Stephanie Gan

CST 438 Assignment 8: Gantt Project

1. Create a Gantt chart using the GanttProject tool http://www.ganttproject.biz/. You can use
another tool if you wish as long as it can answer all the following questions.
2. The tasks, estimated durations and dependencies for a small project are listed below.. Assume
the project will start on January 7 , 2017. You have between 1 and 3 programmers to work on
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the project at any time.

Task Duration estimated (days) Dependencies

T1 10
T2 15 T1
T3 10 T1, T2
T4 20
T5 10
T6 15 T3, T4
T7 20 T3
T8 35 T7
T9 15 T6
T10 5 T5,T9
T11 10 T9
T12 20 T10
T13 35 T3,T4
T14 10 T8,T9
T15 20 T2,T14
T16 10 T15
3. What is the minimum amount of time that this project can be completed? What tasks are on
the critical path?
The project start date: 1/9/17
The project end date: 7/7/17
With weekends in mind, the minimum amount of time that this project can be completed 26
weeks. The tasks on the critical path include T1, T2, T3, T7, T8, T14, T15, and T16.
4. Assume that each task has to done by one programmer. The tasks are such that having two or
more programmers working on the same task is not feasible (if it were feasible then you could split the
task into smaller tasks where each smaller task has only programmer working on it).
Create resources for programmer 1, 2 and 3 and assign a resource to each task. During what
weeks of the project do you need more than 1 programmer? Are there any weeks that are
overloaded and you need an additional 4 programmer?
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There are overloaded weeks (probably due to my poor scheduling) and we would need a 4th
programmer for weeks 13, 14, and 15 in the year (weeks 12, 13, 14 in the timeline of the actual
project).
Many weeks require more than one programmer. Those include week #s (in the actual yearly
calendar) of 2, 3, 4, 5, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, and 19.
The project has 56 planned tasks that are estimated to take a total of 582 person-days. Currently 12 task
has been completed. An iterative development process is used. Tasks 1-6 were completed in Iteration
1, 7-12 were completed in iteration 2.

Task Planned Effort Person-days Actual Effort

1 12.0 12.5
2 15.0 11.0
3 13.0 17.0
4 8.0 9.5
5 9.5 9.0
6 5.0 4.0
7 10.0 10.0
8 4.0 4.5
9 12.0 10.0
10 6.0 6.5
11 18.0 19.0
12 14.0 14.5
13 16.0
14 6.0
15 8.0

6. How many additional iterations will be needed to complete the project? What is the teams
velocity based on iterations 1 and 2?
 The teams velocity based on iterations 1 and 2 is 63.75; 64 rounded up. Just about 8 more
iterations are needed to complete the project.

8. Read sections 1.2.5 and 2.2.3 in Marsic about estimating effort and duration for a project (same
principles apply whether it is pruning the hedges or writing software). You first need to put relative
sizes to requirements and user stories. Requirement A has lots twice as many screens as requirement
B. Sometimes people count buttons, input and output fields or database tables and columns. You come
with relative sizes, A is 10 units, B is 2 units. But how do units translate into actual time and effort?
After a couple of iterations of an agile project, you have a record of which requirements you completed,
the relative sizes of these requirements. So if it took one week to implement B, and A is five times
larger, then it will probably take 5 weeks to do A. What this does not take into account for, is that in
later iterations there might be a lot of refactoring work. Some organizations use UCP (use case points),
or FP (Functions Points). You can read about UCP in Marsic in section 4.2.1 if you are working on a team
that uses it. While UCP and FP have some nice looking mathematical formulas to translate user stories
and requirements into time and effort, all these formulas involve some constants that must be guessed
based on experience.

9. Discuss how you would use Pivotal tracker to estimate how long it will take to implement a
requirement given your teams progress on the first 4 sprints of an agile project.
I would pay more attention to the velocity value that pivotal tracker calculates. I
would do is go over the approximated workload / effort required of each task in the first 4
sprints, keeping the teams velocity in mind. Based on that value, I would carefully plan out
what to assign for each iteration, keeping the workload about even and approximating the
same amount of velocity that was presented in the tracker.