©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 1
Project management
◆ Organizing, planning andscheduling software projects
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 2
Objectives
◆ To introduce software project management and todescribe its distinctive characteristics.
◆ To discuss project planning and the planningprocess.
◆ To show how graphical schedule representationsare used by project management.
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 3
Topics covered
◆ Management activities
◆ Project planning
◆ Activity organization
◆ Project scheduling
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 4
◆ Concerned with activities involved in ensuringthat software is delivered:• on time
• on schedule
• in accordance with the requirements of the organizationsdeveloping and procuring the software
Software project management
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 5
◆ Software engineering is an economic activityand therefore is subject to economic,non-technical constraints.
◆ Well-managed projects sometimes fail. Badlymanaged projects inevitably fail.
◆ The objective of this lecture is to introducemanagement activities rather than teach you tobe managers.
◆ You can only learn to manage by managing
Why is management important?
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 6
◆ The product is intangible.
◆ The product is uniquely flexible.
◆ The software development process is notstandardized.
◆ Most software projects are “one-off” projects.
Software management distinctions
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 7
◆ Proposal writing
◆ Project costing
◆ Project planning and scheduling
◆ Project monitoring and reviews
◆ Personnel selection and evaluation
◆ Report writing and presentations
Management activities
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 8
◆ These activities are not peculiar to softwaremanagement.
◆ Many techniques of engineering projectmanagement are equally applicable to softwareproject management.
◆ Technically complex engineering systems tendto suffer from the same problems as softwaresystems.
Management commonalities
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 9
Project staffing
◆ May not be possible to appoint the ideal people towork 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 organization may wish to develop employee skills on asoftware project.
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 10
Project planning
◆ Probably the most time-consuming projectmanagement activity.
◆ Continuous activity from initial concept throughto system delivery.
◆ Plans must be regularly revised as newinformation becomes available.
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 11
Project plan structure
◆ Introduction
◆ Project organization
◆ Risk analysis
◆ Hardware and software resource requirements
◆ Work breakdown
◆ Project schedule
◆ Monitoring and reporting mechanisms
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 12
Activity organization
◆ Activities in a project should be organized toproduce tangible outputs for management tojudge progress.
◆ Milestones are the end-point of a process activity.
◆ Deliverables are project results delivered tocustomers.
◆ The waterfall process allows for thestraightforward definition of progress milestones.
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 13
Milestones and deliverables
Evaluationreport
Prototypedevelopment
Requirementsdefinition
Requirementsanalysis
Feasibilityreport
Feasibilitystudy
Architecturaldesign
Designstudy
Requirementsspecification
Requirementsspecification
ACTIVITIES
MILESTONES
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 14
Project scheduling
◆ Split project into tasks and estimate time andresources required to complete each task.
◆ Organize tasks concurrently to make optimaluse of workforce.
◆ Minimize task dependencies to avoid delayscaused by one task waiting for another tocomplete.
◆ Dependent on project managers intuition andexperience.
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 15
Scheduling problems
◆ Estimating the difficulty of problems and hencethe cost of developing a solution is hard.
◆ Productivity is not proportional to the number ofpeople working on a task.
◆ Adding people to a late project makes it laterbecause of communication overheads.
◆ The unexpected always happens. Always allowcontingency in planning.
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 16
Bar charts and activity networks
◆ Graphical notations used to illustrate the projectschedule.
◆ Show project breakdown into tasks. Tasks shouldnot be too small. They should take about a weekor two.
◆ Activity charts show task dependencies and thethe critical path.
◆ Bar charts show schedule against calendar time.
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 17
Task durations and dependenciesTask Duration
(days)Dependencies
T1 8T2 15T3 15 T1T4 10T5 10 T2, T4T6 5 T1, T2T7 20 T1T8 25 T4T9 15 T3, T6T10 15 T5, T7T11 7 T9T12 10 T11
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 18
Activity network
start
T2
M 3T6
Finish
T1 0
M 7T5
T7
M 2T4
M 5
T8
4/7/94
8 day s
1 4/7/94 1 5 d ay s
4/8/94
1 5 d ay s
2 5/8/94
7 day s
5/9/94
10 days
1 9/9/94
1 5 d ay s
1 1/8/94
2 5 d ay s
1 0 d ay s
2 0 d ay s
5 d ays2 5/7/94
1 5 d ay s
2 5/7/94
1 8/7/94
1 0 d ay s
T1
M 1 T3T9
M 6
T1 1
M 8
T1 2
M 4
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 19
Activity time-line4/7 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
M5T8
M3
M2T6
T5M4
T9
M7T10
M6
T1 1M8
T12
Start
Finish
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 20
Staff allocation4/7 11/7 18/7 25/ 1/8 8/8 15/8 22/8 29/8 5/912/9 19/9
T4
T8 T11
T12
T1
T3
T9
T2
T6 T10
T7
T5
Fred
Jane
Anne
Mary
Jim
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 21
Key points
◆ Good project management is essential for projectsuccess.
◆ The intangible nature of software causesproblems for management.
◆ Managers have diverse roles but their mostsignificant activities are planning, estimating andscheduling.
◆ Planning and estimating are iterative processeswhich continue throughout the course of aproject.
©Ian Sommerville 1995 Modified by Spiros Mancoridis 1998 Software Engineering, 5th edition. Chapter 3 Slide 22
◆ A project milestone is a predictable state wheresome formal report of progress is presented tomanagement.
◆ Activity charts and bar charts are graphicalrepresentations of a project schedule.
Key points