Project Management in the Software Development Environment CIS490

Project Management Managing Resources SDLC And Its deliverables Software Economics Team Management Managing Risk and change Management Skills Project management framework

Function Point Estimation Step One Complexity DescriptionLow MediumHighTotal Inputs__x 3 __x 4 __x 6____ Outputs__x 4 __x 5__x 7____ Queries__x 3 __x 4__x 6____ Files__x 7 __x 10__x 15____ Program__x 5 __x 7__x 10____ Interfaces TOTAL UNADJUSTED FUNCTION POINTS____

Function Points Estimation Step Two Scale of 1 to 5 Data Communications _____ Heavy Use Configuration _____ Transaction Rate _____ End-User efficiency _____ Complex Processing _____ Installation Ease _____ Multiple sites _____ Performance _____ Distributed functions _____ On-line data entry _____ On-line update _____ Reusability _____ Operational Ease _____ Extensibility _____ Project Complexity (PC) _____

Function Point Estimation -- Step 3 Processing Complexity (PC):________ (From Step 2) Adjusted Processing Complexity (PCA) = (0.001 * ____ ) Total Adjusted Function Points:_____ * ____ = (TUFP -- From Step 1)

Function Points Estimation Step Three Adjusted Project Complexity = (0.01 * Project Complexity) Total Adjusted Function Points = Adjusted Project Complexity * TUFP

Converting Function Points to Lines of Code Source: Capers Jones, Software Productivity Research LanguageLOC/Function Code Point C COBOL JAVA C++ Turbo Pascal Visual Basic PowerBuilder HTML Packages (e.g., Access, Excel)

Estimating Effort Function of size and production rate COCOMO model

COCOMO Estimation Calculation Effort =1.4 * thousands-of- (in Person-lines-of-code Months) Example: If LOC = 2000 Then... Effort =(1.4 * 2000)= 28 Person Months

Estimating Schedule Time Rule of thumb for estimation Schedule Time (months) = 3.0 * person-months 1/3

A Workplan Example Work Plan InformationExample Name of taskPerform economic feasibility Start date`Jan 05, 2001 Completion dateJan 19, 2001 Person assignedMary Smith, sponsor Deliverable(s)Cost-benefit analysis Completion statusOpen PriorityHigh Resources neededSpreadsheet Estimated time16 hours Actual time14.5 hours

Top Down Task Identification Phases Phases with high level steps Work PlanDeliverablesEstimatedActual Assigned hourshoursTo *

A Gantt Chart

A PERT Chart

PERT Chart Showing Activities and Sequence

PERT Chart for the SPTS Project

Viewing Project Information as a PERT Chart in Microsoft for Windows

Boehm’s top ten risk items Personnel shortfalls Unrealistic schedules and budgets Developing the wrong functions Developing the wrong user interfaces Gold-plating Continuing stream of requirements changes Shortfalls in externally-performed tasks Shortfalls in externally-furnished components Real-time performance shortfalls Straining computer science capabilities

Risk management requirements Risk impact: the loss associated with the event Risk probability: the likelihood that the event will occur Risk control: the degree to which we can change the outcome Risk exposure = (risk probability) x (risk impact)

Three strategies for risk reduction avoiding the risk: change requirements for performance or functionality transferring the risk: transfer to other system, or buy insurance assuming the risk: accept and control it risk leverage = difference in risk exposure divided by cost of reducing the risk