{"action":"created","issue":{"url":"https://api.github.com/repos/txt/se16/issues/6","labels_url":"https://api.github.com/repos/txt/se16/issues/6/labels{/name}","comments_url":"https://api.github.com/repos/txt/se16/issues/6/comments","events_url":"https://api.github.com/repos/txt/se16/issues/6/events","html_url":"https://github.com/txt/se16/issues/6","id":124284891,"number":6,"title":"project management","user":{"login":"timm","id":29195,"avatar_url":"https://avatars.githubusercontent.com/u/29195?v=3","gravatar_id":"","url":"https://api.github.com/users/timm","html_url":"https://github.com/timm","followers_url":"https://api.github.com/users/timm/followers","following_url":"https://api.github.com/users/timm/following{/other_user}","gists_url":"https://api.github.com/users/timm/gists{/gist_id}","starred_url":"https://api.github.com/users/timm/starred{/owner}{/repo}","subscriptions_url":"https://api.github.com/users/timm/subscriptions","organizations_url":"https://api.github.com/users/timm/orgs","repos_url":"https://api.github.com/users/timm/repos","events_url":"https://api.github.com/users/timm/events{/privacy}","received_events_url":"https://api.github.com/users/timm/received_events","type":"User","site_admin":false},"labels":[],"state":"open","locked":false,"assignee":null,"milestone":null,"comments":1,"created_at":"2015-12-30T00:01:46Z","updated_at":"2015-12-30T01:39:00Z","closed_at":null,"body":"estimation\r\n\r\n- brooke's law\r\n- no estimation\r\n- cocomo\r\n    + needed if environments requiring (a) large up-front budget allocations and (b) auditable estimates\r\n- planning poker\r\n- qualitative\r\n- feature maturity (best when using existing code base and you have an existing income stream)\r\n\r\nhttp://proquestcombo.safaribooksonline.com.prox.lib.ncsu.edu/book/software-engineering-and-development/project-management/0201835959\r\n\r\n-----\r\n\r\nthere is a tool list here: https://www.researchgate.net/profile/Lorenzo_Salas-Morera/publication/254864326_PpcProject_An_educational_tool_for_software_project_management/links/02e7e52aebd61ce226000000.pdf\r\n\r\n![image](https://cloud.githubusercontent.com/assets/29195/12044921/d2877b14-ae67-11e5-883e-bde6690cd01e.png)\r\n\r\ne CPM, PERT and RACI (Singh Toor, 2009) methods. \r\n\r\n- The CPM module allows the\r\ntrainees to construct the project network by introducing the precedence relations and the activity durations and calculating the critical path\r\nand the activity total floats.\r\n-  PERT module ((Program Evaluation and Review Technique) allows the users to do the same but with the addition of activities of aleatory\r\nduration using the three activity duration estimates (optimistic, most likely and pessimistic) as well as calculation of the probability that the\r\nproject can be completed by a given date. \r\n- The RACI matrix module permits the users to assign responsibility, accountability, and consultancy,\r\nas well as designate the representative who must be informed for each project activity.  \r\n\r\n\r\n_____\r\n\r\n# Basic Quality Tools\r\n\r\nhttp://www.tutorialspoint.com/management_concepts/images/histogram.jpg\r\n\r\nhistogram: non-parametric medians, IQR\r\n\r\n![image](https://cloud.githubusercontent.com/assets/29195/12045021/99d60ec8-ae69-11e5-9f05-e0906f2d8fba.png)\r\n\r\ncause effect diagram\r\n\r\nhttp://www.tutorialspoint.com/management_concepts/images/scatter_diagram.jpg\r\n\r\nold faithfuk eruptions\r\n\r\ncontrol charts\r\n\r\n![image](https://cloud.githubusercontent.com/assets/29195/12045030/bc6e616a-ae69-11e5-8722-03aa21b5118b.png)\r\n\r\npareto, cost benefit cuves\r\n\r\nhese charts allow you to identify the following conditions related to the process that has been monitored.\r\n\r\nStability of the process\r\n\r\nPredictability of the process\r\n\r\nIdentification of common cause of variation\r\n\r\n![image](https://cloud.githubusercontent.com/assets/29195/12045038/daa51ce6-ae69-11e5-9f29-ff3d2aed5d93.png)\r\n\r\n__\r\n\r\n# PERT\r\n\r\nfrom [PERT Estimation Technique](http://www.tutorialspoint.com/management_concepts/pert_estimation_technique.htm)\r\n\r\n## The PERT Basics\r\n\r\n\r\nAt the core, PERT is all about management probabilities. Therefore, PERT involves in many simple statistical methods as well.\r\n\r\nSometimes, people categorize and put PERT and CPM together. Although CPM (Critical Path Method) shares some characteristics with PERT, PERT has a different focus.\r\n\r\nSame as most of other estimation techniques, PERT also breaks down the tasks into detailed activities.\r\n\r\nThen, a Gantt chart will be prepared illustrating the interdependencies among the activities. Then, a network of activities and their interdependencies are drawn in an illustrative manner.\r\n\r\nIn this map, a node represents each event. The activities are represented as arrows and they are drawn from one event to another, based on the sequence.\r\n\r\nNext, the Earliest Time (TE) and the Latest Time (TL) are figured for each activity and identify the slack time for each activity.\r\n\r\nWhen it comes to deriving the estimates, the PERT model takes a statistical route to do that. We will cover more on this in the next two sections.\r\n\r\nFollowing is an example PERT chart:\r\n\r\n![image](https://cloud.githubusercontent.com/assets/29195/12044959/82f441a8-ae68-11e5-98e2-29d6f4efd744.png)\r\n\r\n## The Three Chances\r\n\r\nThere are three estimation times involved in PERT; Optimistic Time Estimate (TOPT), Most Likely Time Estimate (TLIKELY), and Pessimistic Time Estimate (TPESS).\r\n\r\nIn PERT, these three estimate times are derived for each activity. This way, a range of time is given for each activity with the most probable value, TLIKELY.\r\n\r\nFollowing are further details on each estimate:\r\n\r\n### 1.\tTOPT\r\n\r\nThis is the fastest time an activity can be completed. For this, the assumption is made that all the necessary resources are available and all predecessor activities are completed as planned.\r\n\r\n### 2.\tTLIKELY\r\n\r\nMost of the times, project managers are asked only to submit one estimate. In that case, this is the estimate that goes to the upper management.\r\n\r\n#### 3.\tTPESS\r\n\r\nThis is the maximum time required to complete an activity. In this case, it is assumed that many things go wrong related to the activity. A lot of rework and resource unavailability are assumed when this estimation is derived.\r\n\r\n## The PERT Mathematics\r\n\r\nBETA probability distribution is what works behind PERT. The expected completion time (E) is calculated as below:\r\n\r\n      E = (TOPT + 4 x TLIEKLY + TPESS) / 6\r\n\r\nAt the same time, the possible variance (V) of the estimate is calculated as below:\r\n\r\n      V = (TPESS - TOPT)^2 / 6^2\r\n\r\nNow, following is the process we follow with the two values:\r\n\r\nFor every activity in the critical path, E and V are calculated.\r\n\r\nThen, the total of all Es are taken. This is the overall expected completion time for the project.\r\n\r\nNow, the corresponding V is added to each activity of the critical path. This is the variance for the entire project. This is done only for the activities in the critical path as only the critical path activities can accelerate or delay the project duration.\r\n\r\nThen, standard deviation of the project is calculated. This equals to the square root of the variance (V).\r\n\r\nNow, the normal probability distribution is used for calculating the project completion time with the desired probability.\r\n\r\n## Conclusion\r\n\r\nThe best thing about PERT is its ability to integrate the uncertainty in project times estimations into its methodology.\r\n\r\nIt also makes use of many assumption that can accelerate or delay the project progress. Using PERT, project managers can have an idea of the possible time variation for the deliveries and offer delivery dates to the client in a safer manner."},"comment":{"url":"https://api.github.com/repos/txt/se16/issues/comments/167915203","html_url":"https://github.com/txt/se16/issues/6#issuecomment-167915203","issue_url":"https://api.github.com/repos/txt/se16/issues/6","id":167915203,"user":{"login":"timm","id":29195,"avatar_url":"https://avatars.githubusercontent.com/u/29195?v=3","gravatar_id":"","url":"https://api.github.com/users/timm","html_url":"https://github.com/timm","followers_url":"https://api.github.com/users/timm/followers","following_url":"https://api.github.com/users/timm/following{/other_user}","gists_url":"https://api.github.com/users/timm/gists{/gist_id}","starred_url":"https://api.github.com/users/timm/starred{/owner}{/repo}","subscriptions_url":"https://api.github.com/users/timm/subscriptions","organizations_url":"https://api.github.com/users/timm/orgs","repos_url":"https://api.github.com/users/timm/repos","events_url":"https://api.github.com/users/timm/events{/privacy}","received_events_url":"https://api.github.com/users/timm/received_events","type":"User","site_admin":false},"created_at":"2015-12-30T01:39:00Z","updated_at":"2015-12-30T01:39:00Z","body":"# GANNT CHART TOOLS\r\n\r\n![](http://www.tutorialspoint.com/management_concepts/images/gantt_chart.jpg)\r\n\r\n+ Gantt charts are able to show the task dependencies in a project schedule. \r\n+ This helps to identify and maintain the critical path of a project schedule.\r\n+ For small projects, no other documentation may be required; but for large projects, the Gantt chart tool should be supported by other means of documentation.\r\n\r\n***Float*** : When it comes to each activity in the project, there are four parameters for each related to the timelines.\r\n\r\n- Earliest start time (ES) - The earliest time, an activity can start once the previous dependent activities are over.\r\n- Earliest finish time (EF) - This would be ES + activity duration.\r\n- Latest finish time (LF) - The latest time an activity can finish without delaying the project.\r\n- Latest start time (LS) - This would be LF - activity duration.\r\n\r\n** Leads and Lags:** \r\nLeads and Lags are types of float. \r\nIn project management, there are four types of dependencies:\r\n\r\n- Finish to Start (FS) - Later task does not start until the previous task is finished\r\n- Finish to Finish (FF) - Later task does not finish until the previous task is finished\r\n- Start to Start (SS) - Later task does not start until the previous task starts\r\n- Start to Finish (SF) - Later task does not finish before previous task starts\r\n\r\nThe time between the start dates of the two tasks can be defined as a lag (2 days in this case).\r\n\r\n![image](https://cloud.githubusercontent.com/assets/29195/12045139/8bf14faa-ae6b-11e5-9817-a805279df9f5.png)\r\n\r\n\r\nIf the relationship between task A and B was Finish to Start (FS), then the 'lead' can be illustrated as:\r\n\r\n![image](https://cloud.githubusercontent.com/assets/29195/12045142/9456ce0e-ae6b-11e5-932e-63adda47a226.png)\r\n\r\n[Information Needs for Software Development \r\nAnalytics](http://research.microsoft.com/pubs/172578/buse-icse-2012.pdf)\r\nRaymond P.L. Buse and Thomas Zimmermann\r\nJune 2012\r\nProceedings of the 34th International Conference on Software Engineering (ICSE 2012 SEIP Track)\r\n\r\n![image](https://cloud.githubusercontent.com/assets/29195/12045161/05927e6a-ae6c-11e5-8949-fe1db8b67981.png)\r\n\r\n![image](https://cloud.githubusercontent.com/assets/29195/12045167/1df9ebfa-ae6c-11e5-91a3-89cd15ce1e7b.png)\r\n"}}