Transcript No Slide Title

SW Project
Management
(Planning & Tracking)
Dr. Atef Z Ghalwash
Faculty of Computers & Information Helwan University
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What is IS System?
A collection of HW & or SW components
organized to accomplish a specific function
or set of functions
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IS Development Life Cycle
Waterfall model (Classic)
Requirements
definition
System and
software design
Implementation
and unit testing
Integration and
system testing
Operation and
maintenance
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What is software?
Computer programs and associated
documentation
Software products may be developed for a
particular customer or may be developed
for a general market
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SW project management
Concerned with activities involved in
ensuring that the project is delivered on
time and on schedule and in accordance
with the budget & requirements of the
organisations developing and procuring
the system
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SW project management major
activities
project definition
project Scope of work management
project estimation
Size
Effort
Cost
Schedule
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SW project management major
activities (cont..)
project planning
Development planning
Verification & Validation planning
Risk planning
Quality Assurance planning
ETC
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Software project management
major activities (cont..)
Tracking
Size
Effort
Cost
Schedule
Requirements
Risk management
Millstones
Deliverables
Changes
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Software Project Planning and
Tracking
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SW Project Planning
Probably the most time-consuming project
management activity
Continuous activity from initial concept thro ugh
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 eg QualityMaintenance-Staff training…etc
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Project planning goals
Software estimates are documented for
use in planning and tracking the software
projects.
Software project activities and
commitments are planned and
documented.
Affected groups and individuals agree to
their commitments related to software.
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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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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
Identify
activities
Software
requirements
Identify activity
dependencies
Estimate resources
for activities
Allocate people
to activities
Create project
charts
Activity charts
and bar charts
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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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Task durations and dependencies
Task
T1
T2
T3
T4
T5
T6
T7
T8
T9
T10
T11
T12
Duration (days)
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15
15
10
10
5
20
25
15
15
7
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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)
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Activity network
8 days
15 days
M1
T3
15 days
T9
T1
25/7/99
4/7/99
start
14/7/99
5 days
4/8/99
25/8/99
T6
M4
M6
M3
7 days
20 days
15 days
T7
T2
25/7/99
10 days
M2
T4
T11
10 days
M7
T5
5/9/99
11/8/99
T10
18/7/99
M8
15 days
10 days
T12
M5
25 days
T8
Finish
19/9/99
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Activity timeline
4/7
11/7
18/7
25/7
1/8
8/8
15/8
22/8
29/8
5/9
12/9
19/9
Start
T4
T1
T2
M1
T7
T3
M5
T8
M3
M2
T6
T5
M4
T9
M7
T10
M6
T1 1
M8
T12
Finish
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Staff allocation
4/7
Fred
11/7
18/7
25/
1/8
8/8
15/8 22/8
29/8
5/9
12/9
19/9
T4
T8
T11
T12
Jane
T1
T3
T9
Anne
T2
T6
Jim
Mary
T10
T7
T5
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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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The risk management process
Risk
identification
Risk analysis
Risk planning
Risk
monitoring
List of potential
risks
Prioritised risk
list
Risk avoidance
and contingency
plans
Risk
assessment
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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 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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SW Project Tracking
Goals
1. Actual results and performances are tracked
against the software plans.
2. Corrective actions are taken and managed to
closure when actual results and performance
deviate significantly from the software plans.
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Software Project Tracking
Practices
A project software manager is designated to be
responsible for the project's software activities and
results
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Software Project Tracking
Practices (cont.)
The project's software effort and costs are
tracked, and corrective actions are taken as
necessary
The project's critical computer resources are
tracked, and corrective actions are taken as
necessary
The project's software schedule is tracked, and
corrective actions are taken as necessary
Software engineering technical activities are
tracked, and corrective actions are taken as
necessary.
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Software Project Tracking
Practices (cont.)
The software risks associated with cost,
resource, schedule, and technical aspects
of the project are tracked
Actual measurement data and replanting
data for the software project are recorded
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Applying software project tracking
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Budget Tracking (Earned Value
Analysis)
One of the primary consideration to the
management is the current cost of the
program as compared to the estimation.
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Budget Tracking
Earned value analysis uses three
fundamental values for each task:
The budgeted cost of work scheduled (BCWS),
which is the portion of the cost that is planned
to be spent on a task between the task's start
date and the status date.
The actual cost of work performed (ACWP),
which is the total actual cost incurred while
performing work on a task during a given
period.
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Budget Tracking
The budgeted cost of work performed
(BCWP), which is the percentage of the
budget that should have been spent for a
given percentage of work performed on a
task.
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Budget Tracking
From these three fundamental values, several
other key values are determined. The most
common and useful ones are:
Cost variance (CV), which is the difference between a
task's estimated cost and its actual cost.
CV = BCWP - ACWP
Schedule variance (SV), which is the difference
between the current progress and the scheduled
progress of a task, in terms of cost.
SV = BCWP - BCWS
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The cost performance index (CPI), which is the
ratio of budgeted costs to actual costs.
CPI = BCWP/ACWP
The schedule performance index (SPI), which
is the ratio of work performed to work
scheduled.
SPI = BCWP/BCWS
Variance at completion, between baseline
cost and scheduled cost for a task VAC
Base line Cost – Total Cost
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