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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
Supplementary Slides for
Software Engineering:A Practitioner's Approach, 5/e
copyright 1996, 2001
R.S. Pressman & Associates, Inc.
For University Use OnlyMay be reproduced ONLY for student use at the university level
when used in conjunction with Software Engineering: A Practitioner's ApproachAny other reproduction or use is expressly prohibited.
This presentation, slides, or hardcopy may NOT be used forshort courses, industry seminars, or consulting purposes.
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
Chapter 3Project Management
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
The 4 Ps
People
the most important element of asuccessful project
Product the software to be built
Process the set of framework activities andsoftware engineering tasks to get the jobdone
Project all work required to make theproduct a reality
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
Software Projects
size
delivery deadline
budgets and costs
application domain
technology to be implemented
system constraints
user requirements
available resources
Factors that influence the end result ...
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
Project Management Concerns
staffing?
cost estimation?
project scheduling?
project monitoring?
other resources?
customer communication?
risk assessment?
product quality?
measurement?
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
Why Projects Fail?
an unrealistic deadline is established changing customer requirements
an honest underestimate of effort
predictable and/or unpredictable risks
technical difficulties
miscommunication among project staff
failure in project management
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
Software Teams
the difficulty of the problem to be solved
the size of the resultant program(s) in lines of code orfunction points
the time that the team will stay together (team lifetime)
the degree to which the problem can be modularized
the required quality and reliability of the system to be built
the rigidity of the delivery date
the degree of sociability (communication) required for theproject
The following factors must be considered when selecting asoftware project team structure...
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
closed paradigmstructures a team along a traditionalhierarchy of authority (similar to a CC team)
random paradigmstructures a team loosely and dependson individual initiative of the team members
open paradigmattempts to structure a team in a mannerthat achieves some of the controls associated with theclosed paradigm but also much of the innovation that occurswhen using the random paradigm
synchronous paradigmrelies on the natural compartment-alization of a problem and organizes team members to workon pieces of the problem with little active communicationamong themselves
Organizational Paradigms
suggested by Constantine [CON93]
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
Defining the Problem
establish scopea narrative that bounds theproblem
decompositionestablishes functionalpartitioning
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
Melding Problem and Process
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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001
To Get to the Essence of a Project
Why is the system being developed?
What will be done? By when?
Who is responsible for a function?
Where are they organizationally located?
How will the job be done technically andmanagerially?
How much of each resource (e.g., people,software, tools, database) will be needed?
Barry Boehm
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Critical Practices
Formal risk analysisEmpirical cost and schedule estimation
Metrics-based project management
Earned value tracking
Defect tracking against quality targets
People aware project management
