Software Project Management Introduction - IT-hub · 2018. 10. 6. · Software Project Management Applying PM and SE methods to develop/maintain a software product so that the goal

Lecture 1

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Software Project Management Introduction

Prof. Dr. M. Anwar-ur-Rehman Pasha

Rector

IT-hub Sargodha

1 Software Project Management Lecture Slides

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Project - Definition

A project is a sequence of unique, complex, and connected activities

having one goal or purpose and that must be completed by a specific

time, within budget, and according to specification.

PMI Definition a temporary endeavor undertaken to create a unique product or service with five characteristics 1. Consist of phases Initiating, Planning, Executing,

and Closing 2. Delivers an output in the form of a product, a service,

or a capability 3. Face constraints in term of time, budget and

resources 4. Produce progressive elaboration 5. delivers a unique output

A set of activities of finite duration performed to achieved a

defined target/goal.


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Phases vs Activities

• A project can be broken down into phases, or tasks to be done.

• An Activity is a set of tasks performed towards a specific purpose.

• A Phase is a set of tasks performed over time; defined by its start and end points.

• Each phase has its – entry criteria, – exit criteria, –  resources, – deliverables and – reports.


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What is management?

• Planning - deciding what is to be done;

• Organizing - making arrangement :

• Staffing -selecting the right people for the job.

• Directing - giving instructions;

• Monitoring - checking on progress:

• Controlling -taking action to remedy hold-ups;

• Innovating -coming up with new solutions;

• Representing - liaising with users etc.


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Project Management

• Defining and achieving targets while optimizing the use of resources (time, money, people, materials, energy, space, etc) over the course of a project.

OR • Application of knowledge, skills, tools, and

techniques to project activities to meet the project’s goals through the use of PM processes (Initiating, Planning, Executing, Controlling, and Closing) in the light of controlling variables: scope, time, cost, risk, and quality:


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Project Management Framework


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Programs, Subprojects, and Portfolios

• Programs: a set of related projects managed in a coordinated way.

• Subprojects. Parts of a complex/large project. A way in which one can organize the implementation of some specific objectives of a larger project.

• Portfolios: a set of independent projects that can be coordinated to achieve better results based on numerous key characteristics.


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Role of People in PM

• People are a key contributor to the success of projects through mitigating the impact of technologies that do not work as expected and finding creative solutions when the unexpected occurs.

• People are a key contributor to the failure of a project through their sloppiness or disinterest.

• PM key areas: – Stakeholder Management – Human Resource Management – Communications Management


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Differentiating Factors of Software Projects

• Software is an intangible product.

• Software is a cognitive and human-based development process.

• Unique solutions require innovative problem solving skills.

• Human intellectual capital is the primary asset of software projects and organizations.

• Higher degree of uncertainty in both project and product scope.


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Differentiating Factors of Software Projects (Cont.)

• Communication and coordination within software teams and with project stakeholders is challenging.

• Users’ requirements are often imprecise; hence, the degree of change of requirements is very high which makes initial planning and estimation of software projects challenging.

• Enormous number of logical paths in program modules and all the combinations of interface details make the development and evolution of software systems challenging.


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• Require exhaustive testing; introducing time and related complexity constraints.

• Software security is a large and growing challenge.

• Objective measurement and quantification of software quality is difficult.

• Learning and knowledge creation in software development is more difficult because processes, methods, and tools are constantly evolving.

• The execution of software is platform-dependent and is often an element of a system consisting of diverse hardware, other software, and manual procedures.


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Organization-level factors:

• Domain: For what domain is the software (–based) product developed?

• Instances: How many instances of the software (–based) product will be deployed?

• Maturity: How mature are the processes of the software developing organization? (d)

• Level of innovation: How innovative is the organization?

• Culture: In which culture are the projects developed?


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Differentiating factors of Software Projects (Cont.)

Project-level factors: • Size: How big is the system under development? • Stable architecture: Is a stable architecture in place? • Business model: Under which business model is the software (–based)

product developed? • Team distribution: How many teams are working in the project and in

which configuration? • Rate of change: How stable is your business environment and how many

risks and uncertainties are you facing? • Age of system: Greenfield (from scratch) vs. brownfield (evolving)

software system development? • Criticality: How many people’s safety will be threatened if the system

fails? • Governance: Who manages the project managers? How much governance

is applied to the project?


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Software Project Management

Applying PM and SE methods to develop/maintain a software product so that the goal of developing/ maintaining a software product can be achieved using minimum possible resources and money and within the minimum time possible.


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Types of Software Projects

• Software development life cycle (SDLC) projects – Full life cycle projects – Partial life cycle projects

• Approach-driven software development projects – “Fresh” development (creating the entire software from

“scratch”) – COTS (Commercial off-the-shelf) product – customization/implementation – Porting – Migration

• Conversion of existing software to meet changed conditions such as Y2K


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Types of Software Projects

• Software development life cycle (SDLC) projects – Full life cycle projects – Partial life cycle projects

• Approach-driven software development projects – “Fresh” development (creating the entire software from

“scratch”) – COTS (Commercial off-the-shelf) product – customization/implementation – Porting – Migration

• Conversion of existing software to meet changed conditions such as Y2K


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Types of Software Projects (Cont.)

Maintenance projects

– Defect repair

– Functional expansion

– Operational support

– Fixing odd behavior

– Software modification

– Web application projects

– Agile development projects


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Types of Software Projects (Cont.)

• Software Applications Development

– Bespoke systems

– Off-the-shelf applications

– A customized off-the-shelf application

• Process and Systems Reengineering Services:

• System Integration Services:

• Consulting services:


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Phases of the Software Development Lifecycle

• Plans & Requirements

• Product Design

• Detailed Design

• Code and Unit Test

• Integration and Test

• Implementation

• Operations and Maintenance

• Phase Out


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Water Fall Model

• Water Fall Model

• Boehm’s Risk Spiral model

• Prototyping Paradigm

• Evolutionary (Incremental) Development

• Extreme Programming (XP)

• Agile Programming

• Synchronize-and-stabilize


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SE Common Activities

• Requirements Analysis

• Product Design

• Programming

• Test Planning

• Verification & Validation

• Project Office functions

• Configuration management and quality assurance

• Manuals


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Software Project Management BOK

1. Integration Management 2. Scope Management 3. Time Management 4. Cost Management 5. Quality Management 6. Human Resource Management 7. Communications Management 8. Risk Management 9. Procurement Management 10. Stakeholder Management


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SPM Processes

• Project initiation • Project execution • Project closure • Project acquisition • The PMO (project management office) • Measurement and analysis • The training process • The knowledge repository process • Process engineering group processes • Software engineering processes


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Tasks of Project Initiation

• Review and revision(s) of preliminary estimates

• Identification and acquisition of necessary resources

• Finalization of service level agreements (SLAs) between various stakeholders of the project

• Preparation of project plans

• Conducting induction training for team members

• Kickoff of project


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Tasks of Project Execution

• Work Management

• Configuration Management

• Quality Management

• Productivity Management

• Team Management

• Customer Management

• Measurement and Analysis

• Project Monitoring

• Reporting and Escalation

• Project Delivery

• User Training

• Documentation


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Tasks of Project Closure

• Release of project resources • Documentation of best and worst practices as well as

lessons learned in the project • Identification of reusable components and documentation

of their design and usage • Updating of the skills database • Updating of the knowledge repository with lessons learned

and best and worst practices • Updating of the code library with reusable components • Conducting the project postmortem • Conducting a knowledge-sharing session • Release of the software project manager (SPM)


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Organizational-level Processes

Project Acquisition

• RFP (request for proposal) scrutiny (a feasibility study in the case of internal projects)

• Cost estimation

• Proposal preparation and submission

• RFP follow up

• Obtaining the order (obtaining budget approvals in the case of internal projects)


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Measurement and analysis

• Measurement procedures

• Analysis procedures

• Process capability determination procedures

• Metrics reporting procedures


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The Training Process

• Identification of organizational training needs • Fulfilling skill gaps uncovered during training

needs analysis • Maintaining a skill database for all organizational

human resources • Maintaining a training material repository as part

of the organizational knowledge repository • Taking ownership for maintaining the

organization at the cutting edge of the organization’s chosen area of expertise


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The Knowledge Repository Process

• Identifying components of the organizational knowledge repository

• Designing, building, and maintaining the organizational repository

• Periodically carrying out cleanup of the repository


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Process Engineering Group Processes

• Defining and maintaining organizational processes

• Defining process and quality audit processes

• Defining roles and responsibilities


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Software Engineering Processes

• Requirements processes

• Software design processes

• Software construction processes

• Software testing processes


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Project Management Challanges


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Factors of Project Failure

• Poor estimates and plans;

• Lack of quality s1andards and measures:

• Lack of guidance about making organizational decisions;

• Lack of techniques to make progress visible;

• Poor role definition - who does what?

• Incorrect success criteria.


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Problems Identified by Students

• Inadequate specification of work

• Management ignorance of IT

• Lack of knowledge of application area

• Lack of standards

• Lack of up-to-date documentation


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Some Other Reasons

• Preceding activities not completed on time - including late delivery of equipment

• Lack of communication between users and technicians

• Lack of communication leading to duplication of work

• Lack of commitment - especially when a project is tied to one person who then moves


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Some Other Reasons (Cont.)

• Narrow scope of technical expertise

• Changing statutory requirements

• Changing software environment

• Deadline pressure

• Lack or quality control

• Remote management

• Lack of training


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Tasks of SPM Office

• Project initiation – Identification of software project manager (SPM) – Allocation of resources for the project – Finalization of SLAs (service level agreements) between various

stakeholders of the project – Kickoff of project

• Project execution – Project monitoring – Exception reporting – Measurement and analysis at the organization level

• Project closure – Takeover of project records – Coordination of knowledge sharing


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Tasks of Project Manager

• Planning the work • Estimating resources • Organizing the work • Acquiring human and material resources • Assigning tasks • Directing activities • Controlling project execution • Reporting progress • Analyzing the results based on the facts achieved


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Characteristics of Successful SP Manager


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Thank You


Documents

Software Project Management Introduction - IT-hub · 2018. 10. 6. · Software Project Management Applying PM and SE methods to develop/maintain a software product so that the goal