Software Project Management - U3
Software Project Management - U3
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PROJECT SCHEDULING
Unit Structure:
3.1 Developing the Project Schedule
1.1 3.1.1. Schedule Inputs
1.2 3.1.2. Scheduling Tools
3.2 Project Management Software Tools
1.3 3.2.1. Allocate Resources to the Tasks
1.4 3.2.2. Identify Dependencies
1.5 3.2.3 Create the Schedule
2 3.2.4 RISK PLAN
3.3 Developing the Project Budget.
3.3.1 Costing
3.3.2 Budgeting
3.4 Monitoring and Controlling the Project
3.4.1 Checkpoints
3.4.1.1 Checkpoint design
3.4.2 Handling significant deviations from plan
3.4.3 Monitoring System Performance
3.5. The Project Communication Plan
3.5.1 Two Types of Communications Plans for Your Project
3.5.2 Building Your Plan
3.6 Project Metrics
2.1.1 3.6.1 Reasons for Project Metrics
3.6.2 Key Project Metrics
3.6.3 Developing Project Metrics
3.7 Reporting Performance & Progress
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The most common form for the schedule to take is a Gantt chart.
The following figure shows an example:
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Once the project team has generated a final set of risks, they
have enough information to estimate two things: a rough estimate
of the probability that the risk will occur, and the potential impact of
that risk on the project if it does eventually materialize. The risks
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3.3.1 Costing:
Tangible costs:
• Lease costs – some assets are not purchased outright but are
leased to spread the cost over the life of the project. These should
be accounted for separately to capital expenditure since the project
or company does not own these assets.
• Staff costs – all costs for staff must be accounted for and this
includes (but is not limited to): salary and pension (superannuation)
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Intangible costs
It has become fashionable to account for “intangible” assets on the
balance sheets of companies and possibly also projects. The
argument goes like this: some contributions to a project are
extremely valuable but cannot necessarily have a tangible value
associated with them. Should you then account for them in the
budget or costing? The “prudence” principle says yes but
practicality says “no”. If you are delving this murky area of
accountancy you should seek professional help and advice.
Typical things you might place in the budget under intangibles are
“goodwill” and “intellectual property”. Personnel-related figures are
a frequent source of intangible assets and so you might find things
like “management team”, “relationships” and “contacts” on an
intangibles balance sheet.
3.3.2 Budgeting:
Once you have costed your project you can then prepare an
appropriate budget to secure the requisite funds and plan your cash
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flow over the life of the project. An accurate cost model will of
course entail a fairly detailed design or at the very least
requirement specification so that you can determine your scope of
work. This is normally completed well into the design phase of the
project.
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This doesn’t mean that you will fail to achieve the objectives
of the plan – on the contrary, you must have a very high level of
confidence that you can achieve those objectives and deliver the
full scope, fit for purpose, on time and to budget.
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3.4.1 Checkpoints:
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Project metrics require time and effort and so that work is done for
usually one of these reasons:
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business metrics. Typically there is no one metric that fits all the
requirements for a particular situation.
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