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Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
Review Questions Why is it important to proactively manage risk?
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Review Questions Why is it important to proactively manage risk?

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Transcript

  • 1. Review Questions
    • Why is it important to proactively manage risk?
    • What are some techniques for enumerating project risks?
    • What are the two main aspects of configuration management?
  • 2. What if . . .
    • We cancelled all the rest of the labs, set the project end date at November 23, set up the submit directories, and wished you good luck
  • 3. What is project management?
    • The overall goal of project planning is to establish a pragmatic strategy for controlling, tracking, and monitoring a complex technical project.
    • includes risk management
    • Software Project Management Plans (SPMP, Iteration 0)
    • Weekly iterations
    • RAF
  • 4. Ten major causes of project failure [ Danek Bienkowski]
    • The project is a solution in search of a problem
    • Only the project team is interested in the end result
    • No one is in charge
    • The project plan lacks structure
    • The project plan lacks detail
    • The project is underbudgeted
    • Insufficient resources are allocated
    • The project is not tackled against its plan
    • The project team is not communicating
    • The project strays from its original goals
  • 5. Objectives of Project Management
    • To ensure that the project is correctly designed to meet its objectives
    • To ensure that the project is completed on schedule, within resources and budget
    • To provide a mechanism for monitoring the project
    Agreed upon by all parties, achievable, satisfy customer needs Agreed upon, consistent with needs of project, clearly defined So project does not stray
  • 6. Task Durations and Dependencies A manageable task is one in which the expected results can be easily identified; success, failure or completion of the task can be easily ascertained; the time & resources to complete the task can be estimated and is in decently small chunks of time (1/2 day, day)
  • 7. Activity Network
  • 8. Staff Allocation
  • 9. Example Gantt Chart From: http://www.me.umn.edu/courses/me4054/assignments/gantt.html
    • Project progress quickly until they become 90% complete; then they remain at 90% complete forever.
  • 10. PERT
    • Program Evaluation and Review Technique (PERT)
      • For each task
        • Name/identifier
        • Duration
        • Number of people
        • Dependency information
      • Critical Path Method (CPM)
        • Critical path is indicated. The critical path consists of the set of dependent tasks which together take the longest time to complete.
        • Tasks that fall on the critical path should receive special attention because delays can shift the whole project
      • Slack
        • Broken or dotted line between the end of a task and the start of a dependent task
  • 11. Pert Chart (Critical Path Method) From: http://www.rff.com/pert_html.htm
  • 12. Big Visible Chart; Wall Gantts; Stand Up Meeting
  • 13. Pros and Cons
    • What are the pros and cons of
      • Pert charts, Gantt charts
      • Planning game, Wall gantts
    • For what types of projects are each appropriate?
  • 14. What every software engineer needs to know 101
    • Fred Brooks (IBM, UNC), “Mythical Man Month”
    • Brooks’ Law: Adding manpower to a late project makes it later
      • Communication
      • Assimilation time
      • Training

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