1. uname -a
display the os information.
2010年12月23日星期四
2009年6月24日星期三
2009年6月19日星期五
My Intern Is Leaving
ZhiChao, Wang, my intern is leaving today. After working here 7 months, he chose to leave at last. He has fixed several bugs for me and helped a lot in maintaining Evolution. After he left, we can't hire a new replacement for him. Sad. :(
2009年6月17日星期三
Cloud Computing Project Review
This afternoon, I had a project review meeting for my cloud computing proposal. Stephen Brown suggested us to implement syncing a local folder with remote storage directly. That is, throw Phase 1 and look it the only task.
Later, we investigated how Dropbox works. En, it looks very cool. You can sync and share a folder. Even there are icons on each folder in Nautilus symboling the status of syncing.
Later, we investigated how Dropbox works. En, it looks very cool. You can sync and share a folder. Even there are icons on each folder in Nautilus symboling the status of syncing.
2008年6月8日星期日
Project Estimation Strategies
The challenge of estimation
Using buffers successfully
Evaluate the project status by reviewing buffers, not individual tasks
Three buffer types
- small enough to avoid unneccessary delays
Some Rules-of-thumb for Buffer Sizes
Work expands to fill available time
As a rule-of-thumb, how far in advance should team members be notified before they are to begin a critical task? 2 weeks.
Building the critical chain schedule
- project objectives
- timing, scope and budget
- priorities
- project level estimation not task level estimation
- theory of constrains
- critical chain = CPM + resource contrains + uncertainty
- identify critical chain after resource leveling
- critical chain
- second chain
- current estimate = expected right answer + permissible slip
- current estimate = last estimate
- current estimate = last estimate + permissible slip
- current estimate = last estimate - a few days shaving
- accurate task estimation is difficult.
- current project doesn't resemble previous projects
- detailed records are often not maintained
Using buffers successfully
- add buffers to absorb variance
- estimate task times as likely duration
- evaluate the project status by reviewing g buffers, not individual task.
- buffers != Delayed Finish Date
Evaluate the project status by reviewing buffers, not individual tasks
Three buffer types
- project buffer: a block of time placed at the end of a project's Critical Chain
- feeding buffer: a block of time placed at the end of a secondary chain of tasks at the point where it feeds into the Critical Chain
- resource buffer: A strtegy of assuring a resource's availability for certain key tasks
- Base duration estimates on likely durations
- Add sufficient buffers to task chains
- small enough to avoid unneccessary delays
Some Rules-of-thumb for Buffer Sizes
- Project Buffer: 50% of the unpadded Critical Chian
- Feeding Buffer: 50% of the saved padding
- Resource Buffer: 2 weeks notification
- 4 types of tasks Repetition 10% Variation 25% Innovation 50% Novelty
- unused task padding is lost to the project
- unused buffer time permits accelerated schedules
- an unused project buffer means your project has completed ahead of schedule
Work expands to fill available time
As a rule-of-thumb, how far in advance should team members be notified before they are to begin a critical task? 2 weeks.
Building the critical chain schedule
- define the project
- project objectives
- timing, scope and budget
- priorities
- develop a high-level WBS
- add detail level tasks
- enter task durations
- use likely durations when estimating
- calculate padding
- identify task dependencies
- calculate a tentative finish date
- add resources & resource leveling
- identify the critical chain
- shorten the critical chain
- identify the secondary chains
- calculate buffer sizes
- insert the project buffer and make adjustments
- Insert Feeding buffers and make adjustments
- monitor all buffers
2008年6月4日星期三
Project Management Training - Scheduling (2)
Evaluating the Trade off Triangle
$
/ \
/ \
Time Scope
Budget, Time and Goal. Balance among three aspects.
Working with What If Scenarios
Direct question is not good, what if is better
Defining your project
A clear project definitions are important
1. Clear up misconceptions
2. prevent scope creep
3. preserves a record
Characteristics of a clear definition: STORM
Specific
Time limited
Owned (resource allocation, department involved)
Realistic
Measurable (How do we know we are done)
Distribute final definition to your team and client.
Generating the WBS
WBS= project outline
Top Down Bottom Up
Estimating Durations
People who will do the work should estimate the duration
Most Likely = 10 days
Optimistic = 7 days
Pessimistic = 20 days
(4 * M) + O + P
duration = ----------------
6
Adding dependencies
No lag
Lag
Lead (negative lag)
Utilizing constraints
As soon as possible
As late as possbile
Fixed Constraints (Fixed Start/End)
Start No Earlier Than
Start No Later Than: Availability of a contractoer or supplies, or beginning of a fiscal quarter
Finish No Earlier Than
Finish No Later Than
Calculating the critical path
know your project finish date and optimal schedule
know which tasks to focus your resources and funding on
see how to best assign your resources.
Assigning your resources
assign resources to normal tasks
not assign resources to summaries
Reasons to assign resources in your Gantt chart
give your resources a picture of their role in the project
a timeline of when tasks must be completed
avoid overbooking your resources
Resource Leveling: act of delaying tasks for overbooked resources to the next available time slot.
Things to consider when assigning resources:
1. Which tasks are critical?
2. What skills are needed for each task?
3. What skills so your resources have?
4. Therefore, which resource can do which task? if some tasks can only be completed by one or two people, assign them first.
5. Give your resources equal work.
Non-collaborative
collaborative
committee
duration based
Not all resources work at the same rate.
Tracking your projects
baseline
baseline: a snapshot of the project that will not change
actuals: the actual dates that tasks started and finished
baseline vs. actuals: comparion between plan and reality
variance: the difference between the baseline and actuals
Project Tracking and Managing Variance
Questions about tracking:
How frequently will you update?
Who will update - team members or an individual
What standard reports will be used?
How often will team meetings be held?
Have you allocated time for managing variance?
cutting scope
re-evaluate dependencies
leveling resources
$
/ \
/ \
Time Scope
Budget, Time and Goal. Balance among three aspects.
Working with What If Scenarios
Direct question is not good, what if is better
Defining your project
A clear project definitions are important
1. Clear up misconceptions
2. prevent scope creep
3. preserves a record
Characteristics of a clear definition: STORM
Specific
Time limited
Owned (resource allocation, department involved)
Realistic
Measurable (How do we know we are done)
Distribute final definition to your team and client.
Generating the WBS
WBS= project outline
Top Down Bottom Up
Estimating Durations
People who will do the work should estimate the duration
Most Likely = 10 days
Optimistic = 7 days
Pessimistic = 20 days
(4 * M) + O + P
duration = ----------------
6
Adding dependencies
No lag
Lag
Lead (negative lag)
Utilizing constraints
As soon as possible
As late as possbile
Fixed Constraints (Fixed Start/End)
Start No Earlier Than
Start No Later Than: Availability of a contractoer or supplies, or beginning of a fiscal quarter
Finish No Earlier Than
Finish No Later Than
Calculating the critical path
know your project finish date and optimal schedule
know which tasks to focus your resources and funding on
see how to best assign your resources.
Assigning your resources
assign resources to normal tasks
not assign resources to summaries
Reasons to assign resources in your Gantt chart
give your resources a picture of their role in the project
a timeline of when tasks must be completed
avoid overbooking your resources
Resource Leveling: act of delaying tasks for overbooked resources to the next available time slot.
Things to consider when assigning resources:
1. Which tasks are critical?
2. What skills are needed for each task?
3. What skills so your resources have?
4. Therefore, which resource can do which task? if some tasks can only be completed by one or two people, assign them first.
5. Give your resources equal work.
Non-collaborative
collaborative
committee
duration based
Not all resources work at the same rate.
Tracking your projects
baseline
baseline: a snapshot of the project that will not change
actuals: the actual dates that tasks started and finished
baseline vs. actuals: comparion between plan and reality
variance: the difference between the baseline and actuals
Project Tracking and Managing Variance
Questions about tracking:
How frequently will you update?
Who will update - team members or an individual
What standard reports will be used?
How often will team meetings be held?
Have you allocated time for managing variance?
cutting scope
re-evaluate dependencies
leveling resources
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