Project assessment methods
We discussed various parameters related to the assessment of the project, such as size, effort, time and cost.
The project manager can evaluate the listed factors using two widely recognized methods –
Decomposition technique
This technique involves the use of software as a product of various compositions.
There are two main models –
The line line is assessed on behalf of a number of lines of code in the software product.
Evaluation of functional points is performed on behalf of the number of functional points in the software product.
Empirical assessment methodology
This method uses empirically obtained formulas for evaluation. These formulas are based on LOC or FP.
Putnam model
This model is made by Lawrence H. Putetem, which is based on the distribution of Norden frequencies (Rayleya curve). The Putnam model displays the time and effort necessary with the size of software.
COCOMO
Cocomo deciphens as constructor Cost Model developed by Barry W. Boehm. He divides the software product into three categories of software: organic, semi -united and built -in.
This model is made by Lawrence H. Putetem, which is based on the distribution of Norden frequencies (Rayleya curve). The Putnam model displays the time and effort necessary with the size of software.
Cocomo deciphens as constructor Cost Model developed by Barry W. Boehm. He divides the software product into three categories of software: organic, semi -united and built -in.
Project planning
The planning of the project in the project refers to the road map of all actions that should be performed with the specified procedure and within the temporary interval allocated for each action. Project managers, as a rule, tend to determine various tasks, and the main stages of the project, and they organize them taking into account various factors. They are looking for tasks lying on the critical path in the schedule, which must be completed in a certain way (due to the interdependence of tasks) and strictly at the allotted time. The location of the tasks lying outside the critical path is less likely to affect the entire schedule of the project.
To draw up the project schedule, it is necessary:
Break the project tasks into a smaller, controlled form
Find out various tasks and correlate them
Calculation of the time required for each task
Divide time into working units
Assign a sufficient number of working units for each task
Calculate the total time required for the project from beginning to end
Resource management
All elements used to develop a software product can be considered as resources for this project. This may include human resources, productive tools and software libraries.
Resources are available in limited quantities and remain in the organization in the form of a pool of assets. Lack of resources inhibits the development of the project and may lag behind the schedule. The allocation of additional resources ultimately increases the cost of development. Therefore, it is necessary to evaluate and highlight adequate resources for the project.
Resource management includes –
Determining the correct organizational project by creating a project team and the distribution of responsibilities for each team member
Determination of the resources necessary at a certain stage, and their availability
Manage resources by generating a request for resources when they are required, and canceling their distribution when they are no longer needed.
Project risk management
Risk management includes all actions related to identification, analysis and provision of predictable and unpredictable risks in the project. The risk may include the following:
Experienced personnel leaving the project and new staff.
Changes in the organizational management.
Changing the requirements or incorrect interpretation of the requirement.
Underestimation of the required time and resources.
Technological changes, environmental changes, business competition.
Risk management process
In the process of risk management, the following activities are involved:
Identification – write down all the possible risks that may arise in the project.
To categorize – to classify known risks by high, average and low risk intensity in accordance with their possible influence on the project.
Manage – analyze the likelihood of risks at different stages. Make a plan to avoid or encounter risks. Try to minimize their side effects.
Monitor – carefully monitor potential risks and their early symptoms. Also monitor the consequences of steps taken to soften or prevent them.
Project execution and monitoring
At this stage, the tasks described in the plans of the project are carried out in accordance with their schedules.
Fulfillment needs to be controlled to check if everything is going according to plan. Monitoring is an observation for checking the probability of risk and taking measures to eliminate risk or a report on the state of various tasks.
These measures include –
Acting monitoring-all actions planned within the framework of any task can be monitored on a daily basis. When all actions in the task are completed, it is considered completed.
State reports. Reports contain information about the state of work and tasks performed during a certain period of time, usually in a week. The status can be marked as completed, awaiting or incomplete, etc.
The control list of stages – each project is divided into several stages, in which the main tasks (stages) are performed based on the SDLC stages. This control list of stages is compiled once every few weeks and contains information about the state of the stages.
Project communications management
Effective communication plays a vital role in the success of the project. This eliminates the gaps between the client and the organization, between the team members, as well as with other interested parties in the project, such as equipment suppliers.
Communication can be oral or written. The connection management process can have the following stages:
Planning – this stage includes the definition of all interested parties in the project and the method of communication between them. It also takes into account the need for any additional means of communication.
Exchange – after determining various aspects of planning, the manager focuses on sharing the right information with the right person at the right time. This allows each participant in the project to be aware of the progress and project status.
Feedback – project managers use various measures and feedback mechanism and create reports on the state and efficiency. This mechanism guarantees that the contribution from various interested parties comes to the project manager as feedback.
Closing – at the end of each important event, at the end of the SDLC phase or at the end of the project itself, administrative closure is officially announced to update all interested parties by sending an email, distributing a paper copy of the document or in another way of effective communication.
After closing, the team proceeds to the next stage or project.