Bài giảng Introduction to Software Engineering - Week 3: Project management - Nguyễn Thị Minh Tuyền

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Week 3:

Project management

Nguyễn Thị Minh Tuyền

Adapted from sSlidoemsmoef rIavnille

Topics covered

1. Project planning

2. Risk management

3. Managing people

4. Teamwork

Software project management

£ Concerned with activities involved in

p ensuring that software is delivered on time and on

schedule and

p accordance with the requirements of the organisations

developing and

p procuring the software.

£ Is needed because ...

p software development is always subject to budget and

schedule constraints that are set by the organisation

developing the software.

£ Good management cannot guarantee project success.

However, bad management usually results in project

failure.

Success criteria

£ Important goals for most projects:

p Deliver the software to the customer at the agreed time.

p Keep overall costs within budget.

p Deliver software that meets the customer’s expectations.

p Maintain a happy and well-functioning development

team.

Software management distinctions

£ The product is intangible.

p Software cannot be seen or touched.

£ Many software projects are 'one-off' projects.

p Large software projects are usually different in some

ways from previous projects.

£ Software processes are variable and organization-

specific.

p We still cannot reliably predict when a particular

software process is likely to lead to development

problems.

Factors influencing project management

£ Company size

£ Software customers

£ Software size

£ Software type

£ Organizational culture

£ Software development processes

These factors mean that project managers in different

organizations may work in quite different ways.

Universal management activities

£ Project planning

p Project managers are responsible for planning, estimating and

scheduling project development and assigning people to tasks.

£ Reporting

p Project managers are usually responsible for reporting on the

progress of a project to customers and to the managers of the

company developing the software.

£ Proposal writing

p Project managers write a proposal to win a contract to carry out

an item of work. The proposal describes the objectives of the

project and how it will be carried out.

Universal management activities

£ Risk management

p Project managers assess the risks that may affect a

project, monitor these risks and take action when

problems arise.

£ People management

p Project managers have to choose people for their team

and establish ways of working that leads to effective

team performance.

Topics covered

1. Project planning

2. Risk management

3. Managing people

4. Teamwork

Project planning

£ One of the most important jobs of a software project

manager.

£ Project planning involves

p break down the work into parts and assign these to project team

members,

p anticipate problems that might arise and prepare tentative solutions

to those problems.

£ The project plan

p created at the start of a project,

p used to communicate how the work will be done to the project team

and customers, and to help assess progress on the project.

Planning stages

£ At the proposal stage

p when you are bidding for a contract to develop or provide a software

system.

£ During the project startup phase

p when you have to plan who will work on the project, how the project

will be broken down into increments, how resources will be

allocated across your company, etc.

£ Periodically throughout the project

p when you modify your plan in the light of experience gained and

information from monitoring the progress of the work.

Proposal planning

£ Planning may be necessary with only outline

software requirements.

£ The aim is to provide information that will be used

in setting a price for the system to customers.

£ Project pricing involves

p estimating how much the software will cost to develop,

p taking factors such as staff costs, hardware costs,

software costs, etc. into account.

Project startup planning

£ Know more about the system requirements but do

not have design or implementation information.

£ Create a plan with enough detail to make

decisions about the project budget and staffing.

p This plan is the basis for project resource allocation

£ The startup plan should also define project

monitoring mechanisms.

p Keep track of the progress and

p Compare actual and planned progress and costs.

£ A startup plan is still needed for agile development

to allow resources to be allocated to the project.

Development planning

£ The project plan should be regularly amended as

the project progresses and you know more about

the software and its development

£ The project schedule, cost-estimate and risks have

to be regularly revised.

The project planning process

[project

finished]

[unfinished]

«system»

Project planner

Identify

constraints

Do the work

[ no problems ]

Identify

risks

Define project

schedule

Monitor progress

against plan

Define

milestones

and

[serious

problems]

[minor problems and slippages]

deliverables

Replan

project

Initiate risk

mitigation actions

Project scheduling

£ Is the process of deciding how the work in a project will be

organized as separate tasks, and when and how these

tasks will be executed.

£ Estimate the calendar time needed to complete each task,

the effort required and who will work on the tasks that have

been identified.

£ Estimate the resources needed to complete each task, the

time required on specialized hardware, and what the travel

budget will be.

Project scheduling activities

£ Split project into tasks and estimate time and

resources required to complete each task.

£ Organize tasks concurrently to make optimal

use of workforce.

£ Minimize task dependencies to avoid delays

caused by one task waiting for another to

complete.

£ Dependent on project managers intuition and

experience.

The project scheduling process

Identify

activities

Identify activity

dependencies

Estimate resources

for activities

Allocate people

to activities

Create project

charts

Software requirements

and design information

Bar charts describing the

project schedule

Scheduling problems

£ Estimating the difficulty of problems and hence the cost of

developing a solution is hard.

£ Productivity is not proportional to the number of people

working on a task.

£ Adding people to a late project makes it later because of

communication overheads.

£ The unexpected always happens. Always allow

contingency in planning.

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