Extend Management Details Tracking Project Progress Project Estimation Project Risk Analysis Project Organization RUP Project Management Workflow Chapter 3Slide 2
Tracking venture advance Do you comprehend client issue and needs? Could you plan a framework to take care of client issue or fulfill client needs? To what extent will it take you to build up the framework? What amount of will it cost to build up the framework? Section 3Slide 3
Project deliverables Documents Demonstrations of capacity Demonstrations of subsystems Demonstrations of precision Demonstrations of unwavering quality, execution or security Chapter 3Slide 4
Milestones and exercises Activity: happens over a timeframe Milestone: fruition of a movement - a specific point in time Precursor: occasion or set of occasions that must happen all together for an action to begin Duration: period of time expected to finish an action Due date: date by which an action must be finished Chapter 3Slide 5
Slack or buoy time Slack time = accessible time - continuous = most recent begin time - soonest begin time Chapter 3Slide 6
Chapter 3Slide 7
Effort estimation Expert judgment relationship extent Delphi system Wolverton show Algorithmic strategies: E = ( a + bS c ) m ( X ) Walston and Felix display: E = 5.25 S 0.91 Bailey and Basili demonstrate: E = 5.5 + 0.73 S 1.16 Chapter 3Slide 8
Evaluating models Mean size of relative blunder (MMRE) outright estimation of mean of [(actual - gauge)/actual] objective: ought to be .25 or less Pred(x/100): rate of tasks for which gauge is inside x% of the real objective: ought to be .75 or more noteworthy for x = .25 Chapter 3Slide 9
Chapter 3Slide 10
Chapter 3Slide 11
Chapter 3Slide 12
Bailey-Basili method Minimize standard mistake gauge to create a condition, for example, E = 5.5 + 0.73 S 1.16 Adjust introductory gauge in light of the proportion of blunders. On the off chance that R is the proportion between the genuine exertion, E , and the anticipated exertion, E \', then the exertion alteration is characterized as ER adj = R – 1 if R > 1 = 1 – 1/R if R < 1 Then conform the underlying exertion assess E : E adj = (1 + ER adj) E if R > 1 = E/(1 + ER adj) if R < 1 Chapter 3Slide 13
Chapter 3Slide 14
COCOMO show: phases of improvement application organization: prototyping to determine high-hazard UI issues measure appraises in question focuses early outline: to investigate elective models and ideas estimate gauges in capacity focuses postarchitecture: advancement has started measure evaluates in lines of code Chapter 3Slide 15
Chapter 3Slide 16
Table 3.10. Application point multifaceted nature levels. For Screens For Reports Number and wellspring of information tables Number and wellspring of information tables Number of Total < 4 Total < 8 Total 8+ Number of Total < 4 Total < 8 Total 8+ sees (<2 (2-3 (>3 areas (<2 (2-3 (>3 contained server, server, server, >5 contained server, server, 3-server, 3-5 customer) 5 customer) >5 <3 customer) customer) customer) customer) <3 basic medium 0 or 1 straightforward basic medium 3 - 7 basic medium troublesome 2 or 3 basic medium troublesome 8 + medium troublesome 4 + medium troublesome Chapter 3Slide 17
Table 3.11. Multifaceted nature weights for application focuses. Protest sort Simple Medium Difficult Screen 1 2 3 Report 2 5 8 3GL segment - 10 Chapter 3Slide 18
Machine learning procedures Example: case-based thinking client distinguishes new issue as a case framework recovers comparable cases from storehouse framework reuses information from past cases framework recommends answer for new case Example: neural system cause-impact arrange "prepared" with information from previous history Chapter 3Slide 19
Project Estimation Links http://sunset.usc.edu/examine/COCOMOII/index.html http://www.starbase.com/items/tools.asp?ID=1900 http://www-cs.etsu-tn.edu/softeng/http://www.construx.com/evaluate/home.htm http://dec.bournemouth.ac.uk/ESERG/ANGEL/http://risex.insead.fr/rise/index.htm http://www.brunel.ac.uk/~csstmmh2/exe11.html http://www.softengprod.com/http://www.itworld.com/Career/2019/ITW-estimation-020901/http://www.ifi.uio.no/~best/Chapter 3Slide 20
Risk administration necessities Risk affect: the misfortune connected with the occasion Risk likelihood: the probability that the occasion will happen Risk control: how much we can change the result Risk introduction = (chance likelihood) x (hazard affect) Chapter 3Slide 21
Three techniques for hazard diminishment dodging the hazard: change prerequisites for execution or usefulness exchanging the hazard: exchange to other framework, or purchase protection expecting the hazard: acknowledge and control it chance influence = contrast in hazard presentation partitioned by cost of lessening the hazard Chapter 3Slide 22
Boehm\'s main ten hazard things Personnel shortages Unrealistic calendars and spending plans Developing the wrong capacities Developing the wrong UIs Gold-plating Continuing stream of prerequisites changes Shortfalls in remotely performed undertakings Shortfalls in remotely outfitted segments Real-time execution setbacks Straining software engineering abilities Chapter 3Slide 23
Project association Depends on foundations and work styles of colleagues number of individuals on group administration styles of clients and designers Examples: Chief developer group Egoless approach Chapter 3Slide 24
Chapter 3Slide 25
Digital Alpha AXP: Enrollment administration show Establish a properly expansive shared vision Delegate totally and inspire particular duties from members Inspect energetically and give steady input Acknowledge each progress and learn as the program advances Chapter 3Slide 26
Lockheed Martin: Accountability displaying Matrix association Each specialist has a place with a useful unit in light of kind of aptitude Integrated item improvement group Combines individuals from various utilitarian units into interdisciplinary work unit Each action followed utilizing cost estimation, basic way examination, plan following Earned esteem a typical measure for advance Chapter 3Slide 27
Anchoring turning points Objectives: Why is the framework being produced? Turning points and timetables: What will be finished by when? Obligations: Who is in charge of a capacity? Approach: How will the occupation be done, in fact and authoritatively? Assets: How quite a bit of every asset is required? Achievability: Can this be done, and is there a decent business explanation behind doing it? Part 3Slide 28
extend scope extend plan extend group association specialized depiction of framework venture guidelines and techniques quality affirmation arrange setup administration arrange documentation arrange information administration arrange asset administration arrange test arrange preparing arrangement security arrange chance administration arrange upkeep arrange Project arrange substance Chapter 3Slide 29
Project Management Workflow Chapter 3Slide 30
Conceive New Project Chapter 3Slide 31
Conceive New Project Steps Identify Potential Risks Analyze and Prioritize Risks Identify Risk Avoidance Strategies Identify Risk Mitigation Strategies Identify Risk Contingency Strategies Revisiting Risks amid the Iteration Revisiting Risks toward the End of an Iteration Chapter 3Slide 32
Evaluate Scope and Risk Chapter 3Slide 33
Software Development Plan Chapter 3Slide 34
Monitor and Control Project Chapter 3Slide 35
Plan for Next Iteration Chapter 3Slide 36
Manage Iteration Chapter 3Slide 37
Close Out Phase Chapter 3Slide 38
Close Out Project Chapter 3Slide 39
Activity Overview Chapter 3Slide 40
Artifact Overview Chapter 3
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