effort estimation, requirement analysis

7/27/2019 Effort Estimation, Requirement Analysis

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A S S I S T A N T P R O F E S S O R

L P U , P U N J A B

Software Project Management


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Till far we have studied

Whats a project?

What makes software projects different

Project Perspectives

Software Management Basics


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1.1 What is a Project?

Project is a temporary endeavor undertaken to create aunique product or service.

Project is a well defined set of tasks or activities thatmust be completed in order to meet the projects goal.

Non routine tasks : Planning reqd. Sp. Objective to be met/ sp. Products to be created Predetermined time span Work is done for others Work is carried out in several phases Resource constraints Projects could be large and/or complex


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1.2 Project vs Programme

Project is a nonrepetitive set of activities leading tosingular product or service and gets over in a limited /finite time frame Great wall of China Suez Canal

Taj Mahal Programme is a repetitive array of activities carried out

on a longer/ indefinite time frame to accomplish manyno of similar / dissimilar projects

Identify : project or programme ???? putting a robot vehicle on Mars to search for sign of

life Writing an operating system


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1.3 Project Success or Failure

A project success is usually measured in terms ofwhether it is completed within specified time and understipulated budget

If it exceeds uncontrollably it is termed as a failure.

However there is more to a projects success than just itscompletion within time and budget

Meeting customer specifications Degree of customer satisfactions

Level of success in the market place

Result in greater revenue and profits


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1.4 Software project vs other project

Invisibility,A bridge or road can actually be seen.With software, progress is not immediately visible.

Complexity,Per dollar, pound or euro spent,

software products contain more complexity thanother engineered artefacts.

Conformity,Software developers have toconform to the requirements of human clients

Flexibility,The ease with which software can bechanged is usually seen as one of its strengths.


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1.5 Type of Software

System Software

Real time Software

Business Software

Engg. N scientific Software Embedded Software

PC based Software

Web based Software AI based Software

Open source Software


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1.6 Problem with software project

poor estimates and plans;

lack of quality standards and measures;

lack of guidance about making organizational

decisions; lack of techniques to make progress visible;

poor role definition who does what?

incorrect success criteria.


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1.7 Why Projects need to be Managed ?

Because resources are limited

Because project has to be delivered within time and budget

Therefore in order to maximise output (with regard toproject delivery) with the limited input resource ,managerial attention is needed.


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1.8 Project Management (Defn.)

PMI defines Project Management as the Art of directing

and coordinating human and material resources through

out the life of a project by using modern management

techniques to achieve predetermined objectives of scope,

cost, time, quality and participant satisfaction


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1.9 Activities in Software Project Management

There are four broad phases in any project life cycle

1. Preplanning--- Conceptualization, Formulation and Selection(Project feasibility study, Project Scoping)

2. Planning--- Task definition and break ups, resource estimation

3. Scheduling and Control--- Resource allocation, task execution,feedback and review

4. Implementation and Termination--- Project completion,closure and hand over.


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1.10 Step Wise Project planning

1. Identify

project objectives

2. Identify projectinfrastructure

3. Analyseproject

characteristics

4. Identify products

and activities

5. Estimate effort

for activity

8. Review/ publicize

plan

6. Identify activity

risks

7. Allocate

resources

9. Execute plan

10. Lower level

planning

Review

Lowerleveldetail

For eachactivity

0.Selectproject


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A project scenario

LPU Shopping mall Project Where to setup ..

Which brand

Facilities

Stakeholders Virtual money


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Step 1 establish project scope andobjectives

1.1 Identify objectives and measures of effectiveness how do we know if we have succeeded?

1.2 Establish a project authority who is the boss?

1.3 Identify all stakeholders in the project and their interests who will be affected/involved in the project?

1.4 Modify objectives in the light of stakeholder analysis do we need to do things to win over stakeholders?

1.5 Establish methods of communication with all parties how do we keep in contact?


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Step 2 Establish project infrastructure

2.1 Establish link between project and any strategicplan

why did they want the project?

2.2 Identify installation standards and procedures what standards do we have to follow?

Software life cycle??

2.3. Identify project team organization where do I fit in?


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Step 3 Analysis of project characteristics

3.1 Distinguish the project as either objective or product-based. Is there more than one way of achieving success?

3.2 Analyse other project characteristics (including quality basedones) what is different about this project?

Identify high level project risks what could go wrong? what can we do to stop it?

Take into account user requirements concerning implementation

Select development methodology and life cycle approach waterfall? Increments? Prototypes?

Review overall resource estimates does all this increase the cost?


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Step 4 Identify project productsand activities

4.1 Identify and describe project products - whatdo we have to produce? What will be the deliverables


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Products

The result of an activity

Could be (among other things) physical thing (installed pc),

a document (logical data structure)

a person (trained user)

a new version of an old product (updated software)

The following are NOT normally products: activities (e.g. training, design, testing )

events (e.g. interviews completed)

Products CAN BE deliverableor intermediate


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Product breakdown structure(PBS)

Main product have sets of component products Product are grouped into those relating to the system

as whole and those related to individual module.

ProjectProducts

SystemProject

ModuleProducts

ManagementProjects

ProgressReport

Module CodeModuleDesign doc

Testedintegratedsoftware

Overallspecification


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Product description (PD)

Product name/identity Description - what is it?

Derivation - what is itbased on?

Composition - what doesit contain?

Format: form of theproduct

Relevant standards Quality criteria

PDs can usually be re-used from one project toanother.


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Step 4 continued

4.2 Document Generic Product flows

Need of other product to exit first before theircreation

Product flow diagram (PFD) Shows the order in which the products have to be completed. Defines a method of working

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User

Requirement

Overall systemSpecificationModule

design

Integratedsystem test case

Module code

Integrated

software


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Step 4.3 Recognize product instances

The project breakdown structure (PBS ) andProject flow diagram(PFD) will probably haveidentified generic products e.g. software modules

It might be possible to identify specific instances e.g.module A, module B

But in many cases this will have to be left to later,

more detailed, planning


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4.4. Produce ideal activity network

Identify the activities needed to create each productin the PFD

More than one activity might be needed to create a

single product Draw up activity network


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An ideal activity

Specify overall

systemDesign

Module A

Design Integration

Test case

DesignModule B

Code module

A

Test Integration

software

Code moduleB


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Step 4.5 Add check-points if neededDesign

module A

Designmodule B

Designsystem

Design

module C

Codemodule A

Codemodule B

Code

module C

Testsystem

Designmodule A

Designmodule B

Designsystem

Designmodule C

Codemodule A

Codemodule B

Codemodule C

Testsystem

Check-point

put in a

check point


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Step 5:Estimate effort for each activity

5.1 Carry out bottom-up estimates Estimation of staff effort required

distinguish carefully between effortand elapsedtime

Effort : Total number of staff-hours (or days etc) needed tocomplete a task

Elapsed: time between the start and end of the task.

5.2. Revise plan to create controllable activities

break up very long activities into a series of smaller onesas we cant judge the status in long activities

bundle up very short activities (create check lists)


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Step 6: Identify activity risks

6.1.Identify and quantify risks for activities damage if risk occurs (measure in time lost or money)

likelihood if risk occurring

Identify the assumptions : client requirement is clear

6.2. Plan risk reduction and contingencymeasures

risk reduction: activity to stop risk occurring

contingency: action if risk does occur Eg : contracting staff


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6.3 Adjust overall plans and estimates to takeaccount of risks

e.g. add new activities which reduce risks associated withother activities e.g. training, pilot trials, information

gathering


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Step 7: Allocate resources

7.1 Identify and allocate resources to activities Eg staff need for each activities

7.2 Revise plans and estimates to take into accountresource constraints More than one task assigned to staff

e.g. staff not being available until a later date

non-project activities

LT = lead tester


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The McGraw-Hill Companies, 200535

Gantt charts

Select subjects

Design

questionnaire

Book machine

Conduct tests

Analyse results

Weekcommencing

5 12 19 26MARCH

APRIL

9 16

Plan testing

2

Draft changes

LT

TA

LT

TA

LT

LT

TA

TA = testing assistant


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Step 8: Review/publicise plan

8.1 Review quality aspects of project plan

Each task should have quality criteria

Quality check has to be passed

8.2 Document plan and obtain agreement Proper documentation

Agreement of all parties

Step 9 and 10: Execute planand create lower level plans


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Step 9 &10: Execute plan/ low levelof planning

Make provisional plan for distant task

Execute plan

S Wi P j l i


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Step Wise Project planning

1. Identify

project objectives

2. Identify projectinfrastructure

3. Analyseproject

characteristics

4. Identify products

and activities

5. Estimate effort

for activity

8. Review/ publicize

plan

6. Identify activity

risks

7. Allocate

resources

9. Execute plan

10. Lower level

planning

Review

Lowerleveldetail

For eachactivity

0.Selectproject


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Draw up a product breakdown structure ofa computer.

d t b kd t t f


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a product breakdown structure ofa computer.


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Scenario

There is a garden shed in a garden. The project is todismantle the shed and reassemble it in the gardenof a close neighbour. The shed has some rottenpieces. When the shed has been dismantled, theserotten pieces must be identified and replacementsordered from the company that supplied the originalshed. New fixtures and fittings (screws, nuts and

bolts, glue etc.) for all pieces will be needed, so a listof the requirements is to be made as the shed isdismantled. The neighbour has said that he willprepare the site for the sheds new location as part of

his own, separate project.


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product breakdown structure of the old shed


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Product Flow Diagram


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Develop a project planning for Course SchedulingSystem in LPU .

Course scheduling software is meant to create aschedule for courses in a department, given thepreferences of professors and the information on

available rooms and timeslots for courses

effort estimation, requirement analysis

Documents