Project Management - Lecture Notes | CEN 5035, Study notes of Software Engineering

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Project Management^ “…a huge topic.” See Part 6, “Managing People”.

• ©Ian Sommerville
• Software Engineering. Chapter
• Slide
• Chapter

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 2

Project management^ l^

Organizing, planning and schedulingsoftware projects

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 4

Topics covered l^ Management activities l^ Project planning l^ Project scheduling l^ Risk management

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 5

l^ Concerned with activities involved in ensuringthat software is delivered

on time

,^ within budget

and^ in accordance with

the^ requirements

of the

organizations

developing

and^ procuring

the

software. l Project management is needed becausesoftware development is always subject to budget

and^ schedule constraints

that are set

Software project management by the organization developing the software.

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 7

l^ Proposal writing

(to fund new projects) l^ Project

planning and scheduling

(focus of this Chap)

l^ Project

costing

and^ preparing bids

(Chap 26)

l^ Project

monitoring

and^ reviews

l^ Personnel selection and evaluation

(Chap 25)

l^ Report writing

and^ presentations l^ Attending lots and lots of meetings!^ •^

IBM Santa Teresa study, etc., …

Management activities

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 8

l^ These activities are

not^ peculiar to software management. l Many techniques

of engineering project management are

equally applicable

to software

project management. l Technically complex engineering systems tendto suffer from

most^ of the same problems as

Management commonalities software systems.

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 10

Project planning l^ Probably the most time-consuming

project

management

activity

(or at least it

should

be).

l^ Continuous activity

from initial concept to system delivery. Plans

must be regularly revised

as new

information becomes available. l Different types of

sub-plans

may be developed

to support a

main software project plan concerned with

overall schedule and budget.

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 11

Types of project sub-plans^ Plan^

Description Quality plan

Describes the quality

procedures and standards that will be used in a project. Validation plan

Describes

the approach, resources and schedule used for system validation. Configurationmanagement plan

Describes the configuration managementprocedures and structures to be used. Maintenance plan

Predicts the

maintenance requirements of the system, maintenance costs and

effort

required. Staff development plan.

Describes how the skills and

experience of

the project team

members will be developed. (QA)

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 13

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

• not^ idle time…

cancelled^

loop

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 14

The project plan l^ The project plan sets out:^ •^

The^ resources available

to the project;

-^ The^

work breakdown

;

-^ A^ schedule

for the work.

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 16

Activity organization l^ Activities

in a project should be associated with tangible outputs

for management to judge progress (i.e., to provide

process visibility

l^ Milestones

are the

unequivocal

end-points of

process activities.^ e.g.,

“DR1 complete”

versus^ “90% of design complete”

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 17

Activity organization l^ Deliverables

are project results delivered to customers. (There are also

internal

“deliverables”

l^ The

waterfall model

allows for the

straightforward definition of milestones

(“a

deliverable oriented model”). l Deliverables are always milestones, but milestones are not necessarily deliverables

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 19

Project scheduling l^ Split project into

tasks^ and^ estimate time

and

resources required

to complete each.

l^ Tasks should not be too small or too large –they should last on the order of

weeks

for

projects lasting

months

.^ (“Models should be as simple aspossible, but no simpler.”)

©Ian Sommerville 2000

Software Engineering. Chapter 5

Slide 20

Project scheduling l^ Organize tasks as

concurrent

activities to make

optimal use of workforce. l Minimize task dependencies

to avoid potential

delays. l Dependent on project managers’

intuition and

experience.

(Good management is not

a science.)