CHAPTER 9B

SOFTWARE PROJECT MANAGEMENT PLAN

Prof. Dr. Ercan Oztemel

WHAT IS A SOFTWARE PROJECT PLAN?

Your idea... ?
SOFTWARE PROJECT MANAGEMENT- GOAL

To create a plan to meet the commitments of the project,

I.e. create a path that, if followed, will lead to a
successful project

Planning involves defining the “Life Cycle Process” to be

followed, respective estimates, detailed schedule, plan
for quality, etc.
WHAT ACTIVITIES ARE INVOLVED?

Your idea... ?
SOFTWARE PROJECT MANAGEMENT- ACTIVITIES

 Planning,
 Organizing,
 Staffing,
 Directing,
 Monitoring,
 Controlling,
 Innovating and
 Representing

of a Software Project.
HOW DOES A SOFTWARE PROJECT PLAN
LOOKS LİKE?

Your idea... ?
SOFTWARE DEVELOPMENT - ACTIVITIES

Feasibility Study
Planning
 Quality and configuration management
Project Execution
Requirement Analysis
 Specifications,
Coding,
Implementation/Installation,
 Maintenance/Support
CHALLENGES SPECIFIC FOR SOFTWARE
PROJECTS
 Invisibility,
 Complexity,
 Non Consistency,
 Flexibility
ISSUES-MANAGEMENT VIEW

Poor Estimates, Plans, Quality

Standards and Measures, Guidance,
Decision Making, Role Definition,
Progress Tracking, Success Criteria

18.9
ISSUES- PROJECT TEAM VIEW

Poor Specification, Understanding of IT Role,

Application/Business Knowledge, Standards,
Documentation, Late Deliveries,
Communication, Duplicate Work Control,
Technical Expertise, Changing Requirements,
Changing Software Environment, Quality
Control, Hand-On Management, Training,
Deadline Setup.

18.10
Project Agreement vs Problem Statement
Client Manager Project Team
(Sponsor)

Problem
Statement Software Project
Management Plan
Project
Agreement
3PS: PRODUCT-PROJECT-PEOPLE
Product: Reviews Criteria, Process Standards, Product Requirements
and Customer Environment, Evaluation of Alternative Approaches,
Managing Requirements, Managing Subcontractors, Assess Difficulties
Risks Cost and Schedule, Select Methods and Tools, Tailor Processes
and Standards, Master Software Development Cycle.
Project: Build Work Breakdown Structure (WBS), Identify Key
Components, Cost Estimate, Effort Estimate, Managing Risks, Monitor
Development, Create Schedule and Key Milestones, Select Progress
Monitoring Metrics, Project Management Tools, Track Compliance of all
the project teams, Monitor Progress.
People: Evaluate Performance, HR legal issues, Effective meeting,
Interaction and Communication, Leadership and Coaching, Managing
Changes, Conflict Resolution and Negotiations Skills, Planning Careers,
Presenting Skills, Recruiting, Selecting Highly Competence Team,
Teambuilding
SOFTWARE
DEVELOPMENT
MODEL
 Project Management Activities

Initiation

Problem statement
definition

Initial top-level Initial milestones

design planning

Team formation Communication

infrastructure setup

Project kickoff
 Project kickoff
Steady state

Status monitoring Risk management

Project replanning Project agreement

Termination

Installation Client acceptance test Postmortem

SOFTWARE
PROJECT MANAGEMENT
PLAN
KEY PLANNING TASKS (1)

• Define suitable processes for executing the project

• Estimate effort
• Define project milestones and create a schedule
• Define quality objectives and a quality plan
• Identify risks and make plans to mitigate them
• Define measurement plan, project-tracking
procedures, training plan, team organization, etc.
PROCESS PLANNING TASKS (2)
• Plan how the project will be executed, i.e. the process
to be followed
• Process will decide the tasks, their ordering,
milestones
• Hence process planning is an important project
planning task
• Should plan for LC and PM processes as well as
supporting processes
 Effort Estimation
• For a project total cost and duration has to be
committed in start
• Requires effort estimation, often in terms of
person-months
• Effort estimate is key to planning - schedule,
cost, resources depend on it
• Many problems in project execution stem
from improper estimation

19
 Estimation..
• No easy way, no silver bullet
• Estimation accuracy can improve with more
information about the project
• Early estimates are more likely to be inaccurate
than later
– More uncertainties in the start
– With more info, estimation becomes easier

20
Estimation accuracy

21
 Effort Estimation Models..
• A model tries to determine the effort estimate
from some parameter values
• A model also requires input about the project,
and cannot work in vacuum
• So to apply a model, we should be able to
extract properties about the system
• Two types of models - top-down and bottom-
up

22
Effort Estimation Models
Knowle dge about
SW proje ct

Effo rt Estimate

Extr act Estimation Model

Valu es of some
characte ris tic s

23
 Top down estimation
• First determines the total effort, then effort for
components
• Usually works with overall size
• Can also estimate from size and productivity
– Get the estimate of the total size of the software
– Estimate project productivity using past data and project
characteristics
– Obtain the overall effort estimate from productivity and size
estimates
• Effort distribution data from similar project are used to
estimate effort for different phases

24
 Bottom-up Estimation
• Effort for components and phases first estimated,
then the total
• Can use activity based costing - all activities
enumerated and then each activity estimated
separately
• Can group activities into classes - their effort
estimate from past data

25
 Project Schedule
• A project Schedule is at two levels - overall schedule
and detailed schedule
• Overall schedule comprises of major milestones and
final date
• Detailed schedule is the assignment of lowest level
tasks to resources

26
 Overall Schedule
• Depends heavily on the effort estimate
• For an effort estimate, some flexibility exists
depending on resources assigned
• Example. a 56 PM project can be done in 8 months (7
people) or 7 months (8 people)
• Stretching a schedule is easy; compressing is hard
and expensive

27
 Detailed Scheduling
• To reach a milestone, many tasks have to be
performed
• Lowest level tasks - those that can be done by a person
(in less than 2-3 days)
• Scheduling - decide the tasks, assign them while
preserving high-level schedule
• Is an iterative task - if cannot “fit” all tasks, must revisit
high level schedule

28
 Project: Functions, Activities and Tasks

f1:Function
p:Project
f2:Function

a1:Activity a2:Activity a3:Activity

a2.1:Activity a2.2:Activity a2.3:Activity

t1:Task t2:Task t3:Task t4:Task

 Functions
• Examples:
– Project management
– Configuration Management
– Quality Control (Verification and validation)
– Documentation
– Training
 Activities
• Major unit of work
• Culminates in major project
milestone:
– Internal checkpoint should
not be externally visible
– Scheduled event used to
measure progress
• Milestone often produces
baseline:
– formally reviewed work product
– under change control (change
requires formal procedures)
• Activities may be grouped
into larger activities:
– Establishes hierarchical
structure for project (phase,
step, ...)
– Allows separation of concerns
– Precedence relations often
exist among activities (PERT
Chart)
 Examples of Activities
• Major Activities:
– Planning
– Requirements Elicitation
– Requirements Analysis
– System Design
– Object Design
– Implementation
– System Testing
– Delivery
• Activities during
requirements analysis:
– Refine scenarios
– Define Use Case model
– Define object model
– Define dynamic model
– Design User Interface
 Tasks
• Smallest unit of management accountability
– Atomic unit of planning and tracking
– Finite duration, need resources, produce tangible result
(documents, code)
• Specification of a task: Work package
– Name, description of work to be done
– Preconditions for starting, duration, required resources
– Work product to be produced, acceptance criteria for it
– Risk involved
• Completion criteria
– Includes the acceptance criteria for the work products
(deliverables) produced by the task.
 .Project Scheduling…..
• The scheduling process

Identify Identify activity Estimate resources Allocate people Create project

activities dependencies for activities to activities charts

Software Activity charts

requirements and bar charts

34
 ..Project Scheduling….
• Graphical notations used in software
project scheduling:
– Tables: summary description of tasks
– Bar charts: show schedule against the time
– Activity charts: graphs that depict
dependencies between tasks and indicate the
critical path (the longest path in the activity
graph)

35
 …Project Scheduling…
• Example of tabular description [Fig. 5.5, SE-7]:
Task Duration (days) Dependencies
T1 8
T2 15
T3 15 T1 (M1)
T4 10
T5 10 T2, T4 (M2)
T6 5 T1, T2 (M3)
T7 20 T1 (M1)
T8 25 T4 (M5)
T9 15 T3, T6 (M4)
T10 15 T5, T7 (M7)
T11 7 T9 (M6)
T12 10 T11 (M8)

36
 ….Project Scheduling..
• Example of activity chart
1 4/7 /03 15 da ys
15 da ys
M1 T3
8 days
T9
T1 5 days 4/8/03 2 5/8/03
2 5/7 /03
4/7 /03 T6 M4 M6
M3
star t 2 0 days 7 days
15 days
T7 T11
T2
25/7 /03 11/8/03 5/9/03
10 da ys 10 days
M2 M7 M8
T4 T5 15 da ys
T10 10 days
1 8/7 /03
T12
M5
2 5 days
T8 Finish
37
19/9/03
 …..Project Scheduling.
• Example of bar chart
4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
Start
T4
T1
T2
M1
T7
T3
M5
T8
M3
M2
T6
T5
M4
T9
M7
T10
M6
T11
M8
T12
38
Finish
 ……Project Scheduling
• Staff allocation chart
4/7 11/7 18/7 25/ 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

Fred T4
T8 T11
T12
Jane T1
T3
T9
Anne T2
T6 T10

Jim T7

Mary T5
39
 Detail schedule
• Each task has name, date, duration, resource
etc assigned
• % done is for tracking (tools use it)
• The detailed schedule has to be consistent
with milestones
– Tasks are sub-activities of milestone level
activities, so effort should add up, total schedule
should be preserved

40
 Team Structure
• To assign tasks in detailed schedule, need to have a
clear team structure
• Hierarchic team org is most common
– Project manager has overall responsibility; also does
design etc. ( deputy managers for large projects)
– Configuration manager
– Quality Manager
– System architecture
– Work package leaders
– programmers and testers for executing detailed tasks

41
 Team structure..
• An alternative – democratic teams
– Can work for small teams; leadership rotates
• Another one used for products
– A development team led by a dev. mgr, a test
team led by test mgr, and a prog. mgmt team
– All three report to a product mgr
– Allows specialization of tasks and separate career
ladders for devs, tests, PMs

42
Software configuration management
process and planning
• Configuration Management Planning;
– Includes defining CM items, naming scheme,
directory structure, access restrictions, change
control, versioning, release procedure etc
• Configuration change board
• During planning, the SCM activities are planned
along with who will perform them

43
 Quality Planning
• Delivering high quality is a basic goal
• Quality can be defined in many ways
• Current industry standard - delivered defect density
(e.g. #defects/KLOC)
• Defect - something that causes software to behave in
an inconsistent manner
• Aim of a project - deliver software with low delivered
defect density

44
Risk Level
 Risk Management
• Any project can fail - reasons can be technical, managerial, etc.
• Project management aims to tackle the project management aspect
• Engineering life cycles aim to tackle the engineering issues
• A project may fail due to unforeseen events - risk management aims
to tackle this
• Risk: any condition or event whose occurrence is not certain but
which can cause the project to fail
• Aim of risk management: minimize the effect of risks on a project

46
 Project Monitoring
• A plan is a mere document that can guide
• It must be executed
• To ensure execution goes as per plan, it must
be monitored and controlled
• Monitoring requires measurements
• And methods for interpreting them
• Monitoring plan has to plan for all the tasks
related to monitoring

47
 Measurements
• Must plan for measurements in a project
• Without planning, measurements will not be done
• Main measurements – effort, size, schedule, and
defects
– Effort – as this is the main resource; often tracked through
effort reporting tools
– Defects – as they determine quality; often defect logging
and tracking systems used
• During planning – what will be measured, how, tool
support, and data management

48
 Project Tracking
• To get visibility in project execution so
corrective actions can be taken when needed
to ensure project succeeds
• Different types of monitoring done at projects;
measurements provide data for it

49
 Tracking…
• Activity-level monitoring
– Each activity in detailed schedule is getting done
– Often done daily by managers
– A task done marked 100%; tools can determine status of
higher level tasks
• Status reports
– Generally done weekly to take stock
– Summary of activities completed, pending
– Issues to be resolved

50
 Tracking…
• Milestone analysis
– A bigger review at milestones
– Actual vs estimated for effort and sched is done
– Risks are revisited
– Changes to product and their impact may be
analyzed
• Cost-schedule milestone graph is another way
of doing this

51
Cost-schedule milestone graph

52
 Project Management Plan
• The project management plan (PMP) contains
outcome of all planning activities - focuses on
overall project management
• Besides PMP, a project schedule is needed
– Reflects what activities get done in the project
– Microsoft project (MSP) can be used for this
– Based on project planning; is essential for day-to-day
management

53
 HOW DOES
SOFTWARE PROJECT
MANAGEMENT
PLAN LOOK LIKE?
 Structure of a Software Project
Management Plan
Front Matter
1. Introduction
2. Project Organization
3. Technical Process
4. Work Elements, Schedule,
5. Managerial Process
6. Financial Process (Budget, payment milestones, payment
scheme etc.)
7. Optional Inclusions
 SPMP Part 0: Front Matter
• Title Page
• Revision sheet (update history)
• Preface: Scope and purpose
• Tables of contents, figures, tables
 Case Study
Distance Based Learning System
for
Marmara University

(MARUN_DBLS)
 SPMP Part 1: Introduction
1.1 Project Overview
– Executive summary: description of project, product summary

Marun-DBLS is designed to allow distance based learning for those who are
not able to join face to face classes. It should be the media for loading up the
course material, adding the contents and presentations, program
development, exam management, students grading and other related issues
having real time interactions, academic calander, etc.
 SPMP Part 1: Introduction
1.2 Project Deliverables
– All items to be delivered, including delivery dates and
location

Deliverables Delivery Date

Conceptual Model and spesifications Jun. 2019
Design Spesifications Dec. 2019
Course Contents (animated) Jun. 2020
MARUN-DBLS Software Dec. 2020
Test reports Feb. 2021
User manuel Feb. 2021
 SPMP Part 1: Introduction
1.3 Evolution of the SPMP
– Plans for anticipated and unanticipated change
The Project Management Plan will be updated if any major changes is required
by YÖK or University Senate. If the changes does not drastically effect the
budget and time of the Project, SPMP wil lbe revised accordingly. Otherwise,
the proposal is to be readdressed.

1.4 Reference Materials

– Complete list of materials referenced in SPMP
1.5 Definitions and Acronyms
 SPMP Part 2: Project Organization
2.1 Process Model
– Relationships among project elements
2.2 Organizational Structure
– Internal management, organization chart
2.3 Organizational Interfaces
– Relations with other entities
2.4 Project Responsibilities
– Major functions and activities; nature of each; who’s in charge
 Project Process Model
• Shows
Visualization
relationships
of processamongmodel
– Functions,
• Project activities, tasks
Management Aids
–
– Milestones
MS Project (Microsoft)
–
– Baselines
MAC Project (Claris)
–
– Reviews
EasyTrak (Planning Control International)
– Work breakdown structure
– Project deliverables
– Sign-offs
 SPMP Part 2: Project Organization
2.1 Process Model (Distance Based Teching)

Monitoring and
Tracking
 SPMP Part 2: Project Organization
2.1 Project Process Model

Project Management
 Project Process Model- Milestones,
Reviews
Milestone State Date
M1 Defining Conceputal Model June 2019 Review #1
M2 Design spesifications Dec. 2019 Review #2
M3 Course contents defined June 2020
M4 MARUN-DBLM Software Dec. 2020 Review #3
M5 Project Completion Feb. 2021 Review #4
Project Process Model- Baselines
Milestone State Date
Database Set-up Feb 2020 Baseline #1
Off-line learning system June 2020 Baseline #2
On-line learning system with 1 Sept 2020 Baseline #3
course
Multi course and exam system Dec.2020 Baseline #4
Acceptance Test Feb. 2021 Final #5
Example of an Organization Chart
Client Management Consultants

Cross-functional Teams Development Teams

Architecture Logbook

HCI
Maintenance
Web Master

Documentation Vehicle

Configuration Mgt Travel

VIP

Infrastructure Team
 Project Organization for MARUN- DBLS
Proje Yöneticisi Customer
(WP 1 Leader) Representative

Quality and Change

Configuration Management
Manager Board

WP 2 Leader WP 3 Leader WP 4 Leader WP 5 Leader WP 6 Leader WP 7 Leader

WP 2 Team WP 3 Team WP 4 Team WP 5 Team WP 6 Team WP 7 Team

 Project Roles
• Planner • Group leader
• Analyst • Liaison
• Designer • Minute Taker
• Programmer • Project Manager
• Tester
• Maintainer
• Trainer
• Document Editor
• Web Master
• Configuration Manager
Project Organization for MARUN- DBLS
Customer
Proje Yöneticisi
Representative

Quality and Change

Configuration Management
Manager Board

Software
Hardware and Real Time
Content Mgr. Development Test Mgr
Infrastr. Mgr. Developers
Mng.

Procurement Software Test

Scenario Analists System Analists
Officer Team

Network Operational
Animators Designers
specialists Scenario Experts

Code Developers
 Project Roles
• Management roles
– Organization and execution of the project within constraints.
Examples: project manager, team leader.
• Development roles
– Specification, design and construction of subsystems. Examples:
Analyst, system architect, implementor.
• Cross functional roles
– Coordination of more than one team. Example: API Engineer,
configuration manager, tester
• Consultant roles
– Support in areas where the project participants lack expertise.
Examples: End user, client, application domain specialist ( problem
domain), technical consultant (solution domain).
• Promoter roles
– Promote change through an organization.
 Knowledge Promoter
• Also called the technologist,
• Promotes change arising in the application domain or the
solution domain. Usually associated with the power promoter.
• Tasks: Acquire information iteratively, understand the benefits
and limitations of new technologies, and argue its adoption with
the other developers.
• Example at project level: System architect.
– Reports to project manager
– Does not have any direct subordinate in the reporting
hierarchy
– Has final say over all technical decisions in the system.
• Example at corporate level: Chief Technical Officer (CTO).
Project Management: Hierarchical Project Organization

Control Flow
Information Flow Chief Executive

First Level Manager

(“Front-Line Manager”)

A B
Project Members

A wants to talk to B: Complicated Information Flow

A wants to make sure B does a certain change: Complicated Controlflow

Basis
Basisof
of organization:
organization:
Complicated
Complicatedinformation
information and
and control
controlflow
flow
across
acrosshierarchical
hierarchical boundaries
boundaries
 Another Project Organization:
Egoless Programming Team (Weinberg)

Analyst

Tester Programmer

Designer Librarian
 Project-Based Project Organization
Project
Leader

Coaches

Subsystem Team Subsystem Team Subsystem Team

A B Team
Members

A wants to talk to B: Communication Flow

A wants to make sure B does a certain change: Decision Flow

Basis
Basisof
oforganization:
organization:
Nonlinear
Nonlinearinformation
informationflow
flowacross
across dynamically
dynamicallyformed
formedunits
units
 Assigning Responsibilities To People
Team A
“To Do” List for the Project
Role 1
Person A
• Item 1 Item 1
• Item 2 Item 2
Item 9 Role 1
• Item 3
• Item 4 Role 2 Role 2
Item 4
• Item 5
Item 5
• Item 6
Item 7
• Item 7 Person B

• Item 8
Role 3
• Item 9
Item 3 Role 3
Item 6
Item 8
 Possible Mappings of ToDos to People
• One-to-One
– Ideal but often not worth to be called a project
• Many-to-Few
– Each project member assumes several roles ("hats")
– Danger of overcommittment
– Need for load balancing
• Many-to-"Too-Many"
– Some people don't have significant roles
– Bystanders
– Loosing touch with project
 Project Organization for MARUN- DBLS
Proje Yöneticisi Customer Representative
(Ali Cengiz) (Fuat Gözatıcı)

CM Board
Q@CM (PM and WP
(Ayşe Bakar) Leaders)

WP 2 Leader WP 3 Leader WP 4 Leader WP 5 Leader WP 6 Leader WP 7 Leader

(Fatma Arar) (Hasan Sorar) (Ayşe Yapar) (Ahmet Donar) (Veli Çeker) (Sema Canlı)

WP 2 Team WP 3 Team WP 4 Team WP 5 Team WP 6 Team WP 7 Team

…. …. … … … …
 SPMP Part 3: Technical Process
4.1 Methods, Tools and Techniques
– Computing system, development method, team structure, etc.
– Standards, guidelines, policies.
4.2 Software Documentation
– Documentation plan, including milestones, reviews and baselines.
4.3 Project Support Functions
– Plans for functions (quality assurance, configuration management).
 SPMP Part 4: Work Elements

5.1 Work Packages (Work breakdown structure)

– Project decomposed into tasks; definitions of tasks
5.2 Dependencies
– Precedence relations among functions, activities and tasks
5.3 Resource Requirements
– Estimates for resources such as personnel, computer time, special
hardware, support software.
5.4 Budget and Resource Allocation
– Connect costs to functions, activities and tasks.
5.5 Schedule
– Deadlines, accounting for dependencies, required milestones
Work Packages for MARUN_DBLS

WP 1000: Project Management

WP 2000: Conceptual Model Design
WP 3000: Content Management Specification Definition
WP 4000: LMS (Learning Management System) Development
WP 5000: Hardware And Infrastructure Set-up
WP 6000: System Test and Integration
WP 7000: Pilot Study and Transformation into Alive Mode
 Creating Work Packages
• Work Breakdown Structure (WBS) (Section 4.1)
– Break up project into activities (phases, steps) and tasks.
– The work breakdown structure does not show the interdependence
of the tasks

• The identification of the work breakdown structure is an

instance of object identification and associating these
objects
 Project Process Model- WBS
WP 1000: Project Management
WE 1100: Project Management
WE 1200: Quality Assurance and Configuration Management
WE 1300 Project Closing
 Project Process Model- WBS

WP 2000: Conceptual Model Design

WE 2100: Requirement Definiton and State of the Art Review
WE 2200:Conceptual Model Development
WE 2300:  Operational Scenario Development and Design
 Project Process Model- WBS
WP 3000: Content Management Spesification Definition
WE 3100 Content Development Specifications
WE 3200: Education Program Design
WE 3300: Content Preparation
WE 3400: Scenario and Animation Design
 Project Process Model- WBS
WP 4000: LMS (Learning Management System) Development
WE 4100: System Management
WE 4200: Content Management
WE 4300: Virtual Class Applications
WE 4400: Test system and Item Bank
WE 4500: Course Monitoring System
WE 4600: Instructor Management
WE 4700: Student Relations Management System
WE 4800: Payment Management System
 Project Process Model- WBS
WP 5000: Hardware And Infrastructure Set-up
WE 5100: Hardware requirements definition and Procurement
WE 5200: Infrastructure set-up and tests
 

WP 6000: System Test and Integration

WE 6100: LMS Test
WE 6200: Virtual Class and Real Time Interactions Test
WE 6300: System Integration Test
WE 6400: Test of Operational Scenarios
 Project Process Model- WBS
 WP 7000: Pilot Study and Transformation into Alive Mode
WE 7100: Preparing the course Content and Education Program
WE 7200: Pilot Run
WE 7300: Transformation Plan Generation and Implementation
WE 7400: Real life İmplementation
WE 7500: Reporting the result
 Project Process Model- Sign Off
 Projectwill be finalized after the success of tests on the complete
set of operational scenarios which will be defined during the
Project conceptual analysis and content development phases.

These scenarios are subject to customer approval during Review

#1
 Defining Work Packages and
Elements
• Each WP/WE is to be defined in terms of;
– Name
– WP/WE Leader and institution
– Total labor (Man/months)
– Start and Finish date
– Goals and objectives
– Activities, methods and methodologies
– Outputs and success criteria
– Dependency to other

• WP/WE Definition Form is to be filled out.

 Duration
WP no WE No   Start (Month)
WP Name  
Goal and Objective

Activities and Tasks

 
Outputs and success criteria

Man/Months
WP Leader
Responsible Institutions  
 Start Time
WP No 1000 WPA Level W (*)T0 42
Date (month)
P

Name of
the Work Project Management, Quality and Configuration Management
Package
Work Aim

Package Performing the activities related with project management

Description Activities
This work package includes the definitions of all of the management contents of the project. The following

Form activities are performed in this work package:

 Execution of the project according to the project plan, completion of the project on time,
 Project quality management

İDA: Work  Project configuration management

 Reporting the project results
Breakdown  Presentation of the project results
Structure This work package will continue due to the completion of the project.

Outcomes
Project Development Reports
Configuration plan, Project revision documents
Project Risk Management Report
Quality Assurance Plan, Quality Review Reports
Review Reports
Meeting reports, Management Group Meetings

Human Resource requirement 130,2

(Personxmonth)

Work Package responsible Project Manager

Reponsible Institution/Organization(s) TÜBİTAK MAM BTE

WORK ELEMENT – EXAMPLE 1
Issue: A  
MUIE-10020.1 Distance based Education
Date: 17/03/2017  
Work Element Description
WP Title: WP2000: Content Management WE No.: 2200
Lead Company: Marmara University, Industrial Engineering Department Page: 1 of 1
Work Element: 2300 – Development of the course materials  
Start Date: T0  
End Date: t +3  
Manager: Res. Asst. Merve Er Kara  
Objectives Companies
Identification the course materials (syllabus, lecture notes, presentations, documents, involved
supplementary reading or exercises, homeworks, videos, exam questions etc.) for each course  
Indentification of the guidelines for the development of course materials (Writing outline,
presentation templates etc.)
 
Creation of the course materials by the lecturers 1) Marmara
Collection and assembling of the personalized course materials University-IE
Storage of the course materials in a database Department
Technical Approach 2) Sakarya
WE3300 includes development of a tool for the instructors to upload course materials and a University-IE
repository tool for the storage of these materials. Department
Deliverables  
• Overall course contents description  
• Course materials folder
• Overall work plan for the creation, assembling and storage of the course materials  
• System requirements document for the delivery and storage of the course materials  
   
Interdependence with other Work Elements: WE2400-Design of the scenario and animations
WE3300-Content Management System, WE3700-Lecturer Management System
WORK ELEMENT - EXAMPLE 2
Issue: A  
MUIE-10020.1 Distance based Education
Date: 17/03/2017  
Work Element Description
WP Title: WP1000: Project Management WE No.: 1200
Lead Company: Marmara University, Industrial Engineering Department Page: 1 of 1
Work Element: 1200 – Developing Project Schedules  
Start Date: T0  
End Date: te  
Manager: Prof. Dr. Ercan Öztemel  
Objectives Companies
Identification of the start and finish dates for each activity involved
Identification of the start and finish date of the the overall project  
Identify the project’s critical path
Updating the Project Schedule and documents
 
Representation of the schedules graphically 1) Marmara
Tracking milestones University-IE
Technical Approach Department
A Project management software package (e.g. Microsoft Project) will be used for the  
development, updating and tracking of the Project schedule.  
Deliverables  
• Project Schedule  
• Project schedule network diagrams
• Bar Charts or Gantt Charts
• Critical path document
• Milestone chart
• Project document updates
Interdependence with other Work Elements: WE1100-Developing Project Plans
WE1300-Resource Planning, WE1500: Identify roles and positions of the Project team
WORK ELEMENT - EXAMPLE 3
Issue: A  
MUIE-10020.1 Distance based Education
Date: 17/03/2017  
Work Element Description
WP Title:
WP3000: Development of the Learning WE No.: 3400
Technology
Lead Company: Marmara University, Industrial Engineering Department Page: 1 of 1
Work Element: 3400 – Virtual Class Application  
Start Date: T0  
End Date: t 12  
Manager: Emirhan Erdem (ABC Company)  
Objectives Companies
Design and development of the interactive virtual online classes for online lessons involved
Choose the ideal method of delivery  
Design and development of the user interface of the virtual class
Coding of the virtual classroom software
 
Development of real-time online collaboration environment for web meeting, real time 1) Marmara
communication etc. University-IE
Develop a guide for lecturers and students Department
Technical Approach 2) ABC Software
Information technology should be appropriate with the requirements of the virtual class and company
the required communication activities. Virtual classroom control unit, teachin information  
processing unit, leraning resources servers, internet connection are components of the virtual  
class architecture.
Deliverables  
• Virtual online classes  
• Virtual online class control system
• Guide for lecturers and students
Interdependence with other Work Elements: WE3700-Lecturer Management System
WE3800-Student Management System, WE5200-Virtual Class Application Tests
 WBS Trade-offs
• Work breakdown structure influences cost and schedule
• Thresholds for establishing WBS in terms of percentage of total effort:
– Small project (7 person-month): at least 7% or 0.5 PM
– Medium project (300 person-month): at least 1% or 3 PMs
– Large project (7000 person-month): at least 0.2 % or 15 PMs
• Determination of work breakdown structure is incremental and iterative
 Dependencies and Schedule

• An important temporal relation: “must be preceded by”

• Dependency graphs show dependencies of the tasks
(hierarchical and temporal)
– Activity Graph:
• Nodes of the graph are the project milestones
• Lines linking the nodes represent the tasks involved
– Schedule Chart (MS-Project):
• Nodes are tasks and milestones
• Lines represent temporal dependencies
• Estimate the duration of each task
• Label dependency graph with the estimates
Project Schedule for MARUN_DBLS
# of Project membes (Labor)
 Examples of Assumptions
• There are enough cycles on the development machines
• Security will not be addressed
• There are no bugs in Together-J, the CASE Tool recommended
for the project
• A demonstration of the Starnetwork system will be given by
the client
 Examples of Dependencies
• The database team depends on the EPC database
provided by DaimlerChrysler
• The automatic code generation facility in the CASE
tool depends on JDK. The current release of
Together-J supports only JDK 1.1.6
 Dependency matrix for MARUN_DBLM

WP 1000 WP2000 WP3000 WP4000 WP5000 WP6000 WP7000

WP 1000
WP2000
WP3000 √
WP4000 √
WP5000 √ √
WP6000 √ √ √ √
W7000 √ √ √ √ √ √ -
 Examples of Constraints
• The length of the project is 3 months. limited amount of time
to build the system
• The project consists of beginners. It will take time to learn
how to use the tools
• Not every project member is always up-to-date with respect
to the project status
• The use of UML and a CASE tool is required
• Any new code must be written in Java
• The system must use Java JDK 1.1.6
SPMP Part 5: Managerial Processes
3.1 Management Objectives and Priorities
– Philosophy, goals and priorities
3.2 Assumptions, Dependencies, Constraints
– External factors
3.3 Risk Management
– Identifying, assessing, tracking, contingencies for risks
3.4 Monitoring and Controlling Mechanisms
– Reporting mechanisms and formats, information flows, reviews
3.5 Staffing Plan
– Needed skills (what?, how much?, when?)
 Risk Management
• Risk: Members
One subsystem
in key does
roles not
goesprovide
away. the functionality
– Contingency:
needed by another subsystem.
Roles are assigned to somebody else. Functionality of
– the system is renegotiated
Contingency: ? with the client.

• Risk: The project is falling behind schedule.

– Contingency: Extra project meetings are scheduled.
 Project Management Tools for Work
Packages
• Visualization Aids for Project Presentation
– Graphs (Schedule), Trees (WBS)
– Tables (Resources)
• Task Timeline
– Gantt Charts: Shows project activities and tasks in parallel. Enables the
project manager to understand which tasks can be performed
concurrently.
• Schedule Chart (PERT Chart)
– Cornerstone in many project management tools
– Graphically shows dependencies of tasks and milestones
• PERT: Program Evaluation and Review Technique
– A PERT chart assumes normal distribution of tasks durations
– Useful for Critical Path Analysis
• CPM: Critical Path Method
 SPMP Part 6: Financial management
• Budgets
– Manh months (labour cost) per work package
– Consumable costs
– Material and process costs
– Travelling costs
– Management costs

• Payment milestones
– Work acceptance sheets,
– Payment amount due
• Payment scheme
– Authoritisation
– Transfer scheme
– Fine and payback scheme
Project Budget for MARUN_DBLS
 SPMP Part 7: Other inclusions
• Project agreement
• Subcontracting
• Contractual issues
• Authorized signatures
• ...
• ...
QUESTIONS
?