalInputs: SOW, Proposal
Outputs: • Requirements Document (RD)q ( )
– a.k.a.Requirements Specification Document (RSD)– Software Requirements Specification (SRS)
• 1st Project Baseline• 1st Project Baseline• Software Project Management Plan (SPMP)• Requirements Approval & Sign-Off
diffi l k i hi h– Your most difficult task in this phase
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Requirements 14
Perhaps most important & difficult phase
Shortchanging it is a ‘classic mistake’Shortchanging it is a classic mistake
Can begin with a Project Kickoff Meeting
C d ith S ft R i t R i (SRR)Can end with a Software Requirements Review (SRR)• For Sponsor and/or customer(s) approval
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Why are Requirements so Important? 15
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Requirements 16
Characteristics & Issues• Conflict of interest: developer vs. customer
Potential tug of war:• Potential tug-of-war:– Disagreement on Features & Estimates– Especially in fixed-price contracts
• Frequent requirements changes• Achieving sign-off
P j t l i i ll lProject planning occurs in parallel
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Requirements 17
Requirements are capabilities and condition to which the system – more broadly, the project – must
fconform
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail 2 Types of Requirements 18
Functional (behavioral)• Features and capabilities
Non-functional (a.k.a. “technical”) (everything else)• Usability
Human factors help documentation– Human factors, help, documentation• Reliability
– Failure rates, recoverability, availabilityf• Performance
– Response times, throughput, resource usage• Supportabilitypp y
– Maintainability, internationalization• Operations: systems management, installation• Interface: integration with other systems• Interface: integration with other systems• Other: legal, packaging, hardware
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Requirements 19
Other ways of categorizing• Go-Ahead vs. Catch-up
R l ti t titi– Relative to competition• Backward-looking vs. Forward-looking
– Backward: address issues with previous version– Forward: Anticipating future needs of customers
Must be prioritized• Must-have• Should-have• Could-have (Nice-to-have: NTH)( )
Must be approved
An example I’m proud ofAn example I m proud of• http://www.service-finder.eu/attachments/D1.1.pdf
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Early Phase Meetings 20
Project Kickoff Meeting
Project Brainstorming MeetingProject Brainstorming Meeting• Clarify goals, scope, assumptions• Refine estimates
WBS Meeting
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Analysis & Design 21
The “How” Phases
Inputs: Requirements DocumentInputs: Requirements Document
Outputs: • Functional Specification p• Detailed Design Document • User Interface Specification • Data ModelData Model• Prototype (can also be done with requirements)• Updated Plan (improved estimates; new baseline)
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Analysis & Design 22
a.k.a. Top-level design & detailed design
Continues process from RDContinues process from RD
Ends with Critical Design Review (CDR)• Formal sign-offg• Can also include earlier Preliminary Design Review (PDR)
for high level design
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Analysis & Design 23
Characteristics & Issues• Enthusiasm via momentum
Team structure and assignments finalized• Team structure and assignments finalized• Delays due to requirements changes, new information or
late ideas• Issues around personnel responsibilities• Issues around personnel responsibilities• Unfeasible requirements (technical complexity)• Resource Issues
– Including inter-project contention
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Development 24
The “Do It” phase
Coding & Unit testingCoding & Unit testing
Often overlaps Design & Integration phases• To shorten the overall schedule• PM needs to coordinate this
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Development 25
Other concurrent activities• Design completion
Integration begins• Integration begins• Unit testing of individual components• Test bed setup (environment and tools)
l d d• Project plans updated• Scope and Risk Management conducted
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Development 26
Characteristics• Pressure increases
Staffing at highest levels• Staffing at highest levels• Often a “heads-down” operation
IssuesIssues• Last-minute changes• Team coordination (esp. in large projects)
Communication overhead• Communication overhead• Management of sub-contractors
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Integration & Test 27
Evolves from Dev. Phase
Often done as 2 parallel phasesOften done as 2 parallel phases• Partial integration & initial test
Starts with integration of modulesg
An initial, incomplete version constructed
Progressively add more componentsProgressively add more components
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Integration & Test 28
Integration primarily a programmer task
Test primarily a QA team taskTest primarily a QA team task
Integration:• Top-down: Core functionality first, empty shells for p y , p y
incomplete routines (stubs)• Bottom up: gradually bind low-level modules• Prefer top-down generallyp g y
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Integration & Test 29
Tests• Integration testing
Black & White box testing• Black & White-box testing• Load & Stress testing• Alpha & Beta testing• Acceptance testing
Other activitiesFinal budgeting; risk mgmt ; training; installation • Final budgeting; risk mgmt.; training; installation preparation; team reduced
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Integration & Test 30
Characteristics & Issues• Increased pressure
Overtime• Overtime• Customer conflicts over features• Frustration over last-minute failures
d• Budget overruns• Motivation problems (such as burnout)• Difficulty in customer acceptance
– Esp. true for fixed-price contracts
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Deployment & Maintenance 31
Installation depends on system type• Web-based, CD-ROM, in-house, etc.
Migration strategy
How to get customers up on the systemg p y• Parallel operation
Deployment typically in your project plan, maintenance not
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Deployment & Maintenance 32
Maintenance• Fix defects
Add new features• Add new features• Improve performance
Configuration control is very important hereConfiguration control is very important here
Documents need to be maintained also
Sometimes a single team maintains multiple products
Planning and Managing Software Projects – Emanuele Della Valle
Phases in Detail Deployment & Maintenance 33
Characteristics & Issues• Lack of enthusiasm
Pressure for quick fixes• Pressure for quick fixes• Insufficient budget• Too many patches
l• Personnel turnover• Regression testing is critical
– Preferably through automated toolsy g
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning 34
a.k.a. Lifecycle Management or Systems Development Life Cycle (SDLC )
Greatly influences your chance of success
Not choosing a lifecycle is a bad optionot c oos g a ecyc e s a bad opt o
Three primary lifecycle model components • Phases and their order• Intermediate products of each phase• Reviews used in each phase
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning 35
Different projects require different approaches
You do not need to know all models by nameYou do not need to know all models by name
You should know how that if given a certain scenario what sort of SDLC would be appropriateat so t o S C ou d be app op ate
There are more than covered here
A lifecycle is not a design modeling or diagramming A lifecycle is not a design, modeling or diagramming technique • The same technique (UML, DFD, etc) can be used with
l i l lif lmultiple lifecycles
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Pure Waterfall 36
The “granddaddy” of models
Linear sequence of phasesLinear sequence of phases• “Pure” model: no phases overlap
Document driven
All planning done up-front
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Waterfall Risk 37
Why does the waterfall model “invite risk”?
Integration and testing occur at the endIntegration and testing occur at the end• Often anyone’s 1st chance to “see” the program
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Pure Waterfall 38
Works well for projects with• Stable product definition
Well understood technologies• Well-understood technologies• Quality constraints stronger than cost & schedule• Technically weak staff
– Provides structure– Good for overseas projects
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Pure Waterfall 39
Disadvantages• Not flexible
Ri id h f t t fi i h– Rigid march from start->finish• Difficult to fully define requirements up front• Can produce excessive documentation• Few visible signs of progress until the end
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Code-and-Fix 40
“Code-like-Hell”
Specification (maybe), Code (yes), Release (maybe)Specification (maybe), Code (yes), Release (maybe)
Advantages• No overhead• Requires little expertise
Disadvantages• No process, quality control, etc.• Highly risky
S it bl f t t thSuitable for prototypes or throwaways
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Spiral 41
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Spiral 42
Emphasizes risk analysis & mgmt. in each phase
A Series of Mini-projectsA Series of Mini projects
Each addresses a set of “risks”• Start small, explore risks, prototype, plan, repeat, p , p yp , p , p
Early iterations are “cheapest”
Number of spirals is variableNumber of spirals is variable• Last set of steps are waterfall-like
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Spiral 43
Advantages• Can be combined with other models
As costs increase risks decrease• As costs increase, risks decrease• Risk orientation provides early warning
DisadvantagesDisadvantages• More complex• Requires more management
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Modified Waterfall – Sashimi 44
Overlapping phases
AdvantagesAdvantages• Reduces overall schedule• Reduces documentation• Works well if personnel continuity• Works well if personnel continuity
Disadvantages• Milestones more ambiguousMilestones more ambiguous• Progress tracking more difficult• Communication can be more difficult
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Evolutionary Prototyping 45
Design most prominent parts first• Usually via a visual prototype
Good for situations with:• Rapidly changing requirements• Non-committal customer• Non-committal customer• Vague problem domain
Provides steady, visible progressProvides steady, visible progress
Disadvantages• Time estimation is difficult• Project completion date may be unknown• An excuse to do “code-and-fix”
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Staged Delivery 46
Waterfall steps through architectural design
Then detailed design, code, test, deliver in stagesThen detailed design, code, test, deliver in stages
Advantages• Customers get product much soonerg p• Tangible signs of progress sooner• Problems discovered earlier• Increases flexibilityIncreases flexibility• Reduces: status reporting overhead & estimation error
Disadvantagesg• Requires more planning (for you the PM)• More releases increase effort (and possible feature
creep)p)
How’s this differ from Evolutionary Prototyping?
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning V Process Model 47
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning V Process Model 48
Designed for testability• Emphasizes Verification & Validation
Variation of waterfall
Strengthsg• Encourages V&V at all phases
Weaknesses• Does not handle iterations• Changes can be more difficult to handle
G d h i f t th t i hi h li bilit Good choice for systems that require high reliability such as patient control systems
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning RAD 49
Rapid Application Development
Popular in the 80’sPopular in the 80 s• 1. Joint Requirements Planning (JRP)• 2. Joint Application Design (JAD)• 3 Construction • 3. Construction
– Heavy use of tools: code generators– Time-boxed; many prototypes
C• 4. Cutover
Good for systems with extensive user input available
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning COTS 50
Commercial Off-The-Shelf software
Build-vs.-buy decisionBuild vs. buy decision
Advantages• Available immediatelyy• Potentially lower cost
Disadvantages• Not as tailored to your requirements
Remember: custom software rarely meets its ideal (so h l CO S )compare that reality to COTS option)
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Choosing Your Lifecycle 51
Varies by project
Opt for “iterative” or “incremental” Opt for iterative or incremental
How well are requirements understood?
Wh t th i k ?What are the risks?
Is there a fixed deadline?
How experienced is the team or customer?
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning McConnell’s way of choosing a Lifeclycle 52
Model a b c d e f g h i j kPure Waterfall x x ~ ~ ~Code and Fix x x
Legend: x = excellent, ~ = fair to excellent, Code-and-Fix x x
Spiral x x x x x ~ ~ ~ x xModified Waterfalls ~ ~ x x ~ ~ x ~ ~ ~E ol tion P otot ping
fair to excellent, empty box = poor.
Evolutionary Prototyping x ~ x ~ ~ x x ~Staged Delivery x x ~ ~ ~ ~ xCommercial (COTS) x x x ~
a. Works with poorly understood requirementsb. Works with poorly understood architecturec. Produces highly reliable systemg y yd. Produces system with large growth envelopee. Manages risksf. Can be constrained to a predefined scheduleg Has low overheadg. Has low overheadh. Allows for midcourse correctionsi. Provides customer with progress visibilityj. Provides management with progress visibility
Planning and Managing Software Projects – Emanuele Della Valle
j. Provides management with progress visibilityk. Requires little manager or developer sophistication
[source http://acmesoffware.com/acme/default.asp ]
Lifecycle Planning XP: eXtreme Programming 53
Not a Microsoft product
Part of movement called “Agile Development”Part of movement called Agile Development
A “Lightweight” methodology
A bit t ltA bit counter-culture
Currently in vogue
Motto: “Embrace Change”
Highly Incremental / Iterativeg y /
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning eXtreme Programming 54
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning eXtreme Programming 55
Suitable for small groups
Attempts to minimize unnecessary workAttempts to minimize unnecessary work
Uses an “on-site” customer
S ll lSmall releases
Pair programming
Refactoring
Stories as requirementsq
You want good developers if you use this
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Other “Agile” Methodologies 56
Agile here means “lite”, reduced docs, highly iterative
Agile Software DevelopmentAgile Software Development• Alliance , http://www.agilealliance.org/home• their “manifesto”, http://agilemanifesto.org/• their book• their book
http://www.amazon.com/exec/obidos/ASIN/0201699699/104-2402656-5403151
SCRUM• Features 30-day “Sprint” cycles• See http://jeffsutherland.org/scrum/
Feature Driven Development (FDD)Feature Driven Development (FDD)• XP with more emphasis on docs and process
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Other “Agile” Methodologies 57
Adaptive Software Development (ASD)• Book http://www.amazon.com/exec/obidos/tg/detail/-/0932633404/
Site http://www adaptivesd com/learn html• Site http://www.adaptivesd.com/learn.html
Dynamic System Development Method (DSDM)• Popular in Europe• Popular in Europe
Homegrown: developers often hide their “agile adventures” from managementadventures from management
Planning and Managing Software Projects – Emanuele Della Valle
Lifecycle Planning Other “Agile” Methodologies 58
Pros• Similar to XP, can reduce process overhead
Responsive to user feedback• Responsive to user feedback• Amenable to change
ConsCons• Requires close monitoring by PM• May not “scale” to large projects
Often requires better quality developers• Often requires better quality developers
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Planning 59
“Plans are nothing. But planning is everything.” Gen. Dwight Eisenhower
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Planning 60
Preliminary planning starts on day one
Even in the pre-project phaseEven in the pre project phase
Should not be conducted “in secret”
N d b i d lNeed buy-in and approval• Very important step• Both from above and below
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Your PM Process 61
Why• Deliverable: ROI
What• SOW, Requirements
How• Design Specification,
Software Software Development Plan, Lifecycle Futrell, Shafer, Shafer, “Quality Software Project Management”
Do it• Execution
Did it• Post Project Report
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Primary Planning Steps 62
Identify project scope and objectives
Identify project organizational environmentIdentify project organizational environment
Analyze project characteristics
Id tif j t d t d ti iti Identify project products and activities
Estimate effort for each activity
Identify risk
Allocate resources
Review and communicate plan
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Documents 63
Planning
ProductProduct
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Planning Documents 64
Software Development Plan (SDP)
Software Quality Assurance Plan (SQAP)Software Quality Assurance Plan (SQAP)
Software Configuration Management Plan (SCMP)
Ri k M t PlRisk Management Plan
Software Process Improvement Plan
Communications Management Plan
Migration Plang
Operations Plan
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Planning Documents 65
You (the PM) need to choose which documents are appropriate
Docs do not have to be lengthy
Small Set:S a Set• Software Development Plan• Risk Management Plan• Software Quality Assurance Plan • Software Quality Assurance Plan • Software Configuration Management Plan
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans My Choice 66
Statement of Work (SOW)
Project CharterProject Charter
Software Project Management Plan (SPMP)
B d tBudget
Responsibility Assignment Matrix (RAM)
Risk Management Plan
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Product Documents 67
Statement of Need
System Interface SpecificationSystem Interface Specification
Software Requirements Specification
Software Design Specification
Software Validation & Verification PlanSoftware Validation & Verification Plan
User Documentation
Support Plan
Maintenance Documentation
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Software Project Survival Guide 68
Another McConnell book
See construx.com’s SPSG sectionSee construx.com s SPSG sectionhttp://www.construx.com/survivalguide/subject.htm• Good content online• Documents• Documents• Schedules• Checklists
P j t b it t l t• Project web site template
I tool I’ve often used• Software Project Survival Test• Software Project Survival Test
– http://www.construx.com/Page.aspx?hid=1229
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Planning 69
How much will it cost?
How long will it take?How long will it take?
How many people will it take?
Wh t i ht ?What might go wrong?
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Planning 70
Scoping
EstimationEstimation
Risk
S h d lSchedule
Control Strategy
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Process Issues 71
You want a fairly sophisticated process without incurring much overhead
Remember, projects are often larger than they first appear
Easier to loosen too much process than add later
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Plans Evolve Over Time 72
NASA’s “Manager’s Handbook for Software Development”
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Software Development Plan 73
Software Project Management Plan (SPMP)
Some consider it the most important document in the Some consider it the most important document in the project (along with SRS)• Can be seen as an aggregation of other core documents
Evolves over time as pieces come together
McConnell’s examplep• http://www.construx.com/Page.aspx?nid=240
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans SDP / SPMP 74
Fundamental Sections• Project overview
Deliverables• Deliverables• Project organization• Managerial processes
h l• Technical processes• Budget• Schedule
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Communications Management Plan 75
Often a section of SPMP
Describes information flow to all partiesDescribes information flow to all parties• Gathering and distributing information
Status meetingsg• Monthly, Weekly, Daily?• Status reports are vital
Planning and Managing Software Projects – Emanuele Della Valle
Project Plans Create a Project Intranet 76
A great communications tool
Reference all project resources hereReference all project resources here
For instance have a look at portals of my current projectsp ojects• http://www.service-finder.eu• http://www.larkc.eu and http://wiki.larkc.eu• http://www search-computing it/• http://www.search computing.it/
Planning and Managing Software Projects – Emanuele Della Valle
Optional Readings 77
McConnell: 8 “Estimation”, 9 “Scheduling”
Thayer: Cori pg. 171-182 “Fundamentals of Master Thayer: Cori pg. 171 182 Fundamentals of Master Scheduling”, Fairley 183-194 “Work Breakdown Structures”
Review relevant links as appropriate on http://www.projectreference.com/
Planning and Managing Software Projects – Emanuele Della Valle
Questions? 78
Planning and Managing Software Projects – Emanuele Della Valle
Comics 79
Planning and Managing Software Projects – Emanuele Della Valle
[source http://www.cs.ucl.ac.uk/external/atanu/req.gif ]
80
Planning and Managing Software Projects – Emanuele Della Valle
Comics 81
Planning and Managing Software Projects – Emanuele Della Valle
[source http://www.codinghorror.com/blog/images/software-engineering-explained.png ]
Read out more about the tree swing 82
http://www.businessballs.com/treeswing.htm
Planning and Managing Software Projects – Emanuele Della Valle