1 SW Project Management (Planning & Tracking) Dr. Atef Z Ghalwash Faculty of Computers & Information Helwan University

2 What is IS System? A collection of HW & or SW components organized to accomplish a specific function or set of functions

3 IS Development Life Cycle Waterfall model (Classic) Requirements definition System and software design Implementation and unit testing Integration and system testing Operation and maintenance

4 What is software? Computer programs and associated documentation Software products may be developed for a particular customer or may be developed for a general market

5 SW project management Concerned with activities involved in ensuring that the project is delivered on time and on schedule and in accordance with the budget & requirements of the organisations developing and procuring the system

6 SW project management major activities project definition project Scope of work management project estimation Size Effort Cost Schedule

7 SW project management major activities (cont..) project planning Development planning Verification & Validation planning Risk planning Quality Assurance planning ETC

8 Software project management major activities (cont..) Tracking Size Effort Cost Schedule Requirements Risk management Millstones Deliverables Changes

9 Software Project Planning and Tracking

10 SW Project Planning Probably the most time-consuming project management activity Continuous activity from initial concept thro ugh 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 eg Quality- Maintenance-Staff training…etc

11 Project planning goals Software estimates are documented for use in planning and tracking the software projects. Software project activities and commitments are planned and documented. Affected groups and individuals agree to their commitments related to software.

12 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

13 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

14 The project scheduling process Create project charts Software requirements Activity charts and bar charts

15 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

16 Task durations and dependencies

17 Activity network

18 Activity timeline 4/711/718/725/71/88/815/822/829/85/912/919/9 T4 T1 T2 M1 T7 T3 M5 T8 M3 M2 T6 T5 M4 T9 M7 T10 M6 T11 M8 T12 Start Finish

19 Staff allocation 4/711/718/725/1/88/815/822/829/85/9 12/9 19/9 T4 T8T11 T12 T1 T3 T9 T2 T6T10 T7 T5 Fred Jane Anne Mary Jim

20 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

21 The risk management process t of potential risks Risk identification Risk assessment Risk monitoring

22 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

23 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

24 SW Project Tracking Goals 1. Actual results and performances are tracked against the software plans. 2. Corrective actions are taken and managed to closure when actual results and performance deviate significantly from the software plans.

25 Software Project Tracking Practices A project software manager is designated to be responsible for the project's software activities and results

26 Software Project Tracking Practices (cont.) The project's software effort and costs are tracked, and corrective actions are taken as necessary The project's critical computer resources are tracked, and corrective actions are taken as necessary The project's software schedule is tracked, and corrective actions are taken as necessary Software engineering technical activities are tracked, and corrective actions are taken as necessary.

27 Software Project Tracking Practices (cont.) The software risks associated with cost, resource, schedule, and technical aspects of the project are tracked Actual measurement data and replanting data for the software project are recorded

28 Applying software project tracking

29 Budget Tracking (Earned Value Analysis) One of the primary consideration to the management is the current cost of the program as compared to the estimation.

30 Budget Tracking Earned value analysis uses three fundamental values for each task: The budgeted cost of work scheduled (BCWS), which is the portion of the cost that is planned to be spent on a task between the task's start date and the status date. The actual cost of work performed (ACWP), which is the total actual cost incurred while performing work on a task during a given period.

31 Budget Tracking The budgeted cost of work performed (BCWP), which is the percentage of the budget that should have been spent for a given percentage of work performed on a task.

32 Budget Tracking From these three fundamental values, several other key values are determined. The most common and useful ones are: Cost variance (CV), which is the difference between a task's estimated cost and its actual cost. CV = BCWP - ACWP Schedule variance (SV), which is the difference between the current progress and the scheduled progress of a task, in terms of cost. SV = BCWP - BCWS

33 The cost performance index (CPI), which is the ratio of budgeted costs to actual costs. CPI = BCWP/ACWP The schedule performance index (SPI), which is the ratio of work performed to work scheduled. SPI = BCWP/BCWS Variance at completion, between baseline cost and scheduled cost for a task VAC Base line Cost – Total Cost