Project plan. Project planning. Basic concepts. The cumulative risk calculation method is a method for assessing risk factors that may prevent you from receiving the planned income. When constructing the discount rate using this method, the risk-free rate is taken as the basis

Planning is the foundation on which any project is built. And the stronger it is, the more likely it is that the project will be successful. For this, there is a project management plan, which consists of three blocks: activities (goals, project concepts, resource assignments, etc.), tasks and resources (people, equipment, money, etc.).

What is a project management plan?

A project management plan is a document that contains all the elements of a project: from activities and resources to criteria for assessing success and risks. By developing this plan, the project manager tries to cover the entire project, from initiation to closure.

The plan is the most important document when creating a project - at the level of stakeholder involvement. Just as a project cannot be implemented without the participation of a stakeholder, a project will fail without a well-thought-out management plan. Documents such as a plan for managing costs, deadlines, quality, risks, resources, etc. are parts of a larger management plan.

In traditional project management, the plan provides constraints in all five phases: start, plan, execute, monitor, and complete. Agile projects cannot be planned to the end due to the nature of working with an agile model. Therefore, plans are developed and approved during the life cycle of the project.

There are usually two management plans involved in a project:

1. base— approved by management (customer). It determines the success of the tasks, controls the timing and quality.
2. worker- unlike the previous one, the project manager makes changes to it according to new information or tasks.

What is it for?

A good plan should answer basic questions:

• Why?— What problem does the project solve, what is its value? Why is the project sponsored?
• What?— What are the main products (deliveries) of the project? What needs to be done to successfully complete?
• Who?— Who will be involved in the work on the project and what will each of the participants be responsible for? In what format will they be organized?
• When?- What is the time frame of the project? When will key milestones be met?

A milestone is a milestone during a project (for example, moving to a new iteration).

The objectives of the Project Management Plan are:

Key Components of a Project Management Plan

It will not work to make plans according to one template, but there is kit basic elements, knowing which, it is easy to build the framework of the future project:

• brief description of the plan- a couple of paragraphs about the key elements of the project, which are disclosed in the plan.
• strategic and organizational alignment- this includes the results of the analysis of stakeholders and organizational goals that will be supported during the implementation of the project.
• project scope definition- this paragraph includes the following elements: task and goals, expected results, tools PBS and WBS. In the section, it is also important to indicate quality specifications - criteria for the effectiveness of a product or service from the point of view of the client.

PBS (product breakdown structure) is a tool for analyzing, documenting and communicating project results. PBS is part of the product-based planning methodology (one of the main methods in the PRINCE2 project management model).

WBS (work breakdown structure) - hierarchical breakdown design work into smaller tasks (operations) to the level where the ways of performing work are clear, there is the possibility of evaluation and planning.

• feasibility assessment and contingency plans- contains an assessment of the economic, technical and organizational feasibility of the project, the identification and analysis of risks, offers action plans in critical situations to eliminate risk factors.
• restrictions- a list of known restrictions imposed by the environment or management (fixed budget, lack of resources, etc.).
• requirements to project team — defining the organization of the project team, the roles and responsibilities of the participants. This is where the training requirements come in.
• material requirements- includes elements of the place, software, equipment and other resources to complete the project.
• schedule and milestones- This section defines the milestones and schedule of project activities, including three key elements: deliveries (work results), dates or duration, and critical dependencies.
• budget (estimate)- expected expenses are usually divided into three types: capital (purchase of a warehouse for storing products), consumables (weekly purchases of materials for procurement) and labor (payment of salaries to team members)
• Management of risks— a detailed description of the risk management process: from identification (through brainstorming, interviews, SWOT analysis) to the selection of a monitoring system (pro- or reactive).
• change management- similar to the previous paragraph, only concerns possible changes (and there will be many of them). Here it is worth prescribing an algorithm for making changes, management methodologies (ADKAR, AIM and others), a formula for calculating the probability of success of changes, etc.
• communications management— the point concerns both the team and the stakeholders. The project manager in this section should describe the communications system that will be used and the channels for communicating project performance documentation to project parties.
• attachments- any documents can get here: from individual notes to presentations and certificates.

The list of sections of the plan is supplemented depending on the specifics of a particular project.

Basic and working plans of the project

While working on a project, the project manager, team members and Stakeholders work with two types of plans:

• base- primary, stable, approved by the customer or other pre-specified person, agreed with all interested parties.
• worker- version of the base plan, which displays changes in terms, cost, and other project parameters.

During the development of the project you can compare the basic and working plans, to understand where the work “sags”, and where, on the contrary, the project is completed faster (more economically) than planned. In rare cases changes during the course of the project are made to the basic management plan.

In Worksection, the Gantt chart allows you to see the difference between the basic and working plan
(blue - total time, red — overdue tasks, green — completed tasks on time)

Development of a project management plan

As with the key elements of a project management plan, there is no one right way to develop it.

We have designed a simple step-by-step procedure for writing a plan, consisting of 16 points:

1. Determine the starting conditions for developing a plan- it is important to understand with whom you will develop it (alone, with the participation of management, stakeholders), where and when, etc. It is important to prescribe the techniques (for example, brainstorming) and software (such as Microsoft Visual Studio) that will be used in creating the plan - this will save a lot of time and simplify the task.
2. Determine the starting conditions for the project- this describes the content of the project, a list of requirements for the results and its management. For example, a project was conceived to sell high-quality neon spinners with superhero prints. As a result of the successful implementation of the annual project, 100,000 units of goods must be sold within 12 months from the start of the project, after which the sale of the business will take place. The project management structure will consist of a general project manager in the central office and relevant departments in regional offices project.
3. Define the actions to be taken for those that will be done by the project team, and outsourcing.
4. Create a project WBS by breaking it down into smaller, manageable chunks. This is similar to the Agile approach, when the complete code is divided into many small working pieces.
5. Write a set of tasks to perform each part of the WBS and build a dependency between them. So, the task of buying and equipping a regional warehouse for storing spinners can be completed only after analyzing the market and selling a certain amount of goods in a particular area.
6. Determine necessary competencies to complete each task. It is important here not to customize the required knowledge and skills to suit potential project participants, but to focus on the “ideal” requirements.
7. Estimate the time and cost to complete tasks.
8. Design a project. The technique is good just for the grocery business, and it is easy to display it through diagrams (for example, a Gantt chart).
9. Create calendar plan project- start, intermediate, end dates. For example, a simplified scheme: on November 1, a project is launched, on December 1, the start of sales for the New Year, on December 31, summing up the results of New Year's sales, on January 15, the launch of a specialized line for Valentine's Day, on February 20, summing up, etc.
10. Calculate the cost of the project(in our case, how much it will cost to successfully sell 100,000 spinners and sell the business).
11. Specify quality requirements(for example, prescribed quality standards for the manufacture of spinners).
12. Assign specific people responsible for tasks. This is where item 6 will come in handy, with the list of which you will associate the competencies of team members.
13. Plan the format of work with stakeholders- select communication channels, determine the degree of their involvement in the work on the project, etc.
14. Calculate the risks (for example, using the cumulative method formula). In our example with spinners, this can be a banal oversaturation of the market, violation of the terms of the contract by freight forwarders, etc. In the risk analysis, use the data from the previous paragraphs.
15. Write down project constraints and, taking them into account, enter data into the project management plan. In our case, spinner parts are delivered from China, assembly takes place in Ukraine, and this already limits the possibility of strict quality control of materials and quick changeover.
16. Go through all the points of the plan again to reach zen. It remains to finalize the list of purchases and requirements for them, to coordinate with stakeholders- and in your hands ready plan project management.

The cumulative risk calculation method is a method for assessing risk factors that may prevent you from receiving the planned income. When constructing a discount rate for this method The risk-free rate of return is taken as a basis, and the rate of return for the risk of investing in a project or company is added to it.

In Vladislav Gagarsky, as an example, he gives the following assertion scheme:

1. The project team leaders send the jointly developed plan to the project manager.
2. The manager approves the project management plan or, in case of errors, arranges for changes to be made.
3. The project manager passes the approved plan to the project team leaders for further implementation.

But this scheme is more suitable for ready-made teams who carry out several projects one after another or have changed their profile of activity. For those who “from scratch” decided to write and approve a project management plan, the technique will not work. In such cases basic project approved by the head of the company or project (customer) at the suggestion of the project manager.

Verdict

not lifesaver.

It will be a declaration initially without tools for its implementation. The tool can become with it projects / tasks / subtasks and taking into account money, time and responsible people right in the tasks. This is the best way to organize the visual work of the company, where the link between baseline and work plans is obvious to everyone.

But the plan is the start that will determine 50% of the success of the project.

Planning is the process of developing and adopting targets of a quantitative and qualitative nature and determining ways to most effectively achieve them. These settings, most often developed in the form of a tree of goals, characterize the desired future and, if possible, are numerically expressed by a set of indicators that are key for this level of management.

The need for planning is determined by many reasons. The most significant of them: the uncertainty of the future, the coordinating role of the plan, the optimization of economic consequences.

Indeed, if the future of the project were absolutely predetermined, there would be no need to constantly develop plans, improve the methods of their preparation and structuring. This shows that the main goal of drawing up any plan is not to determine exact figures and benchmarks, since this is impossible in principle, but to identify a certain “corridor” for each of the most important areas, within which this or that indicator can vary.

The meaning of the coordinating role of the plan is that the presence of well-structured targets disciplines both prospective and current activities, brings them into a certain system, and allows the company to work without significant disruptions.

The last reason for the need to draw up plans is that any discrepancy between the activities of the system requires financial costs (direct or indirect) to overcome it. The likelihood of such a mismatch is much lower if the work is carried out according to plan; in addition, the negative financial consequences are less significant.

Planning allows you to ensure a high degree and high probability of achieving goals based on the systematic preparation of decisions. Thus, it is a prerequisite for the effective implementation of the project. The project plan is the main tool for integrating project participants. The development and agreement of the project plan ensures a better understanding by all participants of their tasks and responsibilities.

The project plan analyzes in detail how to balance project costs, timing of implementation, schedule and quality.

At the project planning stage, the following tasks are solved:

• clarification and specification of the goals and results of the project;
• clarification of the composition and scope of the project;
• development of a real schedule and budget for the project (or its individual phases);
• clarification of the project's need for resources, a plan for the resource support of the project (or individual phases of the project);
• risk assessment and development of a risk response plan;
• clarification of the order of interaction in the project team, as well as between the project team and the external environment;
• development and refinement of project management procedures;
• approval of the plan by the main project participants;
• approval of the project plan.

Enlarged structure of the project management plan

Main planning steps

Formation of goals

As part of the planning, two groups of goals are set.

Formal goals represent a criterion for evaluating the usefulness of the activity and the state of the project, which is derived from the motivation of the activities of decision makers.

Real Goals represent ways to achieve formal goals (the product to be produced, its quality and quantity, the necessary resources, their quality and quantity).

Problem Analysis

Problem analysis includes the following steps:

• determination of the actual state (position analysis);
• position forecast;
• identification of problems by contrasting the system of goals and the results of the analysis and forecast of the situation;
• problem structuring.

In the course of structuring problems, they must first be divided into two groups:

• Problems of an external nature, the solution of which cannot be influenced by the project team throughout the entire planning period.
• The problems are internal, the solution of which depends on effective project management.

Then it is necessary to divide the problems assigned to the second category into two classes:

• Problems, the solution of which does not require significant financial and time costs. This class of problems is solved in the course of current or operational planning.
• Problems that require a long time and a significant amount of funding to solve.

These problems are considered in the process of long-term planning and forecasting.

Search for alternatives

Alternatives are mutually exclusive solutions.

Forecasting plays an important role in the implementation of long-term projects. There are two types of forecasts to be distinguished.

• Influence Predictions give an idea of ​​what results each of the available decisions will lead to, i.e. how this decision affect the performance of the project.
• Development forecasts situations apply to indicators external environment, which decision makers cannot influence in the period under review.

Evaluation of alternatives

Evaluation of alternatives in terms of their acceptability, effectiveness and risk is the basis for decision making. The legal and practically realizable alternative is considered to be optimal, which allows to get as close as possible to achieving the set real goals under existing restrictions - resource, time, labor, etc.

During the implementation of the project, the plan should be updated taking into account the current state and changes made. Thus, the project plan becomes the basis for assessing the progress made during the implementation of this project.

To ensure the feasibility and accuracy of the project plan, the project manager must solve the following tasks.

1. Involvement of the main project participants in the planning process, ensuring responsibility for the planned parameters.
2. Achieving an agreed understanding of the structure and scope of the project and resource requirements with the customer and the main project participants.
3. Planning organizational structure implementation of the project and ensuring that the necessary resources are attracted to the project.
4. Agree on the responsibility of the main participants for the results.

Imagine that you are faced with the need to develop a website for the first time. How not to forget anything on the way and already at the initial stage to estimate the financial and labor costs? Below I share my experience in drafting a project plan for developing a marketing website for a service company.

There are simpler options, such as making a Landing Page using the LP Generator service or similar. You can not be limited to a one-pager and make a full-fledged website on a website builder. These are working options, I do not dissuade anyone from them. It all depends on the goals that you set for the site and, accordingly, on your requirements. I propose a project plan for a multi-page SEO-oriented website without using a website builder.

Definition of the main blocks of work

The task of developing a site includes various stages in which various specialists are involved. I start by identifying the main big blocks. At this point, the plan looks like this:

1. Classical marketing: getting to know the product, competitors, developing a USP
2. Selection of semantics
3. Site structure development
4. prototyping
5. Design
6. Layout
7. Programming
8. Testing
9. launch

The picture becomes clearer, but there are not enough details, so I split large tasks into smaller ones.

Approximate number and types of pages

To calculate the plan for the project, I compile an indicative list of site pages and the types of tasks that are required for this page. It helps me to calculate labor hours for tasks. The list of pages is likely to change in the course of work, but at this stage it will be enough for calculations. The table will look something like this.

Pages (masks)	Number of pages	Collect SA	TK from an SEO specialist	Text	Prototype	Design	Layout	Programming
home	1	1	1	1	1	1	1	1
to corporative clients	1	1	0	1	1	1	1	1
Services (section page)	1	1	1	1	1	1	1	1
Services section	3	3	3	3	2	2	2	2
Services subsection	7	7	7	7	1	1	1	1
Questions and answers (FAQ)	1	0	1	0	1	1	1	1
Single article page	X	X	X	X	1	1	1	1
Contacts	1	0	1	1	1	1	1	1
About company	1	0	1	1	1	1	1	0
Prices	1	0	1	0	1	1	1	1
	17	13	16	15	11	11	11	10

Detailing the list of tasks

To calculate the labor costs, I try to divide the tasks so that one can be assigned to each task. responsible specialist. Immediately to the list of tasks I add the column "Contractor" and the estimated number of hours to complete the task.

A task	Executor	Watch	Comment
Identification of core services and identification of competitors	Marketer	6	It is important to understand the scope of the site. After studying the competitors, the list can be adjusted.
Express analysis of competitors' websites	Marketer	24	Depending on the knowledge of the market and the complexity of the project, the time can be adjusted.
Statement of benefits and development of USP	Marketer	8	Based on information about the company and competitors, we develop the main offer and briefly answer the question: “why should you buy from us”.
Initial site structure planning	Marketer	2	Only then can the basic structure of the site be compiled, which at this stage looks like a list of pages.
Collection of the semantic core and segmentation	SEO specialist	26	An SEO specialist collects a complete list of queries and combines them into semantic groups. The time I calculate is about 2 hours for each page of the preliminary structure of the site (for which SEO is relevant, of course). If a site already exists, then you should take into account queries for which the site is already in the search results.
Coordination and approval of this. nuclei	Marketer	8	It is better to coordinate the semantic core with the customer in order to avoid misunderstandings in the future.
Correction of the site structure, taking into account the family core	SEO specialist	6	SEO-specialist suggestions for the list of pages, navigation.
Refinement and coordination of the site structure, taking into account the family core	Marketer	4	At this stage, we get the skeleton of the site. Further I assume the presence of typical pages. For example, that all pages of different services are made according to the same template.
Basic Content SEO Guidelines for Pages by Page	SEO specialist	8	In order not to have to rework prototypes or even finished pages, I recommend that you get SEO wishes already at this stage. This paragraph is about blocks on the page. I put 0.5 hours on 1 page.
SEO TOR for page content	SEO specialist	30	This paragraph is about recommendations on the texts that should be on the pages. I put in 2 hours per page.
Writing texts	Copywriter/Marketer	90	If you are lucky enough to find a good copywriter, you can entrust the writing of texts to him. In most cases, texts for service pages, unique pages such as "About the company", "404", "Contacts", etc. I write myself. I take the time according to my own standards, so I set aside 6 hours per page. But it can change from project to project.
Page prototyping	Marketer	82	I also plan 6 hours for 1 page, plus 2 working days for the main one, as it is necessary to prepare layout layout, header and footer. It is convenient for me to make prototypes in parallel with writing texts.
Preparation of technical specifications for the designer	Marketer	13	Although the prototypes in Axure RP are quite descriptive, there are some points that need to be given to the designer, especially at the beginning. Describe the style color scheme. It is convenient for me to send examples of style and discuss verbally to be sure that we are talking about the same thing.
Home page design + recommendations for adaptive	Designer	16	Since it is now impossible to live without a mobile site, I advise you to think about an adaptive version already at this stage. It proved to be a working scheme, when the designer prepares not several design options, but writes recommendations. Less time is spent, and the result is the same.
Design of other pages + recommendations for adaptive	Designer	66	I count 6 hours per page. Somewhere it can be more, somewhere less. At this time, I also lay down the preparation of recommendations for the layout designer for adaptive layout.
Approval and approval of the design	Marketer	14	Approving layouts always takes time, especially when it comes to approving the style and design of the front pages. I advise you to plan time for this.
Preparation of optimized meta tags and H1	SEO specialist	16	In general, this item can be enabled at any time before the launch of the site, but do not forget!
Preparation of technical specifications for layout and programming	Marketer	17	Since I am considering a variant of the service site, I do not assume modules that are difficult to implement. Therefore, I lay 1.5 hours per page.
SEO recommendations for the layout and programming stage	SEO specialist	6	Again, in order not to redo it, it is better to immediately prepare the site, taking into account further promotion in search engines.
Layout (adaptive)	Typesetter	104	It all depends on the complexity of the layouts. I assume 2 days for infrastructure deployment, preparation for work, and 8 hours for 1 page.
Approval and coordination of layout	Marketer	24	You can not include this item, but you still have to check the layout, write changes and accept it. Depending on the team and the project, this can take a lot of time. Therefore, I recommend laying it in the project.
Programming	Programmer	80	Assembly of disparate pages into a finished site. Conclusion in the CMS of modules for further management of the site content without the participation of the developer.
Approval and approval of the software part	Marketer	15	To be honest, I don't seem to spend much time on this task. Without this stage, you will not do 100%, leave time for it.
Testing and Debugging	Marketer	40	This task is to click on all the buttons, see all the pages, try all the functions in the CMS and check the site in different browsers and on different devices. If the project is small, then it may be enough to check on your own, for complex we include testers.
Launch of the combat version of the site	Programmer	8	Up to this point, all checks were carried out on a test site. Only now we are moving to an open site for users.
Connecting analytics + CallTouch + setting goals	Marketer/Programmer	16	An optional item that is starting to become the norm, since without analytics it is impossible to understand how the site is coping with its tasks.
Recommendations for primary SEO optimization	SEO specialist	8	We carefully listen to what the SEO specialist tells us and follow his recommendations. If the site was originally prepared according to the current plan, then there should be a minimum of improvements, but we are preparing robots.txt and the sitemap only now.
Implementation of SEO recommendations	Typesetter/Programmer	16	I'm counting 2 business days.
Checking the application of SEO recommendations on the test site	Marketer	4
Applying SEO recommendations on the main site	Programmer	3

Calculation of project terms

Most of the work is done, then we paint the received hours by day. Some stages will run in parallel. For example, I give a calculation when 1 specialist of each direction is working on a project, respectively, the maximum number of working hours per day is 8 hours per specialist.

The table is large, so I give a link to a Google spreadsheet, where you can see the finished result.

At the end, I give the labor costs for each specialist. Thus, knowing the rate per hour, you can estimate the cost of the project. The table looks like this.

I also add a general table on the terms of the project.

	Hours	days
Total time for the project:	760	62
Working days per month		20
Project term (months)		3.1

I understand that 62 days does not equal 760 hours. The difference is due to the simultaneous performance of some tasks by different specialists.

This site development plan was developed on the basis of personal experience and is not the only correct option. But I hope it will be useful as a starting point if you are developing a site for the first time or, as a business representative, plan to order a site in a studio and want to better understand this process.

Project planning is a continuous process, refined throughout the life cycle, during which the The best way achieving the set goals and objectives, taking into account the current and changing situation. A competent project plan, taking into account the specifics of the product, market features and trends, consumer preferences, risks and other factors, allows you to avoid inefficient spending even at the stage of conception and development. Such planning does not always provide positive results, but even negative conclusions are of great benefit.

The first task of writing a plan is to give an immediate impetus to starting the project process. The project plan must convince the decision makers that the idea is viable, that it will meet expectations, schedule, budget, etc. If the development is not convincing at the level of the plan, the project may not progress beyond the initial stage. And vice versa - successful plan immediately forms the reputation of the project manager and provides a solid basis for starting the implementation of the process.

The project plan is drawn up according to the standard general scheme, but the content of the document is always unique, since the combination of product characteristics and the conditions for its implementation is unique. The project execution plan provides guidance to the entire project team and directs:

• by scope of work
• by priority
• on the choice of management methods,
• according to quality standards
• in the form of maintaining communication with interested parties,
• according to performance measurement criteria, etc.

1. Background of the project.
2. Tasks and goals.
3. Scale.
4. Borders (restrictions).
5. Assumptions (assumptions).
6. influences and dependencies.
7. Risks and problems.
8. Strategies and methods.
9. Means and methods of control of time, resources, quality, scale.
10. Communications.
11. Delivery schedule.
12. Performance and its measurement.
13. Realization of benefits.

A standardized schema makes it easier to navigate through a document that can span hundreds of pages if large ideas are to be implemented. Simplify the process of working with the plan and allows a logical, consistent, structured order of the project planning stages. If, for example, the elements that are included in the scale are not documented, it may turn out that among the project participants there is no common understanding of who releases what. And if you do not specify the level of quality, it may turn out that that sufficient quality for the manufacturer may not be sufficient for the client.

The lack of proper detail leads to errors, but the excess of details with numerous repetitions hinders the understanding of the content of the project. Therefore, the project defense plan is usually tested on listeners who do not have prior knowledge of the project, with the involvement of representatives of a wide audience. The background added to the project plan will help to fit the implementation program into the general context, and the glossary, decoding of abbreviations and technical abbreviations will make it easy for anyone to understand the essence of the project without involving third-party information sources.

Domain Planning

The subject area here is the set of products and services that should be produced as a result of the completion of the project. Project planning in terms of the subject area includes the following procedures:

• Analysis of the current state.
• Clarification of the basic characteristics of the project.
• Confirmation of success criteria and project problems.
• Analysis of the assumptions and limitations that were accepted at the initial stage of the project.
• Definition of criteria for project results at the intermediate and final stages.
• Building a structural decomposition of the given area.

In the process of project life, the elements that make up this area may undergo changes. The objectives of the work and characteristics can be specified both when intermediate results are achieved, and also at the stage of project development.

Project time planning

The main concepts of this parameter are: deadlines, duration of work, key dates, etc. The coordinated work of the participants is organized on the basis of calendar plans - design and technical documents that determine the list of project works, the relationship between them, sequence, deadlines, performers and resources. While working on a project for the entire life cycle a work schedule is drawn up for stages and levels of management.

Work breakdown structure (WBS)

WBS - graphical display of the hierarchy of design work - the first stage scheduling project. In essence, the WBS is the division of the project into such parts that are necessary and sufficient for planning and effective control. Drafting hierarchical structure requires compliance with the following rules:

1. The execution of the work of the upper level is achieved by the execution of the work of the lower level.
2. A parent process can have multiple child jobs, the execution of which automatically terminates the parent process. But for a child job, there is only one parent job.
3. The decomposition of the parent process into child works is carried out according to a single criterion: either by attracted resources, or by type of activity, or by life cycle stages, etc.
4. At each level, equivalent child works must be collected. The criteria for identifying their homogeneity can, for example, be the volume and time of work performed.
5. When constructing the structure as a whole, it is necessary to apply different decomposition criteria at different hierarchical levels.
6. The sequence for the decomposition criteria is chosen so that the largest possible part of the interactions and dependencies between works is at the lower levels of the hierarchical structure. Works higher levels- autonomous.
7. Work decomposition is considered complete if the work of the lower level is clear to the manager and project participants, the ways to achieve it are clear. end result and its indicators, responsibility for the performance of work is unambiguously distributed.

Based on the WBS, a list of project work is created. And then the sequence of their implementation, the relationship with the help of organizational and technological models and the duration of the work are determined.

Duration of works

The duration of work is determined on the basis of standards, on the basis of personal experience (when there is an example of similar work), on the basis of calculation methods for project planning. Such methods include, for example, the PERT event analysis method, which is used when there is uncertainty in estimating the duration of operations. There are, however, different ways to manage project time.

• PERT. The method is considered as a weighted average three types forecasts: optimistic, expected and pessimistic. After establishing the duration for each forecast (using a formula and/or involving experts), the probability of each of the forecasts is calculated. And then the values ​​of each of the predictions and their probabilities are multiplied, and the values ​​are added.
• network diagram. A network diagram is a graphical display of activities and dependencies between them. More often, it is presented in the form of a graph, the vertices of which are design works, and their sequence and relationship is demonstrated by connecting arrows.
• Gantt charts. This is a horizontal diagram with the display of design work in the form of segments oriented according to the calendar. The length of the segment corresponds to the duration of the work, and the arrows between the segments indicate the relationship and sequence of work.

In addition, in each project, optimization of work is ensured according to the time criterion, calendar plans are approved. The general goal of methods in planning project time is to reduce the duration of the project without losing the quality of its components.

Project workforce

In this part of planning, the amount of available resources is first determined. This is done by compiling a list of performers, availability and the possibility of their participation in the project.

Then, for each work of the project, executors are assigned with the definition of their area of ​​responsibility. Often in the calendar plan at the level of distribution of labor resources there are contradictions. Then the analysis of contradictions and their elimination is carried out.

Project cost

There are several stages in project cost planning:

1. At the first stage, the cost of using resources, each project work and the project as a whole is determined. The cost of the project here is the total cost of resources and work. The factors taken into account include the cost of equipment (including rented equipment), the labor of full-time employees and those hired under a contract, materials, transportation, seminars, conferences, the cost of training, etc.
2. The second stage involves the preparation, coordination and approval of the project estimate. The project estimate here is a document that contains the justification and calculation of the total cost of the project. It is produced, as a rule, on the basis of the amount of necessary resources, the amount of work, etc.
3. The third stage includes the preparation of the budget, its coordination and approval. The budget introduces restrictions on resources and is compiled in the form:

• bar charts of costs and cumulative costs,
• line charts of cumulative costs distributed over time,
• pie charts of expenses,
• calendar schedules and plans,
• cost distribution matrices.

At the same time, budgetary risk management is considered in a separate section of project planning.

Risk planning

This section describes the processes involved in identifying, analyzing, assessing risks and developing risk responses. Risks are characterized by 3 parameters:

• risk event,
• the likelihood of a risk event occurring,
• the amount of losses, in case of realization of the risk factor.

A simple risk planning method is implemented following the following sequence of actions:

1. Risk identification. For this, not only experts are involved, but also everyone who will help to detect potential vulnerabilities of the project.
2. Determining the likelihood of risk realization. The measurement is made in percentages, shares, points and other units.
3. Classification of risks in terms of the significance of each specific risk for the project and its place in the hierarchy. Priority are those that are of high probability and importance for the project as a whole.
4. Planning measures to reduce the likelihood of each individual risk, indicating the employees responsible for this.
5. Eradication Planning negative consequences in case of realization of the risk with the appointment of responsible persons.

When creating a project, a plan must be written regardless of the area in which the enterprise operates: from production projects and the sphere of IT-technologies and to landscaping and works on the improvement of the city. However, project planning itself is not “suspended in the air”, since it is preceded by project initiation, but completed by the transition to the direct execution of the project.

Planning is the process of allocating and assigning resources (material and human) taking into account the cost and time of the project. Planning is one of the most important processes for a project, as the result of its implementation is usually a unique object, product or service.

Main planning functions are listed below.

Convert needs into manageable tasks. Initially, the project appears in the form of requirements developed and agreed with the customer. The purpose of planning is to present these requirements as a set of individual tasks that can be controlled.

Determining the required resources. Detailed plans will determine the number of people necessary equipment and operating conditions that will be needed to complete the project.

Coordination of team work on the project. Very often, the execution of a project is broken down into separate activities that can be performed in parallel. Plans make it possible to coordinate these activities by defining who does what and when.

Assessment of potential risks. While some risks may be identified during requirements formulation, many more are identified after detailed planning has been carried out. Knowing about the existence of these risks will allow you to notice them earlier (if they have materialized) and prepare to address them.

Problem alert. Deviation from the plan serves as a signal of problems. Plans are not a dogma that must be unconditionally followed. To the project manager, they are more of a guess and a basis for comparison. If the implementation of the project does not live up to expectations, then it is necessary to carry out an appropriate adjustment of the plan.

Group planning processes shown in fig. 3.10. These processes can be repeated and be part of an iterative procedure that is performed until a certain result is achieved. For example, if the original project completion date is unacceptable, then the required resources, cost, and sometimes ( Process Groups ^Project Management

Planning Process Group

Project Human Resource Management

Planning

Development of a human resource management plan resources

Definition

Project Time Management

Definition

operations

Control

integrity

Procurement planning

Project Cost Management^

Cost estimate

Project Quality Management

Development of a project management plan

Definition

sequences

operations

operations resources

Planning

quality

duration

operations

Development

schedules

Project risk management

Definition

Planning

management

risk

Conducting a qualitative risk analysis

Conducting a quantitative risk analysis

Risk response planning

Rice. EVIL. Planning processes

project must be changed. The result in this case will be agreed terms, volumes, nomenclature of resources, budget and content of the project, corresponding to its goals.

Planning is a necessary prerequisite for the implementation of any, even the simplest task. Inadequate planning can cause the project to fail or produce inadequate results in the project environment.

Planning in one form or another is carried out throughout the life of the project. At the beginning of the life cycle of a project, an informal initial plan is usually developed - a rough idea of ​​what will need to be done if the project is implemented. The decision to select a project is largely based on the evaluations of this initial plan. Formal and detailed project planning begins after the decision to implement it is made.

Planning consists in drawing up the following plans:

• performance of work, including an assessment of their labor intensity and deadlines;
• management of the content and scope of work;
• organizational structure;
• configuration management;
• quality management;
• risk management;
• procurement management;
• certification of design results and performers' activities.

Definition planning levels is also the subject of planning and is carried out for each specific project, taking into account its specifics, scale, geography, timing, etc. During this process, the type and number of planning levels corresponding to the allocated work packages for the project, their substantive and temporal relationships are determined.

Plans (graphs, networks) as an expression of the results of planning processes should form in the aggregate a certain pyramidal structure that has the properties of aggregating information, differentiated by levels of awareness management, and should be echeloned in terms of development time (short-term, medium-term and long-term). Planning levels and a system of plans must be built using the principles of " feedback” to ensure constant comparison of planned data with actual data, they must be highly flexible, relevant and efficient.

Network plans are agglomerated due to the fact that the general network plan consists of many private network plans. In each of these private plans, the longest path is determined. These paths are then put in place of individual parts of the network. With the help of such gradual aggregation, multi-level network plans are obtained (Fig. 3.11). Usually there is a conceptual plan, strategic plan project implementation, tactical (detailed, operational) plans.

Network plan with several projects (for senior management)

Level 1

Level 3

Level 2

Network plan with milestones

Detailed network plan

Rice. 3.11.Tiered network plans

Conceptual planning, the result of which is a conceptual plan, is the process of developing the main documentation for the project, technical requirements, assessments, integrated schedules, control and management procedures. Conceptual planning is carried out in the initial period of the project life cycle.

Strategic planning is a process of developing strategic, enlarged, long-term plans.

Detailed (operational), tactical) planning associated with the development of tactical, detailed plans (schedules) based on a hierarchical work structure (WBS) for operational management

at the level of responsible executors.

Content management planning. One of the common "diseases" of software projects is called "creeping feature-rism", when a shed for storing garden tools is first attached to an originally designed booth for a beloved dog, and then a house of several floors for its owner. And they are trying to build all this on the same foundation and from the same materials. This approach has caused the death of many software development projects. Therefore, as soon as it was possible to stabilize and agree on the WBS - the hierarchical structure of work, it is necessary to develop project scope management plan, for which you should:

• identify sources of change requests;
• establish a procedure for reviewing, evaluating and approving/rejecting content changes;
• determine the procedure for documenting content changes;
• determine the procedure for informing about changes in content. The first task that needs to be solved when parsing a query

for changes - to identify the objects of change: requirements, architecture, data structures, source codes, test scripts, user documentation, etc. Then it is required to design and describe in detail the changes in all identified objects. Finally, the costs of making these changes, testing the changes, and their impact on the project timeline should be assessed. This work will require working hours, and sometimes significant, of different specialists: analysts, designers, developers, testers, as well as a project manager, and therefore it must be taken into account in the plan.

Organizational structure planning.Organizational structure- this is an agreed and approved distribution of roles, responsibilities and goals of the activities of key project participants. It must necessarily include the following:

• a system of working relationships between the working groups of the project;
• reporting system;
• evaluation of project progress;
• decision making system.

It should be remembered that the organizational structure of the project is a "living" organism. It begins to take shape at the planning stage and must change as the project progresses. The instability of the organizational structure (frequent change of performers) can become a serious problem in project management, since there is a replacement price, which is determined by the time a new participant enters the project context.

Configuration management planning. One of the important processes of software production is configuration management. More than one book has been written about this area of ​​knowledge. It will only talk about how this work should be planned. The project configuration management plan should include:

• work to provide a single repository of all project documentation and developed program code, to ensure the safety and recovery of project information after a failure;
• work on setting up workstations and servers used by members of the project team;
• the work required to organize the assembly of intermediate releases of the system, as well as its final version.

This work is usually performed by a configuration engineer. If the project is small, then this role may be additional for one of the programmers or the project manager. “Smearing” this work on all project participants, firstly, is inefficient. Installing and configuring development environments, such as databases and application servers, requires certain competencies and knowledge of the features of specific product versions. If all developers have to master these skills, then it will take too much working time. Secondly, "smearing" configuration management work can lead to collective irresponsibility, when no one knows why the project is "not going" and how to "roll back" to the previous version.

Configuration management can become much more complicated if the project team has to support several releases of this product that were previously installed by different customers in parallel with the development of new product functionality, but all this work should be taken into account in the project plan.

Quality management planning. Another of the basic areas of knowledge in software engineering is quality assurance. There are different opinions about what software quality is and how to ensure it effectively. We will limit ourselves to the statement that quality assurance is a rather important work that should be planned in advance and carried out during the entire software project, and not just during acceptance tests.

When planning this work, it must be understood that the product of the project should not be of the highest possible quality, which is unattainable in a finite time. Required quality product is determined by the requirements for it. The main task of quality assurance is not to find errors in the finished product (output control), but to prevent them in the production process.

Quality Management Plan should include the following activities:

• objective verification of compliance of software products and technological operations with applicable standards, procedures and requirements;
• determination of deviations in quality, identification of their causes, application of measures to eliminate them, as well as control over the implementation of the measures taken and their effectiveness;
• providing top management with independent information about nonconformities that cannot be resolved at the project level.

Clarification of the content and scope of work. Clarification of the content (decomposition) of the project is one of the most important constituent parts project management disciplines. Detailing allows you to evaluate, for example, the total cost of the project through the total cost of its individual works. The result of detailing the scope of the project is work breakdown structure(Work Breakdown Structure - WBS). In most cases, this structure is hierarchical. At the same time, the process of detailing is work breakdown structure, i.e. the activity of creating a detailed work structure or project task.

Hierarchical structure of works(WBS) is a result-oriented decomposition of the work performed by the project team to achieve the project objectives and required results. With its help, the entire content of the project is structured and defined. Each next level of the hierarchy reflects a more detailed definition of the elements of the project. The basis for the development of the WBS is the concept of the project, which defines the products of the project and their main characteristics. The WBS ensures that all activities required to achieve the project objectives are identified. Many projects fail not because they don't have a plan, but because the plan leaves out important work such as testing and fixing bugs, as well as project products such as user documentation. Therefore, if the WBS is compiled correctly, then any work that is not included in it cannot be considered work on the project. WBS divides the project into subprojects, work packages, subpackages. Each next level of decomposition provides a consistent detailing of the project content, which allows you to estimate the timing and scope of work. The WBS should include all intermediate and final products.

You can decompose the work of a project in different ways. For example, GOST 19.102-77 provides waterfall approach and defines the following stages of software system development.

• 1) terms of reference;
• 2) draft design;
• 3) technical project;
• 4) working draft;
• 5) implementation.

If you follow this standard, then these project products should be at the first level of the WBS. If you had to develop an automated control system for managing nuclear reactor or manned spacecraft, that is exactly what should have been done. However, in commercial software development, this approach is inefficient.

The modern commercial software development process must be incremental. This means that at the top level of the project decomposition there should be the products of the project, and at the next level - the components that these products consist of. Components can then be decomposed into "features" - the functions that they must implement.

Isolation of the components that make up software, is an element of high-level design, which should be performed at the project planning phase, without waiting for the development of all functional requirements for the software being developed. Components can be both application subsystems, and infrastructure or nuclear ones, for example, an authentication subsystem, security, a library of visual components of a graphical interface (GUI). When drawing up a basic work plan, you should not strive to detail all the work of the IBS as much as possible, 3-5 levels are enough.

In the context of detailing, the terms "tasks" and "works" are often used interchangeably. Nevertheless, it is more correct to say that the task determines the achievement of an intermediate result, and the work is a set of actions to achieve these results. Since any task requires certain work to be carried out under given constraints, one can certainly talk about the undoubted “mapping” of tasks to work and vice versa. This is the reason for the interchangeability of terms in Everyday life. At the same time, understanding the differences between these concepts allows you to feel the nuances of a process view of product creation, and, consequently, the life cycle of projects, including software systems projects.

AT general case can talk about detailing: "program - project - task is an operation. On fig. 3.12 shows an example of such detailing (only the operations of the Task are shown BUT).

Rice. 3.12.An example of the use of terms: program, project, task, operation

Each element of such a structure has constraints and other significant characteristics and data associated with it. Significance refers to their necessity or usefulness for decision making. The depth of detail and the level of use of certain terms depend on the specific project, management culture, life cycle standards, the specifics and scope of the project, as well as other factors that are unique both to a particular organization and to a particular project.

All parts of the project (subprojects and work packages) must be held personally accountable. For each work package, the output must be clearly defined. Project activities and estimates should be agreed upon with key team members, the management of the implementing company and, if necessary, with the customer. As a result of the coordination, the team members assume obligations for the implementation of the project, and the management takes responsibility for providing the project with the necessary resources.

WBS is one of the main tools (means) in the project management mechanism, which measures the degree of achievement of project results. Its most important function is to ensure that all project participants understand and understand how the project will be done. Subsequently, the baseline will serve as a benchmark for comparison with the current execution of the project in order to identify deviations.

Cost estimation of the project. The process of managing a software project begins with a set of activities that are collectively referred to as project planning. The first of these actions is performing a project cost estimate. It lays the foundation for other project planning activities. When evaluating a project, the price of mistakes is extremely high. It is very important to conduct an assessment with minimal risk.

The main difficulty in the algorithmic modeling of the project cost is the dependence of the cost estimate on the properties and parameters of the finished product. At an early stage of the project, it is impossible to accurately determine these properties and parameters. There are many methods for estimating the cost of PP, which should be used in parallel. If the results obtained are very different, it means that insufficient or inappropriate information was used for the analysis. Software product price often determined in advance for the purpose of awarding a contract, which leads to the subsequent tailoring of system functionality to those that would correspond to this price.

Known project cost estimation model B. Boehma SOSOMO takes into account the design characteristics, properties of the software being created, hardware and personnel capabilities. This model also includes tools for determining the duration of work on the project. The time to complete the work is not directly proportional to the number of specialists hired for the project. Involving more people on a project that is behind schedule can further delay its completion.

Algorithmic project costing models are used to manage software projects because they support quantitative analysis parameters. These models allow you to evaluate the contribution of each individual parameter to the total cost of the project and to make an objective (although not immune from errors) comparison of these parameters.

Project Cost Estimation- one of the most important works on the project, which is determined based on the cost of individual parts of the project, the conditions for performing work, the actual staff of performers, the methods and tools used. The cost of the project also includes the cost of maintaining the project, i.e. computers, software, squares, furniture, telephones, modems and much more. In addition, sometimes it is necessary to take into account additional expenses(for example, security). Additional costs for the project include the purchase of a testing system, SABE-system, etc. The main estimate in the project is project cost estimate, expressed in man-days of work of performers on the project. This assessment is carried out at an early stage of maintenance and planning.

The total cost of the project is determined by experienced specialists with an error of up to 10%. Cost estimates can be top-down, bottom-up, or based on the cost of a previously manufactured project. Experts conduct pessimistic, optimistic and real assessment by polling all members working group and adjusting each estimate to obtain the most plausible one. In some working groups, the pessimistic and optimistic assessments can be very different.

Algorithmic methods for estimating the cost of a project display relationships between project costs and the factors that affect them.

There are various empirical approaches to estimating the cost of a project, for example, the cost of a project is proposed to be determined by the formula

PRICE = (a + b?)m(X),

where 5 is some estimate of the size of the system; a, b, c - empirical constants; X - vector of cost factors with dimension Fri - adjustment factor based on cost factors.

A more simplified estimate obtained experimentally is expressed as follows:

COST = 5.255 0.91 .

These estimates were derived from analysis of projects where programs ranged from 4,000 to 467,000 lines of code and were written in 28 different programming languages ​​for 66 computers. From 12 to 11,758 man-months were spent on development. Other empirical modeling techniques are also known.

The first models used price indicators, took into account the personnel and properties of the project, product and environment. The models include an assessment of the three stages of project management. At the first stage, a prototype is built for high-risk tasks (user interface, software, interaction system, implementations, etc.) and costs are estimated (for example, the number of tables in the database, screens and reporting forms, etc.). At the second stage, an assessment is made of the costs of designing and implementing the functional points of the project, reflected in the requirements for the project. In the third stage, evaluation refers to the completed design, when the size of the system can be determined in terms of finished program lines and other factors.

The following equation serves as the basic model for the experimental evaluation of the project cost today:

COST = bS c m(X),

where bS c - the initial estimate, which is adjusted using the cost vector m(X) and accounting for the number of old and new facilities; With- a parameter that changes from zero to one for the first stage of the project and from 1.01 to 1.26 - for the remaining stages.

With a formalized approach, project evaluation is based on the use of LOC and FP metrics.

Constructive value model(COSOMO - Constructive cost model), proposed by B. Boehm, combines the most well-known formalized project evaluation techniques - LOC estimates(LOC - Lines of Code), which are based on the number of lines of program code. In the process of applying this model, preliminary estimates are formed that allow the customer to present correct requirements for the cost and costs of developing software, and it also provides the possibility of drawing up a software plan.

Feature-Oriented FP Metrics instead of calculating the LOC score, the software product is indirectly measured. It is not the size that is considered, but the functionality or usefulness of the product. The author of this metric is A. Albrecht. Determining the feature size consists of several steps and starts with identifying the features that an application should have. The International Function Point Users Group (IFPUG) has published criteria by which application functions are determined. When calculating the FP-metrics, five informational characteristics are used: the number of external inputs; number of external pins (pins mean reports, screens, printouts, error messages); number of external requests; number of internal logical files; number of external interface files.

After collecting all the necessary information, proceed to metric calculation - define number of function pointers FP (Function Points) according to a certain formula, where the values ​​of the input coefficients for adjusting the complexity (each coefficient can take on the values: 0 - no influence; 1 - random; 2 - small; 3 - average; 4 - important; 5 - main) are selected empirically in as a result of answers to 14 questions that characterize the system parameters of the application.

The method consists of measuring all the capabilities of an application in a uniform way for any project and expressing the size of the application as a single number, which can then be used to estimate the number of lines of code, cost, and project time. Based on it, performance, quality, etc. metrics are formed.

Advantage function-oriented metrics is that they do not depend on the programming language and are easily calculated at any stage of the project.

Flaws functionally-oriented metrics - the results are based on subjective data, not direct, but indirect measurements are used. In addition, you need to have certain skills to apply this method accurately and consistently.

With the help of standard tables, FP estimates can be easily converted into LOC estimates, i.e. by functional size, calculate the number of lines of code. However, the recalculation results depend on the programming language used to implement the software (for example, in Java, one functional size unit is equal to 53 lines of source code). In turn, the number of lines of code allows you to determine the total labor intensity, expressed in man-months, and the timing of the project.

When performing an assessment, there are two options for using LOC and FP data: as assessment variables that determine the size of each element of the product, or as metrics collected during work on past projects and included in the firm's metric basis.

Example 3.1. Let's consider the procedure for performing the procedure for evaluating work based on the GC-metric.

Stage 1. The destination area of ​​the designed product is divided into a number of functions / i, / 2 , / 3 , each of which can be

evaluate individually

Stage 2. For each function / scheduler generates the best LOC n , the worst YUS X and probable YUS V estimates. In the process of forming estimates, experimental data from a metric basis or intuitive representations of the planner are used. The range of possible values ​​of the estimates corresponds to the degree of the foreseen uncertainty.

Stage 3. For every function f t the expected value of the estimate is determined:

YUS I + YUS X + 4 LOC^ oj=6"

yus.

Stage 4. The value of the GC performance of the function development is calculated in accordance with one of the three rules.

Rule L. For all functions, the same value is taken, equal to the average productivity of the PR, cf, taken from the metric basis, i.e.

PR, = PR cf; / = 1, 2, ..., P.

rule b. For the /-th function, based on the average performance metric, a custom performance value is calculated:

ys avg

MS cool ’

where US Wed - average LOC score taken from the metric basis (corresponds to average productivity).

Rule B. For the /-th function, the adjustable performance value is calculated according to the selected analogue (taken from the metric basis):

LOSdays

ms wait

The use of rule A in the subsequent steps provides the minimum accuracy with the maximum simplicity of calculations. Rule B allows you to achieve maximum accuracy with maximum complexity of calculations.

Stage 5. The total cost estimate (man-months) for the project is calculated if rule A is used:

if rule B or C is used:

b1y ^exp/

Stage 6. Calculates the overall project cost estimate if rule A or B is used:

COST \u003d UDST cf? YuS 0F /;

if rule B is used:

COST \u003d UDST an / ^YUS 0J / ,

where UDST cf is the metric of the average cost of one line of program code; UDST an, - metric of the cost of one line of the analogue (both metrics are taken from the metric basis).

Development of the project schedule. After determining the complexity of the work, it is necessary to determine the schedule for their implementation and general terms project implementation, i.e. draw up a project schedule Basic Schedule represents an approved schedule with the specified time phases of the project, milestones and elements of the work breakdown structure.

The basic schedule in most cases is an element of the contract with the customer. Checkpoints (milestones) serve as points of analysis of the state of the project and decision-making in the format of “§o or 1 §О”, therefore they should visibly demonstrate the status of the project. There are certain requirements for the selection and formation of control points, for example, the “Design completed” control point is uninformative, the method of sequential deliveries is considered to be a more effective approach: the above control point is formulated in the form “Requirements 1, 3, 5, and 7 testing completed”.

If the works are not interconnected, then any of them can be started and completed when it is convenient for us; all jobs can be done in parallel, in which case the minimum duration of the project is equal to the duration of the longest job. However, in practice, there are usually dependencies between jobs, which can be “hard”, such as “analysis - design - coding - testing - documenting” a specific function, or “soft”, which can be reviewed or softened, for example, the sequential execution of tasks by a specific performer can be rescheduled on another performer, and instead of developing basic software, which should precede the development of application software, you can create "stubs" that emulate its work.

The development of a work plan with deadlines for their implementation can be carried out using the CPM critical path method or the PERT program analysis and evaluation method. The project plan is presented in terms of stages: "Planning", "Design", "Coding", "Testing" and "Maintenance". Planning involves the definition of specifications, budget and schedule, as well as the development of the project plan as a whole.

AT project critical path method(Critical path) uses the longest chain of work in the project. An increase in the duration of any work in this chain leads to an increase in the duration of the entire project. A project always has at least one critical path, but there may be more than one. The critical path can change during the execution of the project.

When executing a project, the manager should first of all pay attention to the execution of tasks along the critical path and monitor the emergence of other critical paths. Exists practical recommendation: on the critical path should be work with loose links, which can always be rescheduled if there is a threat of missed deadlines. The work schedule is drawn up according to the scheme shown in Fig. 3.13.

Requirements Schedule

to the project

Rice. 3.13.Steps for scheduling work on a project

When planning for program analysis and evaluation method PERT event or date in the plan is some kind of milestone (checkpoint) on the way to the implementation of individual project activities and is used to display/mark the status of completion of certain activities. In the context of a project, managers use milestones to indicate important milestones to be achieved in the course of a project.

The sequence of milestones defined by the manager is often referred to as milestone plan (according to events). Defining a plan to achieve the relevant milestones creates a milestone-based schedule.

The network breakdown of work and the Gantt chart can also be used in the planning phase.

Network breakdown of works(СРР) is a hierarchical structure of the decomposition of project tasks into subtasks. At the lower level, there are works detailed on the elements of activity in the CPP network model.

The network model allows you to divide work into main components and subcomponents, determine areas of activity aimed at achieving complex goals, distribute those responsible for performing individual work on the project, and perform reporting with a summary of information on the results of the project.

In this case, the work plan should reflect the main stages of work and the required state of work at each stage, the division of each work into separate tasks, as well as the links between the works, the time intervals for each activity, the start and end times of the work. The work plan includes different types demonstrations of project functions, subsystems, reliability, protective equipment, etc. The plan documents also include a set of guidelines and methods for performing specified operations, maintaining system links with other subsystems, etc.

The work plan in the form of a CPP graph contains phases (stages), steps and activities, including the initial and final activities in the process (Fig. 3.14).

Phase and

Step 1 Step 2

Rice. 3.14.Project plan step by step graph

Another form of visual presentation of the work plan can be network chart, set in the form of a graph, at the vertices of which the work points are located, and on the arcs - the number of days (weeks) required to complete them (Fig. 3.15). These labels set the process execution time. An arc emerging from the initial

Rice. 3.15.

vertex and included in the final vertex, corresponds to the timestamp "zero".

The graph may contain cyclic paths. According to the graph, the analysis of critical paths is carried out, i.e. determine the data on the duration of each process.

The development of a schedule consists in determining the starting point (events or a set of events that occurred before the start of the execution of a process step and for which a set of conditions is described, including the beginning of the process), duration (time interval for which the process must successfully complete its execution), term (date , until which the process completely or partially completes its execution) and the end point of the process (the control point at which the customer checks the quality of the results of the process).

The most visually basic schedule can be represented Gantt chart- a line chart, where the project tasks are represented by time intervals, including the start and end dates of their implementation, taking into account possible delays. On this chart planned operations(elements of the work breakdown structure) are listed on the left side, dates are displayed at the top, and the duration of operations is shown by horizontal bars from the start date of this operation to the date of its completion (Fig. 3.16).

Project plan			L Elvest K., Goricheva R., Ivannikova O., Plotnikova O.
Requirements specification
2.1. Primary list of requirements				Goricheva R.
2.2. Requirements models			Plotnikova O.
2.3. High-level system architecture				to Sorokina O., Elvest K.
2.4. System Validation Criteria				Ivannikova O.
2.5. Mythological database model				Chetchikova A.
2.6. Glossary				Goricheva R., Plotnikova O.
Design documentation
3.1. architecture project			N Elvest K.
3.2. User interface project			| Counters A., Plotnikova O.
3.3. Subsystems Project			I Sorokina O.
3.4. Database model			N Ivannikova O.
3.5. Test plan				b Goricheva R.
Implementation document
4.1. Implementation overview					Counters A., Soroki		sha O., Iva
4.2. User's manual					Elvest K., Goricheva
Test execution document
5.1. White box testing				N Counterchikova A.,			Sorokin
5.2. Integration testing		1^ Elvest K					A carpenter
5.3. Certification testing							cheva R., II
Completion and delivery of the project							Counter

Rice. 3.16. Gantt Chart

Execution process group

Project Management Process Groups

Project Quality Management

Security

quality

Modern project management software tools provide visualization of the project graph structure and work execution processes, for example, the well-known and quite often used in practice Project Management system. This allows the developer or project manager to see how the different kinds activities - in series or in parallel, whether they are on the critical path.