Work Breakdown Structure: Simplifying Project Management
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Software Project Work Breakdown Structures
CSSE 372 Software Project Management: Software Project Work Breakdown Structures Shawn Bohner Office: Moench Room F212 Phone: (812) 877-8685 Email: [email protected] XKCD: In honor of the RHIT bonfire… Plan for the Day n Plus/Delta Evaluation Reflections n Work Breakdown Structures (WBS) +/∂ Feedback: Lectures Pace Improvements 0 – much too fast ● On Target 13 – somewhat too fast ● More interactive exercises 24 – Somewhat too slow ● Bit slow (3) vs. Bit fast (2) 0 – much too slow ● More (2) vs. Less (2) depth Working well ● More visual material ¨ Lectures well-organized/paced ● More analogies/connect dots ¨ Good class/group activities ● More case studies ¨ Right material & good slides ● Avoid dry material ¨ Group games ● Avoid random calling on people ¨ Daily quizzes ● Less discussions with partner ¨ Knowledgeable instructor ● Move time to later in day ¨ Good case studies ¨ Cartoons/humorous slides +/∂ Feedback: Quizzes Quizzes Improvements 14 – Very helpful ● Quizzes are fine 20 – somewhat helpful ● Be more specific in answers 2 – somewhat unhelpful ● Easier (4) vs. 1 – Very unhelpful Harder (3) questions ● More open-ended questions (2) Working well ● Make questions even shorter (1) ¨ Enforced note-taking ● Avoid “list the…” questions ¨ Focuses lecture direction ● Better matching questions to ¨ Indicates high points slide content ¨ Good study guide/aid ● Put a fun question on quiz! ¨ Questions work well ● Don’t have quizzes (1) ¨ Integration with material ¨ Good coverage of important topics +/∂ Feedback: Reading and Homework Reading -
Project Management © Adrienne Watt
Project Management © Adrienne Watt This work is licensed under a Creative Commons-ShareAlike 4.0 International License Original source: The Saylor Foundation http://open.bccampus.ca/find-open-textbooks/?uuid=8678fbae-6724-454c-a796-3c666 7d826be&contributor=&keyword=&subject= Contents Introduction ...................................................................................................................1 Preface ............................................................................................................................2 About the Book ..............................................................................................................3 Chapter 1 Project Management: Past and Present ....................................................5 1.1 Careers Using Project Management Skills ......................................................................5 1.2 Business Owners ...............................................................................................................5 Example: Restaurant Owner/Manager ..........................................................................6 1.2.1 Outsourcing Services ..............................................................................................7 Example: Construction Managers ..........................................................................8 1.3 Creative Services ................................................................................................................9 Example: Graphic Artists ...............................................................................................10 -
The Timeboxing Process Model for Iterative Software Development
The Timeboxing Process Model for Iterative Software Development Pankaj Jalote Department of Computer Science and Engineering Indian Institute of Technology Kanpur – 208016; India Aveejeet Palit, Priya Kurien Infosys Technologies Limited Electronics City Bangalore – 561 229; India Contact: [email protected] ABSTRACT In today’s business where speed is of essence, an iterative development approach that allows the functionality to be delivered in parts has become a necessity and an effective way to manage risks. In an iterative process, the development of a software system is done in increments, each increment forming of an iteration and resulting in a working system. A common iterative approach is to decide what should be developed in an iteration and then plan the iteration accordingly. A somewhat different iterative is approach is to time box different iterations. In this approach, the length of an iteration is fixed and what should be developed in an iteration is adjusted to fit the time box. Generally, the time boxed iterations are executed in sequence, with some overlap where feasible. In this paper we propose the timeboxing process model that takes the concept of time boxed iterations further by adding pipelining concepts to it for permitting overlapped execution of different iterations. In the timeboxing process model, each time boxed iteration is divided into equal length stages, each stage having a defined function and resulting in a clear work product that is handed over to the next stage. With this division into stages, pipelining concepts are employed to have multiple time boxes executing concurrently, leading to a reduction in the delivery time for product releases. -
Basics of Project Planning
BASICS OF PROJECT PLANNING © Zilicus Solutions 2012 Contents The Basics of Project Planning ............................................................................................................. 3 Introduction ..................................................................................................................................... 3 What is Project Planning? ................................................................................................................ 3 Why do we need project planning? ................................................................................................. 3 Elements of project plan .................................................................................................................. 4 1. Project Scope Planning ...................................................................................................... 4 Triangular Constraints (TQR) ............................................................................................................ 5 2. Delivery Schedule Planning ............................................................................................... 5 3. Project Resources Planning ................................................................................................ 6 4. Project Cost Planning ......................................................................................................... 8 5. Project Quality Planning .................................................................................................... 9 -
Unit 5 – Project Planning
Unit 5 – Project Planning UNIT OVERVIEW Description of the Unit In this unit, you will explore the necessity of proper project planning and how ‘front end’ planning can ensure project success. You will look at several scenarios that put a structure around project scope, deliverables, scheduling, staffing, resources, and risks to help anchor the planning process. Unit Objectives At the conclusion of this unit, you will be able to: • Understand the necessity of a project plan • Assess resource and budgeting issues • Analyze project risks • Effectively determine project scope • Identify project deliverables Unit Topics • Project schedules based on work breakdown structures • Project resources and schedules based on staff availability • Project budgets • Managing project risks • Triple constraint to achieve project goals Activities and Exercises • Group Exercise 5A: Project Management Scenarios • Group Exercise 5B: Review Project Plans for Unit 3 Scenarios Approximate Time for Unit 1 hour 45 minutes Managing Technology Projects and Technology Resources Participant Guide 5 - 1 Institute for Court Management Unit 5 – Project Planning Managing Technology Projects and Technology Resources Participant Guide 5 - 2 Institute for Court Management Unit 5 – Project Planning ___________________________________ ___________________________________ ___________________________________ ___________________________________ UNIT 5 ___________________________________ Project Planning ___________________________________ ___________________________________ ©2010 -
Identifying and Defining Relationships: Techniques for Improving Student Systemic Thinking
AC 2011-897: IDENTIFYING AND DEFINING RELATIONSHIPS: TECH- NIQUES FOR IMPROVING STUDENT SYSTEMIC THINKING Cecelia M. Wigal, University of Tennessee, Chattanooga Cecelia M. Wigal received her Ph.D. in 1998 from Northwestern University and is presently a Professor of Engineering and Assistant Dean of the College of Engineering and Computer Science at the University of Tennessee at Chattanooga (UTC). Her primary areas of interest and expertise include complex process and system analysis, process improvement analysis, and information system analysis with respect to usability and effectiveness. Dr. Wigal is also interested in engineering education reform to address present and future student and national and international needs. c American Society for Engineering Education, 2011 Identifying and Defining Relationships: Techniques for Improving Student Systemic Thinking Abstract ABET, Inc. is looking for graduating undergraduate engineering students who are systems thinkers. However, genuine systems thinking is contrary to the traditional practice of using linear thinking to help solve design problems often used by students and many practitioners. Linear thinking has a tendency to compartmentalize solution options and minimize recognition of relationships between solutions and their elements. Systems thinking, however, has the ability to define the whole system, including its environment, objectives, and parts (subsystems), both static and dynamic, by their relationships. The work discussed here describes two means of introducing freshman engineering students to thinking systemically or holistically when understanding and defining problems. Specifically, the modeling techniques of Rich Pictures and an instructor generated modified IDEF0 model are discussed. These techniques have roles in many applications. In this case they are discussed in regards to their application to the design process. -
Pm4dev, 2016 –Management for Development Series ©
pm4dev, 2016 –management for development series © Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS Project Quality Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development projects for international humanitarian assistance and relief organizations © PM4DEV 2016 Our eBook is provided free of charge on the condition that it is not copied, modified, published, sold, re-branded, hired out or otherwise distributed for commercial purposes. Please give appropriate citation credit to the authors and to PM4DEV. Feel free to distribute this eBook to any one you like, including peers, managers and organizations to assist in their project management activities. www.pm4dev.com Project Quality Management PROJECT QUALITY MANAGEMENT Quality management is the process for ensuring that all project activities necessary to design, plan and implement a project are effective and efficient with respect to the purpose of the objective and its performance. Project quality management (QM) is not a separate, independent process that occurs at the end of an activity to measure the level of quality of the output. It is not purchasing the most expensive material or services available on the market. Quality and grade are not the same, grade are characteristics of a material or service such as additional features. A product may be of good quality (no defects) and be of low grade (few or no extra features). Quality management is a continuous process that starts and ends with the project. It is more about preventing and avoiding than measuring and fixing poor quality outputs. It is part of every project management processes from the moment the project initiates to the final steps in the project closure phase. -
The Work Breakdown Structure Matrix: a Tool to Improve Interface Management
THE WORK BREAKDOWN STRUCTURE MATRIX: A TOOL TO IMPROVE INTERFACE MANAGEMENT MYRIAM GODINOT A THESIS SUBMITTED FOR THE DEGREE OF MASTER OF ENGINEERING DEPARTMENT OF CIVIL ENGINEERING NATIONAL UNIVERSITY OF SINGAPORE 2003 The Work Breakdown Structure Matrix: Myriam GODINOT 2003 A tool to improve interface management _______________________________________________________________________________________ ACKNOWLEDGEMENTS This research would not have been possible without help and support from many people and organizations. I wish particularly to express my greatest gratitude to the following: - My supervisor, Professor David K.H. CHUA, for his invaluable advice, support, and never-fading passion for construction management throughout the course of this research. - The infrastructure team in the company that was at the center of my case study, and in particular Vincent PROU and Mathias BERRUX for their good will and interest in its implementation, and Siti YUSOOF for her joyful support. - The Intelligent Transport and Vehicle Systems laboratory of the National University of Singapore, who welcomed me in its team. - And finally, my family, who let me go away for a second, even harder year, and my friends, both in France and in Singapore, for their patience, encouragement, understanding and continuous support throughout my research. I am grateful to all of them and wish them all to be passionate as I was about what they do and to accomplish their dreams. ii The Work Breakdown Structure Matrix: Myriam GODINOT 2003 A tool to improve interface -
NASA WBS Handbook
https://ntrs.nasa.gov/search.jsp?R=20180000844 2018-11-27T18:41:15+00:00Z NASA/SP-2016-3404/REV1 NASA Work Breakdown Structure (WBS) Handbook National Aeronautics and Space Administration January 2018 Page NASA STI Program…in Profile Since its founding, NASA has been dedicated to CONFERENCE PUBLICATION. the advancement of aeronautics and space Collected papers from scientific and science. The NASA scientific and technical technical conferences, symposia, seminars, information (STI) program plays a key part in or other meetings sponsored or helping NASA maintain this important role. co-sponsored by NASA. The NASA STI program operates under the SPECIAL PUBLICATION. Scientific, auspices of the Agency Chief Information technical, or historical information from Officer. It collects, organizes, provides for NASA programs, projects, and missions, archiving, and disseminates NASA’s STI. The often concerned with subjects having NASA STI program provides access to the NTRS substantial public interest. Registered and its public interface, the NASA Technical Reports Server, thus providing one of TECHNICAL TRANSLATION. the largest collections of aeronautical and space English-language translations of foreign science STI in the world. Results are published in scientific and technical material pertinent to both non-NASA channels and by NASA in the NASA’s mission. NASA STI Report Series, which includes the following report types: Specialized services also include organizing and publishing research results, distributing TECHNICAL PUBLICATION. Reports of specialized research announcements and feeds, completed research or a major significant providing information desk and personal search phase of research that present the results of support, and enabling data exchange services. NASA Programs and include extensive data or theoretical analysis. -
Project System (PS) ESPS D N.I
Project System (PS) ESPS D N.I ADDO Release 4.6C Project System (PS) SAP AG Copyright © Copyright 2001 SAP AG. All rights reserved. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice. Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. Microsoft®, WINDOWS®, NT®, EXCEL®, Word®, PowerPoint® and SQL Server® are registered trademarks of Microsoft Corporation. IBM®, DB2®, OS/2®, DB2/6000®, Parallel Sysplex®, MVS/ESA®, RS/6000®, AIX®, S/390®, AS/400®, OS/390®, and OS/400® are registered trademarks of IBM Corporation. ORACLE® is a registered trademark of ORACLE Corporation. TM INFORMIX®-OnLine for SAP and Informix® Dynamic Server are registered trademarks of Informix Software Incorporated. UNIX®, X/Open®, OSF/1®, and Motif® are registered trademarks of the Open Group. HTML, DHTML, XML, XHTML are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology. JAVA® is a registered trademark of Sun Microsystems, Inc. JAVASCRIPT® is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. SAP, SAP Logo, R/2, RIVA, R/3, ABAP, SAP ArchiveLink, SAP Business Workflow, WebFlow, SAP EarlyWatch, BAPI, SAPPHIRE, Management Cockpit, mySAP.com Logo and mySAP.com are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other products mentioned are trademarks or registered trademarks of their respective companies. -
Systems Development Life Cycle
Systems Development Life Cycle From Wikipedia, the free encyclopedia Jump to: navigation, search For other uses, see SDLC (disambiguation). Model of the Systems Development Life Cycle with the Maintenance bubble highlighted. The Systems Development Life Cycle (SDLC), or Software Development Life Cycle in systems engineering, information systems and software engineering, is the process of creating or altering systems, and the models and methodologies that people use to develop these systems. The concept generally refers to computer or information systems. In software engineering the SDLC concept underpins many kinds of software development methodologies. These methodologies form the framework for planning and controlling the creation of an information system[1]: the software development process. Contents y 1 Overview y 2 History y 3 Systems development phases o 3.1 Requirements gathering and analysis o 3.2 Design o 3.3 Build or coding o 3.4 Testing o 3.5 Operations and maintenance y 4 Systems development life cycle topics o 4.1 Management and control o 4.2 Work breakdown structured organization o 4.3 Baselines in the SDLC o 4.4 Complementary to SDLC y 5 Strengths and weaknesses y 6 See also y 7 References y 8 Further reading y 9 External links [edit] Overview Systems and Development Life Cycle (SDLC) is a process used by a systems analyst to develop an information system, including requirements, validation, training, and user (stakeholder) ownership. Any SDLC should result in a high quality system that meets or exceeds customer expectations, reaches completion within time and cost estimates, works effectively and efficiently in the current and planned Information Technology infrastructure, and is inexpensive to maintain and cost-effective to enhance.[2] Computer systems are complex and often (especially with the recent rise of Service-Oriented Architecture) link multiple traditional systems potentially supplied by different software vendors. -
Planning in Software Project Management
PLANNING IN SOFTWARE PROJECT MANAGEMENT AN EMPIRICAL RESEARCH OF SOFTWARE COMPANIES IN VIETNAM Thesis presented to the Faculty of Economics and Social Sciences at the University of Fribourg (Switzerland) in fulfillment of the requirements for the degree of Doctor of Economics and Social Sciences by Quynh Mai NGUYEN from Vietnam Accepted by the Faculty of Economics and Social Sciences on May 30th, 2006 at the proposal of Professor Dr. Andreas Meier (first advisor) Professor Dr. Jacques Pasquier (second advisor) Professor Dr. Laurent Donzé (third advisor) Fribourg, Switzerland 2006 The Faculty of Economics and Soci al Sciences at the University of Fribourg neither approves nor disapproves the opinions expressed in a doctoral dissertati on. They are to be considered those of the author (decision of the Faculty Council of January 23rd, 1990). To my parents, and To Phuong and Trung, my children ACKNOWLEDGEMENT I would like to express my extreme gratitude to Prof. Dr. Andreas Meier for his guidance, encouragement and helpful supervision during the process of this thesis. I would like to thank Prof. Jacques Pasquier and Prof. Laurent Donzé for their review and comments. My special thanks also go to Dr. Fredric William Swierczek for his invaluable help, advices and suggestions for improvement. Without their help and advice this dissertation could not be completed. I would like to thank my friends, Dr. Bui Nguyen Hung, and Dr. Nguyen Dac Hoa, Mrs. Nguyen Thuy Quynh Loan for their assistance and helpful suggestions and contributions. I would like to thank the government of Switzerland and the Swiss – AIT – Vietnam Management Development Program (SAV) for giving me the scholarship for this PhD program.