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Generating QR Code JIS X 0510 in Software PART TWO A Project, Start to Finish

PART TWO A Project, Start to Finish
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when there are alligators in it. So a careful alligator hunt at the start is a good idea. It is similar on any project. For example:   On a project to modify computer software, if the existing program code is poorly documented, the project takes much longer. On a building reconstruction project, the project is much more costly if there are aws in the foundation or leaks in the roof.
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To put it simply, what we do not know is dangerous to the project. So, to be sure there are no project-killers, we should investigate and report on the following ve items in the concept stage:      Problem to be solved Business processes Customer description Computer systems and other equipment or facilities Risk evaluation
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If we cannot complete our evaluation in the concept stage, we can seek to nd the major risks rst, and leave notes for detailed research in the analysis stage.
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Imposed vs. Estimated Time and Budget An imposed delivery date or budget comes from the customer. It is not based on an estimate, and no one is saying that the project can be completed by that date for that much money. The customer is saying that the business requires or desires that the project team meet this date, and deliver for this much money. The imposed time and cost items can take one of two forms. Either they are absolute requirements, or they are desired goals. For example, if the space shuttle is launching on a certain date, and you are managing a project to develop experimental equipment for that shuttle ight, your delivery date is imposed. One day late, and your equipment will not be on the shuttle when it takes o . On the other hand, if a company hopes to have a new nancial system in place by May 1 so that they can make sure it is running by the new scal year, that is an imposed deadline, but not a strict one. The company will still accept the project if it runs late. The same distinction applies to money: An imposed budget requirement is an absolute dollar limit. An imposed budget that is desired is a limit the customers want, but they might be willing to pay more.
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CHAPTER 5 Concept
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TERM
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Imposed Set by the customer, whether or not it is possible in the project. Estimated Arising from within the project, as a result of evaluation of project resource requirements. Required Established as an absolute limit. Desired A preference, but there is some exibility. Exceeding the desired time or budget is not, in itself, a project-killer.
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For most projects, accurate estimation cannot occur in the concept stage. If you are familiar with the customer group and the type of project, and it is not very large, you may be able to give an estimated range. But do not let yourself be locked into a budget until the requirements are gathered and evaluated in the analysis stage. Methods of cost estimation are discussed in 10. Constraints and Assumptions: The Rules of the Game These two boxes, taken together, de ne the rules or guidelines that the project will follow. Constraints are imposed on the project by the organization or from outside the organization. Assumptions are decisions made by the project manager. As an analogy, think of the project manager as a football coach. The rules of football are constraints that the project manager cannot change, and they limit the options for ways to cross the goal line. The team rules are set by the coach, and should be followed. However, if you think the coach should change the rules, talk to him or her. The same applies on projects. Constraints, organizational or regulatory requirements such as contracts with vendors and sole source justi cation documents may slow down a project, but they are unavoidable. Assumptions, decisions the project manager makes need to be adhered to by the whole team for the system to work well. But the decision could change, and if a team member has an idea that might be better, or a good reason for an exception to the assumptions, the team member should suggest it. Here are several e ective ways to use written constraints and assumptions during a project.  Go over the constraints and assumptions when you rst create your team. Make sure that everyone knows the rules of the game, and that everyone also knows that they can make suggestions and propose new ideas that might change the assumptions.
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