1. Four P’s People – software engineers People – software engineers Product – software to be produced Product – software to be produced Process – framework for activities Process – framework for activities Project – activity coordination, risk management Project – activity coordination, risk management

2. The Players Senior managers Senior managers Project managers Project managers Software engineers Software engineers Customers Customers End-users End-users

3. Tracking project progress (customer wants to know this too) Do you understand customer problem and needs? Do you understand customer problem and needs? Can you design a system to solve customer problem or satisfy customer needs? Can you design a system to solve customer problem or satisfy customer needs? How long will it take you to develop the system? How long will it take you to develop the system? How much will it cost to develop the system? How much will it cost to develop the system?

4. Project deliverables Documents Documents Demonstrations of function Demonstrations of function Demonstrations of subsystems Demonstrations of subsystems Demonstrations of accuracy Demonstrations of accuracy Demonstrations of reliability, performance or security Demonstrations of reliability, performance or security

5. Milestones and activities Activity: takes place over a period of time Activity: takes place over a period of time Milestone: completion of an activity -- a particular point in time Milestone: completion of an activity -- a particular point in time Precursor: event or set of events that must occur in order for an activity to start Precursor: event or set of events that must occur in order for an activity to start Duration: length of time needed to complete an activity Duration: length of time needed to complete an activity Due date: date by which an activity must be completed Due date: date by which an activity must be completed

9. Slack or float time Slack time = available time - real time = latest start time - earliest start time

11. Gantt Chart

13. Project personnel Key activities requiring personnel: Key activities requiring personnel: requirements analysis requirements analysis system design system design program design program design program implementation program implementation testing testing training training maintenance maintenance quality assurance quality assurance

14. Choosing personnel ability to perform work ability to perform work interest in work interest in work experience with experience with similar applications similar applications similar tools or languages similar tools or languages similar techniques similar techniques similar development environments similar development environments training training ability to communicate with others ability to communicate with others ability to share responsibility ability to share responsibility management skills management skills

15. Work styles Extroverts: tell their thoughts Extroverts: tell their thoughts Introverts: ask for suggestions Introverts: ask for suggestions Intuitives: base decisions on feelings Intuitives: base decisions on feelings Rationals: base decisions on facts, options Rationals: base decisions on facts, options

16. Group Zigzag Sensing (gathering data) Sensing (gathering data) Ntuition (synthesis from facts and data) Ntuition (synthesis from facts and data) Thinking (making decision / doing it) Thinking (making decision / doing it) Feeling (evaluating) Feeling (evaluating) - Research by Doran, Daigle, and Pardue - What familiar strategy do you see in this zigzag? - What conclusions do you draw about personalities?

17. Project organization Depends on Depends on backgrounds and work styles of team members backgrounds and work styles of team members number of people on team number of people on team management styles of customers and developers management styles of customers and developers

18. MOI model of leadership - Weinberg Motivation – encourage programmers to give their best Motivation – encourage programmers to give their best Organization – mold existing processes or create new processes to achieve efficient results Organization – mold existing processes or create new processes to achieve efficient results Ideas/Innovation – encourages appropriate level of creativity for each project Ideas/Innovation – encourages appropriate level of creativity for each project

19. Project manager characteristics - Edgemon Problem-solver – diagnosis key issues – mentor Problem-solver – diagnosis key issues – mentor Managerial identity – takes charge Managerial identity – takes charge Achievement – recognizes and rewards Achievement – recognizes and rewards Influence/team building – reads people, diffuses problems Influence/team building – reads people, diffuses problems

20. Team paradigms - Mantei Democratic decentralized Democratic decentralized Controlled decentralized Controlled decentralized Controlled centralized Controlled centralized----------------------------------------------------- Examples: Examples: Chief programmer team - IBM Chief programmer team - IBM Egoless approach - Weinberg Egoless approach - Weinberg

22. Digital Alpha AXP: Enrollment management model Establish an appropriately large shared vision Establish an appropriately large shared vision Delegate completely and elicit specific commitments from participants Delegate completely and elicit specific commitments from participants Inspect vigorously and provide supportive feedback Inspect vigorously and provide supportive feedback Acknowledge every advance and learn as the program progresses Acknowledge every advance and learn as the program progresses

23. Enrollment Management Model

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

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

26. Risk Management Table RiskProbabilityImpactControl Quality will suffer due to inefficiently experienced staff 40%8 Provide cross- training on slack Fridays

27. Risk Management Table

28. Project plan contents project scope project scope project schedule project schedule project team organization project team organization technical description of system technical description of system project standards and procedures project standards and procedures quality assurance plan quality assurance plan configuration management plan configuration management plan documentation plan documentation plan data management plan data management plan resource management plan resource management plan test plan test plan training plan training plan security plan security plan risk management plan risk management plan maintenance plan maintenance plan

29. Effort estimation Expert judgment Expert judgment analogy analogy proportion proportion Delphi technique Delphi technique Wolverton model Wolverton model Algorithmic methods: E = (a + bS c ) m(X) Algorithmic methods: E = (a + bS c ) m(X) Walston and Felix model: E = 5.25S 0.91 Walston and Felix model: E = 5.25S 0.91 Bailey and Basili model: E = 5.5 + 0.73S 1.16 Bailey and Basili model: E = 5.5 + 0.73S 1.16

32. Bailey-Basili technique Minimize standard error estimate to produce an equation such as: E = 5.5 + 0.73S 1.16 Adjust initial estimate based on the ratio of errors. If R is the ratio between the actual effort, E, and the predicted effort, E’, then the effort adjustment is defined as ERadj = R – 1 if R > 1 = 1 – 1/R if R < 1 Then adjust the initial effort estimate E: Eadj = (1 + ERadj)E if R > 1 = E/(1 + ERadj) if R < 1

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

35. Anchoring milestones Objectives: Why is the system being developed? Objectives: Why is the system being developed? Milestones and schedules: What will be done by when? Milestones and schedules: What will be done by when? Responsibilities: Who is responsible for a function? Responsibilities: Who is responsible for a function? Approach: How will the job be done, technically and managerially? Approach: How will the job be done, technically and managerially? Resources: How much of each resource is needed? Resources: How much of each resource is needed? Feasibility: Can this be done, and is there a good business reason for doing it? Feasibility: Can this be done, and is there a good business reason for doing it?

36. Make versus Buy

37. Slides are based (sometimes solely, sometimes partially, and sometimes not- at-all) on copyrighted Prentice Hall materials associated with Software Engineering Theory and Practice by Shari Lawrence Pfleeger. Slides are based (sometimes solely, sometimes partially, and sometimes not- at-all) on copyrighted Prentice Hall materials associated with Software Engineering Theory and Practice by Shari Lawrence Pfleeger.