1. Project Management Concepts
Guidelines for Managing Software Engineering Projects

2. Project Management Elements
Four P’s of Project Management
1 People
2 Product
3 Process
4 Project

3. Project Management Elements
Four P’s of Project Management
1: People
The “most important” element
The one who gets the job done
What to consider
Skills, abilities, talents
Motivation, Interest
Temperament
Reliability
Special challenges for managing students in senior design
2 Product
3 Process
4 Project

4. Project Management Elements
Stakeholders: The “Other” People
Senior Management (aka Profs)
Keep your advisor informed of your work, not only does he or she influence your overall grade, the senior manager’s expertise can smooth out bumps (technical or managerial) in the path from start to finish
Customers
Sometimes these people are the same as the end user and sometimes they are the sponsor of the project. Know the difference, because you need to support both parties.
End Users
Those who’ll actually use your product. They wield the power of acceptance.

5. Project Management Elements
Four P’s of Project Management
1: People
2: Product
It’s why you’re in business
Determine what are you building (market/customer research)
How big a job (scope)
What do you have to accomplish task (resources)
How hard (effort + ability + resources = feasibility)
3 Process
4 Project

6. Project Management Elements
Four P’s of Project Management
1: People
2: Product
3: Process
The framework organizing tasks of your development work
Provides structure and context for development effort
Gives guidance on best practices for s/w development
Identifies common concerns, e.g., organization, resources, risks
4 Project

7. Project Management Elements
Four P’s of Project Management
1: People
2: Product
3: Process
4: Project
Organizes and integrates the other three
Contains the plan of action
Uses the process as a guideline
Considers the people and resources in estimating
Decomposes the product and develops the schedule, resource needs, cost, and risk
Provides the “concrete” information needed for tracking (or monitoring) and controlling the effort.

8. Project Plan The W5HH Principle (or W5HHWH)
Why is this system being developed? defines business motive
What will be done? determines s/w function
When will it be done? establishes schedule
Who is responsible for what? identifies roles
Where are they organizationally located? clarifies relationships
How will the job be accomplished? addresses technical and managerial details
How much of each resource is needed? initiates estimates
What can go wrong? considers risks
How do I know things are going right? tracks and controls

9. Additional Points of Emphasis
What is the essence of project management (“What is it?”, pg 646 7/e, 596)
What belongs in the PMP (“What is the work product”, pg 646 7/e, 597 6/e and Senior Design Notes)
Key traits for project managers (pgs /e, /e)
Positive and negative factors for building teams (pgs /e, /e)
How project planning begins (2nd paragraph in section 24.4 pg 657 7/e, 21.4, pg 608 6/e)
Risks and mitigations (section 24.5 pgs /e, 21.5, pgs )