Ch. 4 1

Project control

Ch. 4 2

Work Breakdown Structure

• WBS describes a break down of project goal into intermediate goals

• Each in turn broken down in a hierarchical structure

Ch. 4 3

Compiler project

Design Code Integrate and test

Write manual

Scanner Parser Code generator

Example: a compiler project

Ch. 4 4

Gantt charts

• A project control technique

• Defined by Henry L. Gantt

• Used for several purposes, including scheduling, budgeting, and resource planning

Ch. 4 5

1/1 4/1 7/1 10/1 1/1 4/1

start

finish

build scanner

build parser

build code generator

write manual

integration and testing

design

Example: a compiler project

Initial design 45 days; Scanner 20 days; Parser 60 days; Code generator 180; integration and testing 90 days; writing manual 90 days

Slack

Estimated duration

scanner

Ch. 4 6

1/1 4/1 7/1 10/1

Darius

Marta

Leo

Ryan

Silvia

Laura

vacation

vacation

vacation

vacation

vacation training

training

training

training

training

training

Example: scheduling activities

Ch. 4 7

Example of a Gantt Chart using a tool

Ch. 4 8

PERT Charts

• PERT (Program Evaluation and Review Technique) chart– network of boxes (or circles)

• representing activities

– arrows • dependencies among activities

– activity at the head of an arrow cannot start until the activity at the tail of the arrow is finished

Ch. 4 9

start design build parser

write manual

build code generator

build scanner

integration and testing

finish

Jan 1 Jan 3

March 7

March 7

March 7

March 7

Nov 14

Mar 17+

Example: a compiler project

Ch. 4 10

Analysis of PERT charts

• Critical path for the project (shown in bold)– any delay in any activity in the path causes

a delay in the entire project • activities on the critical path must be monitored

more closely than other activities

Ch. 4 11

Gantt & PERT charts• Force the manager to plan• Show interrelationships among tasks

– PERT clearly identifies the critical path – PERT exposes parallelism in the activities

• helps in allocating resources

• Allow scheduling and simulation of alternative schedules

• Enable the manager to monitor and control project progress and detect deviations

Ch. 4 12

Capability Maturity Model

• CMM developed by the Software Engineering Institute (SEI) to help– organizations which develop software

• to improve their software processes

– organizations which acquire software • to assess the quality of their contractors

Ch. 4 13

Maturity

• Immature organization– processes are improvised during the course of a

project to resolve unanticipated crises– products often delivered late and their quality is

questionable

• Mature organization– organization-wide standard approach to software

processes, known and accepted by all engineers– focus on continuous improvement both in

performance and product quality

Ch. 4 14

Level 5: Optimizing

Level 4: Managed

Level 3: Defined

Level 2: Repeatable

Level 1: Initial

CMM maturity levels

Ad-hoc processDay-by-day scheduleRely on individuals

Input/output andschedule are known

No standards

Continuous improvement.

Use of new technology

Quantitative goalsData are collected

to improve process

Process is documented.A group is responsible

for standards

Ch. 4 15

Key process areasCMM Level Key process areas Initial None Repeatable Requirements management

Software project planning Software project tracking and oversight Software subcontract management Software quality assurance Software configuration management

Defined Organizati on process focus Organization process definition Training program Integrated software management Software product engineering Intergroup coordination Peer reviews

Managed Software quality management Quantitative process management