Changes between Version 34 and Version 35 of ProjectManagementIdeas


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Timestamp:
Apr 30, 2009 4:39:00 PM (5 years ago)
Author:
ChrisNelson
Comment:

Some reordering

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  • ProjectManagementIdeas

    v34 v35  
    7171The basic answer to "When will my project be done?" is generally provided by a [http://en.wikipedia.org/wiki/Gantt_chart Gantt chart] which shows tasks, their dependencies, their duration (scaled by resource availability), and milestones. As discussed in [http://groups.google.com/group/trac-users/browse_thread/thread/83c0b6a248040542?hl=en two] [http://groups.google.com/group/trac-users/browse_thread/thread/3084796acbc7233c/3f393a18f99cfebd?hl=en&tvc=2#3f393a18f99cfebd}}} threads] on the Trac Users mailing list, a Gantt chart is a fundamental requirement for project management. 
    7272 
    73 It often includes a "today" line to show where a project stands. (Need an example.) 
     73The following illustrations use a gross simplification of a project to design a new electronic device which is inaccurate in many ways. 
     74 
     75== Dependency and Duration == 
     76 
     77There is some benefit to very basic Gantt that showed just tasks and their dependencies and the resultant schedule. 
     78 
     79[[Image(simple-gantt.PNG)]] 
     80 
     81Disregarding any resource constraints, this chart shows  
     82 
     83 * circuit board design and firmware development follow schematic design 
     84 * package design can proceed independently 
     85 * assembly can't be done until the circuit boards and packaging are ready 
     86 * the product can't ship until it's assembled and has firmware.   
     87 * the overall project will take 9 calendar days 
     88 
     89This requires only that the ticket have some information about estimated effort or duration of the task and simple FS task dependency. 
     90 
     91== Progress == 
     92 
     93If we also track work on tasks, we can monitor project progress at a glance. 
     94 
     95[[Image(gantt-progress.PNG)]] 
     96 
     97== Resource Allocation == 
     98 
     99When a resource is not available 100% of the time, tasks take longer than the work suggests.  By assigning effort to resources, we can chart this time dialation. 
     100 
     101[[Image(gantt-resource.PNG)]] 
     102 
     103When the hardware and software engineers are only available half time, the project gets delayed. 
     104 
     105== Critical Path == 
     106 
     107Some tasks affect project schedule and some do not.  The tasks which affect the schedule are on the ''critical path''. 
     108 
     109[[Image(critical-path.PNG)]] 
     110 
     111Packaging design and circuit board layout are so short -- relative to other activities -- that speeding them up doesn't really help the project.  But if we could shorten schematic design or firmware, every day we take out of one of those activities we also take out of the project schedule. 
     112 
     113== Sub-tasks == 
     114 
     115To manage the complexity of the chart, we can break tasks down into sub-tasks and show various levels of detail. 
     116 
     117[[Image(roll-up-1.PNG)]] 
     118 
     119[[Image(roll-up-2.PNG)]] 
     120 
     121 
     122A Gantt chart often includes a "today" line to show where a project stands. (Need an example.) 
    74123 
    75124A Gantt chart may also show slack time for tasks, how much they can slip before affecting the overall schedule.  (Need an example.) 
     
    158207There seems to be a consensus that grandiose project management features for Trac should be implemented with a combination of plugins which provide useful functionality on their own.  The following plan assumes that approach. 
    159208 
    160 == Dependency and Duration == 
    161  
    162 There is some benefit to very basic Gantt that showed just tasks and their dependencies and the resultant schedule. 
    163  
    164 [[Image(simple-gantt.PNG)]] 
    165  
    166 Disregarding any resource constraints, this chart shows  
    167  
    168  * circuit board design and firmware development follow schematic design 
    169  * package design can proceed independently 
    170  * assembly can't be done until the circuit boards and packaging are ready 
    171  * the product can't ship until it's assembled and has firmware.   
    172  * the overall project will take 9 calendar days 
    173  
    174 (Clearly this is a gross simplification and likely not accurate in many ways.) 
    175  
    176 This requires only that the ticket have some information about estimated effort or duration of the task and simple FS task dependency. 
    177  
    178 == Progress == 
    179  
    180 If we also track work on tasks, we can monitor project progress at a glance. 
    181  
    182 [[Image(gantt-progress.PNG)]] 
    183  
    184 == Resource Allocation == 
    185  
    186 When a resource is not available 100% of the time, tasks take longer than the work suggests.  By assigning effort to resources, we can chart this time dialation. 
    187  
    188 [[Image(gantt-resource.PNG)]] 
    189  
    190 When the hardware and software engineers are only available half time, the project gets delayed. 
    191  
    192 == Critical Path == 
    193  
    194 Some tasks affect project schedule and some do not.  The tasks which affect the schedule are on the ''critical path''. 
    195  
    196 [[Image(critical-path.PNG)]] 
    197  
    198 Packaging design and circuit board layout are so short -- relative to other activities -- they speeding them up doesn't really help the project.  But if we could shorten schematic design or firmware, every day we take out of one of those activities we also take out of the project schedule. 
    199  
    200 == Sub-tasks == 
    201  
    202 To manage the complexity of the chart, we can break tasks down into sub-tasks and show various levels of detail. 
    203  
    204 [[Image(roll-up-1.PNG)]] 
    205  
    206 [[Image(roll-up-2.PNG)]] 
    207  
    208209 
    209210= Development Plan = 
     
    341342  - Use a custom, or specific estimation strategy. 
    342343 
     344= Bone yard = 
     345 
     346(Old text here as I revise.)