TCS 2411 Software Engineering
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Transcript TCS 2411 Software Engineering
Software Project
Management
“What is happening in the project?”
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Lecture Objectives
To discuss the various aspects of project
management
To understand the tasks in software
project management
To describe the project titles in the course
To describe the requirements of a project
plan
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Project
Definition: A group of tasks performed in
a definable time period in order to meet a
specific set of objectives
Project Features:
likely to be unique (one-time program)
have specific start and end time (life cycle)
have work scope that can be categorised into
definable tasks
has a budget, require use of resources
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What is involved
People — the most important element of
a successful project
Product — the software to be built
Process — the set of framework activities
and software engineering tasks to get the
job done
Project — all work required to make the
product a reality
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A Simple Project
“Going to the movies with friends”
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Management
The planning, organizing, staffing,
directing and controlling of a company’s
resources to meet the company’s
objectives
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Definition of Project
Management
The planning, organizing, directing, and
controlling of resources for a specific time
period to meet a specific set of one-time
objectives
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Primary Objectives of
Project Management
To meet specified performance
... within cost
... and on schedule
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Project Management
Activities
Establish project objectives
Defining work requirement
Determining work timing
Establishing resource availability and
requirements
Establishing a cost baseline
Evaluating and optimising the baseline
plan
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Project Management
Activities (Continued)
Freezing the baseline plan
Tracking the actual costs
Comparing the progress and cost to the
baseline plan
Evaluating performance
Forecasting, analysing and recommending
corrective action
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Benefits of Project
Management
Identification of function responsibilities to
ensure that all activities are accounted for,
regardless of personnel turnover
Minimizing the need for continuous
reporting
Identification of time limits for scheduling
Identification of a methodology for
tradeoff analysis
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Benefits of Project
Management (Continued)
Measurement of accomplishment against
plans
Early identification of problems
Improved estimating capabilities for future
planning
Knowing when objectives cannot be met
or will be exceeded
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Software Projects
Factors that influence the end result ...
Factors that influence the end result ...
• size
• delivery deadline
• budgets and costs
• application domain
• technology to be implemented
• system constraints
• user requirements
• available resources
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Project Management
Concerns
product quality?
risk assessment?
measurement?
cost estimation?
project scheduling?
customer communication?
staffing?
other resources?
project monitoring?
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Project Management
Problems
Resources inadequate
Meeting (“unrealistic”) deadlines
Unclear goals/direction
Team members uncommitted
Insufficient planning
Breakdowns in communications
Changes in goals and resources
Conflicts between departments or functions
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Resources of A
Company
Money
Manpower
Equipment
Facilities
Materials
Information/technology
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Obstacles in Project
Management
Project complexity
Customer’s special requirement
Organizational restructuring
Project risks
Changes in technology
Forward planning and pricing
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Project Management
Skills
Communication Skills
Organizational Skills
Team Building Skills
Leadership Skills
Coping Skills
Technological Skills
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Project Titles
Select one of the following project titles:
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Project Plan
“What are you going to do in the project?”
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Project Plan Elements
Project Objective & Scope
Schedule
Team Organization
Project Standards and Procedures
Documentation Plan
Quality Assurance Plan
Resource Management Plan
Configuration Management Plan
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Organizational Paradigms
closed paradigm—structures a team along a traditional
hierarchy of authority.
Hierarchical Organization
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Organizational Paradigms continue
random paradigm—structures a team loosely and
depends on individual initiative of the team members
Democratic Organization
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Other organizational
structure
open paradigm—attempts to structure a team in
a manner that achieves some of the controls
associated with the closed paradigm but also
much of the innovation that occurs when using
the random paradigm
synchronous paradigm—relies on the natural
compartment-alization of a problem and
organizes team members to work on pieces of
the problem with little active communication
among themselves
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Team Leader
Communications with Lecturer
Coordination of Project Activities
Final say in decisions if the team is unable
to reach a decision
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Programming Leader
Responsible for programming activities
Coordination of software development
tasks
Knowledge of programming language and
tools
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Quality Manager
Responsible for quality in project work
Coordination of testing and review
activities
Ensure that quality standards are adhered
e.g. version control and document formats
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Document Manager
Responsible for documentation activities
Coordination of document preparation
tasks
Keeps ‘master copy’ of all project
documents
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Resource Manager
Responsible for project resources
Treasurer - manages the costs of the
project
Ensures that resources are obtained for
project tasks e.g. computer resources
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Project Standards
Example
All documents must have a version
number
All documents must be prepared using MS
Word
All meetings must have minutes
Project file name extensions, suffixes,
prefixes
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Software Configuration
Computer programs
Source code
Executable code
Documents that describe the computer
programs
For technical staff
For users
Data
Within the program and external to it
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Software Configuration
Item
A document or an artifact that is explicitly
placed under configuration control and
that can be regarded as a basic unit for
modification
Examples:
requirement documents
design document
code of a module
test plan
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References
“Software Engineering: A Practitioner’s Approach”
5th Ed. by Roger S. Pressman, Mc-Graw-Hill, 2001
“Project Management: A Managerial Approach” by
Jack R. Meredith & Samuel J. Mantel, Jr. , John
Wiley, 1989
“Project Management: Principles and Practices” by
M. Pete Spinner, Prentice-Hall, 1997
“Goal Directed Project Management”, 2nd Edition,
by Erling S. Andersen, Kristoffer V. Grude & Tor
Haug, Kogan Page, 1995
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