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Flowcharts provide a visual representation of a process or processes which often allow a better understanding of how the process is intended to work. Project communications may be extremely complex depending on the size and scope of the project and the number of stakeholders. A flowchart provides all stakeholders with a better understanding of the steps involved with the distribution of all project communications. The communication flowchart below was created to aid in project communication. This flowchart provides a framework for the project team to follow for this project. However, there may be occasions. | Andrew Stellman Jennifer Greene 43 A5 07QF Applied Software Project Management Mb iiafi Ỵ jflra 1 y 10 02 59. ỈF 08 U .FF Chapter three Estimation ANY PEOPLE HAVE REFERRED TO ESTIMATION AS A black ART. This makes some intuitive sense at first glance it might seem that estimation is a highly subjective process. One person might take a day to do a task that might only require a few hours of another s time. As a result when several people are asked to estimate how long it might take to perform a task they will often give widely differing answers. But when the work is actually performed it takes a real amount of time any estimate that did not come close to that actual time is inaccurate. To someone who has never estimated a project in a structured way estimation seems little more than attempting to predict the future. This view is reinforced when off-the-cuff estimates are inaccurate and projects come in late. But a good formal estimation process one that allows the project team to reach a consensus on the estimates can improve the accuracy of those estimates making it much more likely that projects will come in on time. A project manager can help the team to create successful estimates for any software project by using sound techniques and understanding what makes estimates more accurate. Elements of a Successful Estimate A sound estimate starts with a work breakdown structure WBS . A WBS is a list of tasks that if completed will produce the final product. The way the work is broken down dictates how it will be done. There are many ways to decompose a project into tasks. The project can be broken down by feature by project phase requirements tasks design tasks programming tasks QA tasks etc. or by some combination of the two. Ideally the WBS should reflect the way previous projects have been developed. A useful rule of thumb is that any project can be broken down into between 10 and 20 tasks. For large projects for example a space shuttle those tasks will be very .
