Chapter 3 Project Management

Chapter 3 Project Management Parts of this presentation is extracted from Ian Sommervilles slides located at http://www.pearsoned.co.uk/sommerville

Sommerville SE 8: Chapter 5, Chapter 261Maha Al-Yahya First Semester 1430-14311Getting to know youWho would like to tell us about herself?

2Maha Al-Yahya First Semester 1430-1431ObjectivesKnow the principal tasks of software managersUnderstand the need for planning in all software projectsUnderstand how graphical presentations can be used for project schedulesUnderstand the risk management process in software projects3Maha Al-Yahya First Semester 1430-14313OverviewWhy Software project management?Project Management Activities Team formationProject planning and schedulingCost estimation4Maha Al-Yahya First Semester 1430-14314Agree or DisagreeDoes good management guarantee project success?

5Maha Al-Yahya First Semester 1430-1431Good management can not guarantee project success.Bad management usually results in project failure.

5Why?Project management is needed because software development is always subject to budget and schedule constraints.6Maha Al-Yahya First Semester 1430-14316As a team.Answer the following question:

What does a project manager do?With your team, create a list of tasks. When you are done, assign a team member to be the reporter.7Maha Al-Yahya First Semester 1430-1431The role of the project manager encompasses many activities including:

* Planning and Defining Scope * Activity Planning and Sequencing * Resource Planning * Developing Schedules * Time Estimating * Cost Estimating * Developing a Budget * Controlling Quality * Managing Risks and Issues * Creating Charts and Schedules * Risk Analysis * Benefits Realisation * Scalability, Interoperability and Portability Analysis * Documentation * Team Leadership * Strategic Influencing * Customer Liaison 7Project Management ActivitiesProposal writing/ Report writing and presentations. writing and communication skills (covered in other courses)Team formation (personnel selection)Project planning and scheduling.Project cost estimation.Project monitoring and reviews. (covered in QA chapter)

8Maha Al-Yahya First Semester 1430-14318Team FormationA project manager success starts with creating the best team possible and having the right people in the right roles.May not be possible to appoint the ideal people to work on a projectProject budget may not allow for the use of highly-paid staff;Staff with the appropriate experience may not be available;An organisation may wish to develop employee skills on a software project.Managers have to work within these constraints especially when there are shortages of trained staff.More on people management in Chapter 25.

9Maha Al-Yahya First Semester 1430-14319Project Planning Probably the most time-consuming project management activity.Continuous activity from initial concept through to system delivery. Plans must be regularly revised as new information becomes available.Various different types of plans may be developed to support the main software project plan that is concerned with schedule and budget.

10Maha Al-Yahya First Semester 1430-143110Types of Project Plans

11Maha Al-Yahya First Semester 1430-143111Objective of project plansThe project plan sets out:The resources available to the project;The work breakdown;A schedule for the work.Its all about estimation, how much..

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TimeResourcesEffortMoneyMaha Al-Yahya First Semester 1430-143112A sample project planWith your team have a look at the project plan, and try to identify the main structural elements (structure) of the plan.Write a list (two copies) of the elements you find.One member of the group should act as the team reporter.Choose a different team to report your findings to.13Maha Al-Yahya First Semester 1430-1431Structure of a project planIntroduction.Project organisation.Risk analysis.Hardware and software resource requirements.Work breakdown.Project schedule.Monitoring and reporting mechanisms.

14Maha Al-Yahya First Semester 1430-143114Risk ManagementRisk identification: what can go wrongAnalyze the risk : determine the likelihood that it will occur and the damage it will do if it does occurPrioritize risks by probability and impactDevelop plan and monitor to manage risks with high probability and high impact 15Maha Al-Yahya First Semester 1430-143115Risk Identification

16Maha Al-Yahya First Semester 1430-143116Risk Analysis & Prioritization I

17Maha Al-Yahya First Semester 1430-143117Risk Planning and MonitoringConsider each risk and develop a strategy to manage that risk.Avoidance strategiesThe probability that the risk will arise is reduced;Minimisation strategiesThe impact of the risk on the project or product will be reduced;Contingency plansIf the risk arises, contingency plans are plans to deal with that risk;

18Maha Al-Yahya First Semester 1430-143118ExampleReplace potentially defective components with bought-in components of known reliability Defective ComponentsRisk avoidance Strategy

Reorganize team so that there is more overlap of work and people therefore understand each others jobStaff illnessMinimization strategyPrepare a briefing document for senior management showing how the project is making a very important contribution to the goals of the business Organizational financial problemsContingency plan19Maha Al-Yahya First Semester 1430-143119Work breakdownActivities in a project should be organised to produce tangible outputs for management to judge progress.Milestones are the end-point of a process activity.Deliverables are project results delivered to customers.To establish milestones the software process must be broken down into basic activities with associated outputs.20Maha Al-Yahya First Semester 1430-143120Milestones and Deliverables

21Deliverables Maha Al-Yahya First Semester 1430-143121Project SchedulingSplit 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.

22Maha Al-Yahya First Semester 1430-143122Project Scheduling Process23

Maha Al-Yahya First Semester 1430-143123Bar charts and activity networksGraphical notations used to illustrate the project schedule.Show project breakdown into tasks. Tasks should not be too small. They should take about a week or two.Activity charts show task dependencies and the critical path.Bar charts show schedule against calendar time.

24Maha Al-Yahya First Semester 1430-143124Task duration and dependencies

25Maha Al-Yahya First Semester 1430-143125Activity Network

26Maha Al-Yahya First Semester 1430-143126Activity bar chart

27Maha Al-Yahya First Semester 1430-143127The Critical Path(1) Early Finish Time (EF)=ES + Duration(2) Early Start Time (ES)=Largest of immediately preceding EF(3) Latest Start Time (LS) =LF-Duration(4) Latest Finish Time (LF)= Smallest of immediately following LS(5) Task Slack Time=L-ETasks on the critical path has slack time=zeroMaha Al-Yahya First Semester 1430-143128Maha Al-Yahya First Semester 1430-143129ExampleDraw the activity Network for the following set of tasks

Maha Al-Yahya First Semester 1430-143130TaskDependenciesDurationA--1B--2CA,B3DB5EC1Project Cost EstimationThere are three parameters involved in computing the total cost of a software development projectHardware and software costs including maintenanceTravel and training costsEffort costs (paying software engineers)For most projects, the dominant cost in software development is effort cost.31Maha Al-Yahya First Semester 1430-143131Project cost estimation techniquesAlgorithmic cost modelingExpert judgmentEstimation by analogyParkinsons law (resources available)Pricing to win (customers budget)

For large projects it is advisable to use several cost estimation techniques and compare the results32Maha Al-Yahya First Semester 1430-143132PlanDescription

Quality planDescribes the quality procedures and standards that will be used in a project. See Chapter 27.

Validation plan Describes the approach, resources and schedule used for system validation. See Chapter 22.

Configuration management planDescribes the configuration management procedures and structures to be used. See Chapter 29.

Maintenance planPredicts the maintenance requirements of the system, maintenance costs and effort required. See Chapter 21.

Staff development plan.Describes how the skills and experience of the project team members will be developed. See Chapter 25.

Risk typePossible risks

TechnologyThe database used in the system cannot process as many transactions per second as expected.

Software components that should be reused contain defects that limit their functionality.

PeopleIt 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.

OrganisationalThe organisation is restructured so that different management are responsible for the project.

Organisational financial problems force reductions in the project budget.

ToolsThe code generated by CASE tools is inefficient.

CASE tools cannot be integrated.

RequirementsChanges to requirements that require major design rework are proposed.

Customers fail to understand the impact of requirements changes.

EstimationThe time required to develop the software is underestimated.

The rate of defect repair is underestimated.

The size of the software is underestimated.

RiskProbabilityEffects

Organisational financial problems force reductions in the project budget.LowCatastrophic

It is impossible to recruit staff with the skills required for the project.HighCatastrophic

Key staff are ill at critical times in the project.ModerateSerious

Software components that should be reused contain defects which limit their functionality.ModerateSerious

Changes to requirements that require major design rework are proposed.ModerateSerious

The organisation is restructured so that different management are responsible for the project.HighSerious

ActivityDuration (days)Dependencies

T18

T215

T315T1 (M1)

T410

T510T2, T4 (M2)

T65T1, T2 (M3)

T720T1 (M1)

T825T4 (M5)

T915T3, T6 (M4)

T1015T5, T7 (M7)

T117T9 (M6)

T1210T11 (M8)