Chapter 3: Project Management Omar Meqdadi SE 2730 Lecture 3 Department of Computer Science and...
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![Page 1: Chapter 3: Project Management Omar Meqdadi SE 2730 Lecture 3 Department of Computer Science and Software Engineering University of Wisconsin-Platteville.](https://reader035.fdocuments.us/reader035/viewer/2022062221/56649ea35503460f94ba7385/html5/thumbnails/1.jpg)
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Chapter 3: Project Management
Omar Meqdadi
SE 2730 Lecture 3
Department of Computer Science and Software Engineering University of Wisconsin-Platteville
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Topics covered
Project management Management activities Project planning Project scheduling
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Project management
Understand the problem as well as possible and as early in the process as possible
Maintain momentum Track progress Make smart decisions
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Project management
Activities involved in ensuring that software is delivered On time and on Schedule In accordance with the requirements of the organisations
developing the software Why project management
Software development is always subject to budget and schedule constraints
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Management Styles
Democratic Decentralized – No permanent team leader. Decisions are made by group consensus
Controlled Decentralized – Defined team leader with problem solving by group consensus
Controlled Centralized – Team leader does most of the problem solving with vertical communication.
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Proposal writing Project planning and scheduling Project costing Project monitoring and reviews Personnel selection and evaluation Report writing and presentations
Management activities
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People & Positions
Senior Managers – defines business issues Project/Technical Managers – plan, organize, control and
motivate practitioners Practitioners – technical skills to engineer product Customers – specify requirements End-Users – interact with the product
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Project staffing
May not be possible to appoint the ideal people to work on a project Project budget may not allow for the use of highly-paid staff Staff with the appropriate experience may not be available An organisation may wish to develop employee skills on a
software project Managers have to work within these constraints especially when
there are shortages of trained staff
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Software Team
Apply human resources to a project (N people work for K years)
N individuals are assigned to M tasks that are coordinated by manager(s)
N < M N individuals are assigned to T teams each with one or
more tasks and coordinated by a manager
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Project 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
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Types of project plan
Plan Description
Quality plan Describes the quality procedures and standards that will beused in a project. See Chapter 27.
Validation plan Describes the approach, resources and schedule used forsystem validation. See Chapter 22.
Configurationmanagement plan
Describes the configuration management procedures andstructures to be used. See Chapter 29.
Maintenance plan Predicts the maintenance requirements of the system,maintenance costs and effort required. See Chapter 21.
Staff developmentplan.
Describes how the skills and experience of the project teammembers will be developed. See Chapter 25.
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Project planning process
Establish the project constraints Make initial assessments of the project parameters Define project milestones and deliverableswhile project has not been completed or cancelled loop
Draw up project scheduleInitiate activities according to schedule
Wait ( for a while ) Review project progress Revise estimates of project parameters Update the project schedule Re-negotiate project constraints and deliverables if ( problems arise ) then Initiate technical review and possible revision end ifend loop
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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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Activity organization
Activities in a project should be organised to produce tangible outputs for management to judge progress
Milestones are the end-point of a process activity Deliverables are project results delivered to customers
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Example: Milestones in the RE process
Evaluationreport
Prototypedevelopment
Userrequirements
Requirementsanalysis
Feasibilityreport
Feasibilitystudy
Architecturaldesign
Designstudy
Systemrequirements
Requirementsspecification
ACTIVITIES
MILESTONES
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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 for another to complete
Dependent on project managers intuition and experience
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The project scheduling process
Estimate resourcesfor activities
Identify activitydependencies
Identifyactivities
Allocate peopleto activities
Softwarerequirements
Activity chartsand bar charts
Create projectcharts
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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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Bar charts and activity networks
Graphical notations used to illustrate the project schedule. Show project breakdown into tasks. Tasks should not be
too small. They should take about a week or two Activity charts show task dependencies and the the
critical path Bar charts show schedule against calendar time
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Task durations and dependencies
Activity 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)
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Activity network
start
T2
M3T6
Finish
T10
M7T5
T7
M2T4
M5
T8
4/7/03
8 days
14/7/03 15 days
4/8/03
15 days
25/8/03
7 days
5/9/03
10 days
19/9/03
15 days
11/8/03
25 days
10 days
20 days
5 days25/7/03
15 days
25/7/03
18/7/03
10 days
T1
M1 T3T9
M6
T11
M8
T12
M4
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Activity timeline
4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
T4
T1T2
M1
T7T3
M5
T8
M3
M2
T6
T5
M4
T9
M7
T10
M6
T11M8
T12
Start
Finish
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Staff allocation
4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
T4
T8 T11
T12
T1
T3
T9
T2
T6 T10
T7
T5
Fred
Jane
Anne
Mary
Jim