Changes between Version 34 and Version 35 of ProjectManagementIdeas


Ignore:
Timestamp:
Apr 30, 2009, 4:39:00 PM (6 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.)