ahmed pmtools
TRANSCRIPT
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(Project Management on Software Development-Client Server Application)
DONE BY
Ahmed Hamed Al-Noumani
Stud Reg ID: 2010357
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Project Management Methods & Tools (Assignment)Sales Order Processing System2
Table of Contents
Sl
no:
Topic page
1. Introduction to Project Management3
2. Project description3
3. Project Stake Holders4
4. Project deliverables5
5. Project Objectives5-6
6. Project Success criteria6
7. Project Scope
78. Project Management Tools & Methods
8-20
9. Risk Analysis and Management20
10. Project Constraints22
11. Project Mile Stones23
12. Work Breakdown Structure (WBS)25
13. Project Deliverables27
14. Project Resource Plan29
15. Conclusion30
16. Bibliography & References30
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Project Management Methods & Tools (Assignment)Sales Order Processing System4
Order processing is a speedy operation involving multiple people, departments
and critical transactions. Rush orders need to be identified and expedited.
Complex orders may need to be routed to specialized staff. And your customers
want to know when their orders have been received, are in-process or are routed
for fulfillment. But the processes that support your sales orders such as
auditing and customer feedbackare often manual.
Project Stakeholders
Stakeholders are the people involved in or affected by project activities
Stakeholders include
the project sponsor and project team
support staff customers
users
suppliers
opponents to the project
Sponsors Name: Abdullah Bin Mohammed Al Mahruqi
Director, Concord System
Muscat, Oman
Project Manager: Fahad Moosa Al Batashi
(968) 98380237
Project Team Members: Name & Role
Javed M. - Documentation & Testing
Tim Johan - Documentation & Testing
Bader Al Sukry - Documentation & Financial Info
Ibrahim Al Busaidi- Project Lead & Programming
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Project Stakeholders:
Name Title/Role Responsibility
Abdullah Bin Mohammed Al Mahruqi - Project Sponsor
Hassan Juma Al Lawati- Supervisor Input Source
Ron Kerry - Maintenance Supervisor Input Source
Company Executives, Managers - General Users & End User
The Project Team Project Workers Plan/Execute Project.
Project Deliverables:
Project teamSystem Development
Project Charter
Work Breakdown Structure (WBS) draft
Scope Statement
First status report, with paper copies of the Project Charter and WBS
draft
Gantt Chart
Stakeholder Analysis
Project Objectives
Objectives of Order Processing System
Checks availability, and allocates inventory at entry time.
Performs on-line credit check.
Allows drop shipped orders, blanket orders, and can consolidate orders.
Supports distribution from multiple warehouse locations.
Allows selective and partial billing.
Provides automatic mass price change ability.
Prints Order Acknowledgments, Picking Tickets, and Invoices.
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Fills back orders; prints both back orders and order status reports by item
and/or by customer.
Handles prices and discounts through flexible user-defined codes based on
customer numbers, customer
Types, quantity ordered product categories, item numbers, and/or special
sale prices.
Accesses all features through convenient menus, but allows the expert user
to quickly move from any
Package/application directly to another, bypassing all menus.
Allows all reports to be displayed on the screen for immediate inquiry.
Success Criteria : Advantages of Sales Order Processing System:
It helps in faster order processing We can have better management of rush orders
There will be a reduced manual labor
We can have reduced cost per sales order
There will be an integration with your existing enterprise systems (eg: SAP)
It will be an auditable sales process
It is possible to have an automatic customer notifications during key phasesof processing
Customers satisfaction will be more.
Project management process
1) Agree precise specification for the project.
2) Plan the project - time, team, activities, resources, and financials.
3) Communicate the project plan to your project team.
4) Agree and delegate project actions.
5) Manage, motivate, inform, encourage and enable the project team.
6) Check, measure, review project progress; adjust project plans, and inform
the project team and others.
7) Complete project; review and report on project performance; give praise and
thanks to the project team.
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Scope
The core-idea of defining scope is to clearly describe and gain agreement on the
logical boundaries of your project. Scope statements are used to define what is
within the boundaries of the project and what is outside those boundaries. The
more aspects of scope you can identify, the better off your project will be. For eg: *
The major functionality that is in scope and out of scope (decision support, data
entry, management reporting).
The more aspects of scope you can identify, the better off your project will be. For
eg: The major functionality that is in scope and out of scope decision support.
The purpose of defining scope is to clearly describe and gain agreement on the
logical boundaries of your project. Scope statements are used to define what is
within the boundaries of the project.
In-Scope of the Order Processing Project
The project will deliver the following:
Provides automatic mass price change ability.
Checks availability, and allocates inventory at entry time.
Allows selective and partial billing.
Performs on-line credit check.Also, it will deliver the help manual, Back up Options etc.
Out-of-Scope of the Order Processing Project
The developed system will not prepare annual audit report, any graphical
analysis of Bill of Material (BOM).
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Project Management Methods & Tools (Assignment)Sales Order Processing System8
Project Management Tools & Methods
a) PERT
Complex projects require a series of activities, some of which must be performed
sequentially and others that can be performed in parallel with other activities.
This collection of series and parallel tasks can be modeled as a network.
In 1957 the Critical Path Method (CPM) was developed as a network model for
project management. CPM is a deterministic method that uses a fixed time
estimate for each activity. While CPM is easy to understand and use, it does not
consider the time variations that can have a great impact on the completion time
of a complex project.
The Program Evaluation and Review Technique (PERT) is a network model that
allows for randomness in activity completion times. PERT was developed in the
late 1950's for the U.S. Navy's Polaris project having thousands of contractors. It
has the potential to reduce both the time and cost required to complete a project.
The Network Diagram
In a project, an activity is a task that must be performed and an event is a
milestone marking the completion of one or more activities. Before an activity can
begin, all of its predecessor activities must be completed. Project network models
represent activities and milestones by arcs and nodes. PERT originally was an
activity on arc network, in which the activities are represented on the lines and
milestones on the nodes. Over time, some people began to use PERT as an
activity on node network. For this discussion, we will use the original form ofactivity on arc.
The PERT chart may have multiple pages with many sub-tasks. The following is a
very simple example of a PERT diagram:
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PERT Chart
The milestones generally are numbered so that the ending node of an activity has
a higher number than the beginning node. Incrementing the numbers by 10
allows for new ones to be inserted without modifying the numbering of the entire
diagram. The activities in the above diagram are labeled with letters along with
the expected time required to complete the activity.
Steps in the PERT Planning Process
PERT planning involves the following steps:
1. Identify the specific activities and milestones.
2. Determine the proper sequence of the activities.
3. Construct a network diagram.4. Estimate the time required for each activity.
5. Determine the critical path.
6. Update the PERT chart as the project progresses.
1. Identify Activities and Milestones
The activities are the tasks required to complete the project. The milestones are
the events marking the beginning and end of one or more activities. It is helpful
to list the tasks in a table that in later steps can be expanded to include
information on sequence and duration.
2. Determine Activity Sequence
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This step may be combined with the activity identification step since the activity
sequence is evident for some tasks. Other tasks may require more analysis to
determine the exact order in which they must be performed.
3. Construct the Network Diagram
Using the activity sequence information, a network diagram can be drawn
showing the sequence of the serial and parallel activities. For the original activity-
on-arc model, the activities are depicted by arrowed lines and milestones are
depicted by circles or "bubbles".
If done manually, several drafts may be required to correctly portray the
relationships among activities. Software packages simplify this step byautomatically converting tabular activity information into a network diagram.
4. Estimate Activity Times
Weeks are a commonly used unit of time for activity completion, but any
consistent unit of time can be used.
A distinguishing feature of PERT is its ability to deal with uncertainty in activity
completion times. For each activity, the model usually includes three time
estimates:
Optimistic time - generally the shortest time in which the activity can be
completed. It is common practice to specify optimistic times to be three
standard deviations from the mean so that there is approximately a 1%
chance that the activity will be completed within the optimistic time.
Most likely time - the completion time having the highest probability. Note
that this time is different from the expected time.
Pessimistic time - the longest time that an activity might require. Three
standard deviations from the mean is commonly used for the pessimistic
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time.
PERT assumes a beta probability distribution for the time estimates. For a beta
distribution, the expected time for each activity can be approximated using the
following weighted average:
Expected time = ( Optimistic + 4 x Most likely + Pessimistic ) / 6
This expected time may be displayed on the network diagram.
To calculate the variance for each activity completion time, if three standard
deviation times were selected for the optimistic and pessimistic times, then there
are six standard deviations between them, so the variance is given by:
[ ( Pessimistic - Optimistic ) / 6 ]2
5. Determine the Critical Path
The critical path is determined by adding the times for the activities in each
sequence and determining the longest path in the project. The critical path
determines the total calendar time required for the project. If activities outside the
critical path speed up or slow down (within limits), the total project time does not
change. The amount of time that a non-critical path activity can be delayed
without delaying the project is referred to as slack time.
If the critical path is not immediately obvious, it may be helpful to determine the
following four quantities for each activity:
ES - Earliest Start time
EF - Earliest Finish time
LS - Latest Start time
LF - Latest Finish time
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These times are calculated using the expected time for the relevant activities. The
earliest start and finish times of each activity are determined by working forward
through the network and determining the earliest time at which an activity can
start and finish considering its predecessor activities. The latest start and finish
times are the latest times that an activity can start and finish without delaying
the project. LS and LF are found by working backward through the network. The
difference in the latest and earliest finish of each activity is that activity's slack.
The critical path then is the path through the network in which none of the
activities have slack.
The variance in the project completion time can be calculated by summing the
variances in the completion times of the activities in the critical path. Given this
variance, one can calculate the probability that the project will be completed by a
certain date assuming a normal probability distrib ution for the critical path. The
normal distribution assumption holds if the number of activities in the path is
large enough for the central limit theorem to be applied.
Since the critical path determines the completion date of the project, the project
can be accelerated by adding the resources required to decrease the time for the
activities in the critical path. Such a shortening of the project sometimes is
referred to asproject crashing.
6. Update as Project Progresses
Make adjustments in the PERT chart as the project progresses. As the project
unfolds, the estimated times can be replaced with actual times. In cases where
there are delays, additional resources may be needed to stay on schedule and the
PERT chart may be modified to reflect the new situation.
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Benefits of PERT
PERT is useful because it provides the following information:
Expected project completion time.
Probability of completion before a specified date. The critical path activities that directly impact the completion time.
The activities that have slack time and that can lend resources to critical
path activities.
Activity start and end dates.
Limitations
The following are some of PERT's weaknesses:
The activity time estimates are somewhat subjective and depend on
judgement. In cases where there is little experience in performing an
activity, the numbers may be only a guess. In other cases, if the person or
group performing the activity estimates the time there may be bias in the
estimate.
Even if the activity times are well-estimated, PERT assumes a beta
distribution for these time estimates, but the actual distribution may be
different.
Even if the beta distribution assumption holds, PERT assumes that the
probability distribution of the project completion time is the same as the
that of the critical path. Because other paths can become the critical path if
their associated activities are delayed, PERT consistently underestimates
the expected project completion time.
The underestimation of the project completion time due to alternate paths
becoming critical is perhaps the most serious of these issues. To overcome this
limitation, Monte Carlo simulations can be performed on the network to eliminate
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this optimistic bias in the expected project completion time.
b)CPM - Critical Path Method
In 1957, DuPont developed a project management method designed to address
the challenge of shutting down chemical plants for maintenance and then
restarting the plants once the maintenance had been completed. Given the
complexity of the process, they developed the Critical Path Method (CPM) for
managing such projects.
CPM provides the following benefits:
Provides a graphical view of the project.
Predicts the time required to complete the project.
Shows which activities are critical to maintaining the schedule and which
are not.
CPM models the activities and events of a project as a network. Activities
are depicted as nodes on the network and events that signify the beginning
or ending of activities are depicted as arcs or lines between the nodes. The
following is an example of a CPM network diagram: CPM Diagram
Steps in CPM Project Planning
1. Specify the individual activities.
2. Determine the sequence of those activities.
3. Draw a network diagram.
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4. Estimate the completion time for each activity.
5. Identify the critical path (longest path through the network)
6. Update the CPM diagram as the project progresses.
1. Specify the Individual Activities
From the work breakdown structure, a listing can be made of all the activities in
the project. This listing can be used as the basis for adding sequence and
duration information in later steps.
2. Determine the Sequence of the Activities
Some activities are dependent on the completion of others. A listing of the
immediate predecessors of each activity is useful for constructing the CPM
network diagram.
3. Draw the Network Diagram
Once the activities and their sequencing have been defined, the CPM diagram can
be drawn. CPM originally was developed as an activity on node (AON) network,
but some project planners prefer to specify the activities on the arcs.
4. Estimate Activity Completion Time
The time required to complete each activity can be estimated using past
experience or the estimates of knowledgeable persons. CPM is a deterministic
model that does not take into account variation in the completion time, so only
one number is used for an activity's time estimate.
5. Identify the Critical Path
The critical path is the longest-duration path through the network. The
significance of the critical path is that the activities that lie on it cannot be
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delayed without delaying the project. Because of its impact on the entire project,
critical path analysis is an important aspect of project planning.
The critical path can be identified by determining the following four parameters
for each activity:
ES - earliest start time: the earliest time at which the activity can start
given that its precedent activities must be completed first.
EF - earliest finish time, equal to the earliest start time for the activity plus
the time required to complete the activity.
LF - latest finish time: the latest time at which the activity can be completed
without delaying the project.
LS - latest start time, equal to the latest finish time minus the time required
to complete the activity.
The slack timefor an activity is the time between its earliest and latest start time,
or between its earliest and latest finish time. Slack is the amount of time that an
activity can be delayed past its earliest start or earliest finish without delaying the
project. The critical path is the path through the project network in which none of
the activities have slack, that is, the path for which ES=LS and EF=LF for all
activities in the path. A delay in the critical path delays the project. Similarly, to
accelerate the project it is necessary to reduce the total time required for the
activities in the critical path.
6. Update CPM Diagram
As the project progresses, the actual task completion times will be known and the
network diagram can be updated to include this information. A new critical path
may emerge, and structural changes may be made in the network if project
requirements change.
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CPM Limitations
CPM was developed for complex but fairly routine projects with minimal
uncertainty in the project completion times. For less routine projects there is
more uncertainty in the completion times, and this uncertainty limits the
usefulness of the deterministic CPM model.
c) Gantt Chart
During the era of scientific management, Henry Gantt developed a tool for
displaying the progression of a project in the form of a specialized chart. An early
application was the tracking of the progress of ship building projects. Today,
Gantt's scheduling tool takes the form of a horizontal bar graph and is known asa Gantt chart, a basic sample of which is shown below:
Gantt Chart Format
Task Duration Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
1 2 mo.
2 2 mo.
3 2 mo.
4 2 mo.
5 2 mo.
6 2 mo.
The horizontal axis of the Gantt chart is a time scale, expressed either in absolute
time or in relative time referenced to the beginning of the project. The time
resolution depends on the project - the time unit typically is in weeks or months.
Rows of bars in the chart show the beginning and ending dates of the individual
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Gantt Chart - Order Processing System
0 2 4 6
Task-1
Task-2
Task-3
Task-4
Task-5
Task-6
Weeks
Tasks
Weeks
tasks in the project.
In the above example, each task is shown to begin when the task above it
completes. However, the bars may overlap in cases where a task can begin before
the completion of another, and there may be several tasks performed in parallel.
For such cases, the Gantt chart is quite useful for communicating the timing of
the various tasks. For larger projects, the tasks can be broken into subtasks
having their own Gantt charts to maintain readability.
Gantt Chart Enhancements
This basic version of the Gantt chart often is enhanced to communicate more
information.
A vertical marker can used to mark
the present point in time.
The progression of each activity
may be shown by shading the bar
as progress is made, allowing the
status of each activity to be knownwith just a glance.
Dependencies can be depicted
using link lines or color codes.
Resource allocation can be specified for each task.
Milestones can be shown.
Gantt Chart Role in Project Planning
For larger projects, a work breakdown structure would be developed to identify
the tasks before constructing a Gantt chart. For smaller projects, the Gantt chart
itself may used to identify the tasks.
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The strength of the Gantt chart is its ability to display the status of each activity
at a glance. While often generated using project management software, it is easy
to construct using a spreadsheet, and often appears in simple ascii formatting in
e-mails among managers.For sequencing and critical path analysis, network
models such as CPM or PERTare more powerful for dealing with dependencies
and project completion time. Even when network models are used, the Gantt
chart often is used as a reporting tool.
Network diagram
3wk 4wk
3wk 2wk 1wk
2wk 4wk 2wk
2wk
2wk 2wk
Development Methodology
In Royce's original waterfall model, the following phases are followed in order:
1. Requirements specification
2. Design
3. Construction (AKA
implementation or coding)
4. Integration
5.Testing and debugging (AKA
validation)
6. Installation
7. Maintenance
To follow the waterfall model, one proceeds from one phase to the next in a purely
sequential manner. For example, one first completes "requirements specification"
Task
Task
Task
Start
Task
Finish
Task
Task
2wk
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they set in stone the requirements of the software. When the requirements are
fully completed, one proceeds to design. The software in question is designed and
a "blueprint" is drawn for implementers (coders) to followthis design should be
a plan for implementing the requirements given. When the design is fully
completed, an implementation of that design is made by coders. Towards the later
stages of this implementation phase, disparate software components produced by
different teams are integrated. After the implementation and integration phases
are complete, the software product is tested and debugged; any faults introduced
in earlier phases are removed here. Then the software product is installed, and
later maintained to introduce new functionality and remove bugs.
Thus the waterfall model maintains that one should move to a phase only when
its preceding phase is completed and perfected. Phases of development in the
waterfall model are discrete, and there is no jumping back and forth or overlap
between them.
However, there are various modified waterfall models (including Royce's final
model) that may include slight or major variations upon this process.
The Waterfall model is widely used, including by such large software development
houses as those employed by the US Department of Defense and NASA and upon
many large government. Those who use such methods do not always formally
distinguish between the "pure" waterfall model and the various modified waterfall
models, so it can be difficult to discern exactly which models are being used to
what extent.
Risk Management and Risk Analysis
Risk management in this project should consist of a small portion of the teams
time and most should be easily taken care of. However, there will be risks that
are outside the scope of this project. Risks that could include the following: denial
of service attacks; system administrative service issues; hardware failures; power
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failures; and/or communication protocol interruptions.
The most recent type of risk in using an SQL based database is what in known as
SQL injection. This risk involves the act of passing SQL code into an application
that was not intended by the developer, allowing a hacker to store and execute
malicious SQL code they stored in the database. The best way to solve this is to
verify that each value entered for a field matches the specified data type in the
database table. This is accomplished by using functions already written into most
SQL servers.
Another risk of using this type of database is unauthorized access by a person or
persons. The best method of securing a database such as this, to prevent
unauthorized access, is to use a strong form of encryption on data being
transferred to and from the web interface and any other tier. However, in this
situation, all three tiers of the system will be hosted on the same machine, which
will help alleviate the issue of encrypting all data transmissions between the tiers.
A secondary risk is the issue of the database being inadvertently removed by the
system administrator or someone that has the same privileges of the
administrator. To solve this issue, we will implement an automated backup
system that will duplicate the entire system weekly, and the database portion
daily.
Any other risks that develop or are discovered as this project progresses will be
dealt with accordingly. Biggest in the project management is the resigning of a
team member. When one person leaves the project half a way, it takes all lot of
disturbance in the steady progress of the project as the new member takes few
days to settle down with the case study.
Risk Management Plan
Risk management is an important part of project management. Although often
overlooked, it is important to identify as many risks to your project as possible
and be prepared if something bad happens.
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Here are some examples of common project risks:
Time and cost estimates too optimistic
Customer review and feedback cycle too slow
Unexpected budget cuts
Unclear roles and responsibilities
Stakeholder input is not sought or their needs are not properly understood
Stakeholders changing requirements after the project has started
Stakeholders adding new requirements after the project has started
Poor communication resulting in misunderstandings, quality problems and
rework
Lack of resource commitment
Risks can be tracked using a simple risk log. Add each risk you have identified to
your risk log and write down what you will do in the event it occurs and what you
will do to prevent it from occurring. Review your risk log on a regular basis
adding new risks as they occur during the life of the project. Remember, when
risks are ignored they don't go away.
Project Constraints
The project triangle: seeing projects in terms of time, cost,
and scope.
You can visualize project work in many ways, but our
favorite is what's sometimes called the project
triangle (project triangle: The interrelationship of time, money, and scope. If you
adjust any one of these elements, the other two are affected. For example, if you
adjust the project plan to shorten the schedule, you might increase costs and
decrease scope.):
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Time
Limited time is the one constraint of any project with which we are all probably
most familiar. If you're working on a project right now, ask your team members
what the project deadline is. They might not know the project budget or the scope
of work in great detail, but chances are they all know the project deadline.
Here are some time constraints in our project:
a)The software system should be up and running before x-mas season
comes in the market
b)The sales staff should be given enough hands-on training
Cost
You might think of cost simply as dollars, but project cost has a broadermeaning: costs include all the resources required to carry out the project. Costs
include the people and equipment who do the work, the materials they use, and
all the other events and issues that require money or someone's attention in a
project.
Here are some cost constraints in our project:
We have signed a fixed-price contract to deliver an Sales order processingsoftware system to a client. If our costs exceed the agreed-upon price, our
customer might be sympathetic but probably won't be willing to renegotiate the
contract.
Mile Stones
A milestone is a point at which progress on the project may be assessed. Typically
a major turning point in the project.
EXAMPLES:
delivery of requirements spec;
delivery of alpha tested code.
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Project SchedulingThe projects plan was to work on the front end and the database processes
concurrently until September 15, 2011. Then we should have begun work on the
processing program, which was scheduled to be completed by September 22,
2011. Next came the system testing, which was scheduled to be completed by
September 30, 2011. The second milestone was due on October 1, 2011. We then
began working on the system documentation, and had that completed by
November 25, 2011.
Detailed Schedule indicating Mile Stones:
Process or Event Description Due Date and/orEvent Date Span
TimeSpan
(days orhours)
Weekly Team Meetings Every Thursday 10 Hours
Meetings with Project Sponsor Every Wednesday 10 Hours
Writing the Software Project Management
PlanAugust 25
th
September 10th t
15 Days
Milestone 1: Due September 1th 0 Days
Web Interface Design Process September 1st
September 5th
15 Days
Database Design Process (Should be done
concurrently with the Web Interface DesignProcess)
August 30th
September 11th
11 Days
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Project Management Methods & Tools (Assignment)Sales Order Processing System25
Processing Program Design and Code (Should bedone after both the Web Interface Design Processand Database Design Process are completed.)
September 15th
September
22nd
7 Days
Testing of the Overall System
September 23
rd
September
30th
7 Days
Milestone 2: Team Project analysis and designDue
October 1st 0 Days
System Documentation Process October 6th
November 25th
55Days
Software Team Project and Project Workbook Due November 26th 0 Days
The rest of the 48 days (ie; 14W x 7days = 98 days55 days = 43 days) can be
effectively used for the Beta testing and bug fixing. The formal training can also
be conducted during the time.
Work Breakdown Structure (WBS)
The WBS is a view into the project which shows what work the project
encompasses. It is a tool which helps to easily communicate the work and
processes involved to execute the project. The Project Manager and project team
use the WBS to develop the project schedule, resource requirements and costs.
There are many ways you can present the WBS for your project; this template
provides many of the most popular layouts from which you can choose.
Depending on where in the Project Plan you're putting the WBS a different layout
may be more suitable for us. For instance many Project Managers include a high
level WBS within the project plan, then a detailed version as an appendix to the
plan. You may find that you prefer one layout for a high level WBS and a
different one for a detailed WBS.
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Project Management Methods & Tools (Assignment)Sales Order Processing System26
The Work Breakdown Structure presented here represents all the work required
to complete this project.
TABULAR VIEW
The Tabular View is a nicely organized table view of the WBS. It is a good option
for organizations which prefer table formats.
Level 1 Level 2 Level 3
1. Sales
Order
Processing
System
1.1
Initiation
1.1.1 Evaluation & Recommendations
1.1.2 Develop Project Charter
1.1.3 Deliverable: Submit Project Charter
1.1.4 Project Sponsor Reviews Project Charter1.1.5 Project Charter Signed/Approved
1.2
Planning
1.2.1 Create Preliminary Scope Statement
1.2.2 Determine Project Team
1.2.3 Project Team Kickoff Meeting
1.2.4 Develop Project Plan
1.2.5 Submit Project Plan
1.2.6 Milestone-1: Project Plan Approval
1.3
Execution
1.3.1 Project Kickoff Meeting
1.3.2 Verify & Validate User Requirements
1.3.3 Design System
1.3.4 Procure Hardware/Software
1.3.5 Install Development System
1.3.6 Testing Phase
1.3.7 Install Live System
1.3.8 User Training
1.3.9 Milestone-2: Go Live
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Project Management Methods & Tools (Assignment)Sales Order Processing System28
ARTIFACT Yes / No
Issue Log Yes
Lessons Learned Yes
Maintenance & Support Plan Yes
Organizational Breakdown StructureYes
Performance / Scalability Test Plan No
Practices & Techniques Yes
Project Charter Yes
Project Management Plan Yes
Project Milestones Yes
Project Schedule Yes
Project Test Plan Yes
Quality Assurance Plan Yes
Regression Test Plan No
Risk Assessment / Profile Yes
Roles & Responsibilities No
Security Architecture Yes
Service level Agreements Yes
Software Deployment Plan Yes
Software Procurement List Yes
Software User Documentation Yes
Software Verification & Validation Plan Yes
Task Estimates Yes
Training Plan Yes
Work Breakdown Structure (WBS) Yes
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Project Management Methods & Tools (Assignment)Sales Order Processing System29
Gantt chart showing the WBS Distribution
Project Monitoring
The interim progress of the project should be frequently assessed by the project
manager for the smooth and successful completion of the project planned. The
Project manager has to motivate the team to stick to the project schedule so as to
achieve the same in time.
Project Resource Plan
Project Resource Information
For each of the resources needed on the project determine the following: (1.) Cost estimates for each resource, (2.) Availabilityof each resource, and (3.) Estimated quality and (4.) output of people and equipment resources.(Insert rows as needed.)
Resource Cost Estimate Availability Quality Output
Software OR. 2000 Yes Premium Good
Transport OR.500 Yes Standard Good
ProgrammerSalary
OR.3000 Yes Professional Good
Testers OR.1500 Yes Professional Good
24/08/11 03/09/11 13/09/11 23/09/11 03/10/11 13/10/11 23/10/11 02/11/11 12/11/11 22/11/11
1.1 Initiation
1.2 Planning
1.3 Execution
1.4 Control
1.5 Closeout
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ConclusionThese days, Project management skills are essential for project managers, and
any other managers who manage complex actions and tasks, because complex
tasks are crucial projects. Project management skills are essential for any
complex task, where different outcomes are possible, requiring planning and
assessing options, and organizing activities and resources to deliver the result.
Projects come in various shapes and categories, from the small and straight-
forward to extremely large and highly complex. Project management can be
correlated with many areas such as: plant and equipment, storage, distribution,
logistics, buildings and premises, staffing, people, products, services, materials,
production, IT and communications, and management, finance, administration,
acquisition, divestment, purchasing, sales, selling, marketing, human resources,
training, culture, customer service and relations, quality, health and safety, legal,
technical and scientific, new product development, new business development;
and in any combination of Project Implementation.
Bibliography
a) Duncan, William R. A guide to the project management body of knowledge.
2d ed. Upper Darby, PA: Project Management Institute, 1996.Afuah, Allan.
Internet Business Models and Strategies: text and Cases. Boston: Irwin/McGraw-
Hill (2001)
b) Lewis, James P. Fundamentals of project management. New York: American
Management Association(1995)
References
(i) http://www.webopedia.com
(ii) http://www.projectsmart.co.uk/creating-a-gantt-chart-using-excel.html
(iii) http://www.netmba.com/operations/project/cpm/
http://www.projectsmart.co.uk/creating-a-gantt-chart-using-excel.htmlhttp://www.projectsmart.co.uk/creating-a-gantt-chart-using-excel.html