Review Questions Why is it important to proactively manage risk?


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Review Questions Why is it important to proactively manage risk?

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