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 261Chapter 3 Project Management 1Objectives2Know 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 projects2Overview3Why Software project management?Project Management Activities Team formationProject planning and schedulingCost estimation3Do you Agree or Disagree4Good management guarantees project success

Bad management usually result in project failure Good management can not guarantee project success.Bad management usually results in project failure.

4Why?5Project management is needed because software development is always subject to budget and schedule constraints.56Software project management is difficult than other engineering project management because:The product is intangible.The software development process is not standardised.Many software projects are 'one-off' projectsThe 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 6Project Management Activities7Proposal writing/ Report writing and presentations. writing and communication skills (covered in other courses)Team formation ( personal selection and evaluation)Project planning and scheduling.Project cost estimation.Project monitoring and reviews. (covered in QA chapter)Report writing and presentations

7Team Formation8A 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.

8Project Planning 9Probably 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.

9Types of Project Plans10

10Objective of project plans11The project plan sets out:The resources available to the project;The work breakdown;A schedule for the work.Its all about estimation, how much..

11Structure of a project plan12Introduction ( objectives, constraints)Project organisation (team organisation)Risk analysis.Hardware and software resource requirements.Work breakdown (project activities, milestones and deliverables of each activity) Project schedule.(dependencies between activities, time needed to reach each milestone and the allocation of people to activities)Monitoring and reporting mechanisms.(define the reports that should be produced, when they should be produced and the project mechanism used)

12Risk Management13Risk 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 13Risk Identification14

14Risk Analysis & Prioritization I15

15Risk Analysis & Prioritization II

1616Risk Planning and Monitoring17Consider 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;

17ExampleReplace 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 plan1818Work breakdown19Activities 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.19Milestones and Deliverables20

Deliverables 20 Activity : Work breakdown21As a teamProject :Organizing a partyIdentify the milestones and the deliverables of this project22TaskMilestoneDeliverableChoosing a date and timeDate and timeChoosing guestsList of guestsSelecting venueName of venueReserving venueReservation numberInvoiceSending guest invitationsInvitation cardInvitation cardSelecting catering companyName of companySelecting beverages, food, and dessert.MenuMenuA milestone is something that identifies the end of a task, a deliverable is something delivered to the customer or beneficiary.Project Scheduling23Split 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.

23Project Scheduling Process24

24Bar charts and activity networks25Graphical 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.

25Example (Activity network) 26DependenciesDuration (days)Activity1T12T2T1,T23T3T25T4T31T527startT1T2T3T4T5End28

29

30

Task duration and dependencies 31

31Activity Network32

80802382383510553032Activity33Calculate the start and the finish of each activity in the activity network shown in the previous slideCompare your answer with the text book p 102

More explanation can be found in the following site(some figures used in this slides are taken from this site)http://syque.com/quality_tools/toolbook/Activity/do.htm

Activity bar chart34

34Project Cost Estimation (chapter26)35There 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.35Project cost estimation techniques36Algorithmic cost modelingExpert judgmentEstimation by analogyParkinsons lawPricing to winFor large projects it is advisable to use several cost estimation techniques and compare the results36PlanDescription

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

RiskProbabilityEffects

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

The time required to develop the software is underestimated.HighSerious

CASE tools cannot be integrated.HighTolerable

Customers fail to understand the impact of requirements changes.ModerateTolerable

Required training for staff is not available.ModerateTolerable

The rate of defect repair is underestimated.ModerateTolerable

The size of the software is underestimated.HighTolerable

The code generated by CASE tools is inefficient.ModerateInsignificant

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)