CS-413 1/42 Introduction To Software Engineering Project Management (Part 1) Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009 Dr.Çağatay ÜNDEĞER Instructor Bilkent University, Computer Engineering Middle East Technical University, Game Technologies & General Manager SimBT Inc.

CS-413 2/42 Introduction To Software Engineering Project Management What is Software Engineering? –By Fritz Bauer –By IEEE What is a Project? –Introduction –IS Project Failures & Success –Characteristics of an IS project What is Project Management? –Introduction –Project Management Institute (PMI) –Tools for Project Management

CS-413 3/42 Software Engineering (1) Establishment and use of sound engineering principles In order to obtain economically software that is reliable and works efficient on real machines (Fritz Bauer).

CS-413 4/42 Software Engineering (2) (1) Application of a systematic, disciplined, quantifiable approach to; –Development, –Operation, and –Maintenance of software (that is the application of engineering to software); (2) The study of approaches as in (1) (IEEE) Institute of Electrical and Electronics Engineers (IEEE)

CS-413 5/42 Introduction To Software Engineering Project Management What is Software Engineering? –By Fritz Bauer –By IEEE What is a Project? –Introduction –IS Project Failures & Success –Characteristics of an IS project What is Project Management? –Introduction –Project Management Institute (PMI) –Tools for Project Management

CS-413 6/42 Introduction (Project) A package of individual or collaborative investments and activities that are; –Carefully planned and designed –To achieve an objective that has a beginning and end.

CS-413 7/42 Introduction (IS Projects) Information System (IS) projects aim at making ongoing activities of institutions and enterprises; –Faster, –More efficient and –More productive by integrating the information technologies into the process.

CS-413 8/42 Introduction (Stakeholders) People that have an interest in a new or existing project, including; –Project team members, –Project sponsors, –Stockholders, –Employees and –The community.

CS-413 9/42 Introduction (Project Sponsors) Members of the organizations who are responsible for the high-level support of the project.

CS /42 Introduction (Project Manager) A person who; –Has a diverse set of skills (e.g. good general skills, technical manegement, conflict man., customer relationship man. and leadership skills), and –Responsible for; initiation, planning, executing, controlling, monitoring, and closing down a project.

CS /42 Introduction (Why?) IS projects are usually undertaken for two reasons; –Solving business problems and –Taking advantage of business opportunities.

CS /42 IS Project Failures In the world, –The probability of an IS project failure is usually outweighs the probability of an IS project success. That is also true for our country, and many projects fail in Turkey.

CS /42 IS Project Failures Don’t think that; –A project failure only occurs when it is cancelled because of not successfully completing it. A project can be considered as failed when; –The project finished over budget, –The project did not finish on time, –The project did not deliver a system that satisfies the stakeholders expectations, –The project did not deliver a system that satisfies its objectives.

CS /42 IS Project Failures First step: –Identify causes of project failures, in order to avoid them.

CS /42 Causes of project failures (A survey) Failed communication among parties (57%), Lack of planning (39%), Poor quality control (35%).

CS /42 Causes of project failures (More Detailed) Lack of executive support: –Lack of top management support and organizational commitment Lack of user input: –Lack of user participation, user resistant to change, lack of user cooperation, and lack of user commitment

CS /42 Causes of project failures (More Detailed) Inexperienced project manager: –Lack of leadership skills, project progress not monitored closely, ineffective communication Inexperienced team members: –Inadequately trained team members, lack of team member commitment to project, frequent turnover within the team

CS /42 Causes of project failures (More Detailed) Unclear business objectives: –Not well-defined project goals & project success criteria, conflicting system requirements, continually changing project objectives Unreliable estimates: –Inadequate estimates of project schedule, budget & resource, and unclear project milestones

CS /42 Causes of project failures (More Detailed) Ineffective project management: –Lack of an effective project management methodology applied throughout the project New software infrastructure: –Use of new technology that has not been practiced before, and use of immature and highly complex technologies

CS /42 Causes of project failures (More Detailed) Unstable organizational environment: –Changes in organizational management during the project, and restructuring organization during the project Unreliable outside suppliers: –Dependence on unreliable suppliers and involvement of many external suppliers

CS /42 Project Success Well organized application of project management techniques can reduce; –The causes of project failures and –So the risks

CS /42 Characteristics of an IS Project The technology environment is highly dynamic: –Companies should quickly decide whether; To move their system to a new technology ahead of their competitive or To match the level of their competitive or To keep their state and risk losing a potential competitive advantage

CS /42 Characteristics of an IS Project Very difficult to hire and retain experienced Information Technology (IT) project employees: –Very difficult to find employees experienced on specific technologies. –Very difficult to retain experienced employees Since they seek new business opportunities, and other companies may try to recruit them.

CS /42 Characteristics of an IS Project Hard to manage and keep necessary extensive user involvement in the project. –The user involvement should continue during planning, development, and maintenance. –Many different types of users may be required to involve in the project development to ensure project success. –The users may be; From very different levels of technical proficiency. Located in different cities or even in different countries.

CS /42 Characteristics of an IS Project Deciding on which methodology to use for development and maintenance is difficult –Since there are many alternatives, which may be good or bad depending on the nature of the project.

CS /42 Characteristics of an IS Project Attempted solutions may never have been tried before. –IT projects may focus on building a new system that has entirely new functionality. –Project team may have very few clues on how to build such a system.

CS /42 Characteristics of an IS Project Progressive, uncontrolled increase in project scope is very common: –Related with the fact that the end product has never been seen and developed before, –The customer usually does not know what he/she exactly needs.

CS /42 Characteristics of an IS Project The technology involved in project may change during the project development. –Trying to reach a changing goal makes the management and the development of the project hard. e.g, a version change of a COTS API used in a project may force the development team to decide on whether to use the new version or not.

CS /42 Introduction To Software Engineering Project Management What is Software Engineering? –By Fritz Bauer –By IEEE What is a Project? –Introduction –IS Project Failures & Success –Characteristics of an IS project What is Project Management? –Introduction –Project Management Institute (PMI) –Tools for Project Management

CS /42 Introduction (Project Management) Application of; –Knowledge, skills, tools and techniques to project activities and process To meet project requirements. Help me!!!!

CS /42 Introduction (Project Management) Requires to find a balance between; –Scope, –Time, –Cost, –Quality. scope cost time quality

CS /42 Introduction (Project Life Cycle) Contains the phases (project management process groups) a project goes through from concept to completion. Project management process groups are; –The major management phases that are commonly accepted as; Initiating, Planning, Executing, Controlling, Closing. initiating planning closing executing controlling monitoring

CS /42 Introduction (Project Management Process Groups) Initiating: –Identifies potential projects and evaluates their importance to the organization. Planning: –Plans the project considering crucial aspects of the project (e.g. scope, time, cost, risk). Executing: –Executes the plan, and completes the deliverables. Controlling: –Continuously checking the development process mostly during the execution in order to see if everything goes as planned. –If something goes wrong, necessary steps are planned and taken to correct them. Closing: –All the final paper work is completed, and –The responsible parties sign off on the project.

CS /42 Characteristics of Life Cycle In time, –The probability of successful completion of project increases. –The ability of stakeholders to influence project characteristics and cost reduces.

CS /42 Introduction (Work Breakdown Structure) A hierarchical listing of the activities (e.g. tasks, sub-tasks) necessary for the completion of the project.

CS /42 Introduction (Gantt Chart) A bar chart showing the start and end dates for the activities of a project.

CS /42 Introduction (Network Diagram) A schematic display that illustrates the various tasks in a project as well as their sequential relationship.

CS /42 Introduction (Project Management Institute - PMI) An association that was formed in 1969 to; –Bring together project management professionals, –Systematically capture project management knowledge, and –Provide information and training on project management techniques. Website:

CS /42 Introduction (PMBOK) Project management body of knowledge (PMBOK): –9 core project management knowledge areas that PMI maintains as a repository.

CS /42 Introduction (PMBOK Areas) Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communication Management Project Risk Management Project Procurement Management

CS /42 Tools for Project Management Tools may have different capabilities: –Allow multiple user access from different computers. –Support activities across the planning, execution and control phases of project management life cycle. –Support work breakdown structures, gantt charts, network diagrams, time-lines, resource assignments, configuration manegement, etc.

CS /42 Tools for Project Management Copper 2004: –A-low price software for project management –Approximately $199. Microsoft Project: –Mid-price common used project management software developed by Microsoft. –2007 version is approximately $440. Primavera SureTrak Project Manager: –A-high price software for project management –3.0 version, 10 user license is approximately $3900. Telelogic Products (Doors, Rapsody) –A-high price software for project management –More than $5000