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 The Traits of a Team Leader 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
Democratic Decentralized (DD)
Controlled Decentralized (CD)
Controlled Centralized (CC)

8. Software Team Organization
Organization Types
Democratic Decentralized (DD)
Controlled Decentralized (CD)
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. Software Team Organization
Coordination Techniques
Formal, impersonal approaches
Formal, interpersonal procedures
Informal, interpersonal procedures
Electronic communication
Interpersonal networking

11. Product Software Scope Problem Decomposition/Partition Context
Information objectives
Function and Performance
Problem Decomposition/Partition

12. Process Select the process model Define a preliminary plan
Linear sequential model
Prototyping model
RAD model
Incremental model …
Define a preliminary plan
Process decomposition

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

14. Melding Product and Process

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

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

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

18. The W5HH Principle Why is the system being developed?
Barry Boehm
Why is the system being developed?
project objective
What will be done? By when?
milestones & schedules
Who is responsible for a function?
responsibilities
Where are they organizationally located?
management
How will the job be done technically and managerially?
technical approaches
How much of each resource will be needed?
required resources

19. 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
Control
Ch 8: SOFTWARE QUALITY ASSURANCE
Ch 9: SOFTWARE CONFIGURATION MANAGEMENT
Software project management is an umbrella activity within software engineering. It begins before any technical activity is initiated and continues throughout the definition, development, and support of computer software.

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

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

22. 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?