S/W Project Management

Software Project PlanningSoftware Project Planning

Agenda

Overview of phases of Software Project Management (SPM)

Software Project Planning Project Content and deliverables

S/W Project Planning

2

Phases of SPM

The software project management activities include: Project planning and scheduling Project cost Project monitoring and reviews Personnel selection and evaluation Report writing and presentations

S/W Project Planning

3

Phases of SPM

The previous management activities are captured using the acronym POMA: Planning Organizing Monitoring Adjusting

S/W Project Planning

4

POMA Management Process

Planning Activities

Organizing Activities

Monitoring Activities

Adjustment Activities

S/W Project Planning

5

POMA

Models the software management cycle Software processes model development cycle

Applies software engineering knowledge For example

Requirements elicitation Software measurements

S/W Project Planning

6

POMA

Not necessarily sequential Activities within each category may overlap Categories may overlap For example, original plans may be adjusted during

monitoring and adjustment activities.S/W Project Planning

7

Planning

Set of activities used to develop a plan of attack for the project:

Description of software product i.e., artifact contents and deliverables.

The Software product attributes. Project schedule. Resources needed to meet project

schedule. Measurements used to gauge the status of

the project. Risk associated with project.S/W Project Planning

8

Planning

Points to note: Time consuming Important phase of SPM Often rushed Even with a well conceived plan changes

are often necessary. Experience is very helpful in developing a

project plan. especially knowledge of organization.

S/W Project Planning

9

Organizing

Seeks to construct a software development based on the project plan.

Activities include: Acquiring various skilled individuals needed for the

project. Defining the a process and a set of methodologies

for the project. Obtaining the tools to support the process and

methodologies. Creating a set of well-defined metrics to track and

gauge the project.

S/W Project Planning

10

Organizing

Issues of major concern: Personnel are properly equipped to perform

their designated task i.e., equipping personnel include obtaining tools and

preparing facilities educating personnel in using tools, methodology, and

metrics Allocation of adequate financial funding. Team may include financial and personnel

management. “People management” aspect of organizing is

critically important. Morale affects productivity

S/W Project Planning

11

Monitoring

Monitoring focuses on: Consistently and regularly collecting

measurements. Analyzing the data. Representing and presenting the data for a

defined set of reports. Making projections and making

recommendations based on the analysis of the data.

Involves people management.

S/W Project Planning

12

Adjusting

Adjustments are often necessary due to: Changing software requirements Discovery of an unfeasible design Lost of skilled team members Financial constraints

Adjustments may be made to: Requirements Schedule Resources Project content

It is very important to do a thorough risk analysis during the planning stage of the project

S/W Project Planning

13

Agenda

Phases of Software Project Management (SPM)

Software Project Planning (POMA) Project Content and deliverables

S/W Project Planning

14

Plan Content

Varies depending on the type of software project.

All project plans must address: What is the nature of the s/w project and what

software artifacts are the desired deliverables? What is the overall schedule and the

associated major project milestones? What are the required resources and their

associated financial costs? What are the known risks and the areas that

are still unknown?

S/W Project Planning

15

Comprehensive Plan

Problem and requirements User problems needs and wishes

Product/Project Description Complete scope of the project i.e., all project

deliverables, and a description of each deliverable.Product/Project Attributes

Description of the various attributes of deliverables and non deliverables as they pertain to the goals of the project e.g., quality. Identify metrics for the attributes.

Schedule Sequence of tasks Identification of milestones and deliverables

S/W Project Planning

16

Comprehensive Plan

Cost Details in terms of some unit e.g., person-days,

for each deliverable Includes expenditures – tools, travel, training,

communicationsResources

List of people needed and their skills Complete set of tools Special training Software and hardware systems required

S/W Project Planning

17

Comprehensive Plan

Process and Methods Description of the overall process and methods

Risks List of potential problems Assessed impact Probability of occurrence Plan to prevent risk from turning into a real

problem

S/W Project Planning

18

Requirements Elicitation

Before the project can be initiated, software engineers need to:

identify the requirements of the project, interfaces to related systems or subsystems.

Gathering s/w requirements is one of the most difficult task of any s/w project.

The software project manager needs to provide an environment conducive to proper requirements gathering and analysis.

Enough time and suitable skilled people

S/W Project Planning

19

Requirements Elicitation

Points to note: Requirements must be understood and agreed

upon by all the stakeholders. Not just software engineers

Not understanding the s/w requirements of the project can be very costly.

Improper testing, quality issues Customer requirements not met Missed schedules

Consult domain experts is necessary. The requirements document is a contract!!

S/W Project Planning

20

Agreeing on and initiating Reqs

Reqs Elicitation

Reqs Analysis andPrototyping

Reqs Review

Reqs Specification

Agreeing and“Signing Off”

(as needed)

General requirements management activities

S/W Project Planning

21

Requirements Analysis

Involves checking that the specification is correct, complete, consistent, unambiguous, and realistic.

Correct – accurately represents the client’s view of the system.

Complete – all possible scenarios are described including exceptional behavior.

Consistent – does not contradict itself.

Unambiguous – exactly one system is defined.

S/W Project Planning

22

Requirements Analysis

Software prototype - a s/w model created for the purpose of better understanding the requirements and the feasibility of the proposed solution.

Must have clearly specified schedules To avoid repeated viewing and reviewing of

prototypes Define clear entrance and exit criteria. Define scope of prototype activity. Must be agree upon by everyone.

S/W Project Planning

23

Types of Requirements

Major types of requirements: The project deliverables The needs satisfied by the deliverables (project)

Project deliverables Requirements document Design document Source code Executable code Test scenarios

S/W Project Planning

24

Types of Requirements

Project deliverables Test cases with test data User guide Product reference manual Test results and quality-related data Process specification Project plan

It is important to be informed of the practices of the organization.

S/W Project Planning

25

Types of Requirements

Project needs and their characterization This is the area where most s/w engineers, rather than

the software project manager, should focus there energy.

The following items should be identified: The functionality of the s/w The nonfunctional requirements of the s/w The interfaces that the s/w needs to interact with its

users

S/W Project Planning

26

Review and Approval of Requirements

software project manager needs to ensure the first set of reqs (the deliverables) are clearly defined understood, prioritized, and agreed upon by the stakeholders.

All parties should formally “sign-off” on the deliverables.

include a final review of the requirements specification prior to sign-off.

S/W Project Planning

27

Prioritization of Requirements

Project reqs are sometimes initiated by solution providers internally.

These requirements are the most difficult to evaluate.

The requirements usually initiate during maintenance.

It is a good idea to have a prioritization procedure for both internal and external reqs.

Inputs from the various reqs sources are constantly coming in to the s/w organization and being captured, possibly by an automated tool.

S/W Project Planning

28

Development

Support

Customer

Consultant

ReqsRepository.

.

.

SoftwareProductManagementBoard

List of Reqs input to the Product Plan

RequirementsPrioritization

RequirementsSources

Requirements Prioritization

S/W Project Planning

29

Prioritization of Requirements

Resources must be set aside for the following activities: Regular review of inputs Analysis of the valid inputs Prioritization of the inputs Response to both the accepted ideas and rejected

ones Formulation of the accepted reqs subset into actual

reqs for the product plan.

S/W Project Planning

30