1. Mumtaz Ali Rajput mumtaz.ali@superior.edu.pk +92 – 301- 4949 409
SOFTWARE PROJECTMANAGMENT– WEEK 3
Mumtaz Ali Rajput
+92 –

2. Software & Project Management

3. Software Project Management
Final Words
“Organizations that attempt
to put software Engineering Discipline
in place before putting project management discipline in place are domed to fail”
SEI
Software Project Management

4. Software & Project management
Primary causes of software escape
Project Objectives not fully specified
Bad planning and estimating
Technology new to the organization
Inadequate/No project management methodology
Insufficient senior staff on the team
Software Project Management

5. Issues in Managing Projects
Big team, so communication problem
Managing the size of projects
Managing time and cost.
Change of requirements.
Software Project Management

6. Software Project Management
What is a Project
Definitions put a clear emphasis on the project’s
being a planned activity.
Another key aspect of a
project is that the undertaking is non-routine: a job which is repeated a number of times is not a project.
Project is a sequence of unique, complex,and connected activities having
one goal or purpose and must be
completed within time,budget and
as per specs
Software Project Management

7. Software Project Management
A project is a sequence of tasks with a beginning
and an end that is bound by time, resources, and desired results
A project has
A specific desired outcome
A deadline or target date
And a budget
A project is a temporary venture undertaken to
create a unique product or services
Software Project Management

8. Project Characteristics
Triple Constraint:
Every project is constrained in different ways by its scope, time goals, and cost goals
Scope:
What is to be accomplished? What unique product or service expected
Time:
How long should it take to complete and what is schedule?
Cost:
What should it cost
Software Project Management

9. Project Characteristics
Key characteristics that distinguish projects:
Non-routine tasks are involved
Planning is required
Specific objectives to be met or a specified product be created
has a predetermined time span (absolute or relative)
Work is carried out for someone other than yourself
Work involves several specialists
Work is carried out in several phases
Resources availability are constrained
The project is large or complex
Involves uncertainty
Software Project Management

10. Software Project Management
The group of individuals who make decisions about how a business is run.
A stream of decision and actions to achieve goal's efficiently and effectively.
“Management is the process of designing and maintaining an environment in which individuals, working together in groups, efficiently [and effectively] accomplish selected aims”
Software Project Management

11. Management Activities
Management involves the following activities:
Planning
Deciding what is to be done
Organizing
Making arrangements
Staffing
Selecting the right people for the job.
Directing
Giving instructions
Monitoring
Checking on progress
Controlling
Taking action to remedy hold-ups
Innovating
Coming up with new solutions
Representing
Liaising with users etc.
Software Project Management

12. Management Challenges
Looking at the management through the challenges faced by the
managers.
Coping with deadlines
Coping with resource constraints
Communicating effectively among task groups
Gaining commitment from team members
Establishing measurable milestones
Coping with changes
Working out project plan agreement with their team
Dealing with conflict
Software Project Management

13. Outcomes of Project Management
As a result of successful implementation of the process:
The scope of the work for the project will be defined.
The feasibility of achieving the goals of the project with available resources and constraints will be evaluated.
The tasks and resources necessary to complete the work will be sized and estimated.
Plans for execution of the project will be developed and
implemented.
Progress of the project will be monitored and reported.
Actions to correct deviations from the plan and to prevent.
recurrence of problems identified in the project, will be taken when project targets are not achieved.
Software Project Management

14. The Product and Activities of a Project are Unique
A product or service may be unique even if the category it belongs to is large.
Many thousands of office buildings have been developed, but each individual facility is unique — different owner, different design, different location, different contractors, and so on.
Project never happened before and will not happen again under same conditions.
Because the product of each project is unique, the characteristics that distinguish the product or service must be progressively elaborated.
Progressively means “proceeding in steps; continuing steadily by increments”
Elaborated means “worked out with care and detail; developed thoroughly”
Software Project Management

15. Projects and Operations
Distinguish between projects and operations
Operations are ongoing and repetitive
Projects are temporary and unique
Projects are usually performed by teams
Clearly defined team and individual roles
Open and effective communications
Visible rewards for good performance, pressure to Improve poor performance Projects
Software Project Management

16. Operations and Projects
Operations and projects share many characteristics:
Performed by people.
Constrained by limited resources.
Planned, executed, and controlled.
Operations may include activities such as:
Financial management and control
Continuous manufacturing
Product distribution
Projects may include activities such as:
Developing a new product or service.
Affecting a change in structure, staffing, or style of an organization.
Developing or acquiring a new or modified information system.
Software Project Management

17. Six Shared Features of All Projects
A project has a defined beginning and end. Getting from the
beginning to the end of project typically involves a definable sequence of steps or activities
Project use resources that have been specifically allocated to the work of the project Resources are the time, people, money, equipment, and facilities used to complete a project
Every project produces a unique outcome.
Projects (hopefully) follow a planned, organized approach to met their objectives
A project usually involves a team of people to get it done
Project always have a unique set of stakeholders. Stakeholders
almost always bring different expectations about end results to the Project.
Software Project Management

18. Project Management and Software Development
Software development shows many characteristics that make it suitable for management as projects
Many software products are unique
Software development commonly involves deadlines for time and resources
The characteristics of software are well suited to progressive elaboration
Project Management techniques are commonly seen as best practice for software development
Software Project Management

19. 9 Project Management Knowledge Areas
Knowledge areas describe the key competencies that project managers must develop
4 core knowledge areas lead to specific project objectives (scope, time, cost, and quality)
4 facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management)
1 knowledge area (project integration management) affects and is affected by all of the other knowledge areas Concept.
Software Project Management

20. Project Management Framework
Software Project Management

21. Software Project Management

22. Conventional Software Management Performance
Finding and fixing a software problem after delivery costs 100 times more than in early design phases.
You can compress software development schedules 25% of nominal, but no more.
For every $1 you spend on development, you will spend $2 on maintenance.
Software development and maintenance costs are primarily a function of the number of source line of code.
The overall ratio of software to hardware costs is still growing. In 1955 it was 15:85; in 1985, 85:15.
Only about 15% of software development effort is devoted to programming.
Walkthroughs catch 60% of the errors.
Software Project Management

23. Conventional Software Management Performance
80% of the contribution comes from 20% of the contributors
80% of the engineering is consumed by 20% of the requirements.
80% of the software cost is consumed by 20% of the components.
80% of the errors are caused by 20% of the components.
80% of software scrap and rework is caused by 20% of the errors.
80% of the resources are consumed by 20% of the components.
80% of the engineering is accomplished by 20% of the tools.
80% of the progress is made by 20% of the people.
Software Project Management

24. Steps in Managing Projects
Understanding the 4 P’s
People: the most important element of a successful project.
Product: the software to be built.
Process: The set of framework activities and software engineering tasks to get the job done.
Project: all work required making the product a reality.
Software Project Management

25. Software Project Management
4 P’s
People:
The only rule I have in management
is to ensure I have good people--real good people and that I grow good people and that provide an environment in which good people can produce.
Software Project Management

26. Software Project Management
People:
Senior Manager:
Define business issues and make interface between business and professional
Project Manager:
Who must Plan, motivate, organize and control team who do software work
Developers:
Who deliver the technical skills that are necessary to engineer a product?
Customers:
Who specify the requirement for software to be engineered? Have interest in the outcome
End-users:
Who interact with software once it is released for production use?
Team leader:
One who leads the team
Software Project Management

27. Software Project Management
Model of Leadership
Motivation
Ideas or innovation
Problem Solving
Managerial identity
Achievement
Influence or Team Building
Software Project Management

28. Software Project Management
Software Team
A Software Project team is structured for solving particular task.
What are factors while planning while structuring a team?
What are options to apply human resource to a project?
How to achieve a high-performance team?
Mantei’s three generic teams
Democratic Decentralized - DD
Controlled Decentralized - CD
Controlled Centralized - CC
Software Project Management

29. Software Project Management
“Unfortunately and all too frequently it seems, individuals just fall into a project manager
role and became accidental
Project managers”
Software Project Management

30. Coordination and Communication Issues
The characteristics of modern software – scale, uncertainty and interoperability- are facts of life. To deal with them effectively, a software engineering team must establish effective methods for coordinating the people who do the work.
To accomplish this, mechanisms for formal and informal communication among team members and between multiple teams must be established.
Formal communication is accomplished through writing, structured meetings and other relatively non-interactive and impersonal communication channels.
Software Project Management

31. Coordination and Communication Issues
Informal communication is more personal. Members of a software team share ideas on an ad hoc basis, ask for help as problem as problem arises, and interact with one another on a daily basis.
Kraul and Streeter examine a collection of project coordination techniques that are categorized in the following manner.
Formal, impersonal Approaches
Formal, Interpersonal Procedures
Informal Interpersonal Procedures
Electronic Communication
Interpersonal Networking
Software Project Management

32. Software Project Management
Formal, impersonal Approaches: include software engineering documents an d deliverables-including source code, technical memos, project milestones, schedules, and project control tools, change requests and related documentation, error tracking reports and repository data.
Formal, Interpersonal Procedures: focus on quality assurance activities applied to software engineering work products. These include status review meetings an d design and code inspections.
Informal Interpersonal Procedures: include group meetings for information dissemination and problem solving and “collection of requirements and development staff”.
Electronic Communication: encompasses , electronic bulletin boards, and by extension , video based conferencing systems.
Interpersonal Networking: includes informal discussions with team members and those outside the project who may have experience or insight that can assist team members.
Software Project Management

33. Software Project Management
Product
The product is the final s/w that is developed after a detailed analysis. Software scope and Problem should be examined. Scope is the boundary to which you have to go while developing software. Problem should be decomposed for full functionality achievement.
Software Project Management

34. Software Project Management
Process
Strategies for the development of software.
Software Project Management

35. Software Project Management
Projects
Managing a successful project, we should think what could go wrong?
Size
Requirements are not clear.
Delivery deadline are unrealistic
The project team lack skilled people
Manager avoid best practice and lesson learned
Budgets and costs Application domain
Scope is not defined well
Chosen Technology changes
Business needs changes
System Constraints
User requirements
Available resources.
Changes of requirements
Software Project Management

36. Project Management Concerns
Product quality?
Risk assessment?
Measurement?
Cost estimation?
Project scheduling?
Customer Communication?
Staffing?
Decision making?
Other resources?
Project monitoring?
Software Project Management

37. Software Project Management
Why projects fail
An unrealistic deadline is established
Changing customer requirements
An honest underestimate of effort
Predictable and /or unpredictable risks
Technical difficulties
Miscommunication among project staff
Failure in project management
Software Project Management

38. Software Project Management
Key points
11/18/2018
Good project management is essential for project success.
The intangible nature of software causes problems for management.
Managers have diverse roles but their most significant activities are planning, estimating and scheduling.
Planning and estimating are iterative processes which continue throughout the course of a project.
A project milestone is a predictable state where a formal report of progress is presented to management.
Project scheduling involves preparing various graphical representations showing project activities, their durations and staffing.
Risk management is concerned with identifying risks which may affect the project and planning to ensure that these risks do not develop into major threats.
Software Project Management