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Chapter 6: IT project manager

Develop a work breakdown structure (WBS). Describe the difference between a deliverable and a milestone. Describe and apply several project estimation methods. | Develop a work breakdown structure (WBS). Describe the difference between a deliverable and a milestone. Describe and apply several project estimation methods. These include the Delphi technique, time boxing, top-down estimation, and bottom-up estimation. Describe and apply several software engineering estimation approaches. These include lines of code (LOC), function point analysis, COCOMO, and heuristics. Activity definition Activity sequencing Activity duration estimation Schedule development Schedule control The WBS represents a logical decomposition of the work to be performed and focuses on how the product, service, or result is naturally subdivided. It is an outline of what work is to be performed. Gregory T. Haugan (2002) Deliverables Tangible, verifiable work products Reports, presentations, prototypes, etc. Milestones Significant events or achievements Acceptance of deliverables or phase completion Cruxes (proof of concepts) Quality control Keeps team focused Develop work . | Develop a work breakdown structure (WBS). Describe the difference between a deliverable and a milestone. Describe and apply several project estimation methods. These include the Delphi technique, time boxing, top-down estimation, and bottom-up estimation. Describe and apply several software engineering estimation approaches. These include lines of code (LOC), function point analysis, COCOMO, and heuristics. Activity definition Activity sequencing Activity duration estimation Schedule development Schedule control The WBS represents a logical decomposition of the work to be performed and focuses on how the product, service, or result is naturally subdivided. It is an outline of what work is to be performed. Gregory T. Haugan (2002) Deliverables Tangible, verifiable work products Reports, presentations, prototypes, etc. Milestones Significant events or achievements Acceptance of deliverables or phase completion Cruxes (proof of concepts) Quality control Keeps team focused Develop work packages for each of the phases and deliverables defined in the Deliverable Structure Chart (DSC) The WBS Should Be Deliverable-Oriented The WBS Should Support the Projects MOV Ensure WBS allows for the delivery of all the project’s deliverables as defined in project scope 100 percent rule The Level of Detail Should Support Planning and Control Developing the WBS Should Involve the People Who Will Be Doing the Work Learning Cycles and Lessons Learned Can Support the Development of a WBS Guesstimating Delphi Technique Time Boxing Top-Down Bottom Up Analogous Estimates (Past experiences) Parametric Modeling (Statistical) Guesstimating Based on feeling not facts Not a good method for estimating but often used by inexperienced project managers Delphi Technique Involves multiple, anonymous experts Each expert makes an estimate Estimates compared If close, can be averaged Else do another iteration until consensus is reached Time Boxing A “box” of time is allocated for a specific Activity or .