1. Software engineering
Lecture 21

2. Project Management Software Projects – factors that influence results:
size
delivery deadline
budgets and costs
application domain
technology to be implemented
system constraints
user requirements
available resources

3. Project Management
Project size: the project size increases, the complexity of the problem also increases and therefore its management also becomes more difficult.
Delivery deadline directly influences the resources and quality. So a project manager has to first determine a realistic and reasonable deadline and then monitor the project progress and ensure timely delivery.
Budgets and costs: project manager is responsible for ensuring delivery of the project within the allocated
budget and schedule.

4. Project Management
Application domain also plays an important role in the success of a project. The project manager thus needs to implement measures to handle unforeseen problems that may arise during the project lifecycle.
Technology to be implemented: Technology also plays a very significant role in the success or failure of a project.
System constraints: A system that fulfils all its functional requirements but does not satisfy the non-functional requirements would be rejected by the user.
Available resources :The project manager has to ensure that the required number of resources with appropriate skill-set is available to the project.

5. Project Management Concerns
All these point come one by one as in the previous slide. Line as well as the caption will appear one by one, starting from product quality then risk assessment.

6. Product quality: what would be the acceptable quality level for this particular project and how could it be ensured?
Risk assessment: what would be the potential problems that could jeopardize the project and how could they be mitigated?
Measurement: how could the size, productivity, quality and other important factors be measured and benchmarked?
Cost estimation: how could cost of the project be estimated?
Project schedule: how could the schedule for the project be computed and estimated?
Customer communication: what kind of communication with the customer would be needed and how could it be established and maintained consistently?
Staffing: how many people with what kind of resources would be needed and how that requirement could be fulfilled?
Other resources: what other hardware and software resources would be needed for the project?
9. Project monitoring: how the progress of the project could be monitored?

7. Scope
As it is.
Resources
Schedule

8. Why Projects Fail? changing customer requirements
ambiguous/incomplete requirements
an unrealistic deadline is established
an honest underestimate of effort
predictable and/or unpredictable risks
technical difficulties
miscommunication among project staff
failure in project management

9. Management Spectrum(cont.)
Effective project management focuses on four aspects of the project known as the 4 P’s.
People
Software development is a highly people intensive activity.
Software factory comprises of the people working there.
Product
The product is the outcome of the project.
No meaningful planning for a project can be carried-out until all the dimensions of the product
Its functional as well as non-functional requirements are understood and all technical and management constraints are identified.

10. Management Spectrum Process
Once the product objectives and scope have been determined, a proper software development process
lifecycle model must be chosen to identify the required work products
milestones in order to ensure streamlined development activities.
It includes the set of all the framework activities and software engineering tasks to get the job done.

11. Management Spectrum(cont.)
Project
A project comprises of all work the required to make the product a reality.
In order to avoid failure, a project manager and software engineer is required to build the software product in a controlled and organized fashion and run it like other projects found in more concrete domains.

12. Team Leaders MOI model of leadership - Weinberg Motivation:
The ability to encourage technical people to produce their best
Organization:
The ability to mold the existing processes (or invent new ones) that will enable the initial concept to be translated into a final product
Idea or innovation:
The ability to encourage people to create and feel creative

13. Team Leaders(cont.)
DeMarco says that a good leader possesses the following four characteristics:
Heart: the leader should have a big heart.
Nose: the leader should have good nose to spot the trouble and bad smell in the project.
Gut: the leader should have the ability to make quick decisions on gut feeling.
Soul: the leader should be the soul of the team.