Post on 06-Apr-2018
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Chapter 3
Project Management ConceptsPrepared by: Ms. Jerian Rubrico- Peren
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Project Management Concepts
What is project Management
is the Science and Art of organizing the
components of a project
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The Management Spectrum
Effective software project management focuses onthe four Ps:
Peoplethe most important element of asuccessful project
Productthe software to be built
Processthe set of framework activities and
software engineering tasks to get the job done Projectall work required to make the product a
reality
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People
the most important factor in success of softwareproject.
Companies That sensibly manage their
investment in people will prosper in the long run Cultivation of motivated and highly skilled
software people has always been important forsoftware organizations.
The people-factor is so important that SEI hasdeveloped People Management CapabilityMaturity Model (PM-CMM).
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PM-CMM
Developed by SEI
to enhance the readiness of s/w organizations to
undertake increasingly complex applications by
helping to attract, grow, motivate, deploy, and retainthe talent needed to improve their software
development capability
In simple words - to enhance the peoples capabilities
through personnel development Organizations that achieve high levels of maturity in PM-
CMM have a higher likelihood of implementing effective
software engineering practices
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PM-CMM (Contd.)
Key Practice Areas of PM-CMM
Recruiting
Selection Performance Management
Training
Compensation
Career development
Organization and work design
Team/culture development
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People Involved in Software Process
Stakeholders
Team Leaders
Software Team
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People Involved in Software Process
The Stakeholders
They can be categorized into one of the following
Senior Managers
they define business issues that often have significant influence on business
Project (technical) managers they must plan, motivate, organize and control the practitioners who do
software work
Practitioners
They deliver the technical skills necessary to engineer a product orapplication
Customers They specify the requirements for the software to be engineered
End Users
They interact with the software after it is released for production use
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People Involved in Software Process
The Team Leaders Competent Practitioners often make poor team leaders
as they lack the right mix of skills
In his excellent book of technical leadership, JerryWeinberg suggests a MOI model of leadership MOIModel of Leadership
Motivation
encourage technical people (by push or pull ) toproduce
Organization Apply , improve processes efficiently
Ideas or Innovation Make people feel creative
Be Creative
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People Involved in Software Process
The Team Leaders (Contd.) - Characteristics of aeffective project managers: Problem Solving
Diagnostic
Skill to solve Ability to design solution
Managerial Identity Control the project
Achievement Reward Initiative
Encourage Controlled risk taking Influence and team building
Influence the team
Read peoples mind and respond according to their needs
Be controlled in stress situations
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People Involved in Software Process
The Software Teams Organizations/Structure of teams:
Democratic decentralized
No permanent leader Communication is horizontal
Controlled decentralized Defined Leader
Horizontal communication
Problem solving is a group activity
Controlled centralized Defined team leader
Problem solving , communication and management by team leader
Communication is vertical
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People Involved in Software Process
The Software Team (Contd.)
Team Structures: 7 Factors that affect team structure
Difficulty of task Size of resultant code (no. of lines)
Time that team will stay together
Degree of modularization
Required quality and reliability of the system being built
Rigidity of delivery date (schedule)
Degree of communication
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People Involved in Software Process -
Communication & coordination Issues
Formal approaches Writings (SE documentation, Customer requests, etc.)
Status review meetings
Design and code inspections
Other non-interactive and impersonal comm. channels
Informal approaches (more personal) Interpersonal networking
Sharing of ideas on ad hoc basis
Seeking help from inside or outside the project team when problemarises
Electronic Communication E-mail, electronic bulletin boards, video conferencing
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The Product
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The Product
The product and the problem it is intended tosolve must be examined at very beginning of thesoftware project.
The scope of product must be established andbounded. Bounded scope means
establishing quantitative data like no. of simultaneous users,max. allowable response time. etc.
Constraints and limitations
The problem that the product is addressing mustbe decomposed
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Software scope
Scope is defined by
Context (1st step in scope determination)
Functional location of the software product into a large system,product or business context
Constraints involved
Information Objectives (2nd step)
What data objects are required as i/p or o/p
Function and Performance (3rd step)
What function does the software system perform on i/p to
produce o/p
What level of performance is required
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Problem Decomposition
Also called partitioning OR problem elaboration
This activity is at core of requirements analysis
Divide and conquer policy for complex problems Decompose problem in tasks
Decomposition in 2 major areas
Functionality that must be delivered
Process that will be used to deliver product
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Problem Decomposition (Contd.)
A complex problem is partitioned into smallerproblems that are more manageable.
Decomposition make planning easier. Software functions, defined in scope, are
evaluated and refined to provide more detailbefore estimation (part of planning) begins.
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The Process
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Common Process Framework Activities
These characterize a software process and areapplicable to all software projects Communication
Planning Modeling
Construction
Deployment
These are applied to software engineering worktasks (e.g., different product functions) Refer to book page 640fig. 21.1
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The Process Models
Different process models: Linear sequential, Prototyping, RAD, Spiral, Formal
Project manager must decide about which model
to use depending on Customers who have requested the product
People who would work on project
Product characteristics
Project environment Project planning begins once model is selected
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Process decomposition
The way a process is decomposed depends
on project complexity
Decomposition involves outlining of worktasks involved in each process framework
activity
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The Project
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Signs of Projects Risk
Software people dont understand customer
needs
Product scope is poorly defined
Changes are managed poorly
The chosen technology changes
Business needs change
Deadlines are unrealistic
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Signs of Projects Risk (Cont)
Users are resistant
Sponsorship is lost
Team lacks skills
Managers avoid best practices
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How to avoid problems?
Start on the right foot
Involves detailed understanding of project
setting realistic objectives & expectations
Selecting the right team Facilitating the team
Maintain Momentum
Provide incentives
Reduce bureaucracy and give autonomy to team members but with
supervision
Track Progress Assess progress as work products are produced
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How to avoid problems? (Contd..)
Make smart decisions
When possible, use existing software components / COTS software
Choose standard approaches and keep it simple
Avoid risks and allocate more time than needed for complex/riskytasks
Conduct a postmortem analysis
Compare planned and actual schedule
Collect and analyze project metrics (standards)
Get feedback from team and customers Establish record of lessons learnt for each project
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W5HH Principle
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About the principle
Suggested by Barry Boehm in one of his papers
Excellent planning outline for project managers andsoftware team
Applicable to all sizes of software projects
It is an approach to address project objectives
Milestones & schedule
Responsibilities
Management & technical approaches
Required resources
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W5HH principle
Why is the system being develop?
Answer to this questions help assess validity of business reasonfor the software work.
It answers if the business purpose justifies the expenditure ofpeople, time and money
What will be done?
Answer to this question establishes the task set required forproject
When will it be done? Answer to this question helps the team establish a project
schedule by identifying when tasks have to be conducted andwhen milestones are to be reached
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W5HH principle (Contd.)
Who is responsible for a function ? Answer to this question establishes roles and responsibility of
each team member
Where are they organizationally located ? Answer to this question indicates that all roles and responsibilities
are not limited to the software team itself, the customers, usersand stakeholders also have responsibilities.
How will be job done technically and managerially ? Once product scope is establishes, a technical and management
strategy must be defined for it. How much of each resource is needed ?
Answer to this question is derived by developing estimates basedon answers to earlier questions.