read barcode in asp net CHOOSE A PROJECT OVERVIEW FORMAT in Software

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CHOOSE A PROJECT OVERVIEW FORMAT
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The project overview is a exible document. The form given in 5 works for most medium-sized projects. Below, in the section on tools, we introduce the quick project overview template for small projects. Here is how
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PART TWO A Project, Start to Finish
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to think about project size in the analysis stage and how to decide which project overview to use.  Small projects are projects where one end-user or manager knows almost everything you need to know from the customer side, and you, as project manager, fully understand the technical issues without needing outside expertise. If you manage many small projects, you will want to use the quick project overview (QPO). This one-page summary sheet will allow you to keep on top of each project s requirements and current status. So, if you work inside a department but do a lot of projects, alone or with just a few others, the QPO is an excellent tool. Medium-sized projects are those that require input from several users or user groups, or that require technical expertise held by several di erent people. The ve-page project overview template has elds that will allow you to reconcile di erences of opinion among stakeholders. Such projects typically take 1 6 months. Medium-sized projects with additional technical speci cations, such as screen layouts and report formats for software development, or engineering plans, work best with the ve-page template plus attachments detailing in full all the end-user requirements. Large or complicated projects that will take one year or more, or projects that are complicated because multiple stages, multiple locations, or multiple areas of expertise are involved, begin with the project overview template. At the beginning of the design stage, you and your team will build additional project overviews, one for each sub-project of the main project.
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KEY POINT
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When we say that, during the analysis stage, you will specify all user requirements in detail, we mean it. Often, when I am teaching project management to computer professionals, a student asks me, Can t we just make a list of the names of the reports, and save detailed report speci cation until later The answer is no. That would be quite dangerous. And this is why. The name of a report does not tell you how long it will take to analyze or to prepare the report, or even if the data are in the database. Our research has shown that the range of time needed to complete a single typical report may range from 2 to 40 hours: a factor of 20. With several reports to prepare, there is no way of knowing how long analysis and design of those reports would take until they are fully analyzed. As a result, you
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CHAPTER 6 Analysis
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could underestimate the time it will take to complete the project by several weeks. We have even seen some cases where the customer s idea of the report was so di erent from the project manager s idea that a hidden project-killer was missed.
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These templates are extremely exible. You might be in the middle of analysis, and discover that one particular peripheral stakeholder actually needs a custom menu with ten reports, and options on some of the reports. The easiest, and best, thing to do is obtain a QPO template, declare a subproject, and track it as a small project that is part of your bigger project. It has its own purpose and goal, and it ts into the larger purpose and goal as well.
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ORGANIZE THE PROJECT INTO STAGES, AND MULTIPLE PROJECTS (IF NEEDED)
Early in the analysis stage, we decide the details of the life cycle alternative we are going to use. Our recommendation is to follow the classic system development life cycle (SDLC) with one modi cation created by the author s company, QTI, which we call the Double WaterfallTM, which is described later in this chapter, in the tools section. For the double waterfall, we de ne two delivery dates within one budget: the rst delivery date is for essential core components, and the second adds enhancements shortly afterwards. This simple modi cation to the SDLC adds exibility, simpli es management of customer expectations, and is easy to manage. Whatever choice we make, we document it in the project overview, particularly on page 4, where we list stages and their deliverables. We can use a second copy of this page for the double waterfall.
PLAN AND HOLD CUSTOMER MEETINGS (ITERATIVE)
The customer meetings we hold during analysis are similar to the ones in the concept stage. Our job is to capture customer requirements in words and pictures. We have a series of meetings or show the write-ups of our meetings to the customers so that they can validate that the picture we are building is correct.
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