Projmgmt

Project management
Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 1
Objectives

To explain the main tasks undertaken by project managers To introduce software project management and to describe its distinctive characteristics To discuss project planning and the planning process To show how graphical schedule representations are used by project management To discuss the notion of risks and the risk management process
Slide 2
Topics covered

Management activities Project planning Project scheduling Risk management
Slide 3
Software project management

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.
Slide 4
Software management distinctions

The product is intangible. The product is uniquely flexible. Software engineering is not recognized as an engineering discipline with the sane status as mechanical, electrical engineering, etc. The software development process is not standardised. Many software projects are 'one-off' projects.
Slide 5
Management activities

Proposal writing. Project planning and scheduling. Project costing. Project monitoring and reviews. Personnel selection and evaluation. Report writing and presentations.
Slide 6
Management commonalities

These activities are not peculiar to software management. Many techniques of engineering project management are equally applicable to software project management. Technically complex engineering systems tend to suffer from the same problems as software systems.
Slide 7
Project staffing

May not be possible to appoint the ideal people to work on a project

Project 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.
Slide 8
Project 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 plan may be developed to support the main software project plan that is concerned with schedule and budget.
Slide 9
Types of project plan

Plan Description
Quality plan Validation plan Configuration management plan Maintenance plan Staff plan.
Describes the quality procedures and standards that will be used in a project. ee Chapter . Describes the approach, resources and schedule used for system alidation. ee Chapter . Describes the configuration management procedures and structures to be used. ee Chapter . Predicts the maintenance requirements of the system, maintenance costs and effort required. ee Chapter .
development Describes how the skills and experience of the project team members will be developed. See Chapter .
Slide 10
Project planning process

Establish the project constraints Make initial assessments of the project parameters Define project milestones and deliverables while project has not been completed or cancelled loop Draw up project schedule Initiate activities according to schedule Wait ( for a while ) Review project progress Revise estimates of project parameters Update the project schedule Re-negotiate project constraints and deliverables if ( problems arise ) then Initiate technical review and possible revision end if end loop
Slide 11
The project plan

The project plan sets out:

The resources available to the project; The work breakdown; A schedule for the work.
Slide 12
Project plan structure

Introduction. Project organisation. Risk analysis. Hardware and software resource requirements. Work breakdown. Project schedule. Monitoring and reporting mechanisms.
Slide 13
Activity organization

Activities 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. The waterfall process allows for the straightforward definition of progress milestones.
Slide 14
Milestones in the RE process
Slide 15
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.
Slide 16
The project scheduling process
Slide 17
Scheduling problems

Estimating the difficulty of problems and hence the cost of developing a solution is hard. Productivity is not proportional to the number of people working on a task. Adding people to a late project makes it later because of communication overheads. The unexpected always happens. Always allow contingency in planning.
Slide 18
Bar charts and activity networks

Graphical 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 the critical path. Bar charts show schedule against calendar time.
Slide 19
Task durations and dependencies

Activity T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12
Dur ti 8 15 15 10 10 5 20 25 15 15 7 10
ys)
De e
e cies
T1 (M1) T2, T4 (M2) T1, T2 (M3) T1 (M1) T4 (M5) T3, T6 (M4) T5, T7 (M7) T9 (M6) T11 (M8)
Slide 20
Activity network
Slide 21
Activity timeline
Slide 22
Staff allocation
Slide 23
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.
Slide 24
Software risks
Risk Affects escription
Sta turnover anagement change Hard are unavailability Re uirements change S eci ication delays Size underestimate CASE tool underer ormance Technology change Product com etition
Project Project Project Project and roduct Project and roduct Project and roduct Product Business Business
Ex erienced sta
ill leave the roject be ore it is inished.
There ill be a change o organisational management ith di erent riorities. Hard are that is essential or the roject ill not be delivered on schedule. There ill be a larger number o changes to the re uirements than antici ated. S eci ications o essential inter aces are not available on schedule The size o the system has been underestimated. CASE tools hich su antici ated ort the roject do not er orm as
The underlying technology on hich the system is built is su erseded by ne technology. A com etitive roduct is marketed be ore the system is com leted.
Slide 25
The risk management process

Risk identification
Identify project, product and business risks; Assess the likelihood and consequences of these risks; Draw up plans to avoid or minimise the effects of the risk; Monitor the risks throughout the project;
Risk analysis
Risk planning
Risk monitoring
Slide 26
The risk management process
Slide 27
Risk identification

Technology risks. People risks. Organisational risks. Requirements risks. Estimation risks.
Slide 28
Risks and risk types

Risk type Technology Possible risks The 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. It is impossible to recruit staff with the skills required. Key staff are ill and unava ilable at critical times. equired training for staff is not available. The organisation is restructured so that different management are responsible for the project. Organisational financial problems force reductions in the project budget. The code generated by CASE tools is inefficient. CASE tools cannot be integrated. Changes to requirements that require major design rework are proposed. Customers fail to understand the impact of requirements changes. The time required to develop the software is underestimated. The rate of defect repair is underestimated. The size of the software is underestimated.
People
Organisational
Tools equirements Estimation
Slide 29
Risk analysis

Assess probability and seriousness of each risk. Probability may be very low, low, moderate, high or very high. Risk effects might be catastrophic, serious, tolerable or insignificant.
Slide 30
Risk analysis (i)

Risk
Organisational inancial roblems orce reductions in the roject budget. It is im ossible to recruit sta or the roject. ith the skills re uired
Probabilit
Lo High oderate oderate oderate High
Effects
Catastro hic Catastro hic Serious Serious Serious Serious
Key sta are ill at critical times in the roject. So t are com onents that should be reused contain de ects hich limit their unctionality. Changes to re uirements that re uire major design re ork are ro osed. The organisation is restructured so that di erent management are res onsible or the roject.
Slide 31
Risk analysis (ii)

Risk Probabilit ffects
The database used in the system cannot rocess as many transactions er second as ex ected. The time re uired to develo the software is underestimated. CASE tools cannot be integrated. Customers fail to understand the im act of re uirements changes. Re uired training for staff is not available. The rate of defect re air is underestimated. The size of the software is underestimated. The code generated by CASE tools is inefficient.
oderate igh igh oderate oderate oderate igh oderate
Serious Serious Tolerable Tolerable Tolerable Tolerable Tolerable Insignificant
Slide 32
Risk planning

Consider each risk and develop a strategy to manage that risk. Avoidance strategies
The probability that the risk will arise is reduced; The impact of the risk on the project or product will be reduced; If the risk arises, contingency plans are plans to deal with that risk;
Minimisation strategies
Contingency plans
Slide 33
Risk management strategies (i)

Risk
Organisational financial roblems Recruitment roblems Staff illness Defective com onents
trateg
Pre are a briefing document for senior management showing how the roject is making a very im ortant contribution to the goals of the business. Alert customer of otential difficulties and the ossibility of delays, investigate buying-in com onents. Reorganise team so that there is more overla of work and eo le therefore understand each others jobs. Re lace otentially defective com onents with boughtin com onents of known reliability.
Slide 34
Risk management strategies (ii)

Risk trateg
Re uirements changes Organisational restructuring Database erformance Underestimated develo ment time
Derive traceability information to assess re uirements change im act, maximise information hiding in the design. Pre are a briefing document for senior management showing how the roject is making a very im ortant contribution to the goals of the business. Investigate the ossibility of buying a highererformance database. Investigate buying in com onents, investigate use of a rogram generator
Slide 35
Risk monitoring

Assess each identified risks regularly to decide whether or not it is becoming less or more probable. Also assess whether the effects of the risk have changed. Each key risk should be discussed at management progress meetings.
Slide 36
Risk indicators
Risk t pe
Technology Peo le Organisational Tools Re uirements Estimation
Potential indicators
ate delivery of hardware or su ort software, many re orted technology roblems Poor staff morale, oor relationshi s amongst team member, job availability Organisational gossi , lack of action by senior management Reluctance by team members to use tools, com laints about CASE tools, demands for higher- owered workstations any re uirements change re uests, customer com laints Failure to meet agreed schedule, failure to clear re orted defects
Slide 37
Key points

Good project management is essential for project success. The intangible nature of software causes problems for management. Managers have diverse roles but their most significant activities are planning, estimating and scheduling. Planning and estimating are iterative processes which continue throughout the course of a project.
Slide 38
Key points

A project milestone is a predictable state where a formal report of progress is presented to management. Project scheduling involves preparing various graphical representations showing project activities, their durations and staffing. Risk management is concerned with identifying risks which may affect the project and planning to ensure that these risks do not develop into major threats.
Slide 39

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Project management

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Management activities Project planning Project scheduling Risk management

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Software project management

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Software management distinctions

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

May not be possible to appoint the ideal people to work on a project

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Types of project plan

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Project planning process

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

The project plan

The project plan sets out:

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Project plan structure

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Milestones in the RE process

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

The project scheduling process

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Bar charts and activity networks

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Task durations and dependencies

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

ill leave the roject be ore it is inished.

Ian Sommerville 2004