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What is Project
A project is a sequence of unique , complex and connected activities having one goal or purpose and that must be completed by a specific time , within budget according to the desired specification.
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What is Management
Management can be defined informally as the art of getting work done through other people More formally it may be defined as The creation and maintenance of an internal environment in an enterprise where individuals working together in groups ,can perform efficiently and effectively towards the attainment of group goals
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Project management
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Objectives
To introduce software project management and to describe its distinctive characteristics To discuss project planning and the planning process To show how graphical schedule representations are used by project management To discuss the notion of risks and the risk management process
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Topics covered
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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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Software engineering is not recognized as an engineering discipline with the sane status as mechanical, electrical engineering, etc. The software development process is not standardised Many software projects are 'one-off' projects
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Management activities
Proposal writing Project planning and scheduling Project costing Project monitoring and reviews Personnel selection and evaluation Report writing and presentations
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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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Project staffing
Managers have to work within these constraints especially when (as is currently the case) there is an international shortage of skilled IT staff
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Software project management usually involves planning , estimation and costing and scheduling the project activities, establishing the milestone, Controlling the project execution ,monitoring the progress ,replacing and reviewing the results
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Project planning
Project planning is concerned with Defining and documenting the assumptions, scope, goals ,requirements and constraints of the project clearly to guide engineers in their daily decision making. Determining the resources and efforts required for the project and developing a plan which reconciles that how best the goals of the project can be achieved within given constraints and available resources
Software Engineering-1 (CS-724), MCS-1 (M&E) Slide 13
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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Plan Criteria
Meet its goal Deliverables based Short activities Show Dependencies Real time estimate Show resources usage Consistent with other Plans Realistic available time
Software Engineering-1 (CS-724), MCS-1 (M&E) Slide 15
Project Organizing
Project organizing function is concerned with Defining the necessary organizational & team structures. Devising roles for individuals and assigning responsibilities for different roles. Staffing the project with qualified and most suitable people in the roles and responsibilities identified earlier.
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Introduction Project organisation Risk analysis Hardware and software resource requirements Work breakdown Project schedule Monitoring and reporting mechanisms
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Activity organization
Activities in a project should be organised to produce tangible outputs for management to judge progress Milestones are the end-point of a process activity Deliverables are project results delivered to customers The waterfall process allows for the straightforward definition of progress milestones
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Feasibility report
Architectural design
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Project scheduling
Project scheduling function is concerned with : Estimating the time resources required complete activities. Organizing team in coherent sequences considering their independence.
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Project scheduling
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
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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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Project Control
Measuring progress Reporting progress Controlling changes Replanning Reporting on accessing likely impact of potential problems Reviewing and approving complete work Delivery of project deliverables
Software Engineering-1 (CS-724), MCS-1 (M&E) Slide 23
Out of Control
Unclear direction Over/under worked staff People / material are not available when needed Wasted effort /rework Project late / overspent Small problem /Big impact Last task rushed
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Risk management
Risk management is concerned with identifying risks and drawing up plans to minimise their effect on a project. A risk is a probability that some adverse circumstance will occur.
Project risks affect schedule or resources Product risks affect the quality or performance of the software being developed Business risks affect the organisation developing or procuring the software
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Risk identification
Identify project, product and business risks
Risk analysis
Assess the likelihood and consequences of these risks
Risk planning
Draw up plans to avoid or minimise the effects of the risk
Risk monitoring
Monitor the risks throughout the project
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Risk identification
Technology risks People risks Organisational risks Requirements risks Estimation risks
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People
Organisational
Tools Requirements
Estimation
Risk analysis
Assess probability and seriousness of each risk Probability may be very low, low, moderate, high or very high Risk effects might be catastrophic, serious, tolerable or insignificant
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Risk analysis
Risk Organisational financial problems force reductions in the project budget. It is impossible to recruit staff with the skills required for the project. Key staff are ill at critical times in the project. Software components which should be reused contain defects which limit their functionality. Changes to requirements which require major design rework are proposed. The organisation is restructured so that different management are responsible for the project. The database used in the system cannot process as many transactions per second as expected. The time required to develop the software is underestimated. CASE tools cannot be integrated. Customers fail to understand the impact of requirements changes. Required training for staff is not available. The rate of defect repair is underestimated. The size of the software is underestimated. The code generated by CASE tools is inefficient. Probability Low High Moderate Moderate Moderate High Moderate High High Moderate Moderate Moderate High Moderate Effects Catastrophic Catastrophic Serious Serious Serious Serious Serious Serious Tolerable Tolerable Tolerable Tolerable Tolerable Insignificant
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Risk planning
Consider each risk and develop a strategy to manage that risk Avoidance strategies
The probability that the risk will arise is reduced
Minimisation strategies
The impact of the risk on the project or product will be reduced
Contingency plans
If the risk arises, contingency plans are plans to deal with that risk
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Risk factors
Risk type Technology People Organisational Tools Requirements Estimation Potential indicators Late delivery of hardware or support software, many reported technology problems Poor staff morale, poor relationships amongst team member, job availability organisational gossip, lack of action by senior management reluctance by team members to use tools, complaints about CASE tools, demands for higher-powered workstations many requirements change requests, customer complaints failure to meet agreed schedule, failure to clear reported defects
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Projects
JAN
Build A A Done Build B B Done Build C C Done Build D Ship On time!
FEB
MAR
APR
MAY
JUN
Unique, one-time operations designed to accomplish a specific set of objectives in a limited time frame.
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Project Management
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Project Management
Organizational alternatives
Manage within functional unit Assign a coordinator Use a matrix organization with a project leader
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Project Management
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Key Decisions
Deciding which projects to implement Selecting a project manager Selecting a project team Planning and designing the project
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Project Manager
Responsible for: Work Human Resources Communications Quality Time Costs
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Graphically displays project activities Estimates how long the project will take Indicates most critical activities Show where delays will not affect project
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Path
Sequence of activities that leads from the starting node to the finishing node The longest path; determines expected project duration Activities on the critical path Allowable slippage for path; the difference the length of path and the length of critical path
Critical path
Critical activities
Slack
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AON
Furniture setup
1
Remodel
6
Move in
S
Interview
Hire and train
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Example 1
Deterministic time estimates
8 weeks 6 weeks
2
11 weeks
3 weeks
1
4 weeks 9 weeks
Move in
1 week
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Example 1 Solution
Critical Path
Length
(weeks)
Slack 2 0 6
18 20 14
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Computer aided design (CAD) Groupware (Lotus Notes) CA Super Project Harvard Total Manager MS Project Sure Track Project Manager Time Line
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