spm (16-17 october 2009)
TRANSCRIPT
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Software Engineering ConceptSoftware Engineering Concept
Software Project Management (SPM)Software Project Management (SPM)
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Software, Project, ManagementSoftware, Project, Management
SoftwareSoftware
A computer program.A computer program.
ProjectProject
Dictionary definitions of project includes:- A specific plan or design.
- A plan is undertaken.
The process of planning, designing and implementing computer systems is
called a project.
A Project is a series of steps designed to coordinate the achievement of a
specific goal. A definite start and end point
ManagementManagement
Management in all business and human organization activity is simply the act
of getting people together to accomplish desired goals and objectives.
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Software ProjectsSoftware Projects
size
delivery deadline
budgets and costs
application domain
technology to be implemented
system constraints
user requirements
available resources
Factors that influence the end result ...
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an unrealistic deadline is established
changing customer requirements
an honest underestimate of effort
Delays in Implementation
technical difficulties
miscommunication among project staff
failure in project management
Why Projects Fail?Why Projects Fail?
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Project RisksProject Risks
Each project faces risks.
The main project risk factors are
- Experience factors.
- Planning factors.
- Technology factors.
- External factors.
-- Requirements factorsRequirements factors
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ManagementManagement
Management ElementsManagement Elements
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ManagementManagement
Management is consist of seven Functions:.
Planning
Organizing
Leading
Coordination
Controlling
Staffing
Motivation
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Project ManagementProject Management
Project management is the process of planning, organizing, staffing,
monitoring, controlling, and leading a software project.
The project management is technique used by the manager to ensure
successful completion of a project.
Every project has a project managerwho leads the team and is theinterface of the project to the outside world.
Good planning is essential to succeed.
The major planning activities are:
Define Products to be delivered.
Define Activities (work packages).
Estimate Resources and Duration.
Define Activity Network.
Define Schedule and Total Cost.
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Project Management PhasesProject Management Phases
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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
The 4 PsThe 4 Ps
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Project Management Concerns
staffing?
cost esti ation?
project scheduling?
project onitoring?
other resources?
custo er co unication?
risk assess ent?
product quality?
easure ent?
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The Project Manager
The project manager ...
... produces the Software Project Management Plan (SPMP).
... defines the roles in the project and allocates staff to them.
Examples of roles are: project manager, software librarian,
programmer, team leader, test engineer, quality assurance engineer.
... controls the project by informing staff of their part in the plan.
... leads the project by taking the major decisions and by motivating
staff to perform well.
... monitors the project by measuring progress.
... reports progress to the initiator and senior management.
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The Project Manager
The project manager is also responsible for the major technical
decisions, for example concerning methods and tools, design and
coding standards, software requirements, etc.
The project manageridentifies the people the project deals with and
ensures that a single named contact exists both within the project teamand each external group.
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Software Project Management
Software project management is a sub-discipline of project
management in which software projects are planned, monitored and
controlled.
Software project management drives all software development in the
world today.
It is the unifying structure that brings programmers and customers
together to create new products.
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Project Planning
DETERMINE THE OVERALL OBJECTIVES
DETERMINE PRIMARY ACTIVITIES
DETERMINE PRECEDENCE HIERARCHY
CREATE A PROJECT SCHEDULE NETWORK
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Project PlanningProject 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
The major planning activities are:
Define Products to be delivered.
Define Activities (work packages).
Estimate Resources and Duration.Define Activity Network.
Define Schedule and Total Cost.
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Project Planning
Define Products
The first planning activity is to define the products to be delivered.
Define Activities
First a process model is defined:
Choose a life cycle (waterfall, incremental).
Define a process model for each phase: define the inputs and
outputs of each activity.
There are examples of the process models for the- The Software Requirements Definition Phase.
- TheArchitectural Design Phase.
- The Detailed Design and Production Phase.
Select methods and tools.
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Project Planning
Estimate Resources and Duration
Define the roles in the project.
Examples of roles are:
- project manager,- programmer,
Some common estimation methods are:
1. COCOMO (Constructive Cost Model): uses the estimated
lines of codeas input to calculate the effort.
2. Function Point Analysis: performs a cost calculation by
counting things
like the number of inputs, outputs and stores.
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Project Planning
Define Activity Network
An activity network consists of nodes representing the work
packages with arrows linking them.
The critical path is the longest path through the network in terms ofduration.
The float time of a work package is the difference between the earliest
and latest start times for this package. It is the amount of time the
activity can be moved without affecting the total duration of the project.
Define Schedule and Total Cost
The activity network constraints the schedule but does not yet define it.
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The project manager decides upon the actual start and end times of
each work packages.
Things to consider:
o Comply with time and resource constraints.
o Minimize the total cost.
o Minimize the fragmentation of resource allocations.
o Allow for any risks that may affect the project.o AGantt chart is the usual way to present a project schedule. Work
packages are along the vertical axis, time along the horizontal axis.
oThe chart displays work packages (grey horizontal bars) and
milestones (squares).
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Project Plan
Theproject plan defines the work that will be done on the project and
who will do it. It consists of:
A statement of work (SOW) that describes all work products that will
be produced and a list of people who will perform that work
A resource list that contains a list of all resources that will be needed
for the product and their availability
A work breakdown structure This is a list of tasks which, if performed,
will generate all of the work products needed to build the software.
An estimate of the effort required for each task in the WBS is
generated.
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Project Plan
A project schedule is created by assigning resources and determining
the calendar time required for each task.
A risk plan that identifies any risks that might be encountered and
indicates how those risks would be handled should they occur
Estimates and projectschedules will be discussed in detail
in laterslides.
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Types of project plan
Plan Description
Quality plan Describes the quality procedures andstandards that will be used in a project.
Validation plan Describes the approach, resources and
schedule used for system validation.Configurationmanagement plan
Describes the configuration managementprocedures and structures to be used.
Maintenance plan Predicts the maintenance requirements ofthe system, maintenance costs and effort
required.Staff development plan. Describes how the skills and experience of
the project team members will bedeveloped.
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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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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 foranother to complete
Dependent on project managers intuition and experience
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Objectives of Project Scheduling
Effective time Management.
Determine sequence of elements
Determine necessary resources
Monitor project progress
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PRIMARY COMPONENTS IN A SCHEDULE
ACTIVITIES
o SPECIFIC FUNCTION
o FINITE DURATION
MILESTONES
o TARGET DELIVERABLE
o 0 DURATION
Evaluationreport
Prototypedevelopment
Requirementsdefinition
Requirementsanalysis
Feasibilityreport
Feasibilitystudy
Architecturaldesign
Designstudy
Requirementsspecification
Requirementsspecification
ACTIVITIES
MILESTONES
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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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Project Scheduling Tools
Program
Evaluation
and Review
Technique(PERT)
Critical
Path
Method
(CPM)
Gantt Chart
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Project Scheduling Tools
CPM (CRITICAL PATH METHOD)
Used Nodes forEvents (Activities and Milestones)
Activities are connected with Arrows
PERT(PROJECT EVALUATION AND REVIEWTECHNIQUE)
PERT is a CPM Method that shows Longest and Shortest Times
Uses Arrows Precedence And determine Float
Timelines orGantt chat
AGantt chart is the usual way to present a project schedule.
Work packages are along the vertical axis, time along the horizontal
axis.
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CPM (Critical Path Method)
The critical path is the path between the start event and end event which
takes the longest time.
Note that:
o No task on the critical path can take longer without extending the end dateof the project.
o Tasks on the critical path are called critical tasks.
o No critical task can have any slack.
o Tasks on the critical path must be carefully monitored.
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CPM (Critical Path Method)
Terminology Earliest Start time (ES)
Latest Start time (LS)
Earliest Finish time (EF),
Duration (D)
EF = ES + D Latest Finish (LF) LF = LS + D
Total Float (TF) TF = LS - ES
(Slack between the earliest and latest start times)
On CP, the total float is zero.
CPM Example
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CPM (Critical Path Method)Earliest Start Times Established
Event Activity ES
1 A, B 0 Project Start
2 C, D, F 0 + 3 = 3 Need A complete
3 E, G 3 + 4 = 7 Need A & D complete
4 I 7 + 5 = 12 Use longest path @ merge
5 H 7 + 6 = 13 Use longest path
6 J 13 + 3 = 16
7 K 16 + 2 = 18
8 End 18 + 2 = 20
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CPM (Critical Path Method)
Event Activity LS Event Activity LS
8 end 20 5-2 F 13 3 = 10
8-7 K 20 2 = 18 4-3 E 16 3 - 5 = 8
7-6 J 18 2 = 16 4-2 C 16 3 - 5 = 8
6-5 H 16 - 3 = 13 4-1 B 16 3 - 4 = 9
6-4 I 16 3 = 13 3-2 D 16 3 6 - 4 = 3
5-3 G 13 6 = 7 2-1 A 3 - 3 = 0
Calculation of the latest start times (Starting at Project completion)
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CPM (Critical Path Method)
Summary of Boundary timetable
Activity scriptio uratio T
A 3 0 0 3 3 0
B 4 0 9 4 13 9
C 3 3 10 6 13 7
D 4 3 3 7 7 0
E 5 7 8 12 13 1
F 3 3 10 6 13 7
G 6 7 7 13 13 0
H 3 13 13 16 16 0
I 3 12 13 15 16 1
J 2 16 16 18 18 0
K T st 2 18 18 20 20 0
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Example 2 (CPM)
In the example above the critical path can be described by events 1,3 and 5 or bytasks B,D.
This is because the time to reach the end event (5) on this path is longer than any
other path. This means that task B must take no longer than 2 days and task D no
longer than 5 days or the end date for event E will need to be extended.
The duration of the other path is 6 days. Because the critical path is 7 days, thereis slack (or float) of one day on the other path.
This means that this path can take 1 day longer than planned.
That is, any one task on this path (A,C orE) can take 1 day longer than expected.
Note this slack must be shared between the tasks on this other path. They can not
all take an extra day
1
2 4
5
3
A
2d
B
2d
C
2d
E
2d
D
5d
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PERT (Project Evaluation & Review Technique)
simple PERT chart comprises circles (nodes) to represent events within
the development lifecycle
For example completion of tasks, and lines (edges) which represent the the tasks.
The lines are additionally labeled by the estimated duration of the task.
A real PERT chart shows earliest time to completion, latest time to
completion, and slack in the circles also.
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How to construct a PERT chart
The basic steps to constructing a PERT chart are:
Identify tasks and estimate duration of times
Identify a single start and end event Arrange events in sequence (give events a unique number)
Establish start and finish times of each task. Keep in mind the
estimates made for duration and effort.
Determine float
Revise
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As an example of using a PERT chart, consider the following simple
chart showing a project with tasks A,B,C,D and EThis diagram states that tasks A,B,C and E will take 2 days (assume d is
abbreviation for days) and task D has a planned duration of 5 days.
Task D is dependent on completion of task B, etc.
1
2 4
5
3
A
2d
B
2d
C
2d
E
2d
D
5d
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Both techniques (PERT and CPM) are driven by information already
developed in earlier project planning activities: Estimates of efforts
Decomposition of product function
selection of appropriate process model and task set
Decomposition of tasks
Both PERT and CPM provides quantitative tools to
determine the critical path
Decomposition of product function
calculate boundary time (window) for a particular task
Decomposition of tasks
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GANTT charts are a project planning tool that can be used to represent
the timing of tasks required to complete a project.
-It describes similar information to a PERT chart.
Here is one that was produced automatically with a project management tool
from the PERT chart info above:
Gantt chart is the usual way to present a project schedule. Work packages
are along the vertical axis, time along the horizontal axis.
Gantt Chart
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Gantt Chart
Th bar or Ga tt Chart is a widely used simple project schedulingtechnique.
Advantages include:
Direct correlation with time.
Straight forward relationship with projects involving a limited numberoftasks.
Straight forward integration of subtasks having separate schedulingcharts.
Time schedule is flexible and is expanded to show tasks of shor ternature.
Progress against theplan is easily reflected.
Disadvantage includes:
That it does not convey the complex interrelationships that may occurbetween tasks.
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Milestone Chart
A Milestone chart is similar to a Gantt Chart with the emphasis placedon task completion.
It embodies the same simplified techniques as does the Gantt chart.
It does not portray the interrelationships between tasks and hence
does not identify the critical path.
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Project Tracking
It is a road map for the Software Project
It defines the tasks and milestones
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Project Tracking
Tracking can be done by:
Conducting periodic project status meetings
Evaluating the results of all reviews
Determining whether milestones were reached by the scheduled
date
Compare actual start date to planned start date
Meeting informally with professionals to get their subjective
opinion
Using earned value analysis
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Project Tracking
Tracking can be done by:
Conducting periodic project status meetings
Evaluating the results of all reviews
Determining whether milestones were reached by the scheduled
date
Compare actual start date to planned start date
Meeting informally with professionals to get their subjective
opinion
Using earned value analysis
earned value is useful as it provides a quantitative
technique of assessing progress on the project as
a whole
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Tracking the Project ScheduleTracking the Project Schedule
Project is on
schedule and
within budget
Problem
diagnosed
Additional
resources focussedon problem area
ProjectTracking
Staff may be
redeployed
Project Schedule
can be redefined
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Metrics, Measurement and
Models
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Metrics
Product
Metrics
Process
Metrics
Product metrics measure the product.
Metric is a quantitative measure.
Process metrics measure the
performance of the developmentprocess.
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Metrics
Quantifiable measure
Used to measure different characteristic of a software system or the
software development process
the most common metrics are:
- LOC (Lines of code)
- Function Points
Two types
- Product Metrics (Used quantify characteristic of the product being
developed i.e., software)- Process Metrics (Used quantify characteristic of the environment)
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LOC (Lines of code)
Quantifying properties of the software
specify the size of the software
Give more precise characterization to the common notions of small,
large or very large projects. Like,
Size: Small Medium Large Very Large
LOC: 32k
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Function Point (FP)
Can be applied at the requirements stage
Used to predict the size or the cost of the system
Asses the project productivity.
Using function points for cost, size and productivity is called FP Analysis
What is Function Point Analysis (FPA)?
It is designed to estimate and measure the time, and thereby the cost, of
developing new software applications and maintaining existing software
applications.
It is also useful in comparing and highlighting opportunities for
productivity improvements in software development.
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How is Function Point Analysis done?
Working from the project design specifications, the following system
functions are measured (counted): Inputs
Outputs
Files
Inquires
Interfaces
These function-point counts are then weighed (multiplied) by their
degree of complexity:
Simple Average Complex
Inputs 2 4 6Outputs 3 5 7
Files 5 10 15
Inquires 2 4 6
Interfaces 4 7 10
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A simple example:
inputs
3 simple X 2 = 6
4 average X 4 = 16
1 complex X 6 = 6
outputs
6 average X 5 = 302 complex X 7 = 14
files
5 complex X 15 = 75
inquiries
8 average X 4 = 32
interfaces
3 average X 7 = 21
4 complex X 10 = 40
Unadjusted function points 240
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Continuing our example . . .
Complex internal processing = 3
Code to be reusable = 2High performance = 4
Multiple sites = 3
Distributed processing = 5
Project adjustment factor = 17
Adjustment calculation:
Adjusted FP = Unadjusted FP X [0.65 + (adjustment factor X 0.01)]
= 240 X [0.65 + ( 17 X 0.01)]
= 240 X [0.82]= 197 Adjusted function points
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Q & A