Project Management: Project Management: A Key Element in Building A Key Element in Building

Successful Information Successful Information Systems Systems

Ir. Charles CheungIr. Charles CheungFHKSA MHKIE MBCS RPE(INF)FHKSA MHKIE MBCS RPE(INF)

November 21 2002November 21 2002

Caritas Francis Hsu CollegeCaritas Francis Hsu College

Higher Diploma in Computing Higher Diploma in Computing StudiesStudies

The Higher Diploma in The Higher Diploma in Computing Studies Computing Studies Programme aims to Programme aims to provide students with provide students with a vocationally-focused a vocationally-focused education in education in Computing Studies for Computing Studies for the development and the development and deployment of IT deployment of IT based information based information systems.. systems..

Overview Overview

IT and Information SystemIT and Information System

Why is project management important? Why is project management important?

What is it?What is it?

– What are the elements of the project plan?What are the elements of the project plan?

– What techniques are available?What techniques are available?

What are the results of using such What are the results of using such techniques?techniques?

– Illustrated with real-world examplesIllustrated with real-world examples

Conclusion, Q & A Conclusion, Q & A

Information TechnologyInformation Technology ““ a computer-a computer-

based system that based system that has the capability has the capability to accept, to accept, manipulate, and manipulate, and output output information”information”

Project ManagementProject Management

is Key to Successful Information Systemsis Key to Successful Information Systems

Possible to have a technically brilliant Possible to have a technically brilliant system, but not a successful system, but not a successful system/project/implementation. system/project/implementation.

Alternatively, with careful management, Alternatively, with careful management, it is possible to have a successful it is possible to have a successful system/ project/implementation, with a system/ project/implementation, with a technically ordinary solution.technically ordinary solution.

Information System: Information System: ““ the use of the use of

information technology information technology for a specific purpose”, for a specific purpose”, and is composed of:and is composed of:

purpose (objective);purpose (objective); people; people; procedures;procedures; data (information); anddata (information); and information technologyinformation technology

Competitive StrategyCompetitive Strategy Competition is a fact of Competition is a fact of

life for organizationslife for organizations I/T is a necessary tool I/T is a necessary tool

for implementing for implementing effective organizational effective organizational strategiesstrategies

Be low-cost producerBe low-cost producer Differentiate the Differentiate the

productproduct Obtain a market nicheObtain a market niche Effective push and pull Effective push and pull

marketing toolmarketing tool Global BusinessGlobal Business

Common ApplicationsCommon Applications

Banking and financeBanking and finance Financial and Financial and

Management AccountingManagement Accounting TradingTrading DistributionDistribution ERPERP Retail ManagementRetail Management LogisticLogistic E-LearningE-Learning E-BusinessE-Business WAP ApplicationsWAP Applications OthersOthers

Nationwide Cybercrime Sweep Nationwide Cybercrime Sweep Nets 125 ArrestsNets 125 Arrests

WASHINGTON (Reuters) - Attorney General John WASHINGTON (Reuters) - Attorney General John Ashcroft said Thursday that law-enforcement agents Ashcroft said Thursday that law-enforcement agents had arrested 125 suspects in a crackdown on had arrested 125 suspects in a crackdown on Internet crimes ranging from hacking to fraud to Internet crimes ranging from hacking to fraud to selling stolen goods. selling stolen goods.

The seven-week cybercrime sweep involved police The seven-week cybercrime sweep involved police from Ghana to Southern California and uncovered from Ghana to Southern California and uncovered 125,000 victims who had lost more than $100 125,000 victims who had lost more than $100 million, he told a news conference. million, he told a news conference.

"The information superhighway should be a conduit "The information superhighway should be a conduit for communication, information and commerce, not for communication, information and commerce, not an expressway for crime," Ashcroft said.an expressway for crime," Ashcroft said.

Above quoted from Reuters News Nov 21 2003Above quoted from Reuters News Nov 21 2003

Hong Kong Society of Accountants

E-Business Standards and Assurance

WebTrust WebTrust LicenseLicense

The Canadian Institute of Chartered Accountants (CICA) and the American Institute of Certified Public Accountants (AICPA) have developed and a quality assurance programme for organizations conducting E-Business.

Under licensing agreement with Hong Kong Society of Accountants and with national accounting bodies, this can be extended to provide assurance to business communities and general public in Hong Kong over transactions dealt via Internet.

CICA/AICPAWebTrust Seal

Why is ProjectWhy is ProjectManagement Important?Management Important?

Control of the work and processControl of the work and process Early identification of problems Early identification of problems Reduced impact of turnover Reduced impact of turnover Improved cost analysisImproved cost analysis Increased bidding accuracy Increased bidding accuracy Increased customer satisfaction Increased customer satisfaction Information system built and deployed Information system built and deployed

successfullysuccessfully

What is Project Management?What is Project Management?

Customer expectations, Customer expectations, contractual requirements, and contractual requirements, and deliverablesdeliverables

Elements of the project plan:Elements of the project plan:– Work breakdown structure Work breakdown structure – DurationDuration– Scheduling Scheduling – Resource allocation Resource allocation – CostCost

Managerial aspectsManagerial aspects Managing the project v. Managing the project v.

managing project managementmanaging project management

Customer Expectations and Customer Expectations and Contractual RequirementsContractual Requirements

What does the customer What does the customer expect?expect?– May involve resetting their May involve resetting their

expectationsexpectations

What does the contract What does the contract outline?outline?– Want deliverables to match Want deliverables to match

contract requirementscontract requirements– Define the deliverables if not Define the deliverables if not

specifiedspecified

Managerial FunctionsManagerial Functions planningplanning

– define goals & define goals & strategiesstrategies

executionexecution– assign resources & assign resources &

responsibilitiesresponsibilities controlcontrol

– monitor and correct monitor and correct activities, if activities, if necessarynecessary

Rational Decision MakingRational Decision Making

an individual is faced with a an individual is faced with a number of known alternative number of known alternative courses of actioncourses of action

a set of possible a set of possible consequences is attached to consequences is attached to each alternativeeach alternative

the individual has a system the individual has a system of preferences which of preferences which enables to rank the options enables to rank the options and choose oneand choose one

Realities of Decision MakingRealities of Decision Making

Observation: many decision makers...Observation: many decision makers...– do not search extensively for informationdo not search extensively for information– collect the wrong kind of informationcollect the wrong kind of information– refuse to believe that a problem existsrefuse to believe that a problem exists– develop too few alternativesdevelop too few alternatives– apply old solutions, even if they don’t fitapply old solutions, even if they don’t fit– too much faith on new technologytoo much faith on new technology– fail to weigh costs & benefits adequately fail to weigh costs & benefits adequately

GIGOGIGO

Work Breakdown StructureWork Breakdown Structure

System System development development lifecycle lifecycle methodologies methodologies

HierarchiesHierarchies Task dependencies Task dependencies

/ precedence / precedence relationshipsrelationships– Network diagramNetwork diagram

MilestonesMilestones

System Development Lifecycle –System Development Lifecycle –AdvantagesAdvantages

However, it takes However, it takes lessless time to time to manage the project than not to manage the project than not to manage it.manage it.

Real-worldReal-world– crisis mode frequently, crisis mode frequently,

reactionaryreactionary

(HK Airport)(HK Airport)

4

Work Breakdown StructureWork Breakdown Structure

Program

Project 1 Project 2

Task 1.1

Subtask 1.1.1

Work Package 1.1.1.1

Level

1

2

3

4

Task 1.2

Subtask 1.1.2

Work Package 1.1.1.2

5

Work Breakdown StructureWork Breakdown Structure Allow the elements to be worked on Allow the elements to be worked on

independentlyindependently

Make them manageable in sizeMake them manageable in size

Give authority to carry out the programGive authority to carry out the program

Monitor and measure the programMonitor and measure the program

Provide the required resourcesProvide the required resources

System Development Lifecycle System Development Lifecycle (1)(1)

Classical / Waterfall Approach:Classical / Waterfall Approach:

Analysis

Design

Build

Test

Implementation

Data Migration

System Development Lifecycle System Development Lifecycle (2)(2)

Rapid Application DevelopmentRapid Application Development

Identify user’s requirements

Develop a working model

Customer tests initial model

Developer modifies model

System Development Lifecycle System Development Lifecycle (3)(3)

Spiral ApproachSpiral Approach

Identify

Design Construct

Evaluate

Waterfall Model Rapid Prototype Model Spiral Model

Pro.1. Quality Product

at finish2. Maintenance

Easier3. Documentation

Pro.1. Allows frequent

changes2. Help defines

user requirements

3. Rapid Return on Investment

Pro.1. Risk analysis

preceding each phase

2. Allows for changing requirements

3. Allows prototyping

Con. Specification document Have to get it right first

time Does not allow for

prototype Time Consuming Costly Hard to accommodate Doesn’t accommodate

new requirements

Con. Increased maintenance

costs How do you know you

are finished? Build-and-fix

Con. Once risk can not

be mitigated the project is terminated.

Not effective for very large-scale projects.

Example:Example:Work Work

Breakdown Breakdown StructureStructure

Combination of classical, RAD, and spiral themes

Task Name Duration

ABC Corporation - Computer System 0 days

Contact Area 42 days

Analyze Requirements 6 days

Interview users 5 days

Write requirements document 1 day

Design System 11.75 days

Design Data Model 4.5 days

Design data model 3 days

Audit database design 4 hrs

Revise database design 1 day

Design Screens 3.25 days

Design storyboards 2 days

Audit storyboards 2 hrs

Revise storyboards 1 day

Client Review and Revisions 4 days

Review data model and screens with client 1 day

Make revisions to data model and screens 2 days

Audit revisions to data model and screens 4 hrs

Review revisions with client 4 hrs

Milestone: Signoff on data model and screens 0 days

T

Effort and DurationEffort and Duration

Effort: amount of hours a task takesEffort: amount of hours a task takes– Team member estimate the work effortTeam member estimate the work effort

Duration: period of time over which task takesDuration: period of time over which task takes– Project manager estimate durationProject manager estimate duration

Estimate duration based on the following: Estimate duration based on the following: – People’s workloads, other commitmentsPeople’s workloads, other commitments– Past experience, similar projectPast experience, similar project– Sub-contractingSub-contracting– Availability of hardware and softwareAvailability of hardware and software– Internal Training and External TrainingInternal Training and External Training– Conversion and ImplementationConversion and Implementation– DocumentationDocumentation

Scheduling andScheduling andResource AllocationResource Allocation

Scheduling:Scheduling:– Link activity sequencing with durationLink activity sequencing with duration– Assign start dates and finish datesAssign start dates and finish dates

Resource Allocation:Resource Allocation:– People, facilities, computing environment, People, facilities, computing environment,

budgetbudget– Assign responsibility for each activityAssign responsibility for each activity

Technique: Project PlanTechnique: Project PlanID Task Name Duration Start Finish PredecessorsResource Names

1 ABC Corporation - Computer System 1 day Thu 9/28/00 Thu 9/28/00

2 Contact Area 42 days? Thu 9/28/00 Fri 11/24/00 Joe,Fred,Jane

3 Analyze Requirements 6 days Thu 9/28/00 Thu 10/5/00 Joe

4 Interview users 5 days Thu 9/28/00 Wed 10/4/00 Joe

5 Write requirements document 1 day Thu 10/5/00 Thu 10/5/00 4 Joe

6 Design System 11.25 days? Fri 10/6/00 Mon 10/23/00 3 Fred,Jane,Joe

7 Design Data Model 4.5 days Fri 10/6/00 Thu 10/12/00 Fred,Jane

8 Design data model 3 days Fri 10/6/00 Tue 10/10/00 Fred

9 Audit database design 4 hrs Wed 10/11/00 Wed 10/11/00 8 Jane

10 Revise database design 1 day Wed 10/11/00 Thu 10/12/00 9 Fred

11 Design Screens 3.25 days Thu 10/12/00 Tue 10/17/00 7 Fred,Jane

12 Design storyboards 2 days Thu 10/12/00 Mon 10/16/00 Fred

13 Audit storyboards 2 hrs Mon 10/16/00 Mon 10/16/00 12 Jane

14 Revise storyboards 1 day Mon 10/16/00 Tue 10/17/00 13 Fred

15 Client Review and Revisions 3.5 days Tue 10/17/00 Mon 10/23/00 11 Joe,Fred,Jane

16 Review data model and screens with client 1 day Tue 10/17/00 Wed 10/18/00 Joe

17 Make revisions to data model and screens 2 days Wed 10/18/00 Fri 10/20/00 16 Fred

18 Audit revisions to data model and screens 4 hrs Fri 10/20/00 Mon 10/23/00 17 Jane

F

16

Critical Path SchedulingCritical Path SchedulingA project must have:A project must have:

well-defined jobs or well-defined jobs or tasks whose tasks whose completion marks the completion marks the end of the project;end of the project;

independent jobs or independent jobs or tasks;tasks;

and tasks that follow a and tasks that follow a given sequence.given sequence.

Activity Sequencing Activity Sequencing Technique:Technique:

Network DiagramNetwork Diagram

Design Screens

Analyze Requirements

Client Review and Revisions

Design Data Model

Build Application

Network diagrams show precedence Network diagrams show precedence and interdependenciesand interdependencies

19

Determine early start and early Determine early start and early finish timesfinish times

ES=0EF=2

ES=2EF=3

ES=3EF=4

ES=4EF=9

ES=4EF=6

?A, 2 B, 1 C, 1

D, 2

E, 5

F, 5 G, 1

Technique: Gantt Technique: Gantt ChartChart

Task Name

ABC Corporation - Computer System

Contact Area

Analyze Requirements

Interview users

Write requirements document

Design System

Design Data Model

Design data model

Audit database design

Revise database design

Design Screens

Design storyboards

Audit storyboards

Revise storyboards

Client Review and Revisions

Review data model and screens with client

Make revisions to data model and screens

Audit revisions to data model and screens

M

WHY SOFTWARE COST WHY SOFTWARE COST ESTIMATIONESTIMATION

Estimating the size of new software Estimating the size of new software development for schedule and costdevelopment for schedule and costis a dilemma private industry and is a dilemma private industry and developers of new software face.developers of new software face.

Cost estimation has proven to beCost estimation has proven to bea very difficult endeavora very difficult endeavor

Cost overruns of 100-200% are Cost overruns of 100-200% are commoncommon

Estimation MethodEstimation Method

Assessment of the Assessment of the size of task to be size of task to be done.done.

Assessment of the Assessment of the productivity of the productivity of the developers and the developers and the environment in environment in which the software which the software is to be developed.is to be developed.

Cost and Manpower Cost and Manpower AssessmentAssessment

Function PointsFunction Points

In the late 1970, IBM felt the need to develop a In the late 1970, IBM felt the need to develop a language independent approach to estimating language independent approach to estimating software development effort.software development effort.

The size of project is measured from a functional The size of project is measured from a functional , or user, point of view. It is independent of the , or user, point of view. It is independent of the computer language, development methodology, computer language, development methodology, technology or capability of the project team used technology or capability of the project team used to develop the application.to develop the application.

The Five Components of Function PointsThe Five Components of Function Points

Data FunctionsData Functions– (1) Internal Logical Files(1) Internal Logical Files

Data function allows users to utilize data they are Data function allows users to utilize data they are responsible for maintaining.responsible for maintaining.

– (2) External Interface Files(2) External Interface Files The data resides in another system and is maintained The data resides in another system and is maintained

by another user or systemby another user or system Transactional FunctionsTransactional Functions

– (3) External Inputs(3) External Inputs Allows a user to maintain Internal Logical Files (ILF)Allows a user to maintain Internal Logical Files (ILF)

– (4) External Outputs(4) External Outputs Allows a user to produce outputsAllows a user to produce outputs

– (5) External Inquiries(5) External Inquiries Allows a user to select and display specific data from Allows a user to select and display specific data from

filesfiles

Adjusting for process complexityAdjusting for process complexity 14 influential complexity factors14 influential complexity factors

Data communicationData communication Online update Online update Distributed functionsDistributed functions Complexity Complexity processingprocessing Performance objectivesPerformance objectives Reusability Reusability Heavily used configuration Heavily used configuration Installation ease Installation ease Transaction rateTransaction rate Operational ease Operational ease On-line data entry On-line data entry Multiple sites Multiple sites End-user efficiency End-user efficiency Facilitate change Facilitate change

Function Points Process: Function Points Process:

CALCULATIONCALCULATION

FC = FC = Weighted Count of Functions in 5 CategoriesWeighted Count of Functions in 5 Categories PCA = PCA = Processing Complexity Adjustment Processing Complexity Adjustment FP = FP = Adjusted Function Points Adjusted Function Points FP = FC * PCAFP = FC * PCA

COCOMO IICOCOMO II

COCOMO has been experiencing increasing COCOMO has been experiencing increasing difficulty in estimating costs and schedules for difficulty in estimating costs and schedules for software developed using new approaches, e.g. software developed using new approaches, e.g. Object-oriented software Object-oriented software – Spiral or evolutionary development approaches Spiral or evolutionary development approaches – Commercial Off-The Shelf Software (Commercial Off-The Shelf Software (COTSCOTS) and ) and

reuse-driven approaches reuse-driven approaches COCOMO 2.0 is developed to address these COCOMO 2.0 is developed to address these

limitations [Boehm et al. 1995] limitations [Boehm et al. 1995] The Aims of COCOMO2.0The Aims of COCOMO2.0

Ramus’ approachRamus’ approach

application scopeapplication scope task complexitytask complexity information information

richnessrichness Commercial Off-Commercial Off-

The Shelf Software The Shelf Software ((COTSCOTS) and reuse-) and reuse-driven approachesdriven approaches

Cost And Man-power EstimationCost And Man-power Estimation

ActivitiesActivities Man-Man-day day

@@ $$

Analysis RequirementsAnalysis Requirements 1010 1,5001,500 15,00015,000

Functional SpecificationFunctional Specification 2020 1,5001,500 30,00030,000

Design, Programming and TestingDesign, Programming and Testing 4040 1,0001,000 40,00040,000

Quality AssuranceQuality Assurance 55 1,5001,500 7,5007,500

Installation and User TrainingInstallation and User Training 55 1,5001,500 7,5007,500

DocumentationDocumentation 1010 1,5001,500 15,00015,000

TotalTotal 8080 115,000115,000

Contingency 30%Contingency 30% 2424 27,60027,600

Total before discountTotal before discount 104104 142,600142,600

? discount? discount

Aggressive DeadlinesAggressive Deadlinesand/or Budgetsand/or Budgets

What to do if given an What to do if given an aggressive deadline aggressive deadline and/or budgetand/or budget– Prepare a work Prepare a work

breakdown structurebreakdown structure– Detailed effort and Detailed effort and

duration estimatesduration estimates– Meet with customerMeet with customer

This also works for cost This also works for cost and time overruns.and time overruns.

Managerial Aspects: PeopleManagerial Aspects: People

Lead the teamLead the team– Set the visionSet the vision

CommunicationCommunication– Talking and writingTalking and writing– Internally within Internally within

team, externally team, externally with clientwith client

Negotiating and Negotiating and decision-makingdecision-making

Kinds of TeamsKinds of Teams

Problem-resolution teamProblem-resolution team– Focuses on solving a complex Focuses on solving a complex

poorly defined problempoorly defined problem– E.g. diagnosing a major problem E.g. diagnosing a major problem

with some softwarewith some software Creativity TeamCreativity Team

– Task is to explore possibilities Task is to explore possibilities and alternativesand alternatives

– E.g. a group of programmers E.g. a group of programmers who are developing a who are developing a completely new multimedia completely new multimedia applicationapplication

Tactical Execution TeamTactical Execution Team– Focuses on carrying out a well-Focuses on carrying out a well-

defined plandefined plan– E.g.. A team making a well-E.g.. A team making a well-

defined product upgradedefined product upgrade

Which Kind of Team is Best for Rapid Which Kind of Team is Best for Rapid Development?Development?

Example 1:Example 1:– You’re working on a new You’re working on a new

Catholic Family Registration Catholic Family Registration System and your goal is to System and your goal is to create the best in the worldcreate the best in the world

– At the beginning of the At the beginning of the project you don’t know project you don’t know exactly what that will look exactly what that will look likelike

– Part of the job will be to Part of the job will be to discover those discover those characteristicscharacteristics

– Therefore, you should Therefore, you should choose a team structure to choose a team structure to support support creativitycreativity

Example 2: Example 2: – Suppose you are working on Version 2 Suppose you are working on Version 2

of the same piece of word-processing of the same piece of word-processing productproduct

– You learned in version 1 what it would You learned in version 1 what it would take to create a world-class product take to create a world-class product and you view version 2 as exploratoryand you view version 2 as exploratory

– You have a list of features and you You have a list of features and you want to implement them as fast as want to implement them as fast as possiblepossible

– You should chose a team structure You should chose a team structure that supports that supports tactical explorationtactical exploration

Team OrganizationTeam Organization

What is the best way to organization the What is the best way to organization the team in order to maximize its team in order to maximize its productivity?productivity?

There are two extreme approaches to There are two extreme approaches to team programming:team programming:– Democratic teamsDemocratic teams– Chief programmer teamsChief programmer teams

As with most things the best solution is As with most things the best solution is somewhere between the two extremes.somewhere between the two extremes.

The type of team organization used can The type of team organization used can vary from project to project.vary from project to project.

1. Democratic Team Approach1. Democratic Team Approach

Formalized in 1971.Formalized in 1971. Using the democratic approach, every Using the democratic approach, every

person on the team is an equal in terms person on the team is an equal in terms of authority.of authority.

Team members encourage each other to Team members encourage each other to be diligent in looking for errors in their be diligent in looking for errors in their own code.own code.

Democratic Team ApproachDemocratic Team Approach No individual is more important than the No individual is more important than the

team as a whole.team as a whole. In theory the more faults that are found, the In theory the more faults that are found, the

happier the team.happier the team. Research suggests that democratic teams …Research suggests that democratic teams …

– Must spring up spontaneously.Must spring up spontaneously.– Work best is a research environment or Work best is a research environment or

where there is a particularly hard problem where there is a particularly hard problem to solve.to solve.

– Are productive.Are productive.– That really work well together are rare.That really work well together are rare.

2. Chief-Programmer Team2. Chief-Programmer Team– Originated at IBM in the late 1960’s and early Originated at IBM in the late 1960’s and early

1970’s1970’s– Chief ProgrammerChief Programmer

Directs and reviews work of other team membersDirects and reviews work of other team membersDoes design and complex implementationsDoes design and complex implementations

– Backup Chief ProgrammerBackup Chief Programmer– Other ProgrammersOther Programmers

Specialized; work on detailed design and codingSpecialized; work on detailed design and coding

– Programming Secretary (Librarian)Programming Secretary (Librarian)Maintains project library (codes, test cases, etc.)Maintains project library (codes, test cases, etc.)Compiles, executes and runs test casesCompiles, executes and runs test cases

Programmer Programmer Programmer

Impracticality of Chief Programmer ApproachImpracticality of Chief Programmer Approach

Good chief programmers are hard to findGood chief programmers are hard to find– Must be both good programmer and good Must be both good programmer and good

managermanager Good backup chief programmers are Good backup chief programmers are

harder to findharder to find Nowadays programmers compile, run and Nowadays programmers compile, run and

test their software at their workstationstest their software at their workstations

Combined approachCombined approach

Team LeaderTeam Leader– Responsible for technical aspectsResponsible for technical aspects– Attends all code reviewsAttends all code reviews

Team ManagerTeam Manager– Responsible for non-technical aspects (budget, Responsible for non-technical aspects (budget,

performance appraisal)performance appraisal)– Does not attend code reviews, but assess performance Does not attend code reviews, but assess performance

based on periodic team meetingsbased on periodic team meetings Can be scaled up for large projectsCan be scaled up for large projects Decentralize decision-makingDecentralize decision-making

Conclusion:Conclusion:

– There is no such There is no such thing a single best thing a single best “development “development team structure” team structure” because the most because the most effective structure effective structure depends on the depends on the contextcontext

What are the other factors that may hinder What are the other factors that may hinder the success of a project?the success of a project?

Limitation on Limitation on resourcesresources

Management supportManagement support User’s resistanceUser’s resistance

– may have to apply may have to apply cognitive science and cognitive science and social engineeringsocial engineering

Poor manual Poor manual procedure and controlprocedure and control

Close-end application Close-end application designdesign

Security issueSecurity issue

Conclusion, Q & AConclusion, Q & A

Goal: Plan the ProjectGoal: Plan the Project

If you fail to plan, you plan to If you fail to plan, you plan to failfail

Contact InformationContact Information

Ir. Charles CheungIr. Charles Cheung(852) 2777-9238(852) 2777-9238

ccheung@ramus.com.hkccheung@ramus.com.hk

References andReferences andAdditional ResourcesAdditional Resources

– www.pmi.org (Project Management Institute)www.pmi.org (Project Management Institute) Project Management Body of KnowledgeProject Management Body of Knowledge

– www.4pm.comwww.4pm.com– www.swebok.org www.swebok.org

Software Engineering Body of KnowledgeSoftware Engineering Body of Knowledge– www.wst.com/library/index.htmlwww.wst.com/library/index.html– www.fek.umu.se/irnop/projweb.htmlwww.fek.umu.se/irnop/projweb.html– Pressman, R. (Pressman, R. (Software Engineering: A Practitioner’s Approach)Software Engineering: A Practitioner’s Approach)– Carnegie Mellon University’s Capability Maturity ModelCarnegie Mellon University’s Capability Maturity Model– Katherine Duliba, PhD Dulcian, Inc .Katherine Duliba, PhD Dulcian, Inc .– Software Composition Technologies, Inc.Software Composition Technologies, Inc.– Q/P Management Group, Inc.Q/P Management Group, Inc.– Irwin/McGraw-HillIrwin/McGraw-Hill– HKSA /WebTrustHKSA /WebTrust