Download CIS 390 - Information Services and Technology

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PROJECT MANAGEMENT
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SOFTWARE PRODUCTION
DEVELOPMENT
Product Creation
MANAGEMENT
Efficient & Effective Production
Means:
Methods & Heuristics
Means:
Methods & Heuristics
Measure of Success:
Quality
f(Fitness of Use)
Measure of Success:
Productivity
Output= f(Effort)
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Project Management: Key Elements
• Basic tasks:
–
–
–
–
Planning (time, people, budget …)
Monitoring
Coordination
Quality Assurance Procedures
• Success Formula
SUCCESS = GOOD ONGOING PLANNING +
“RIGHT AMOUNT” of CONTINUES CONTROL +
QUALITY ASSURANCE
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Planning, Monitoring, Coordination:
Important Activities
1) Define the project activities (work break-down structure)
- product development model - provides the frame
- phase checklist
- activity - system component matrix
- delivery approach
2) Estimate required efforts: COCOMO, Function Points, etc.
3) Describe project structure & schedule
- CPM, Gantt Charts
4) Allocate resources
5) Verify assumptions and estimates
6) Document, coordinate and monitor the schedule
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Project Management: Rules of Thumb
• Keep deliverable items small (e.g, decomposition and
multiple phases)
• Manage the product not the process (milestones
schedule)
• Set enough milestones for good management (see
above)
• Find and involve the RIGHT PEOPLE, motivate them
(people skills)
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Project Management
Project Support Material
Adopted from Ian Sommerville,
see 9th Edition, Chapters 22 and 23
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Objectives
• To explain the main tasks undertaken by project
managers
• 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
•
•
•
•
Management activities
Project planning
Project scheduling
Risk management
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Software project management
• 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 management distinctions
• The product is intangible.
• The product is uniquely flexible.
• Software engineering is not recognized as an
engineering discipline with the same status as
mechanical, electrical engineering, etc.
• The software development process is not
standardised.
• Many software projects are “one-off a kind”
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 unique 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
• May not be possible to appoint the ideal people to
work on a project
– Project budget may not allow for the use of highlypaid staff;
– Staff with the appropriate experience may not be
available;
– An organisation may wish to develop employee
skills on a software project.
• Managers have to work within these constraints
especially when there are shortages of trained staff.
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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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Types of project plan
Plan
Description
Quality plan
Describes the quality procedures and standards that will be
used in a project. See Chapter 27.
Validation plan
Describes the approach, resources and schedule used for
system validation. See Chapter 22.
Configuration
manageme nt plan
Describes the configuration management procedures and
structures to be used. See Chapter 29.
Maintenance plan
Predicts the maintenance requirements of the system,
maintenance costs and effort required. See Chapter 21.
Staff
plan.
development Describes how the skills and experience of the project team
members will be developed. See Chapter 25.
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Project planning process
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
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The project plan
• The project plan sets out:
– The resources available to the project;
– The work breakdown;
– A schedule for the work.
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Project plan structure
•
•
•
•
•
•
•
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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From Process Models to Project
Plans
• Select a Process Model (a framework)
• Customize for your project
• Develop a draft plan by matching the phases to
activities (activity groups)
• Identify detailed activities
• Identify milestones
• Document Project Plan - monitor and update as
needed
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INCREMENTAL
DEVELOPMENT
Requirements
Global System Design
Detailed D.
Implem.
Testing
Detailed D.
Detailed D.
Implem.
Testing
Maintenance
Implem.
Testing
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Project Outline
1.
2.
3.
4.
5.
Introduction
Project organisation
Risk analysis
Hardware and software resource requirements
Work breakdown
5.1 Requirement Engineering
5.1.1 …….
5.2 Global Design
5.3 Iterations
6.
7.
……..
Project schedule
Monitoring and reporting mechanisms
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Milestones in the RE process
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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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The project scheduling process
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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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Bar charts and activity networks
• Graphical notations used to illustrate the project
schedule.
• Show project breakdown into tasks. Tasks
should not be too small. They should take about
a week or two.
• Activity charts show task dependencies and the
the critical path.
• Bar charts show schedule against calendar time.
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Task durations and dependencies
Dependencies
Activity
Duration (da ys)
T1
8
T2
15
T3
15
T4
10
T5
10
T2, T4 (M2)
T6
5
T1, T2 (M3)
T7
20
T1 (M1)
T8
25
T4 (M5)
T9
15
T3, T6 (M4)
T10
15
T5, T7 (M7)
T11
7
T9 (M6)
T12
10
T11 (M8)
T1 (M1)
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Activity network
8 day s
1 4 /7 /0 3
15 da y s
M1
T3
T9
T1
5 day s
4 /8/03
T6
M4
2 5 /7 /0 3
4 /7 /0 3
start
15 da y s
M3
2 5 /8/03
M6
7 day s
2 0 day s
15 day s
T 11
T7
T2
25 /7 /0 3
10 da y s
M2
T4
10 day s
T5
5 /9/03
11 /8/03
M7
T 10
1 8 /7 /0 3
M8
15 da y s
10 da ys
T 12
M5
2 5 day s
Finish
T8
19 /9/03
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Risk Management
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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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Software risks
Risk
Affects
Description
Staff turnover
Project
Experienced staff will leave the project before it is finished.
Management change
Project
There will be a change of organisational management with
different priorities.
Hardware unavailability
Project
Hardware that is essential for the project will not be
delivered on schedule.
Requirements change
Project and
product
There will be a larger numb er of changes to the
requirements than anticipated.
Specification delays
Project and
product
Specifications of essential interfaces are not available on
schedule
Size underestimate
Project and
product
The size of the system has been underestimated.
CASE t ool underperformance
Product
CASE t ools which support the project do not perform as
anticipated
Technology change
Business
The underlying technology on which the system is b uilt is
superseded by new technology.
Product comp etition
Business
A competitive product is marketed before the system is
completed.
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The risk management process
• 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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The risk management process
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Risk identification
•
•
•
•
•
Technology risks.
People risks.
Organisational risks.
Requirements risks.
Estimation risks.
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Risks and risk types
Risk type
Possibl e risks
Techno logy
The da tabase used in the system canno t process as many transactions per second
as exp ected.
Software componen ts that shou ld be reus ed contain defects that limit their
func tiona li ty.
People
It is im possible to recruit staff wit h the skill s required.
Key staff are ill and unava il able at criti cal tim es.
Requi red training for staff is not availa ble.
Organ isationa l
The o rgan isation is restructured so that diff erent manag ement are respons ible for
the project.
Organ isationa l f inancial problems force reduc tions in the project budge t.
Tools
The cod e gen erated by CASE tools is i neffi cient.
CASE tools canno t be integrated.
Requi rements
Changes to requirements that require major design rewo rk are proposed .
Customers fail to unde rstand the im pact of requirements change s.
Estim ation
The tim e requir ed to deve lop the software is unde restim ated.
The rate of defect repair is und erestim ated.
The size o f t he software is unde restim ated.
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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 (i)
Risk
Probability
Effects
Organ isationa l f inancial problems force reduc tions in
the project budge t.
Low
Catastrophic
It is im possible to recruit staff wit h the skill s required
for the p roject.
High
Catastrophic
Key staff are ill at crit ical tim es in the project.
Moderate
Serious
Software componen ts that shou ld be reus ed contain
defects which li mit their func tion ality.
Moderate
Serious
Changes to requirements that require major design
rework are proposed.
Moderate
Serious
The o rgan isation is restructured so that diff erent
manage me nt are respons ible for the project.
High
Serious
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Risk analysis (ii)
Risk
Probability
Effects
The da tabase used in the system canno t process as
many transactions per second as expec ted.
Moderate
Serious
The tim e requir ed to deve lop the software is
unde restim ated.
High
Serious
CASE tools canno t be integrated.
High
Tolerable
Customers fail to unde rstand the im pact of
requirements change s.
Moderate
Tolerable
Requi red training for staff is not availa ble.
Moderate
Tolerable
The rate of defect repair is und erestim ated.
Moderate
Tolerable
The size o f t he software is unde restim ated.
High
Tolerable
The cod e gen erated by CASE tools is i neffi cient.
Moderate
Insignif icant
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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 management strategies (i)
Risk
Strategy
Organ isationa l
financ ial problems
Prepare a briefing document for senior manage ment
sho wing how th e project is making a very im portant
contribution to the goa ls of the bus iness.
Recruitm ent
problems
Alert customer of potential difficulti es and the
possibil ity of delays, inves tigate buying- in
componen ts.
Staff illness
Reorgan is e team so that there is more ove rlap of work
and people therefore und erstand e ach other’s jobs.
Defective
componen ts
Replace pot entia lly defective componen ts wit h bough tin compon ents of known reli abilit y.
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Risk management strategies (ii)
Risk
Strategy
Requirements
chang es
Derive traceabili ty info rmation to assess requ ir ements
chang e impact, maximi se information hid ing in the
design.
Organ isationa l
restructuring
Prepare a briefing document for senior manage ment
sho wing how th e project is making a very important
contribution to the goa ls of the bus iness.
Database
performanc e
Inves tigate the po ssibilit y o f buy ing a high erperformanc e database.
Unde restimated
deve lopment time
Inves tigate buying in componen ts, inve stigate use of a
progra m gene rator
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Risk monitoring
• Assess each identified risks regularly to
decide whether or not it is becoming less or
more probable.
• Also assess whether the effects of the risk
have changed.
• Each key risk should be discussed at
management progress meetings.
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Risk indicators
Risk type
Potential indi cators
Techno logy
Late delivery of hardware or support software, many reported
techno logy problems
People
Poor staff morale, poor relationsh ips amongst team member,
job avail abil ity
Organ isationa l
Organ isationa l gos sip, lack of action by senior ma nage ment
Tools
Reluctance by team members to use tools, comp laints about
CASE tools , demands for high er-powered workstations
Requirements
Many requir ements change reques ts, cus tomer comp la ints
Estim ation
Fail ure to meet agreed schedu le, failure to clear reported
defects
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Key points
• Good project management is essential for project
success.
• The intangible nature of software causes problems for
management.
• Managers have diverse roles but their most significant
activities are planning, estimating and scheduling.
• Planning and estimating are iterative processes
which continue throughout the course of a
project.
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Key points
• A project milestone is a predictable state where
a formal report of progress is presented to
management.
• Project scheduling involves preparing various
graphical representations showing project
activities, their durations and staffing.
• Risk management is concerned with identifying
risks which may affect the project and planning
to ensure that these risks do not develop into
major threats.