Software Engineering Lec 3-project managment

Bernd Bruegge & Allen H. Dutoit Object-Oriented Software Engineering: Using UML, Patterns, and Java 1
Software Project Management

Project
A project is a temporary endeavor undertaken to create
a unique product or service. It implies
a specific timeframe
a budget
unique specifications
working across organizational boundaries

Project Management
The application of knowledge, skills, tools, and
techniques to project objectives to meet
stakeholder needs and expectations.

When Projects Succeed!
 Project Sponsorship at executive level
 Good project charter
 Strong project management
 The right mix of team players
 Good decision making structure
 Good communication
 Team members are working toward common goals

Laws of Project Management
 No major project is ever installed on time, within budget,
or with the same staff that started it. Yours will not be the
first.
 Projects progress quickly until they become 90% complete,
then they remain at 90% complete forever.
 When things are going well, something will go wrong.
 When things just cannot get any worse, they will.

Laws of Project Management
 When things appear to be going better, you have overlooked
something.
 No system is ever completely debugged. Attempts to debug a
system inevitably introduce new bugs that are even harder to
find.
 A carelessly planned project will take three times longer to
complete than expected
 A carefully planned project will take only twice as long.
 Project teams detest progress reporting because it vividly
manifests their lack of progress.

Why Projects Fail
 Failure to align project with organizational objectives
 Poor scope
 Unrealistic expectations
 Lack of executive sponsorship
 Lack of project management
 Inability to move beyond individual and personality
conflicts
 Politics

Project Charter
 Project Goal & Objective
 Sponsor
 Stakeholders
 Timeline
 Resources required
 Deliverables
 Risks
 Business process changes
 Project manager
 Project team
 Budget
 Signatures

 Proposal writing.
 Project planning and scheduling.
 Project costing.
 Project monitoring and reviews.
 Personnel selection and evaluation.
 Report writing and presentations.
Management activities

Project Management Context:
 Project Phases and Life Cycle
 Stakeholders
 Leadership Skills
 General Management Skills
 Communications Skills

Project Phases and Life Cycle:
 Divide Project into Phases
 Better Management Control
 Review Deliverables and Performance
 Fast-tracking

Example of Project Phases:
 Conceptual Design
 Detailed Design
 Coding and Testing
 Training and Documentation
 Deployment

Stakeholders:
 Individuals and Organizations
 Actively Involved in Project
 Interests Affected by Project

Leadership Skills:
 Vision and Strategy
 Establishing Direction
 Aligning People
 Communicating
 Negotiating
 Motivating and Inspiring
 Influencing Organizations
 Overcoming Barriers to Change

General Management Skills:
 Planning
 Finance and Accounting
 Personnel Administration
 Technology
 Organizational Development
 Delegation
 Team Building
 Conflict Management
 Solving Problems

Communications Skills:
 Writing
 Listening
 Speaking
 Presenting
 Media Relations
 Meeting Management

Scope Management:
 Initiation
 Scope Planning
 Scope Definition
 Scope Verification
 Scope Change Control

Time Management:
 Activity Definition (Microsoft Project)
 Activity Sequencing (Microsoft Project)
 Activity Duration Estimating
 Schedule Development
 Schedule Control

Cost Management:
 Resource Planning
 Cost Estimating
 Cost Budgeting
 Cost Control

Quality Management:
 Quality Planning: are techniques to examine and measure
customer expectations for quality
 Quality Assurance: is the activity of providing evidence needed
to establish quality in work, and that activities that require good
quality are being performed effectively.
 Quality Control: quality control and quality engineering are
involved in developing systems to ensure products or services
are designed and produced to meet or exceed customer
requirements

Human Resource Management
 Organizational Planning
 Staff Acquisition
 Team Development

Communications Management:
 Communications Planning
 Information Distribution
 Performance Reporting
 Administrative Closure

Risk Management:
 Risk Identification
 Risk Quantification
 Risk Response Development
 Risk Response Control

Integration Management:
 Project Plan Development
 Project Plan Execution
 Overall Change Control

Management Processes:
 Initiating Processes
 Planning Processes
 Executing Processes
 Controlling Processes
 Closing Processes

 Concerned with activities involved in ensuring
that software is delivered on time and on
schedule and in accordance with the
requirements of the organisations developing
and procuring the software
 Project management is needed because software
development is always subject to budget and schedule
constraints that are set by the organisation developing
the software
Software project management

Project Management Activities
 Establish project objectives
 Defining work requirement
 Determining work timing
 Establishing resource availability and requirements
 Establishing a cost baseline
 Evaluating and optimising the baseline plan
 Freezing the baseline plan
 Tracking the actual costs
 Comparing the progress and cost to the baseline plan
 Evaluating performance
 Forecasting, analysing and recommending corrective action

Software Projects
• size
• delivery deadline
• budgets and costs
• application domain
• technology to be
implemented
• system constraints
• user requirements
• available resources
Factors that influence the end result ...

Project Management Problems
 Resources inadequate
 Meeting (“unrealistic”) deadlines
 Unclear goals/direction
 Team members uncommitted
 Insufficient planning
 Breakdowns in communications
 Changes in goals and resources
 Conflicts between departments or functions

 Large projects often fail for two principal reasons:
 Communication: Inadequate communication leads to
project failure
 Coordination: Lack of communication implies that the
team can not coordinate. Thus each group moves in an
independent direction and the project will grind to a
halt.

Team Organizational Models
 Marilyn Mantei model:
 Democratic decentralized (DD). -- Does not have a defined
leader. “Task Coordinators” are appointed to assure that a
particular job is to be executed. These are later replaced by
other “Task Coordinators” as new tasks arise.
 Controlled decentralized (CD) -- Has a defined leader who
coordinates tasks, and secondary leaders who carry out
subtasks. Problem solving is done by the group,
implementation is done by subgroups.
 Controlled Centralized (CC) - Top-level problem solving and
team coordination managed by the team leader. The
communication between the leader and members is vertical.

Project scheduling
 Split project into tasks and estimate time and
resources required to complete each task.
 Organize tasks concurrently to make optimal
use of workforce.
 Minimize task dependencies to avoid delays
caused by one task waiting for another to complete.
 Dependent on project managers intuition and
experience.

Terminology
Deliverable
Work product that is provided to the customer (report,
presentation, documentation, code, etc.)
Milestone
Completion of a specified set of activities (e.g., delivery
of a report, completion of part of the system design)
Activity
Part of a project that takes place over time (also called a
task).

Terminology
Event
The end of a group of activities.
Dependency
An activity that cannot begin until some event is reached
Resource
Staff time, equipment, or other resource required by an activity.
Slack
The amount that an activity can be delayed without delaying the
next milestone.

General Approach to Project Planning
Identify deliverables and milestones
Divide project into activities (tasks)
For each task estimate:
• time from when the task begins to when it is complete
• dependencies on events before beginning
• resource requirements
Build a model that uses this data to create a work-plan,
including schedule, resource allocation, and flexibility
(slack).

Project Planning Methods
Critical Path Method, Gantt charts, Activity bar charts, etc.
• Build a work-plan from activity data.
• Display work-plan in graphical form.
Project planning software (e.g., Microsoft Project)
• Maintain a database of activity data with input tools
• Calculate and display schedules
• Provide progress reports

Project Planning Methods
All project planning methods are best when:
1. Plan is updated regularly (e.g., weekly or monthly)
2. The structure of the project is well understood
3. The time estimates are reliable
4. Activities do not share resources
Unfortunately, #2, #3, #4 are difficult with software
development

A Simple Gantt Chart

Gantt Charts
• Dates run along the top (days, weeks or months).
• Each row represents an activity. Activities may be scheduled
sequentially, in parallel or overlapping.
• The schedule for an activity is a horizontal bar. The left end
marks the planned beginning of the task. The right end marks the
expected end date.
• The chart may be updated by filling in each activity to a length
proportional to the work accomplished.
• Progress to date can be compared with the plan by drawing a
vertical line through the chart at the current date.

A More Complex Gantt Chart
Source: SmartDraw

Staff allocation
4/7 11/7 18/7 25/ 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
T4
T8 T11
T12
T1
T3
T9
T2
T6 T10
T7
T5
Fred
Jane
Anne
Mary
Jim

Risks and risk types
Risk type Possible risks
Technology The database used in the system cannot process as
many transactions per second as expected.
Software components which should be reused contain
defects which limit their functionality.
People It is impossible to recruit staff with the skills required.
Key staff are ill and unavailable at critical times.
Required training for staff is not available.
Organisational The organisation is restructured so that different
management are responsible for the project.
Organisational financial problems force reductions in the
project budget.
Tools The code generated by CASE tools is inefficient.
CASE tools cannot be integrated.
Requirements Changes to requirements which require major design
rework are proposed.
Customers fail to understand the impact of requirements
changes.
Estimation The time required to develop the software is
underestimated.
The rate of defect repair is underestimated.
The size of the software is underestimated.

Risk management
 Risk management is concerned with identifying risks
and drawing up plans to minimise their effect on a
project.
 A risk is a probability that some adverse circumstance
will occur.
Project risks affect schedule or resources
Product risks affect the quality or performance
of the software being developed
Business risks affect the organisation developing
or procuring the software

The risk management process
 Risk identification
 Identify project, product and business risks
 Risk analysis
 Assess the likelihood and consequences of these risks
 Risk planning
 Draw up plans to avoid or minimise the effects of the risk
 Risk monitoring
 Monitor the risks throughout the project

Measure, Metrics, and Indicator
 Measure -- Provides a quantitative indication of the extent,
amount, dimensions, capacity, or size of some product or
process attribute.
 Metrics -- A quantitative measure of the degree to which a
system, component, or process possesses a given attribute.
 Software Metrics -- refers to a broad range of measurements
for computer software.
 Indicator -- a metric or combination of metrics that provide
insight into the software process, a software project, or the
product itself.

Software Metrics
 Direct measures
 Cost and effort applied (in SEing process)
 Lines of code(LOC) produced
 Execution speed
 CPU utilization
 Memory size
 Defects reported over certain period of time
 Indirect Measures
 Functionality, quality, complexity, efficiency, reliability,
maintainability.

Software Measurement
 Size-Oriented Metrics
 are derived by normalizing quality and/or productivity measures
by considering the “size” of the software that has been produced.
 lines of code often as normalization value.
project LOC effort $(000) pp.doc errors defects people
alpha 12,100 24 168 365 134 29 3
beta 27,200 62 440 1224 321 86 5
gamma 20,200 43 314 1050 256 64 6
. . . . ... . . . .
. . . . .

Typical Size-Oriented Metrics
 Errors per KLOC
 Defects per KLOC
 Dollars per KLOC
 Pages of documentation per KLOC
 Errors per person month
 LOC per person month
 Dollars per page of documentation

Measures of Software Quality
 Correctness
 is the degree to which the software performs its required function.
the most common measure for correctness is defects per KLOC
 Maintainability
 the ease that a program can be corrected
 adapted if the environment changes
 enhanced if the customer desires changes in requirements
 based on the time-oriented measure mean time to change.

Measures of Software Quality (Cont’d)
 Integrity
 to measure a system’s ability to withstand attacks (both accidental
and intentional) on its security threat and security are defined
 integrity = sum [ 1 - threat * (1- security)]
 Usability - an attempt to quantify “user friendliness”
 physical/intellectual requirement to learn
 time required to become moderately efficient
 the net increase in productivity
 user attitudes toward system

End of slides

Software Engineering Lec 3-project managment

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