Projectmanagement

Organising,planningandschedulingsoftware
projects
Objectives
Tointroducesoftwareprojectmanagementandto
describeitsdistinctivecharacteristics
Todiscussprojectplanningandtheplanningprocess
Toshowhowgraphicalschedulerepresentationsare
usedbyprojectmanagement
Todiscussthenotionofrisksandtheriskmanagement
process

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide1

Topicscovered
Managementactivities
Projectplanning
Projectscheduling
Riskmanagement

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide2

Softwareprojectmanagement
Concernedwithactivitiesinvolvedinensuring
thatsoftwareisdelivered
ontime
withinthebudget
inaccordancewiththerequirements
Projectmanagementisneededbecausesoftware
developmentisalwayssubjecttobudgetand
scheduleconstraints
Setbythedevelopmentorganisationorthecustomer

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide3

Softwaremanagementdistinctions
Theproductisintangible
Theproductisuniquelyflexible
Theproductisuniquelycomplex
Softwareengineeringisnotrecognizedasan
engineeringdisciplinewiththesamestatusas
mechanical,electricalengineering,etc.
Thesoftwaredevelopmentprocessisnot
standardised
Manysoftwareprojectsareoneoffprojects

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide4

Managementactivities
Proposalwriting
Projectplanningandscheduling
Projectcosting
Projectmonitoringandreviews
Personnelselectionandevaluation
Reportwritingandpresentations

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide5

Projectstaffing
Maynotbepossibletoappointtheidealpeopleto
workonaproject
Projectbudgetmaynotallowfortheuseofhighlypaidstaff
Staffwiththeappropriateexperiencemaynotbeavailable
Anorganisationmaywishtodevelopemployeeskillsona
softwareproject
HeresBob.Hesasophomore.HellbeamemberofyourHazMat
Roverteam.Hedoesntknowmuchyet,buthecanbrewameancup
ofcoffeeandhasagreatpersonality.
Managershavetoworkwithintheseconstraints
especiallywhen(asiscurrentlythecase)thereisaninternational
shortageofskilledITstaff

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide6

Projectplanning
Probablythemosttimeconsumingprojectmanagement
activity
Continuousactivityfrominitialconceptthrough
tosystemdelivery
Plansmustberegularlyrevisedasnewinformation
becomesavailable
Bewareofgrumblingdevelopers
Variousdifferenttypesofplanmaybedevelopedto
supportthemainsoftwareprojectplanthatisconcerned
withscheduleandbudget

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide7

Typesofprojectplan
Plan Description
Qualityplan Describesthequality proceduresand
standardsthatwillbeusedinaproject.
Validationplan Describes theapproach,resourcesand
scheduleusedforsystemvalidation.
Configuration Describes theconfigurationmanagement
managementplan proceduresandstructurestobeused.
Maintenanceplan Predictsthe maintenancerequirementsof
thesystem,maintenancecostsand effort
required.
Staffdevelopmentplan. Describeshowtheskillsand experienceof
theprojectteam memberswillbe
developed.

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide8

Activityorganization
Activitiesinaprojectshouldbeorganisedtoproduce
tangibleoutputsformanagementtojudgeprogress
Milestonesaretheendpointofaprocessactivity
Deliverablesareprojectresultsdeliveredtocustomers
ACT IVITIES

Feasibility Requir ements Prototype Design Requir ements

study analysis development study specification

Feasibility Requir ements Evaluation Architectural Requir ements

report definition report design specification

MILESTONES

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide9

Projectscheduling
Splitprojectintotasksandestimatetimeandresources
requiredtocompleteeachtask
Organizetasksconcurrentlytomakeoptimaluseof
workforce
Minimizetaskdependenciestoavoiddelays
causedbyonetaskwaitingforanothertocomplete
Dependentonprojectmanagersintuitionandexperience

Identify Identifyactivity Estimateresources Allocatepeople Createproject

activities dependencies foractivities toactivities charts

Software Activitycharts
requirements andbarcharts
IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide10
Schedulingproblems
Estimatingthedifficultyofproblemsand
hencethecostofdevelopingasolutionishard
Productivityisnotproportionaltothenumber
ofpeopleworkingonatask
Addingpeopletoalateprojectmakesitlaterbecauseof
communicationoverheads
Theunexpectedalwayshappens
Alwaysallowcontingencyinplanning

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide11

Barchartsandactivitynetworks
Graphicalnotationsusedtoillustratetheproject
schedule
Showprojectbreakdownintotasks
Tasksshouldnotbetoosmall
Theyshouldtakeaboutaweekortwo
Activitychartsshowtaskdependenciesandthe
thecriticalpath
Barchartsshowscheduleagainstcalendartime

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide12

Taskdurationsanddependencies
Task Duration(days) Dependencies
T1 8
T2 15
T3 15 T1(M1)
T4 10
T5 10 T2,T4(M2)
T6 5 T1,T2(M3)
T7 20 T1(M1)
T8 25 T4(M5)
T9 15 T3,T6(M4)
T10 15 T5,T7(M7)
T11 7 T9(M6)
T12 10 T11(M8)
IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide13
Activitynetwork
14/7/99 15days
15days
M1 T3
8days T9
T1 5days 4/8/99 25/8/99
25/7/99
T6 M4 M6
4/7/99 M3
start 20days 7days
15days
T7 T11
T2

25/7/99 10days 11/8/99 5/9/99

10days
M2 M7 M8
T4 T5 15days
T10 10days
18/7/99
T12
M5
25days
T8 Finish
19/9/99

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide14

ActivitytimelineGanttchart
4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
Start
T4
T1
T2
M1
T7
T3
M5
T8
M3
M2
T6
T5
M4
T9
M7
T10
M6
T11
M8
T12
Finish

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide15

Staffallocation
4/7 11/7 18/7 25/ 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

Fred T4
T8 T11
T12
Jane T1
T3
T9
Anne T2
T6 T10

Jim T7

Mary T5

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide16

Riskmanagement
Riskmanagementisconcernedwithidentifying
risksanddrawingupplanstominimisetheir
effectonaproject.
Ariskisaprobabilitythatsomeadverse
circumstancewilloccur.
Projectrisksaffectscheduleorresources
Productrisksaffectthequalityorperformanceofthesoftware
beingdeveloped
Businessrisksaffecttheorganisationdevelopingorprocuring
thesoftware

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide17

Softwarerisks
Risk Risktype Description
Staffturnover Project Experiencedstaffwillleavethe
projectbeforeitisfinished.
Managementchange Project Therewillbeachangeof
organisationalmanagementwith
differentpriorities.
Hardwareunavailability Project Hardwarewhichisessentialforthe
projectwillnotbedeliveredon
schedule.
Requirementschange Projectand Therewillbealargernumberof
product changestotherequirementsthan
anticipated.
Specificationdelays Projectand Specificationsofessentialinterfaces
product arenotavailableonschedule
Sizeunderestimate Projectand Thesizeofthesystemhasbeen
product underestimated.
CASEtoolunder Product CASEtoolswhichsupportthe
performance projectdonotperformasanticipated
Technologychange Business Theunderlyingtechnologyonwhich
thesystemisbuiltissupersededby
newtechnology.
Productcompetition Business Acompetitiveproductismarketed
beforethesystemiscompleted.
IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide18
 Theriskmanagementprocess
RiskidentificationIdentifyproject,productandbusinessrisks
RiskanalysisAssessthelikelihoodandconsequencesofrisks
RiskplanningDrawupplanstoavoid/minimiseriskeffects
RiskmonitoringMonitortherisksthroughouttheproject

Risk Riskanalysis Riskplanning Risk

identification monitoring

Listofpotential Riskavoidance Risk

Prioritisedrisk andcontingency
risks list assessment
plans

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide19

Riskidentification
Technologyrisks
Peoplerisks
Organisationalrisks
Requirementsrisks
Estimationrisks

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide20

Risksandrisktypes
Risktype Possiblerisks
Technology Thedatabaseusedinthesystemcannotprocessasmany
transactionspersecondasexpected.
Softwarecomponentswhichshouldbereusedcontaindefects
whichlimittheirfunctionality.
People Itisimpossibletorecruitstaffwiththeskillsrequired.
Keystaffareillandunavailableatcriticaltimes.
Requiredtrainingforstaffisnotavailable.
Organisational Theorganisationisrestructuredsothatdifferentmanagement
areresponsiblefortheproject.
Organisationalfinancialproblemsforcereductionsintheproject
budget.
Tools ThecodegeneratedbyCASEtoolsisinefficient.
CASEtoolscannotbeintegrated.
Requirements Changestorequirementswhichrequiremajordesignreworkare
proposed.
Customersfailtounderstandtheimpactofrequirements
changes.
Estimation Thetimerequiredtodevelopthesoftwareisunderestimated.
Therateofdefectrepairisunderestimated.
Thesizeofthesoftwareisunderestimated.

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide21

Riskanalysis
Assessprobabilityandseriousnessofeachrisk
Probabilitymaybe
verylow
low
moderate
high
veryhigh
Riskeffectsmightbe
catastrophic
serious
tolerable
insignificant

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide22

Riskanalysis
Risk Probability Effects
Organisationalfinancialproblemsforcereductions Low Catastrophic
intheprojectbudget.
Itisimpossibletorecruitstaffwiththeskills High Catastrophic
requiredfortheproject.
Keystaffareillatcriticaltimesintheproject. Moderate Serious
Softwarecomponentswhichshouldbereused Moderate Serious
containdefectswhichlimittheirfunctionality.
Changestorequirementswhichrequiremajor Moderate Serious
designreworkareproposed.
Theorganisationisrestructuredsothatdifferent High Serious
managementareresponsiblefortheproject.
Thedatabaseusedinthesystemcannotprocessas Moderate Serious
manytransactionspersecondasexpected.
Thetimerequiredtodevelopthesoftwareis High Serious
underestimated.
CASEtoolscannotbeintegrated. High Tolerable
Customersfailtounderstandtheimpactof Moderate Tolerable
requirementschanges.
Requiredtrainingforstaffisnotavailable. Moderate Tolerable
Therateofdefectrepairisunderestimated. Moderate Tolerable
Thesizeofthesoftwareisunderestimated. High Tolerable
ThecodegeneratedbyCASEtoolsisinefficient. Moderate Insignificant

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide23

Riskplanning
Considereachriskanddevelopastrategyto
managethatrisk
Avoidancestrategies
Theprobabilitythattheriskwillariseisreduced
Minimisationstrategies
Theimpactoftheriskontheprojectorproductwillbereduced
Contingencyplans
Iftheriskarises,contingencyplansareplanstodealwiththat
risk

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide24

Riskplanningstrategies
Risk Strategy
Organisational Prepareabriefingdocumentforseniormanagementshowing
financialproblems howtheprojectismakingaveryimportantcontributiontothe
goalsofthebusiness.
Recruitment Alertcustomerofpotentialdifficultiesandthepossibilityof
problems delays,investigatebuyingincomponents.
Staffillness Reorganiseteamsothatthereismoreoverlapofworkand
peoplethereforeunderstandeachothersjobs.
Defective Replacepotentiallydefectivecomponentswithboughtin
components componentsofknownreliability.
Requirements Derivetraceabilityinformationtoassessrequirementschange
changes impact,maximiseinformationhidinginthedesign.
Organisational Prepareabriefingdocumentforseniormanagementshowing
restructuring howtheprojectismakingaveryimportantcontributiontothe
goalsofthebusiness.
Database Investigatethepossibilityofbuyingahigherperformance
performance database.
Underestimated Investigatebuyingincomponents,investigateuseofaprogram
developmenttime generator.

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide25

Riskmonitoring
Assesseachidentifiedrisksregularlytodecide
whetherornotitisbecominglessormore
probable
Alsoassesswhethertheeffectsoftheriskhave
changed
Eachkeyriskshouldbediscussedatmanagement
progressmeetings

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide26

Riskfactors
Risktype Potentialindicators
Technology Latedeliveryofhardwareorsupportsoftware,many
reportedtechnologyproblems
People Poorstaffmorale,poorrelationshipsamongstteam
member,jobavailability
Organisational organisationalgossip,lackofactionbysenior
management
Tools reluctancebyteammemberstousetools,complaints
aboutCASEtools,demandsforhigherpowered
workstations
Requirements manyrequirementschangerequests,customer
complaints
Estimation failuretomeetagreedschedule,failuretoclear
reporteddefects

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide27

Keypoints
Goodprojectmanagementisessentialforprojectsuccess
Theintangiblenatureofsoftwarecausesproblemsformanagement
Managershavediverserolesbuttheirmostsignificantactivitiesare
planning,estimatingandscheduling
Planningandestimatingareiterativeprocessesthatcontinuethroughoutthe
courseofaproject
Aprojectmilestoneisapredictablestatewhere
someformalreportofprogressispresentedtomanagement.
Risksmaybeprojectrisks,productrisksorbusinessrisks
Riskmanagementisconcernedwithidentifyingrisksthatmayaffectthe
projectandplanningtoensurethattheserisksdonotdevelopintomajor
threats

IanSommerville2000 SoftwareEngineering,6thedition.Chapter4 Slide28