Project Management: Organising, Planning and Scheduling Software Projects

Projectmanagement
Organising,planningand
schedulingsoftwareprojects
IanSommerville2000
SoftwareEngineering,6thedition.Chapter4
Slide1
Objectives
Tointroducesoftwareprojectmanagementandto
describeitsdistinctivecharacteristics
Todiscussprojectplanningandtheplanning
process
Toshowhowgraphicalschedulerepresentations
areusedbyprojectmanagement
Todiscussthenotionofrisksandtherisk
managementprocess
IanSommerville2000
Slide2
Topicscovered
Managementactivities
Projectplanning
Projectscheduling
Riskmanagement
IanSommerville2000
Slide3
Softwareprojectmanagement
Concernedwithactivitiesinvolvedinensuring
thatsoftwareisdeliveredontimeandon
scheduleandinaccordancewiththe
requirementsoftheorganisationsdeveloping
andprocuringthesoftware
Projectmanagementisneededbecausesoftware
developmentisalwayssubjecttobudgetand
scheduleconstraintsthataresetbythe
organisationdevelopingthesoftware
IanSommerville2000
Slide4
Softwaremanagementdistinctions
Theproductisintangible
Theproductisuniquelyflexible
Softwareengineeringisnotrecognizedasan
engineeringdisciplinewiththesanestatusas
mechanical,electricalengineering,etc.
Thesoftwaredevelopmentprocessisnot
standardised
Manysoftwareprojectsare'oneoff'projects
IanSommerville2000
Slide5
Managementactivities
Proposalwriting
Projectplanningandscheduling
Projectcosting
Projectmonitoringandreviews
Personnelselectionandevaluation
Reportwritingandpresentations
IanSommerville2000
Slide6
Managementcommonalities
Theseactivitiesarenotpeculiartosoftware
management
Manytechniquesofengineeringproject
managementareequallyapplicabletosoftware
projectmanagement
Technicallycomplexengineeringsystemstend
tosufferfromthesameproblemsassoftware
systems
IanSommerville2000
Slide7
Projectstaffing
Maynotbepossibletoappointtheidealpeopleto
workonaproject
Projectbudgetmaynotallowfortheuseofhighlypaidstaff
Staffwiththeappropriateexperiencemaynotbeavailable
Anorganisationmaywishtodevelopemployeeskillsona
softwareproject
Managershavetoworkwithintheseconstraints
especiallywhen(asiscurrentlythecase)thereis
aninternationalshortageofskilledITstaff
IanSommerville2000
Slide8
Projectplanning
Probablythemosttimeconsumingproject
managementactivity
Continuousactivityfrominitialconceptthrough
tosystemdelivery.Plansmustberegularly
revisedasnewinformationbecomesavailable
Variousdifferenttypesofplanmaybedeveloped
tosupportthemainsoftwareprojectplanthatis
concernedwithscheduleandbudget
IanSommerville2000
Slide9
Typesofprojectplan
Plan
Qualityplan
Validationplan
Configuration
managementplan
Maintenanceplan
Staffdevelopmentplan.
IanSommerville2000
Description
Describesthequality
proceduresand
standardsthatwillbeusedinaproject.
Describes theapproach,resourcesand
scheduleusedforsystemvalidation.
Describes theconfigurationmanagement
proceduresandstructurestobeused.
Predictsthe maintenancerequirementsof
thesystem,maintenancecostsand
effort
required.
Describeshowtheskillsand experienceof
theprojectteam
memberswillbe
developed.
Slide10
Projectplanningprocess
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
IanSommerville2000
Slide11
Projectplanstructure
Introduction
Projectorganisation
Riskanalysis
Hardwareandsoftwareresourcerequirements
Workbreakdown
Projectschedule
Monitoringandreportingmechanisms
IanSommerville2000
Slide12
Activityorganization
Activitiesinaprojectshouldbeorganisedto
producetangibleoutputsformanagementto
judgeprogress
Milestonesaretheendpointofaprocessactivity
Deliverablesareprojectresultsdeliveredto
customers
Thewaterfallprocessallowsforthe
straightforwarddefinitionofprogressmilestones
IanSommerville2000
Slide13
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MilestonesintheREprocess
IanSommerville2000
Slide14
Projectscheduling
Splitprojectintotasksandestimatetimeand
resourcesrequiredtocompleteeachtask
Organizetasksconcurrentlytomakeoptimal
useofworkforce
Minimizetaskdependenciestoavoiddelays
causedbyonetaskwaitingforanothertocomplete
Dependentonprojectmanagersintuitionand
experience
IanSommerville2000
Slide15
Theprojectschedulingprocess
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IanSommerville2000
Slide16
Schedulingproblems
Estimatingthedifficultyofproblemsandhence
thecostofdevelopingasolutionishard
Productivityisnotproportionaltothenumberof
peopleworkingonatask
Addingpeopletoalateprojectmakesitlater
becauseofcommunicationoverheads
Theunexpectedalwayshappens.Alwaysallow
contingencyinplanning
IanSommerville2000
Slide17
Barchartsandactivitynetworks
Graphicalnotationsusedtoillustratetheproject
schedule
Showprojectbreakdownintotasks.Tasksshould
notbetoosmall.Theyshouldtakeaboutaweek
ortwo
Activitychartsshowtaskdependenciesandthe
thecriticalpath
Barchartsshowscheduleagainstcalendartime
IanSommerville2000
Slide18
Taskdurationsanddependencies
Task
T1
T2
T3
T4
T5
T6
T7
T8
T9
T10
T11
T12
IanSommerville2000
Duration(days)
8
15
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10
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20
25
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Dependencies
T1(M1)
T2,T4(M2)
T1,T2(M3)
T1(M1)
T4(M5)
T3,T6(M4)
T5,T7(M7)
T9(M6)
T11(M8)
Slide19
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IanSommerville2000
Slide20
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Activitytimeline
IanSommerville2000
Slide21
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Staffallocation
IanSommerville2000
Slide22
Riskmanagement
Riskmanagementisconcernedwithidentifying
risksanddrawingupplanstominimisetheir
effectonaproject.
Ariskisaprobabilitythatsomeadverse
circumstancewilloccur.
Projectrisksaffectscheduleorresources
Productrisksaffectthequalityorperformanceofthesoftware
beingdeveloped
Businessrisksaffecttheorganisationdevelopingorprocuring
thesoftware
IanSommerville2000
Slide23
Softwarerisks
Risk
Staffturnover
Risktype
Project
Managementchange
Project
Hardwareunavailability
Project
Requirementschange
Projectand
product
Specificationdelays
Projectand
product
Projectand
product
Product
Sizeunderestimate
CASEtoolunder
performance
Technologychange
Productcompetition
IanSommerville2000
Business
Business
Description
Experiencedstaffwillleavethe
projectbeforeitisfinished.
Therewillbeachangeof
organisationalmanagementwith
differentpriorities.
Hardwarewhichisessentialforthe
projectwillnotbedeliveredon
schedule.
Therewillbealargernumberof
changestotherequirementsthan
anticipated.
Specificationsofessentialinterfaces
arenotavailableonschedule
Thesizeofthesystemhasbeen
underestimated.
CASEtoolswhichsupportthe
projectdonotperformasanticipated
Theunderlyingtechnologyonwhich
thesystemisbuiltissupersededby
newtechnology.
Acompetitiveproductismarketed
beforethesystemiscompleted.
Slide24
Theriskmanagementprocess
Riskidentification
Riskanalysis
Assessthelikelihoodandconsequencesoftheserisks
Riskplanning
Identifyproject,productandbusinessrisks
Drawupplanstoavoidorminimisetheeffectsoftherisk
Riskmonitoring
Monitortherisksthroughouttheproject
IanSommerville2000
Slide25
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Theriskmanagementprocess
IanSommerville2000
Slide26
Riskidentification
Technologyrisks
Peoplerisks
Organisationalrisks
Requirementsrisks
Estimationrisks
IanSommerville2000
Slide27
Risksandrisktypes
Risktype
Technology
People
Organisational
Tools
Requirements
Estimation
IanSommerville2000
Possiblerisks
Thedatabaseusedinthesystemcannotprocessasmany
transactionspersecondasexpected.
Softwarecomponentswhichshouldbereusedcontaindefects
whichlimittheirfunctionality.
Itisimpossibletorecruitstaffwiththeskillsrequired.
Keystaffareillandunavailableatcriticaltimes.
Requiredtrainingforstaffisnotavailable.
Theorganisationisrestructuredsothatdifferentmanagement
areresponsiblefortheproject.
Organisationalfinancialproblemsforcereductionsintheproject
budget.
ThecodegeneratedbyCASEtoolsisinefficient.
CASEtoolscannotbeintegrated.
Changestorequirementswhichrequiremajordesignreworkare
proposed.
Customersfailtounderstandtheimpactofrequirements
changes.
Thetimerequiredtodevelopthesoftwareisunderestimated.
Therateofdefectrepairisunderestimated.
Thesizeofthesoftwareisunderestimated.
Slide28
Riskanalysis
Assessprobabilityandseriousnessofeachrisk
Probabilitymaybeverylow,low,moderate,high
orveryhigh
Riskeffectsmightbecatastrophic,serious,
tolerableorinsignificant
IanSommerville2000
Slide29
Riskanalysis
Risk
Organisationalfinancialproblemsforcereductions
intheprojectbudget.
Itisimpossibletorecruitstaffwiththeskills
requiredfortheproject.
Keystaffareillatcriticaltimesintheproject.
Softwarecomponentswhichshouldbereused
containdefectswhichlimittheirfunctionality.
Changestorequirementswhichrequiremajor
designreworkareproposed.
Theorganisationisrestructuredsothatdifferent
managementareresponsiblefortheproject.
Thedatabaseusedinthesystemcannotprocessas
manytransactionspersecondasexpected.
Thetimerequiredtodevelopthesoftwareis
underestimated.
CASEtoolscannotbeintegrated.
Customersfailtounderstandtheimpactof
requirementschanges.
Requiredtrainingforstaffisnotavailable.
Therateofdefectrepairisunderestimated.
Thesizeofthesoftwareisunderestimated.
ThecodegeneratedbyCASEtoolsisinefficient.
IanSommerville2000
Probability Effects
Low
Catastrophic
High
Catastrophic
Moderate
Moderate
Serious
Serious
Moderate
Serious
High
Serious
Moderate
Serious
High
Serious
High
Moderate
Tolerable
Tolerable
Moderate
Moderate
High
Moderate
Tolerable
Tolerable
Tolerable
Insignificant
Slide30
Riskplanning
Considereachriskanddevelopastrategyto
managethatrisk
Avoidancestrategies
Minimisationstrategies
Theprobabilitythattheriskwillariseisreduced
Theimpactoftheriskontheprojectorproductwillbereduced
Contingencyplans
Iftheriskarises,contingencyplansareplanstodealwiththat
risk
IanSommerville2000
Slide31
Riskmanagementstrategies
Risk
Organisational
financialproblems
Recruitment
problems
Staffillness
Defective
components
Requirements
changes
Organisational
restructuring
Database
performance
Underestimated
developmenttime
IanSommerville2000
Strategy
Prepareabriefingdocumentforseniormanagementshowing
howtheprojectismakingaveryimportantcontributiontothe
goalsofthebusiness.
Alertcustomerofpotentialdifficultiesandthepossibilityof
delays,investigatebuyingincomponents.
Reorganiseteamsothatthereismoreoverlapofworkand
peoplethereforeunderstandeachothersjobs.
Replacepotentiallydefectivecomponentswithboughtin
componentsofknownreliability.
Derivetraceabilityinformationtoassessrequirementschange
impact,maximiseinformationhidinginthedesign.
Prepareabriefingdocumentforseniormanagementshowing
howtheprojectismakingaveryimportantcontributiontothe
goalsofthebusiness.
Investigatethepossibilityofbuyingahigherperformance
database.
Investigatebuyingincomponents,investigateuseofaprogram
generator.
Slide32
Riskmonitoring
Assesseachidentifiedrisksregularlytodecide
whetherornotitisbecominglessormore
probable
Alsoassesswhethertheeffectsoftheriskhave
changed
Eachkeyriskshouldbediscussedatmanagement
progressmeetings
IanSommerville2000
Slide33
Riskfactors
Risktype
Technology
People
Organisational
Tools
Requirements
Estimation
IanSommerville2000
Potentialindicators
Latedeliveryofhardwareorsupportsoftware,many
reportedtechnologyproblems
Poorstaffmorale,poorrelationshipsamongstteam
member,jobavailability
organisationalgossip,lackofactionbysenior
management
reluctancebyteammemberstousetools,complaints
aboutCASEtools,demandsforhigherpowered
workstations
manyrequirementschangerequests,customer
complaints
failuretomeetagreedschedule,failuretoclear
reporteddefects
Slide34
Keypoints
Goodprojectmanagementisessentialforproject
success
Theintangiblenatureofsoftwarecausesproblemsfor
management
Managershavediverserolesbuttheirmostsignificant
activitiesareplanning,estimatingandscheduling
Planningandestimatingareiterativeprocesses
whichcontinuethroughoutthecourseofa
project
IanSommerville2000
Slide35
Keypoints
Aprojectmilestoneisapredictablestatewhere
someformalreportofprogressispresentedto
management.
Risksmaybeprojectrisks,productrisksor
businessrisks
Riskmanagementisconcernedwithidentifying
riskswhichmayaffecttheprojectandplanningto
ensurethattheserisksdonotdevelopintomajor
threats
IanSommerville2000
Slide36

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