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PART TWO A Project, Start to Finish
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gure (3.2 is very close to the value of pi, the ratio of the circumference to the diameter of a circle) and also the reason for it: it is the cyclical, circular nature of the process that adds the time. We can estimate the length of the testing cycle early in development. We can build in some leeway when we set the date of the pilot test and the delivery date for the product or service with our customers. We can have our team prepare the test bed, the test data, and the highlevel test plan during design or early in development. We can encourage quality all the way through, and have team members check deliverables and inputs closely when a task is completed.
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13 provides tools that help us manage quality and deliver on time.
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Resources Assigned to the Development Stage
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Most of the resources assigned to the project during the development stage should be on the work of the project. Project management should take a supportive role. However, each team member plays a part in the project management process by reporting time, quality, and cost status promptly and by participating in weekly meetings and risk management activities. The project manager takes care of everything else, clearing the way for the team. On large projects, the manager may need an assistant who works with a project tracking tool. Very large projects may be broken into sub-projects. Each sub-project will have its own manager or team leader. Depending on the size of the sub-project, the manager or team leader may also be doing some of the development work, or may be managing multiple sub-projects, or parts of several projects. The resources are de ned in the plans created during the design stage, the work breakdown structure, with each task assigned to a team member or another party, the schedule, and the budget.
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Roles in the Development Stage
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Here is the work to be done by people in each role during the development stage:
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CHAPTER 8 Development
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 The project manager tracks work, time, and cost. We also manage quality and risk, and procurement as needed. We prevent and resolve problems, or escalate them as necessary. We maintain communications with all stakeholders.  The project sponsor is available, and we need to keep him or her posted on progress. The sponsor continues with e orts to promote the project and helps in managing customer expectations. The sponsor is available to resolve con icts and to provide resources and ideas for solving problems that cannot be solved at lower levels.  Customer representatives and business analysts. The customer representative continues to be the voice of the customer. In a project following the classic SDLC, he or she might be less involved in this stage, at least until testing begins. However, with the advent of modular systems, it is possible to use life cycle alternatives that keep the customer in close contact with the product or service as it develops. The customer representative should also guide the development of user documentation and training materials. The business analyst may be assigned fulltime to the project especially if he or she has skills that serve the development team, or may return to more routine production work. In the latter case, the analyst should be available to clarify questions about the requirements speci cation and to do additional research or veri cation as needed.  Customer service and support sta reduce their involvement in the project after contributing to the analysis and design stages, and have relatively little involvement early in the development stage. However, the end of development overlaps with transition to production, when representatives of both these groups actually join the project team.  The users. We will deal with them mostly through representatives during the early part of the development stage. However, depending on the project or service we are developing, it will become possible to include them at some point during testing and transition to production. The earlier we can involve them and get their response to the product or service, the greater likelihood the project has for success. Promotional e ort should prepare the users for the day we go into production, aiming for them to have high hopes, but not excessive expectations.  Other stakeholders. We should verify the component about which each stakeholder is concerned with that stakeholder and have him or her test the component.  Technical and engineering sta . This is our project team. They will be developing the product or service and related items. As much as possible, help each of them become more independent and self-managed,
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