1. Architecture Style 3: Abstract Data Types( Object Oriented)
Examples:
abstract data types
object broker systems (e.g. CORBA)
Interesting properties
data hiding (internal data representations are not visible to clients)
can decompose problems into sets of interacting agents
Disadvantages
objects must know the identity of objects they wish to interact with
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2. Architecture Style 4: Event Based (Implicit Invocation)
Examples
debugging systems (listen for particular breakpoints)
database management systems (for data integrity checking)
graphical user interfaces
Interesting properties
announcers of events don’t need to know who will handle the event
Supports re-use, and evolution of systems (add new agents easily)
Disadvantages
Components have no control over ordering of computations
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3. Software Architecture and Design
Explicit Invocation
class Client {     ServiceProvider sp;     public void f() {    ...    sp.someService();         ...     } }
class ServiceProvider {     public void someService() {         ...     } }
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4. Implicit Invocation
public interface ClientInterface {     public void eventHandler(); } class Client implements ClientInterface {     ServiceProvider sp;     Client() {        sp.registerListener(this);     }     public void eventHandler() {         ...     } }
class ServiceProvider {     ClientInterface client;     public void registerListener(ClientInterface  c) {         client = c;     }     // This routine runs sometime later after     // the client has registered to listen     // for events.     public void f() {         ...         // notify listener         client.eventHandler();     } }

5. Architecture Style 5: Layered Systems
Examples
Operating Systems
Communication protocols
Interesting properties
Support increasing levels of abstraction during design
Support enhancement (add functionality) and re-use
Can define standard layer interfaces
Disadvantages
May not be able to identify (clean) layers
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Software Architecture and Design

6. Architecture Style 6: Repositories (Black Board Architecture)
Examples
databases
blackboard expert systems
programming environments
Interesting properties
can choose where the locus of control is (agents, blackboard, both)
reduce the need to duplicate complex data
Disadvantages
blackboard becomes a bottleneck
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Software Architecture and Design

7. Architecture Style 7: Process Control
Examples
aircraft/spacecraft flight control systems
controllers for industrial production lines, power stations, etc.
chemical engineering
Interesting properties
separates control policy from the controlled process
handles real-time, reactive computations
Disadvantages
Difficult to specify the timing characteristics and response to disturbances
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Software Architecture and Design

8. Software Architecture and Design
Process Control
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9. Architecture Style 8: Model-View-Controller
Properties
One central model, many views (viewers)
Each view has an associated controller
The controller handles updates from the user of the view
Changes to the model are propagated to all the views
Very popular, used extensively in Java and other languages.
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10. Architecture Style 8: Client-Server
Client-server is a distributed system architecture style.
A client process on one side receives services from a server process on the other side.
Usually the server doesn't know the identity of the clients in advance.
A protocol is defined for communication between client and server (for example, HTTP, FTP, and WAP are all common Internet protocols).
Clients may locate servers indirectly through some type of registry. WWW clients find server locations through DNS.
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Software Architecture and Design

11. Architecture Style 9: 3-Tiered and N-Tiered Architecture
Very common among web applications is the three-tiered architecture design: User Interface <--> Business Logic <--> Database.
Most data-driven systems that have a user interface follow this architecture model.
The coupling between layers can be reduced by limiting communication to some subset of the classes within a layer. The subset defines the interface onto the layer.
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Software Architecture and Design

12. Software Architecture and Design
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13. Software Project Management
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14. Motivation for Studying Project Management
IT projects have a terrible track record.
A 1995 Standish Group study (CHAOS) found that only 16.2 percent of IT projects were successful in meeting scope, time, and cost goals.
Over 31 percent of IT projects were canceled before completion, costing over $81 billion in the U.S. alone.*
*The Standish Group, “The CHAOS Report” ( (1995). Another reference is Johnson, Jim, “CHAOS: The Dollar Drain of IT Project Failures,” Application Development Trends (January 1995).
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15. Advantages of Using Formal Project Management
Better control of financial, physical, and human resources.
Improved customer relations.
Shorter development times.
Lower costs.
Higher quality and increased reliability.
Higher profit margins.
Improved productivity.
Better internal coordination.
Higher worker morale (less stress).
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16. Project Management Skills
Leadership
Communications
Problem Solving
Negotiating
Influencing the Organization
Mentoring
Process and technical expertise

17. PM History in a Nutshell
Birth of modern PM: Manhattan Project (the bomb)
1970’s: military, defense, construction industry were using PM software
1990’s: large shift to PM-based models
1985: TQM
: Re-engineering, self-directed teams
: Risk mgmt, project offices
2000: M&A, global projects
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18. Software Project Management
What’s a project?
PMI definition
A project is a temporary endeavor undertaken to create a unique product or service
Progressively elaborated
With repetitive elements
A project manager
Analogy: conductor, coach, captain
Temporary:
can be years
Result can be lasting
Team can be temporary
Finite duration
Ex: thousands of buildings, but each is unique
Scope s/b constant even as elaboration happens
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19. Interactions / Stakeholders
As a PM, who do you interact with?
Project Stakeholders
Project sponsor
Executives
Team
Customers
Contractors
Functional managers
managing all stakeholder Expectations is challenging – conflict
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20. Software Project Management
PM Tools: Software
Low-end
Basic features, tasks management, charting
MS Excel, Milestones Simplicity
Mid-market
Handle larger projects, multiple projects, analysis tools
MS Project (approx. 50% of market)
High-end
Very large projects, specialized needs, enterprise
AMS Realtime
Primavera Project Manager
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Software Project Management

21. Software Project Management
Tools: Gantt Chart
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22. Tools: Network Diagram
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23. Software Project Management
PMI’s 9 Knowledge Areas
Project integration management
Scope
Time
Cost
Quality
Human resource
Communications
Risk
Procurement
If you study for the PMI certification you’ll need to know these
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24. Software Project Management
First Principles
One size does not fit all
Patterns and Anti-Patterns
Spectrums
Project types
Sizes
Formality and rigor
Like families, each dysfunctional in it’s own “special way”
Classic Mistakes later == Anti
Different sizes need different choices from the PM
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25. Software Project Management
Why Rapid Development
Faster delivery
Reduced risk
Increased visibility to customer
Don’t forsake quality
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26. Software Project Management
Strategy
Classic Mistake Avoidance
Development Fundamentals
Risk Management
Schedule-Oriented Practices
McConnell refers to “Pillars”
These provide balance
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27. Four Project Dimensions
People
Process
Product
Technology
Peopleware issues
10-to-1 difference in Dev productivity
Teams 3 or 5 to 1 diff
Process
Dev basics, risk mgmt, QA, lifecycle planning, customer orientation
Product
Most tangible dimension
Technology
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28. Software Project Management
Trade-off Triangle
Fast, cheap, good. Choose two.
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29. Software Project Management
Trade-off Triangle
Know which of these are fixed & variable for every project
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30. Software Project Management
People
“It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting”
Developer productivity: 10-to-1 range
Improvements:
Team selection
Team organization
Motivation
Teams: 5-to-1 range
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31. People… …the most important factor in success of software project.
“Companies That sensibly manage their investment in people will prosper in the long run” .
Cultivation of motivated and highly skilled software people has always been important for software organizations.
The “people-factor” is so important that has developed People Management Capability Maturity Model (PM-CMM).

32. PM-CMM
In simple words - to enhance the people’s capabilities through personnel development
Organizations that achieve high levels of maturity in PM-CMM have a higher likelihood of implementing effective software engineering practices

33. PM-CMM (Contd.) Key Practice Areas of PM-CMM Recruiting Selection
Performance Management
Training
Compensation
Career development
Organization and work design
Team/culture development

34. Software Project Management
People 2
Other success factors
Matching people to tasks
Career development
Balance: individual and team
Clear communication
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35. Software Project Management
Process
Is process stifling?
2 Types: Management & Technical
Development fundamentals
Quality assurance
Risk management
Lifecycle planning
Avoid abuse by neglect
cut time-to-market
Improve quality
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36. Software Project Management
Process 2
Customer orientation
Process maturity improvement
Rework avoidance
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37. Software Project Management
Product
The “tangible” dimension
Product size management
Product characteristics and requirements
Feature creep management
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38. Software Project Management
Technology
Often the least important dimension
Language and tool selection
Value and cost of reuse
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39. Software Project Management
Planning
Determine requirements
Determine resources
Select lifecycle model
Determine product features strategy
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40. Software Project Management
Tracking
Cost, effort, schedule
Planned vs. Actual
How to handle when things go off plan?
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41. Software Project Management
Measurements
To date and projected
Cost
Schedule
Effort
Product features
Alternatives
Earned value analysis
Defect rates
Productivity (ex: SLOC)
Complexity (ex: function points)
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42. Technical Fundamentals
Requirements
Analysis
Design
Construction
Quality Assurance
Deployment
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43. Software Project Management
Project Phases
All projects are divided into phases
All phases together are known as the Project Life Cycle
Each phase is marked by completion of Deliverables
Identify the primary software project phases
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44. Software Project Management
Software Projects
Projects deficiencies: Software
is delivered late,
is unreliable,
costs several times the original estimates,
exhibits poor performance,
does not meet its requirements.
Note: These are technology issues, but caused by management!
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45. Software Project Management
Introduction
Many software projects fail:
due to faulty project management practices:
It is important to learn different aspects of software project management.
Management techniques derived from small-scale projects do not scale up to large systems development.
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46. Software Project Management
Introduction
Goal of software project management:
enable a group of engineers to work efficiently towards successful completion of a software project.
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47. Software project management
Concerned with activities involved in ensuring that software is delivered on time and on schedule and in accordance with the requirements of the organisations developing and procuring the software.
Project management is needed because software development is always subject to budget and schedule constraints that are set by the organisation developing the software.
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48. Software management distinctions
The product is intangible.
The product is uniquely flexible.
Software engineering is not recognized as an engineering discipline with the same status as mechanical, electrical engineering, etc.
The software development process is not standardised.
Many software projects are 'one-off' projects.
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49. Responsibility of project managers
Project proposal writing,
Project cost estimation,
Scheduling,
Project staffing,
Project monitoring and control,
Software configuration management,
Risk management,
Managerial report writing and presentations, etc.
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50. Software Manager Responsibilities
Proposal writing
objectives
justification
rough working plan
cost and schedule estimates
Project costing
estimate
book-keeping & re-estimation
Project planning and scheduling
identify activities, milestones, deliverables
plan development guide
estimate resources required
Project monitoring and reviews
keep track of progress
compare actual to planned progress
informal on daily basis
formal at scheduled reviews
adapt to objective changes
Personnel selection and evaluation
weigh experience vs. cost vs. availability
consider skill development (learning process)
Report writing and presentation
concise, coherent, abstract
for clients & contractors
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51. Management commonalities
These activities are not peculiar to software management.
Many techniques of engineering project management are equally applicable to software project management.
Technically complex engineering systems tend to suffer from the same problems as software systems.
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52. Software Project Management
Introduction
A project manager’s activities are varied.
can be broadly classified into:
project planning,
project monitoring and control activities.
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53. Software Project Management
Project Planning
Once a project is found to be feasible,
project managers undertake project planning.
Planning takes most management time!!!!!!!!!!!!!!
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54. Project Planning Activities
Estimation:
Effort, cost, resource, and project duration
Project scheduling:
Staff organization:
staffing plans
Risk handling:
identification, analysis, and abatement procedures
Miscellaneous plans:
quality assurance plan, configuration management plan, etc.
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55. Software Project Management
Project planning
Requires utmost care and attention --- commitments to unrealistic time and resource estimates result in:
irritating delays.
customer dissatisfaction
adverse affect on team morale
poor quality work
project failure.
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56. Software Project Management
Staffing
Project Managers usually take responsibility for choosing their team:
need to identify and select good software engineers for the success of the project.
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57. Software Project Management
Staffing
A common misconception:
one software engineer is as productive as another:
Experiments reveal:
a large variation in productivity between the worst and best in a scale of 1 to 10.
Worst engineers even help reduce the overall productivity of the team
in effect exhibit negative productivity.
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58. Software Project Management
Project staffing
May not be possible to appoint the ideal people to work on a project
Project budget may not allow for the use of highly-paid staff;
Staff with the appropriate experience may not be available;
An organisation may wish to develop employee skills on a software project.
Managers have to work within these constraints especially when there are shortages of trained staff.
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59. Software Project Management
Project planning
Probably the most time-consuming project management activity.
Continuous activity from initial concept through to system delivery. Plans must be regularly revised as new information becomes available.
Various different types of plan may be developed to support the main software project plan that is concerned with schedule and budget.
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60. Software Project Management
Types of project plan
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61. Project planning process
Establish the project constraints
Make initial assessments of the project parameters
Define project milestones and deliverables
while project has not been completed or cancelled loop
Draw up project schedule
Initiate activities according to schedule
Wait ( for a while )
Review project progress
Revise estimates of project parameters
Update the project schedule
Re-negotiate project constraints and deliverables
if ( problems arise ) then
Initiate technical review and possible revision
end if
end loop
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62. Software Project Management
The project plan
The project plan sets out:
The resources available to the project;
The work breakdown;
A schedule for the work.
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63. Sliding Window Planning
Involves project planning over several stages:
protects managers from making big commitments too early.
More information becomes available as project progresses.
Facilitates accurate planning
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64. Software Project Management
SPMP Document
After planning is complete:
Document the plans:
in a Software Project Management Plan(SPMP) document.
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65. Organization of SPMP Document
Introduction (Objectives,Major Functions,Performance Issues,Management and Technical Constraints)
Project Estimates (Historical Data,Estimation Techniques,Effort, Cost, and Project Duration Estimates)
Project Resources Plan (People,Hardware and Software,Special Resources)
Schedules (Work Breakdown Structure,Task Network, Gantt Chart Representation,PERT Chart Representation)
Risk Management Plan (Risk Analysis,Risk Identification,Risk Estimation, Abatement Procedures)
Project Tracking and Control Plan
Miscellaneous Plans(Process Tailoring,Quality Assurance)
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