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1. What is meant by visibility Visibility is the attribute of being able to see the progress or lack of progress in a project. 2. What is the di erence between a process approach and a project approach A process approach is similar to an assembly line, where each person has a task to be done. Developers may do the same task on multiple projects for example, a test team or a design team. A project emphasis would give the team the responsibility for the whole e ort in developing a project. 3. For a new project that is very di erent from any previous project, would a process or project management approach be better Process management works well with projects that are well understood. A new, very di erent project might be better managed by a project approach that emphasizes success in the project.
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4. What is the advantage of making many small, inch-pebble assignments If a deadline or assignment is missed, the project is behind. The smaller the time between deadlines, the sooner it is evident if a project is behind. It is said that a project can only slip the length of an assignment before the manager can see the delay. 5. Which earned value progress measures can decrease during a project All but the earned value, which must increase. 6. For which of the earned value progress measures is a value greater than 1 good For SPI and SV, a value greater than 1 implies that more is being accomplished than was scheduled. For CPI and CV, a value greater than 1 implies that e ort is less than what was estimated. So all four of these are good if their values are greater than 1. 7. What would be the advantage of using the inverse of SPI and CPI The inverse of each could be used as a projection tool. If the inverse of SPI was 2, it would imply that project will take twice as long as estimated. If the inverse of CPI was 2, it would imply that the project will take twice the e ort that was estimated.
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1. Draw a process model for a team that has a weak structure and depends on the team discussions to set directions and resolve issues. See Fig. 3-3.
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Fig. 3-3.
Process model for team with weak structures.
CHAPTER 3 Software Project Management
2. Using the following time log, calculate the programmer s productivity in LOC/day. Assume that project 1 was 120 LOC and project 2 was 80 LOC.
Date 2/1/01 2/2/01 2/5/01 2/6/01 Start 08:30 09:00 09:00 07:30 Stop 16:30 17:00 17:30 12:00 Interruptions 60 lunch 30 lunch 30 lunch, 60 mtg Delta Task Proj 1 coding Proj 1 coding Proj 2 coding Proj 2 coding
The delta time for day 1 is 8 hours 1 hour for lunch = 420 minutes; day 2 is 8 hours 30 minutes = 450 minutes. So the productivity for project 1 is 120 LOC/ 870 minutes = 120 LOC/ 2.175 days = 55 LOC/programmer-day (assume 400 minutes per programmer day). The delta times for day 3 and 4 are 7 hours and 4.5 hours = 690 minutes. The productivity is 80 LOC/ 1.725 days = 46.4 LOC/programmer-day. Overall, the programmer averaged 200 LOC/ 3.9 days = 51.3 LOC/programmer-day. 3. Using the following job log, calculate all of the basic measures and the progress indicators. Is the project on schedule Assume that it is currently 5/01/01.
Work Task 1 2 3 4 5 6
Estimated E ort (programmerdays) 50 35 20 40 60 80
Actual E ort So Far (programmerdays) 70 20 40 40 10 20
Estimated Completion Date 1/15/01 2/15/01 2/25/01 4/15/01 6/1/01 7/1/01
Actual Date Completed 2/1/01 2/15/01 3/1/01 4/1/01
The BCWS is 50+35+20+40=145 programmer-days. The BAC is 50+35+20+40+60+80=285 programmer-days. The planned values (PVs) for the work tasks are 17.5 percent, 12.3 percent, 7.0 percent, 14.0 percent, 21.1 percent, 28.1 percent. The earned value is 17.5 percent + 12.3 percent + 7 percent + 14 percent=50.7 percent. The BCWP for 5/01/01 is the same as BCWS in this example because the scheduled work has been completed. Thus, SPI=145/145=1.
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