Chapter 3 Project Management

Project Management Concerns staffing? cost estimation? project scheduling? project monitoring? other resources? customer communication? risk assessment? product quality? measurement?

Project Management Activities Measurement and metrics (ch4) Estimation (ch5) Risk analysis (ch6) Schedules & Tracking (ch7) Control (ch8, ch9)

The 4 P’s People Product Process Project

People The Players The Traits of a Team Leader Senior managers Project (technical) managers Practitioners Customers End-users The Traits of a Team Leader Motivation Organization Ideas or Innovation

Player

Software Team Organization Principle The organization The people The problem Organization Types Democratic Decentralized (DD) Controlled Decentralized (CD) Controlled Centralized (CC)

Software Team Organization Organization Types Democratic Decentralized (DD) Controlled Decentralized (CD) Controlled Centralized (CC)

Software Team Organization Considered Factors the difficulty of the problem the size of the resultant program(s) team lifetime the degree of problem modularizing the required quality and reliability the rigidity of the delivery date the degree of sociability

Software Team Organization Coordination Techniques Formal, impersonal approaches Formal, interpersonal procedures Informal, interpersonal procedures Electronic communication Interpersonal networking

Product Software Scope Problem Decomposition/Partition Context Information objectives Function and Performance Problem Decomposition/Partition

Process Select the process model Define a preliminary plan Linear sequential model Prototyping model RAD model Incremental model … Define a preliminary plan Process decomposition

Melding Product and Process A set of framework activities Customer communication Planning & Designing Risk analysis Engineering Construction and Release Customer evaluation

Melding Product and Process

Process Process Decomposition Customer Communication Develop list of clarification. Meet with customer to address Jointly develop a statement of scope Review the statement of scope with all concerned Modify the statement of scope as required

Project Signs that indicate project is in jeopardy Don’t understand customer’s needs Poorly define the product scope Poorly manage changes Unrealistic deadline Resistant custom Loose sponsorship ….

Project How to deal with jeopardy Start on the right foot Maintain momentum Track progress Make smart decisions Conduct a postmortem analysis

The W5HH Principle Why is the system being developed? Barry Boehm Why is the system being developed? project objective What will be done? By when? milestones & schedules Who is responsible for a function? responsibilities Where are they organizationally located? management How will the job be done technically and managerially? technical approaches How much of each resource will be needed? required resources

Project Management Activities Measurement and metrics Ch 4: SOFTWARE PROCESS AND PROJECT METRICS Estimation Ch 5: SOFTWARE PROJECT PLANNING Risk analysis Ch 6: RISK ANALYSIS AND MANAGEMENT Schedule Ch 7: PROJECT SCHEDULING AND TRACKING Tracking Control Ch 8: SOFTWARE QUALITY ASSURANCE Ch 9: SOFTWARE CONFIGURATION MANAGEMENT Software project management is an umbrella activity within software engineering. It begins before any technical activity is initiated and continues throughout the definition, development, and support of computer software.

A Common Process Framework Framework Activities Task set tasks milestones & deliverables QA checkpoints Umbrella Activities

Umbrella Activities Formal technical reviews Software quality assurance Software configuration management Document preparation and production Reusability management Measurement Risk management

Project Management What is it? Who does it? Why is it important? What are the steps? What is the work product? How to ensure it be done right?