1 Chapter 3 Project Management

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

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

4 The 4 P’s  People  Product  Process  Project

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

6 Player

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

8 Software Team Organization  Organization Types  DemocraticDecentralized (DD)  Democratic Decentralized (DD)  Controlled Decentralized (CD)  Controlled Centralized (CC  Controlled Centralized (CC)

9 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

10 Team Organizational Paradigms  closed paradigm—along a traditional hierarchy of authority (CC)  random paradigm—structures a team loosely and depends on individual initiative of the team members (DD)  open paradigm—achieves some of the controls, closed paradigm but also much of the innovation, using the random paradigm (CD)  synchronous paradigm—relies on the natural compartmentalization of a problem and organizes team members to work on pieces of the problem with little active communication among themselves.

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

12 Product  Software Scope  Context  Information objectives  Function and Performance  Problem Decomposition/Partition

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

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

15  Melding Product and Process

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

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

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

19 The W 5 HH Principle  Why is the system being developed? project objective project objective  What will be done? By when? milestones & schedules milestones & schedules  Who is responsible for a function? responsibilities responsibilities  Where are they organizationally located? management management  How will the job be done technically and managerially? technical approaches technical approaches  How much of each resource will be needed? required resources required resources Barry Boehm

20 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  Ch 7: PROJECT SCHEDULING AND TRACKING  Control  Ch 8: SOFTWARE QUALITY ASSURANCE  Ch 9: SOFTWARE CONFIGURATION MANAGEMENT

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

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

23 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?