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Daniel Dumitrescu Master anul I TI
Software Project Management
PRESENTATION PLAN Articles
“Know Your Enemy”: Software Risk Management "Stop promising miracles" – Wideband Delphi
method General project
LCA System Software Project Plan
ARTICLES “KNOW YOUR ENEMY”: SOFTWARE RISK MANAGEMENT
“STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
WHAT IS THE RISK? A problem that can endanger the success
of the project. It causes losses. It can have a negative influence over the
cost, planning and the quality of the project and for the team.
The Risk Management indetifies, addresses and solves the risk problems before they damage the project.
We can absorb the risk without allowing the avoiding of any measure (action) or to eliminate them
RISK TYPES Incertitude – it strikes us exactly what we dont's
know Dependences – of the external factors Request issues – we build the right product wrong
or the wrong product Management problems – makes the project harder
to succeed Lack of knowledge – drives to trainings, hiring more
apropiate people
RISK MANAGEMENT Apreciating the risk – identifying the potential risk
zones Identifying the risk – verifies the previewsly
identified risks databases Analizing the risk– verifies the outcoming of the
project in accordance with the risk variables The risk priority– focuses on the most severe risks Avoiding the risk Control the risk– it's the process of management
of the risk Keeping data about the risk– monitoring and
solving each risk problem
CONCLUZIONS From these articles we learned a few basic
rules of how to better plan and develop a project and 14 good lessons about how to become a good manager
A manager is put to help people do their job better. They have to create good working conditions for the employees in order to do the job in time
We have to pay attention to the risk problems that may occur and to take the right measures to solve them
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
must provide estimates for the work but few of us are skillful estimators this can be improved principle that multiple heads are better
than one.
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Wideband Delphi can be used to estimate virtually anything:
the number of labor months needed the lines of code or number of classes, etc.
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Process flow for a Wideband Delphi session:
Planning Kickoff Meeting
IndividualPreparation
Estimating Meeting
AssembleTasks
ReviewResults
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Planning defining and scoping the problem large problems are broken down into
manageable portions estimation participants
moderator- plans and coordinates the activity project manager and two to four other estimators.
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
The Kickoff up to an hour gets all participants up to speed on the
estimation problem moderator supplies the other estimators with
the problem specification and any assumptions or project constraints
the team reviews the estimation objectives and discusses the problem and any estimation issues; the participants agree on the estimation units.
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Individual Preparation each participant independently develop an initial
list of the tasks
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Individual Preparation The estimation should have no relationship to the answer you
think the project manager or other stakeholders want to hear
record any tasks for related or supporting activities quality control and assurance configuration management etc.
include rework tasks following testing or inspection activities. if estimating a schedule
also think of any overhead activities (meetings, vacation, training, other project assignments etc).
record any assumptions radically different assumptions can lead to wide estimate
variations
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Estimation Meeting Collect all the participants’ individual estimates anonymity
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Estimation Meeting Each estimator
presents his initial task list, assumptions raise any questions.
Then the team will begin to converge a shared set of assumptions a common task list.
all participants modify their estimates concurrently (and silently) in the meeting room.
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Estimation Meeting The moderator collects the revised overall
estimates and plots them on the same chart
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Estimation Meeting The cycle continues until:
you have completed four rounds; the estimates have converged to an acceptably narrow
range (defined in advance); the allotted estimation meeting time (typically two
hours) is over; or all participants are unwilling to alter their latest
estimates.
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Assembling Tasks the moderator or the project manager
assembles the project tasks and their individual estimates into a single master task list
merges the individual lists of assumptions quality- and process-related activities overhead tasks wait times.
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Review Results in the final step, the estimation team reviews the
summarized results and reaches agreement on the final outcome
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Completing the Estimation when specified exit criteria are satisfied. Typical Wideband Delphi exit criteria are that:
The overall task list has been assembled You have a summarized list of estimating
assumptions The estimators have reached consensus on how
their individual estimates were synthesized into a single set with an acceptable range.
ARTICLES – “STOP PROMISING MIRACLES”WIDEBAND DELPHI METHOD
Conclusions no estimation method is perfect; if it were, it
would be called prediction, not estimation.
However, the Wideband Delphi technique incorporates some solid estimating principles
the team approach acknowledges the value of combining multiple expert perspectives
Wideband Delphi removes some of the politics from estimation and filters out extreme initial values.
LCA SYSTEM SW PROJECT PLAN
SCOPUL PROIECTULUI:
Acest proiect vine in ajutorul conducatoriilor auto in momentul in care se doreste schimbarea benzii de mers sau in timpul efectuarii unei depasiri.
Reduce numarul accidentelor.
DESCRIERE PROIECT:Sistemul avertizează conducătorii
auto ai vehiculelor cu privire la locurile lor moarte de vizibilitate la schimbarea benzii. Odată ce mașina atinge 48
km / h sau mai mult, sistemul monitorizează banda dreapta și din stânga.
CONTINUARE DESCRIERE PROIECT: În cazul în care un vehicul este într-un punct mort
atunci când conducătorul auto este pe cale să schimbe banda, sistemul aprinde un led în oglinda laterală și face ca volanul să vibreze. Cele doua avertismente conduc la eficiența totală a sistemului. Senzorii au o distanta de vizibilitate de aproximativ 61 m și funcționează în toate condițiile meteorologice.
CERINTE DE FUNCTIONARE A SISTEMULUI LCA
Masina sa fie proiectata dupa 2009. Masina sa prezinte o iesire de pe magistrala CAN
pentru a se putea conecta sistemul LCA. Conditi impuse de materialele din care este
construita masina si grosimea bumper-ului.
RESURSE UMANE: 1 manager 1 arhitect de sistem 1 tester 2 dezvoltatori de proiect
Materiale necesare:
Calculatoare pentru dezvoltare Un calculator si o masina pentru testare
DEZVOLTAREA PROIECTULUI: Pasul 1: - analiza cerintelor Pasul 2: - design Pasul 3: - implementarea modulelor Pasul 4: - uniformizarea modulelor Pasul 5: - testare Pasul 6: - corectia erorilor Pasul 7: - instalarea sistemului la client
DIAGRAMA GANTT
CONCLUZII Fiecare aplicatie este unica , si cerintele
clientului sunt destul de vaste din lipsa experientei. De aceea in timpul dezvoltari aplicatiei au fost schimbate de multe ori cerintele de catre client.
Schimbarea cerintelor nu a cauzat probleme, acestea putand fi usor implementate si rezolvate.
Erorile aparute pe parcursul testarii au fost discutate si apoi rezolvate.
In concluzie, cea mai importanta este comunicare si intelegerea intre membrii echipei.
VA MULTUMESC PENTRU ATENTIE!