info 638lecture #81 software project management cycle plan and build info 638 glenn booker

INFO 638 Lecture #8 1

Software Project Management

Cycle plan and build

INFO 638Glenn Booker


Cycle Planning

Cycle planning is performed like in traditional project management (TPM), but there are key differences In APF, the planning is done in detail only

for the next cycle – not the entire project at once

APF planning may or may not use project software; it could be done with more informal tools


Cycle WBS

In the APF scope definition, we had to define the WBS down to what is called mid-level Essentially, this means we defined work

down to the cycle level, then stopped high level planning

Now we pick up from there for the first (or later iterations, next) cycle


Top to Mid Level WBS

Project Goal

Function #2

Function #3

Function #1

Subfunction 1.1

Subfunction 1.2

Subfunction 2.1

Subfunction 2.2

Subfunction 3.1

Subfunction 3.2

Fig. 15.2

Define this level of WBS in the APF Scope phase; now use one or more subfunctions as the scope of one cycle, and define activities and tasks to implement that cycle in more detail.


Beware Micromanaging

With such a small scope to be planned, it’s easy to micromanage APF projects Might be good to micromanage if very

novice staff, or previous projects had serious trouble with estimation

Otherwise, avoid by setting a limit on the smallest task – 4 hours, 8 hours, etc.


Estimate Task Duration

This follows the same estimation method you’d use for any other project

Estimate the reasonable time needed to complete each task, given normal levels of productivity


Estimate Other Resources

Consider whether other resources are needed for this cycle Facilities Equipment Money Materials

Failure to plan for long lead items can cause serious problems in APF


Sequence Tasks

Keeping the time box in mind (the overall time limit for the cycle), sequence the tasks to be done and assign resources to each of them

That’s it for planning a cycle Pretty painless, huh?


Cycle Build

It is assumed that Cycle Plan is done by one person or part of the team

Cycle Build requires the whole team’s presence to refine the schedule if needed

Identify specific resources for each task, and ensure conflicts are resolved and workload is balanced


Cycle Build

Typically the smallest time unit needed is a half day’s work (4 hours) Less than that isn’t worth planning, and

leads to micromanagement Arrange tasks in a Pert-like format

Check resource availability, both people and facilities


Work Packages

Identify critical tasks for which a work package might be needed Could use formal critical path, but key

tasks should be easy to find Can also use work packages for high risk

tasks, or those which require previously unknown skills


Build Cycle Functionality

Start building the functionality promised for this cycle, following the plan just developed

During the cycle, daily stand-up meetings are used for status Stand up so it doesn’t drag on forever

Monitor the system scope & their priorities, and issues identified


Scope Bank

The scope bank is used as a change control tool for the functionality of the system

It should be visible to all, including the customer

Its contents are reviewed at each Client Checkpoint phase


Issues Log

An issues log is maintained to flag and track problems

It should be visible to the development team, and is continually updated


Scope Matrix

This isn’t a separate tool It just emphasizes that entries to the

Scope Bank or Issues Log need to be prioritized when they are entered

Discuss the impact of scope changes, and how resolving issues might be influenced by project priorities


Daily Team Meetings

As noted earlier, daily team meetings are the norm in each cycle Keep them very brief (15 min) Focus on status with respect to the plan,

and if behind schedule, describe what plan there is to get caught up

Scope changes and problems are noted, but not discussed in this meeting


Status Reporting

Daily status is posted in the main project location (“war room”)

Brief written status reports for the customer are prepared at the end of each cycle

Longer reports to senior management are prepared at the end of each version

info 638lecture #81 software project management cycle plan and build info 638 glenn booker

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