Software Project Management
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1 Software Project Management
2 Objectives Introduce students to a variety of approaches and techniques in SPM Use current SPM tools Develop new SPM ideas Document reading, experiences and ideas Improve writing and presentation skills
3 Today Introduction to SE 362 Fundamentals of Project Management Introduction to Software Project Management
4 Course Outline Introduction to PM and SPM Software models and process improvement Project planning, scheduling, estimation Personnel and project organization Change management, monitoring & control Protocols and standards Software QA and risk management
5 Workload and Evaluation Six assignments (30%) Midterm (20%) Final Exam (50%) In-class presentations, critiques, discussion Groupwork for three of the assignments
6 Textbooks Recommended Text (Free, in the library!) Quality Software Project Management, Futrell & Shafer Lots of Other Texts (Widely varying content) Rapid Development, Steve McConnell Information Technology Project Management, Kathy Schwalbe IT Project Management, Jack Marchewka Software Engineering Project Management, edited by Richard H. Thayer Software Project Survival Guide, Steve McConnell
7 Format Essentials of software project management Research and textbook readings and writing Real-world case studies Industry visitors Highly interactive
8 My Background Civil Engineering Information Systems Management 15 years each in industry and academia 1 year with KPMG, IT Consulting Projects of all shapes and sizes health, construction, government
9 PM Profession Professional Organizations Project Management Institute (PMI) (pmi.org) Software Engineering Institute (SEI) IEEE Software Engineering Group Certification PMI PMP The PMBOK PM Body of Knowledge
10 Project Management Skills Leadership Communications Problem Solving Negotiating Influencing the Organization Mentoring Process and technical expertise
11 Software Project Management Management Project Management Software Project Management
12 Some PM History 1970 s: Early PM ideas and software military, defense, construction industry Fred Brooks, The Mythical Man-Month 1980 s: SPM, TQM 1990 s: Large shift to PM-based models : Re-engineering, self-directed teams : Risk mgmt, project offices 2000 s: Global projects
13 Project Management What s a project? PMI definition A project is a temporary endeavor undertaken to create a unique product or service Progressively elaborated With repetitive elements A project manager Analogy: conductor, coach, captain
14 Project vs. Program What s a program? Management Mostly differences of scale Often a number of related projects Longer than projects Definitions vary
15 Interactions / Stakeholders As a PM, who do you interact with? Project Stakeholders Project sponsor Executives Team (developers and maybe others) Customers Contractors (as needed) Functional managers
16 PM Tools: Software Low-end Basic features, tasks management, charting MS Excel, Milestones Simplicity Mid-market Handle larger projects, multiple projects, analysis tools MS Project (approx. 50% of market) High-end Very large projects, specialized needs, enterprise AMS Realtime Primavera Project Manager
17 Tools: Gantt Chart
18 Tools: Network Diagram
19 PMI s 9 Knowledge Areas 1. Project integration management 2. Scope 3. Time 4. Cost 5. Quality 6. Human resource 7. Communications 8. Risk 9. Procurement
20 Strategy Classic Mistake Avoidance Development Fundamentals Risk Management Schedule-Oriented Practices
21 Four Project Dimensions People Process Product Technology
22 Trade-off Triangle Fast, cheap, good. Choose two.
23 Trade-off Triangle Know which of these are fixed & variable for every project
24 People It s always a people problem. Gerald Weinberg, The Secrets of Consulting Developer productivity: 10-to-1 range - Improvements: - Team selection - Team organization Motivation
25 People 2 Other success factors Matching people to tasks Career development Balance: individual and team Clear communication
26 Process Is process stifling? Two Types: Management & Technical Development fundamentals Quality assurance Risk management Lifecycle planning
27 Process 2 Customer orientation Process maturity improvement Rework avoidance Avoid abuse by neglect
28 Product The tangible dimension Product size management Product characteristics and requirements Feature creep management
29 Technology Often the least important dimension Language and tool selection Value and cost of reuse
30 Planning Determine requirements Determine resources Select lifecycle model Determine product features strategy
31 Tracking Cost, effort, schedule Planned vs. Actual How to handle when things go off plan?
32 Measurements Actual (To date) and Projected Cost Schedule Effort Product features
33 Measurements 2 Alternatives Earned value analysis Defect rates Productivity (ex: SLOC) Complexity (ex: function points)
34 Technical Fundamentals Requirements Analysis Design Construction Quality Assurance Deployment
35 Project Phases All projects can be divided into phases Project Life Cycle is all phases together Each phase marked by Deliverables Same for software project phases
36 Lifecycle Relationships
37 Software Project Management Key Issues: Cost, Quality, Time Software Project Planning Software Project Control
38 Software Project Planning Software Requirements Engineering 1. Users needs, goals, expectations 2. Prototyping strategy 3. Software requirements specifications 4. Requirements traceability method
39 Software Project Planning - 2 Project Plan Development 1. Activities, tasks 2. Cost estimation 3. Schedule, finish date
40 Software Project Planning - 3 Risk Management 1. Anticipate potential problems 2. Mitigate or avoid the problems 3. Track existing and potential problems
41 Software Project Planning - 4 Incremental Release Process Model 1. Provide periodic demonstrations 2. Reach short-term goals 3. Check progress towards long-term goals
42 Software Project Control Work Package Development 1. Work Breakdown Structures (WBS) 2. Work Package Specifications 3. Binary Tracking Technique 4. Earned Value Tracking Technique, comparing to planned values
43 Software Project Control - 2 Software Metrics 1. Product metrics 2. Process metrics Necessary for planning and control
44 Software Project Control - 3 Software Configuration Management 1. Identify software components 2. Track component changes 3. Track documentation Control software evolution
45 Software Project Control - 4 Software Quality Assurance 1. Use a SQA process 2. Use engineering standards Peer Reviews 1. Walkthroughs 2. Inspections
46 Software Project Control - 5 Verification and Validation 1. Quality 2. Quantity Software Engineering Assessment 1. Validate organizational capability 2. Identify software process improvements
47 Software Project Phases
48 Project Phases A.K.A.
49 Classic Mistakes Seductive Appeal Types People-Related Process-Related Product-Related Technology-Related
50 People-Related Mistakes Undermined motivation Weak personnel Weak vs. Junior Uncontrolled problem employees Heroics Adding people to a late project
51 People-Related Mistakes 2 Noisy, crowded offices Customer-Developer friction Unrealistic expectations Politics over substance Wishful thinking
52 People-Related Mistakes 3 Lack of effective project sponsorship Lack of stakeholder buy-in Lack of user input
53 Process-Related Mistakes Optimistic schedules Insufficient risk management Contractor failure Insufficient planning Abandonment of plan under pressure
54 Process-Related Mistakes 2 Wasted time during fuzzy front end Shortchanged upstream activities Inadequate design Shortchanged quality assurance
55 Process-Related Mistakes 3 Insufficient management control Frequent convergence Omitting necessary tasks from estimates Planning to catch-up later Code-like-hell programming
56 Product-Related Mistakes Requirements gold-plating Gilding the lily Feature creep Developer gold-plating Beware the pet project Push-me, pull-me negotiation Research-oriented development
57 Technology-Related Mistakes Silver-bullet syndrome Overestimated savings from new tools and methods Fad warning Switching tools in mid-project Lack of automated source-code control
58 References ACM Conferences ICSE SEI IEEE Computer Society Press IEEE Computer Journal of Systems and Software Sciences
59 Standards IEEE 1058, Standards for SPM Planning ACM CSA ISO SEI s CMM National Bureau of Standards
60 Software PERT/Gantt/CPM Scheduling Work Breakdown Structure (WBS) COCOMO II Model Definition Manual Sim SE Problems and Programmers
61 Homework Assignment 1 Reading 56 pages Thinking Writing one page Choose group partners Start thinking about Assignment 2
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