Daniel Dumitrescu Master anul I TI

Software Project Management

PRESENTATION PLAN Articles

“Know Your Enemy”: Software Risk Management "Stop promising miracles" – Wideband Delphi

method General project

LCA System Software Project Plan

ARTICLES “KNOW YOUR ENEMY”: SOFTWARE RISK MANAGEMENT

“STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

WHAT IS THE RISK? A problem that can endanger the success

of the project. It causes losses. It can have a negative influence over the

cost, planning and the quality of the project and for the team.

The Risk Management indetifies, addresses and solves the risk problems before they damage the project.

We can absorb the risk without allowing the avoiding of any measure (action) or to eliminate them

RISK TYPES Incertitude – it strikes us exactly what we dont's

know Dependences – of the external factors Request issues – we build the right product wrong

or the wrong product Management problems – makes the project harder

to succeed Lack of knowledge – drives to trainings, hiring more

apropiate people

RISK MANAGEMENT Apreciating the risk – identifying the potential risk

zones Identifying the risk – verifies the previewsly

identified risks databases Analizing the risk– verifies the outcoming of the

project in accordance with the risk variables The risk priority– focuses on the most severe risks Avoiding the risk Control the risk– it's the process of management

of the risk Keeping data about the risk– monitoring and

solving each risk problem

CONCLUZIONS From these articles we learned a few basic

rules of how to better plan and develop a project and 14 good lessons about how to become a good manager

A manager is put to help people do their job better. They have to create good working conditions for the employees in order to do the job in time

We have to pay attention to the risk problems that may occur and to take the right measures to solve them

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

must provide estimates for the work but few of us are skillful estimators this can be improved principle that multiple heads are better

than one.

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Wideband Delphi can be used to estimate virtually anything:

the number of labor months needed the lines of code or number of classes, etc.

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Process flow for a Wideband Delphi session:

Planning Kickoff Meeting

IndividualPreparation

Estimating Meeting

AssembleTasks

ReviewResults

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Planning defining and scoping the problem large problems are broken down into

manageable portions estimation participants

moderator- plans and coordinates the activity project manager and two to four other estimators.

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

The Kickoff up to an hour gets all participants up to speed on the

estimation problem moderator supplies the other estimators with

the problem specification and any assumptions or project constraints

the team reviews the estimation objectives and discusses the problem and any estimation issues; the participants agree on the estimation units.

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Individual Preparation each participant independently develop an initial

list of the tasks

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Individual Preparation The estimation should have no relationship to the answer you

think the project manager or other stakeholders want to hear

record any tasks for related or supporting activities quality control and assurance configuration management etc.

include rework tasks following testing or inspection activities. if estimating a schedule

also think of any overhead activities (meetings, vacation, training, other project assignments etc).

record any assumptions radically different assumptions can lead to wide estimate

variations

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Estimation Meeting Collect all the participants’ individual estimates anonymity

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Estimation Meeting Each estimator

presents his initial task list, assumptions raise any questions.

Then the team will begin to converge a shared set of assumptions a common task list.

all participants modify their estimates concurrently (and silently) in the meeting room.

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Estimation Meeting The moderator collects the revised overall

estimates and plots them on the same chart

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Estimation Meeting The cycle continues until:

you have completed four rounds; the estimates have converged to an acceptably narrow

range (defined in advance); the allotted estimation meeting time (typically two

hours) is over; or all participants are unwilling to alter their latest

estimates.

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Assembling Tasks the moderator or the project manager

assembles the project tasks and their individual estimates into a single master task list

merges the individual lists of assumptions quality- and process-related activities overhead tasks wait times.

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Review Results in the final step, the estimation team reviews the

summarized results and reaches agreement on the final outcome

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Completing the Estimation when specified exit criteria are satisfied. Typical Wideband Delphi exit criteria are that:

The overall task list has been assembled You have a summarized list of estimating

assumptions The estimators have reached consensus on how

their individual estimates were synthesized into a single set with an acceptable range.

ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD

Conclusions no estimation method is perfect; if it were, it

would be called prediction, not estimation.

However, the Wideband Delphi technique incorporates some solid estimating principles

the team approach acknowledges the value of combining multiple expert perspectives

Wideband Delphi removes some of the politics from estimation and filters out extreme initial values.

LCA SYSTEM SW PROJECT PLAN

SCOPUL PROIECTULUI:

Acest proiect vine in ajutorul conducatoriilor auto in momentul in care se doreste schimbarea benzii de mers sau in timpul efectuarii unei depasiri.

Reduce numarul accidentelor.

DESCRIERE PROIECT:Sistemul avertizează conducătorii

auto ai vehiculelor cu privire la locurile lor moarte de vizibilitate la schimbarea benzii. Odată ce mașina atinge 48

km / h sau mai mult, sistemul monitorizează banda dreapta și din stânga.

CONTINUARE DESCRIERE PROIECT: În cazul în care un vehicul este într-un punct mort

atunci când conducătorul auto este pe cale să schimbe banda, sistemul aprinde un led în oglinda laterală și face ca volanul să vibreze. Cele doua avertismente conduc la eficiența totală a sistemului. Senzorii au o distanta de vizibilitate de aproximativ 61 m și funcționează în toate condițiile meteorologice.

CERINTE DE FUNCTIONARE A SISTEMULUI LCA

Masina sa fie proiectata dupa 2009. Masina sa prezinte o iesire de pe magistrala CAN

pentru a se putea conecta sistemul LCA. Conditi impuse de materialele din care este

construita masina si grosimea bumper-ului.

RESURSE UMANE: 1 manager 1 arhitect de sistem 1 tester 2 dezvoltatori de proiect

Materiale necesare:

Calculatoare pentru dezvoltare Un calculator si o masina pentru testare

DEZVOLTAREA PROIECTULUI: Pasul 1: - analiza cerintelor Pasul 2: - design Pasul 3: - implementarea modulelor Pasul 4: - uniformizarea modulelor Pasul 5: - testare Pasul 6: - corectia erorilor Pasul 7: - instalarea sistemului la client

DIAGRAMA GANTT

CONCLUZII Fiecare aplicatie este unica , si cerintele

clientului sunt destul de vaste din lipsa experientei. De aceea in timpul dezvoltari aplicatiei au fost schimbate de multe ori cerintele de catre client.

Schimbarea cerintelor nu a cauzat probleme, acestea putand fi usor implementate si rezolvate.

Erorile aparute pe parcursul testarii au fost discutate si apoi rezolvate.

In concluzie, cea mai importanta este comunicare si intelegerea intre membrii echipei.

VA MULTUMESC PENTRU ATENTIE!