n Project planning and risk management in Java Display PDF-417 2d barcode in Java n Project planning and risk management

4 n Project planning and risk management using none todeploy none for web,windows application Microsoft SQL Server Figure 4.7 Gantt chart using Microsoft Project Figure 4.8 Scheduled Gantt chart of example project 4.3 Project planning 77 4 n Project planning and risk management appears to be qui none none te a delay between performing the Literature search and writing the Literature review two activities that, in reality, are closely intertwined. With this in mind, you should always pay close attention to scheduling adjustments that are made by project management software tools..

4.3.6 Step 6 Re-planning Now that you have none none completed all your plans, you may realise you are trying to do too much in the time available. Re-planning simply means that you go back through your plans, adjusting and rescheduling them accordingly. Project management software tools are particularly useful for making these changes and assessing the impact of your adjustments.

However, try not to spend too long on this stage by getting drawn into the usability of these tools and end up using them for their own sake. You may nd yourself re-planning and rescheduling at minute levels of detail rather than getting on with the real work of your project (remember, the real work should take around 90% of your effort). Note, also, that plans you have produced should not be cast in stone.

For instance, in the example project, you may nd that after completing your investigation of ANNs you decide that it might be more appropriate to use an off-the-shelf package rather than develop your own ANN model. This will clearly lead to some reworking of the plan and may release some time later in the project for you to concentrate on other activities..

4.3.7 Rolling wave planning A technique that none none can help you when your project is not all that clear is rolling wave planning. Rolling wave planning means that you do not construct a detailed plan at the project s inception but a skeleton plan, which only identi es the key stages of your project. Your project planning is thus performed on the y as your project progresses.

You make decisions as to where you are actually heading and what work you will have to perform in the subsequent stage of your project, as you complete the previous stages. Thus, your planning detail ebbs and ows (like a rolling wave) as your project progresses and you make decisions on where to go and what to do next. As a skeleton plan is relatively broad it can be suitable for many projects.

Although it is of little use if you don t have any idea of what you want to do, it can help you to identify universal milestones that you must adhere to for example, complete a literature survey, hand in your nal report, etc. whatever these turn out to be. Figure 4.

9 provides an example of a typical rolling wave skeleton plan in this case a software development-type project that lasts for about six months. Although this plan does not provide explicit detail about what this project is really about, it does identify the significant tasks that need to be completed and by when..

4.3.8 Project Initiation Document The project initi none for none ation document (PID) is a document that draws together many of the sections discussed above in one place, representing a de nitive overview of the project its purpose, objectives, outline, plan, risks, etc. It can form a contract in terms of de ning what the project will achieve. PIDs come in various shapes and sizes with different content.

Figure 4.9 Example rolling wave skeleton plan for a software development project 4.3 Project planning 79 4 n Project planning and risk management requirements. Man none none y companies have their own de nitions of what a PID should contain. It is always a good idea to put together a PID at the start of your project.

The components used in the project proposal (see Section 3.3) can form the basis of your PID, namely:. n n n n n n n n n n Title Aim and obj none for none ectives Expected outcomes/deliverables Introduction/background/overview Project type Related research Research question/hypothesis Methods Resource requirements Project plan.. These may need so me updating once your project is accepted as you may have made some progress and made some changes since the proposal was put together. In addition it would be worthwhile including the following three sections in the PID: 1. Risks.

Include a list of critical risk factors and means of dealing with these risks should they occur. How might you reduce their impact or limit their chances of occurring in the rst place Risk management is covered in the following section and this will give you some ideas of what to include in the PID. 2.

Organisation. If you are undertaking a group project it would be worthwhile outlining how your team will be organised; who is the team leader, secretary, spokesperson; how often the team will be meeting; communication arrangements (email addresses, web site, etc.); con guration management, etc.

3. Milestones. Now that your project plan is completed you can identify the major milestones within the PID.

These milestones should include both project speci c ones (i.e., any deliverables you are producing) and generic, course related ones (for example, deadlines for interim reports, nal reports, presentations, etc.

). You might to keep you PID in a project folder so that you can refer to it easily as your project progresses. Sections such as the project plan and risk plan may need to be readily available and accessible.

The idea of establishing a project folder is covered in Section 7.1.2 when project initiation is discussed.

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