Project scheduling and tracking

Project scheduling and tracking

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  Project scheduling &Tracking 07/09/2018 Presented by: asmita
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  Project scheduling • ProjectScheduling in a project refers to roadmap of all activities to be done with specified order and within time slot allotted to each activity. • Project managers tend to define various tasks, and project milestones and they arrange them keeping various factors in mind.
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  For scheduling aproject, it is necessary to- • Break down the project tasks into smaller, manageable form • Find out various tasks and correlate them • Estimate time frame required for each task • Divide time into work-units • Assign adequate number of work-units for each task • Calculate total time required for the project from start to finish.
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  Software Project Scheduling Principles •Compartmentalization • Interdependency • Time allocation • Effort validation • Defined responsibilities • Defined outcomes • Defined milestones
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  Project Effort Distribution The40-20-40 rule: 40% front-end analysis and design 20% coding 40% back-end testing Generally accepted guidelines are: 02-03 % planning 10-25 % requirements analysis 20-25 % design 15-20 % coding 30-40 % testing and debugging
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  scheduling • Task networks(activity networks) are graphic representations can be of the task interdependencies and can help define a rough schedule for particular project • Program evaluation and review technique (PERT) and critical path method (CPM) are quantitative techniques that allow software planners to identify the chain of dependent tasks in the project work breakdown structure (WBS) that determine the project duration time. • Timeline (Gantt) charts enable software planners to determine what tasks will be need to be conducted at a given point in time (based on estimates for effort, start time, and duration for each task). • The best indicator of progress is the completion and successful review of a defined software work product.
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  Gantt chart
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  PERT chart
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  Tracking Project Schedules •Periodic project status meetings with each team member reporting progress and problems • Evaluation of results of all work product reviews • Comparing actual milestone completion dates to scheduled dates • Comparing actual project task start-dates to scheduled start-dates • Informal meeting with practitioners to have them asses subjectively progress to date and future problems • Use earned value analysis to assess progress quantitatively