Business_5-JLang for construction bussine

Business_5-JLang

1. 5.5.Project planning and Project planning and
managementmanagement
Role of a manager
Charts and Critical Path Analysis
Estimation Techniques
Monitoring

2. Role of a managerRole of a manager
Directs resources for the achievement of
goals
LEADER also provides
–Vision
–Inspiration
–Rises above the usual
No one right way to manage

3. Management ContinuumManagement Continuum
Autocratic Consultative Participate
Authoritarian Democratic
Solves problems alone
Dictates decisions
Discusses Problems
Makes decision
Chairperson
Agrees problem
Creates consensus

4. Managerial RolesManagerial Roles
–(after Henry Mintzberg)
Interpersonal
–Figurehead
–Leader
–Liaison
Informational Roles
–Monitor
–Disseminator
–Spokesperson
Decisional Roles
–Entrepreneur
–Resource Allocator
–Disturbance Allocator
–Negotiator

5. QualitiesQualities
Technical/Professional knowledge
Organisational know-how
Ability to grasp situation
Ability to make decisions
Ability to manage change
Creative
Mental flexibility - Learns from experience
Pro-active
Moral courage
Resilience
Social skills
Self Knowledge

6. VariablesVariables
Resource
Time
Function
“ You can have any two of quick, good or
cheap, but not all three”

7. Development cycle: Development cycle:
Effort
Time
SpecificationAnalysis Build Test Maintain
Alpha Beta

8. Crossing the ChasmCrossing the Chasm
Geoffrey Moore, after Everett Rogers
Tech Utility

9. Approaches and Approaches and
methodologiesmethodologies
Top Down
–Waterfall decomposition
Bottom Up
–meta machine
Rapid Prototype
–successive refinement
Muddle through

10. Spiral MethodologySpiral Methodology

11. Phase Deliverables
Envisioning – agreeing the
overall direction and the
contents of this phase
Vision/Scope document
Risk assessment
Project structure
Planning – design for this
phase.
Functional specification
Risk assessment
Project schedule
Developing – the actual buildFrozen functional specification
Risk management plan
Source code and executables
Performance support elements
Test specification and test
cases
Master project plan and master
project schedule
Stabilsing – test, debug,
rework.
Golden release
Release notes
Performance support elements

12. Pert and Gantt Charts Pert and Gantt Charts
Visual representation of project
Microsoft Project

13. Example: Getting up in the Example: Getting up in the
morningmorning
Task Duration (mins)
1 Alarm rings 0
2. Wake Up 3
3. Get out of bed 5
4. Wash 5
5. Get dressed 5
6. Put kettle on 2
7 Wait for kettle to boil 5
8 Put toast on 2
9 Wait for Toast 3
10 Make coffee 3
11 Butter Toast 2
12 Eat Breakfast 10
13 Leave for Lectures 0

14. Pert ChartPert Chart
Leavefor
Lectures
9:30am9:30am
9:30am9:30am
Wash
8:56am9:01am
8:56am9:01am
Getdressed
9:01am9:06am
9:01am9:06am
EatBreakfast
9:20am9:30am
9:20am9:30am
PutKettleon
9:06am9:09am
9:09am9:12am
Waitforkettleto
boil
9:09am9:14am
9:12am9:17am
MakeCoffee
9:14am9:17am
9:17am9:20am
ButterToast
9:16am9:20am
9:16am9:20am
WaitforToast
9:11am9:16am
9:11am9:16am
Puttoaston
9:06am9:11am
9:06am9:11am
Getoutofbed
8:56am8:56am
8:56am8:56am

15. Critical Path AnalysisCritical Path Analysis
Compute earliest and latest start/finish
for each task
The difference is the slack
The Critical Path joins the tasks for
which there is no slack
Any delay in tasks on the on the critical
path affects the whole project

16. Pert ChartPert Chart
Leavefor
Lectures
9:30am9:30am
9:30am9:30am
Waitforkettleto
boil
9:09am9:14am
9:12am9:17am
MakeCoffee
9:14am9:17am
9:17am9:20am
ButterToast
9:16am9:20am
9:16am9:20am
WaitforToast
9:11am9:16am
9:11am9:16am
PutKettleon
9:06am9:09am
9:09am9:12am
Getoutofbed
9:06am9:06am
9:06am9:06am
Puttoaston
9:06am9:11am
9:06am9:11am
EatBreakfast
9:20am9:30am
9:20am9:30am
Getdressed
9:11am9:16am
9:15am9:20am
Wash
9:06am9:11am
9:10am9:15am

17. Gantt ChartGantt Chart
IDName Duration
1 Get out of bed 0m
2 Wash 5m
3 Get dressed 5m
4Put Kettle on 3m
5Wait for kettle to boil 5m
6Make Coffee 3m
7Put toast on 5m
8Wait for Toast 5m
9Butter Toast 4m
10Eat Breakfast 10m
11Leave for Lectures 0m
9am

18. ExampleExample
IDName Duration
1Start 0w
2Phase 1 8w
3 Analyse 4w
4 Code 3w
5 Test 1w
6Phase 2 6w
7 Analyse 3w
8 Code 1w
9 Test 2w
10Phase 3 10w
11 Analyse 4w
12 Code 2w
13 Test 4w
14End 0w
171819202122232425262728293031323334
Month 2 Month 3 Month 4 Month 5

19. Example PertExample Pert
Phase2
29/5/957/7/95
29/5/9528/7/95
Phase3
19/6/9525/8/95
19/6/9525/8/95
Code
19/6/9523/6/95
10/7/9514/7/95
Analyse
1/5/9526/5/95
1/5/9526/5/95
Start
30/4/9530/4/95
1/5/951/5/95
Code
17/7/9528/7/95
17/7/9528/7/95
End
25/8/9525/8/95
25/8/9525/8/95
Code
29/5/9516/6/95
19/6/957/7/95
Analyse
29/5/9516/6/95
29/5/9516/6/95
Analyse
19/6/9514/7/95
19/6/9514/7/95
Phase1
1/5/9523/6/95
1/5/9514/7/95
Test
19/6/9523/6/95
10/7/9514/7/95
Test
26/6/957/7/95
17/7/9528/7/95
Test
31/7/9525/8/95
31/7/9525/8/95

22. LevellingLevelling
Adjust tasks to match resources available
Automatic systems available, but do not
always give an optimum result
Tasks may be delayed within slack without
affecting project dates
Otherwise consider extending project, or using
more resource
Adding resource to late project may cause
RECURSIVE COLLAPSE
–consider carefully whether the benefits outweigh the
additional learning delays and overheads
Derive costings

23. Larger exampleLarger example
5
23
33 34
36
40
15
41
38
30
14
11
13
8
20
12
42
4
18
27
72
35
31
37
16
3
10
9
44 45 46
24
26
39
25
21
22
17
19
6
28
3229
1 43

24. Estimation Techniques Estimation Techniques
Experience
Comparison with similar tasks
–20 lines of code/day
–can vary by 2 orders of magnitude
Decomposition
Plan to throw one away
20 working days per month BUT 200 per
year

25. Rules of ThumbRules of Thumb
Software projects:
– estimate 10 x cost and 3 x time
1:3:10 rule
–1: cost of prototype
–3: cost of turning prototype into a product
–10: cost of sales and marketing
–>>Product costs are dominated by cost of sales
Hartree’s Law
–The time to completion of any project, as estimated by the project
leader, is a constant (Hartree’s constant) regardless of the state of the
project
–A project is 90% complete 90% of the time
80% Rule
–Don’t plan to use more than 80% of the available resources
•Memory, disc, cycles, programming resource....

26. Cynic’s Project StagesCynic’s Project Stages
Enthusiasm
Disillusionment
Panic
Persecution of the innocent
Praise of the bystander