barcode reader sdk vb.net PART THREE Skills and Tools in Software

Creation QR Code ISO/IEC18004 in Software PART THREE Skills and Tools

PART THREE Skills and Tools
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total cost of ownership (TCO), which includes the costs of acquiring, training, and retaining sta , plus the rental space for an o ce cubicle. This number is a useful accounting gure that has no simple correlation to salary. So, use the solution already in place in your company.
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PROCUREMENT COSTS
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We build the procurement plan from the WBS. Each task on the WBS has inputs and tools. Inputs become part of the nal output, the product or service delivered to the customer. Tools are used for the project, but not delivered to the customer. We examine each task on the WBS, and identify if these items might need to be included in the project procurement plan and budget:     Items that are part of the nal product or service delivered to the customer. Items that are not part of the product or service, but are needed for the project to be done. Test machines and programming tools are examples. Input from consultants. They may think you are buying equipment that you think is included in their price. Input from vendors. They may be aware of components you must get or pricing you should know about.
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If an item is going to be purchased early in the project, use a current cost from a current vendor for the estimate. If it will be purchased later, check back and see if the cost for this item has been going up or down. (Yes, one advantage of working in the computer eld is that some costs do go down. Think about memory chips, down from $60 per megabyte to below $1.) Of course, prices do uctuate, and you may be caught by surprise. But, if your budget is based on small enough tasks and items, then the total estimate will probably be very close to the actual cost. There is one other cost category, but it is not usually included in the project budget. In addition to inputs and tools, we have resources that are used up, such as copier paper and printer toner. These expense items are usually budgeted to departmental overheads, rather than to individual projects. For example a project might have a travel budget well above the accepted corporate norm, and therefore we would need to allocate project money for travel.
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CHAPTER
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Managing Risk and Change
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Things do not always go according to plan. As project managers, we have two ways of handling this: risk management and change management. In risk management, we de ne what might create problems for the project making it late, going over the budget, or reducing its value and plan ways of preventing or handling those events. Change management is a process that de nes all possible changes to the plan, structures a method for deciding if the change is good for the project, and ensures e ective communication and action to ensure that the project, with all approved changes, is completed properly.
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Risk Management
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The steps of risk management are:  Risk identi cation and assessment, where we nd risks and decide how important they are.
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PART THREE Skills and Tools
Risk planning, where we decide how we will manage each risk on the project. Risk control, the process of tracking risks and taking care of them throughout the project.
KEY POINT
What Did You Plan To Do About It
A colleague of mine is a professional project manager for a small consulting rm that installs computer systems. Whenever something goes wrong, he asks his team, Did you expect that to happen Most of the time, they say yes. Then he asks, Well, what did you plan to do about it They answer, Nothing. We just expected it to happen. They were good at risk assessment thinking about what might go wrong. But they ignored risk planning. We will plan for things going wrong, and do what we need to do to keep things from going wrong.
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