7/28/2019 Mca Sem5 Mc9252nol

1/141

Software Project

ManagementIntro to Project Management

Presentation ByNISHA R.S.Lecturer,

Dept. of MCA

7/28/2019 Mca Sem5 Mc9252nol

2/141

Course Objectives

Understand the fundamental principles of SoftwareProject management & will also have a goodknowledge of responsibilities of project manager andhow to handle these.

Be familiar with the different methods and techniquesused for project management.

By the end of this course student will have goodknowledge of the issues and challenges faced whiledoing the Software project Management and will alsobe able to understand why majority of the softwareprojects fails and how that failure probability can bereduced effectively. Will be able to do the ProjectScheduling, tracking, Risk analysis, Quality

management and Project Cost estimation usingdifferent techniques

7/28/2019 Mca Sem5 Mc9252nol

3/141

Unit I

Introduction

7/28/2019 Mca Sem5 Mc9252nol

4/141

Project Definition

In the broadest sense, a project is aspecific, finite task to beaccomplished. Any activity that results

in a deliverable or a product.

Projects always begin with a problem.The project is to provide the solutionto this problem.

When the project is finished it must be

evaluated to determine whether itsatisfies the ob ectives and oals.

7/28/2019 Mca Sem5 Mc9252nol

5/141

What is Management?

Management can be defined as all activitiesand tasks undertaken by one or morepersons for the purpose ofplanning and

controlling the activities of others in order toachieve objectives or complete an activitythat could not be achieved by others actingindependently.

Management functions can be categorized as Planning

Organizing

Staffing

Directing Controllin

7/28/2019 Mca Sem5 Mc9252nol

6/141

Management Functions

PlanningPredetermining a course of action for accomplishingorganizational Objectives

Organizing

Arranging the relationships among work units foraccomplishment of objectives and the granting ofresponsibility and authority to obtain those objectives

StaffingSelecting and training people for positions in theorganization

DirectingCreating an atmosphere that will assist and motivatepeople to achieve desired end results

ControllingEstablishing, measuring, and evaluating performanceof activities toward planned objectives

7/28/2019 Mca Sem5 Mc9252nol

7/141

What is Project Management

The application of knowledge, skills,tools and techniques to projectactivities in order to meet projectrequirements

7/28/2019 Mca Sem5 Mc9252nol

8/141

What is Project Management

Project management is a system of

management procedures,

practices,

technologies,

skills, and

experience

that are necessary to successfullymanage a project.

7/28/2019 Mca Sem5 Mc9252nol

9/141

Software Project Management

Concerned with activities involved inensuringthat software is delivered:

on time

on schedule

in accordance with the requirementsof the organization developing andprocuring the software

7/28/2019 Mca Sem5 Mc9252nol

10/141

Project Stakeholders

Stakeholders are the people involvedin or affected by the project actives

Stakeholders include

The project sponsor and project team

Support staff

Customers

Users

Suppliers

Opponents to the project

7/28/2019 Mca Sem5 Mc9252nol

11/141

Project Characteristics

One clear objective A well defined set of end results Goal oriented End product or service must result

Finite Fixed timeline, start date, end date, milestone dates

Limited

Budget, Resources, Time

Life Cycle Recognizable sequence of phases

7/28/2019 Mca Sem5 Mc9252nol

12/141

ManagementProjectSoftware

23. Appraising Performance24. Handling Intellectual Property

25. Holding Effective Meetings

26. Interaction and Communication

27. Leadership

28. Managing Change

29. Negotiating Successfully

30. Planning Careers

31. Presenting Effectively

32. Recruiting33. Selecting a Team

34. Teambuilding

12. Building a WBS13. Documenting Plans

14. Estimating Costs

15. Estimating Effort

16. Managing Risks

17. Monitoring Development

18. Scheduling

19. Selecting Metrics

20. Selecting Project Mgmt Tools

21. Tracking Process22. Tracking Project Progress

1. Assessing Processes2. Awareness of Process Standards

3. Defining the Product

4. Evaluating Alternative Processes

5. Managing Requirements

6. Managing Subcontractors

7. Performing the Initial Assessment

8. Selecting Methods and Tools

9. Tailoring Processes

10. Tracking Product Quality11. Understanding Development Activities

34 Competencies Every Software Project Manager Needs to Know

PeopleProjectProduct

PeopleProject

Product

7/28/2019 Mca Sem5 Mc9252nol

13/141

Product Life Cycles

Products also have life cycles

The Systems Development Life Cycle

(SDLC) is a framework for describingthe phases involved in developing andmaintaining information systems

Typical SDLC phases include planning,

analysis, design, implementation, andsupport

7/28/2019 Mca Sem5 Mc9252nol

14/141

Steps in SDLC

Concept Exploration

System exploration

Requirements

Design Implementation

Installation

Operations and support

Maintenance

Retirement

7/28/2019 Mca Sem5 Mc9252nol

15/141

Process & Process Model

Software Process

the set of activities, methods, andpractices that are used in the production

and evolution of software

Software Process Model

one specific embodiment of a software

process architecture

7/28/2019 Mca Sem5 Mc9252nol

16/141

Why Modeling?

To provide a common understanding

To locate any inconsistencies,

redundancies and omissionsTo reflect the development goals and

provide early evaluation

To assist development team tounderstand any special situation

7/28/2019 Mca Sem5 Mc9252nol

17/141

Sample SDLC Models

Waterfall model: has well-defined, linearstages of systems development and support

Spiral model: shows that software is

developed using an iterative or spiralapproach rather than a linear approach

Incremental release model: provides forprogressive development of operationalsoftware

RAD model: used to produce systemsquickly without sacrificing quality

Prototyping model: used for developingprototypes to clarify user requirements

7/28/2019 Mca Sem5 Mc9252nol

18/141

Waterfall Model

RequirementAnalysis

SystemDesign

Coding

Testing

Maintenance

7/28/2019 Mca Sem5 Mc9252nol

19/141

Waterfall Model (contd)

classical

one-shot approach

effective controllimited scope of iteration

long cycle time

not suitable for system of highuncertainty

7/28/2019 Mca Sem5 Mc9252nol

20/141

V Model

RequirementsAnalysis

System Design

Program Design

Coding

Unit and

Integration Testing

System Testing

Maintenance

User AcceptanceTesting

7/28/2019 Mca Sem5 Mc9252nol

21/141

V Model (contd)

Additional validation processintroduced

Relate testing to analysis and designLoop back in case of discrepancy

7/28/2019 Mca Sem5 Mc9252nol

22/141

Spiral Model (adapted from Boehm 1987)

7/28/2019 Mca Sem5 Mc9252nol

23/141

Spiral Model (contd)

Evolutionary approach

Iterative development combined with

risk managementRisk analysis results in go, no-go

decision

7/28/2019 Mca Sem5 Mc9252nol

24/141

Spiral Model (contd)

Four major activities

Planning

Risk analysis

Engineering

Customer evaluation

7/28/2019 Mca Sem5 Mc9252nol

25/141

Prototyping Model

Goals

meet users requirements in early stage

reduce risk and uncertainty

7/28/2019 Mca Sem5 Mc9252nol

26/141

Classification of Prototype

Throw-awayAfter users agree the requirements of the

system, the prototype will be discarded.

EvolutionaryModifications are based on the existing

prototype.

IncrementalFunctions will be arranged and built

accordingly.

7/28/2019 Mca Sem5 Mc9252nol

27/141

Prototyping Model

Build prototype Usersatisfaction

YES

NO

User feedback

7/28/2019 Mca Sem5 Mc9252nol

28/141

Benefits of Prototyping

Learning by doing

Improved communication

Improved user involvementClarification of partially-known

requirements

7/28/2019 Mca Sem5 Mc9252nol

29/141

Prototyping Sequences

Requirements gathering

Quick design

Prototype construction

Customer evaluation

Refinement

Loop back to quick design for fine tuning

Product engineering

7/28/2019 Mca Sem5 Mc9252nol

30/141

Benefits of Prototyping

Demonstration of the consistency andcompleteness of a specification

Reduced need for documentation

Reduced maintenance costs

Feature constraint

Production of expected results

7/28/2019 Mca Sem5 Mc9252nol

31/141

Drawbacks of Prototyping

Users sometimes misunderstand therole of the prototype

Lack of project standards possible

Lack of control

Additional expense

Close proximity of developers

7/28/2019 Mca Sem5 Mc9252nol

32/141

Forms of Prototypes

Mock-ups

Simulated interaction

Partial working model

7/28/2019 Mca Sem5 Mc9252nol

33/141

Incremental Model

Break system into small components

Implement and deliver smallcomponents in sequence

Every delivered component providesextra functionality to user

7/28/2019 Mca Sem5 Mc9252nol

34/141

Incremental Model (contd)

RequirementsAnalysis

Arrangerequirements

in increments

Validate

increment

Design anddevelop

increment

Integrate

increment

YES

NO

System

OK?

7/28/2019 Mca Sem5 Mc9252nol

35/141

Iterative Model

Deliver full system in the beginning

Enhance functionality in new releases

7/28/2019 Mca Sem5 Mc9252nol

36/141

Iterative Model (contd)

Develop systemversion n

Validate systemversion n

YES

NO

Design system

version n

Systemcomplete

n = n+1

7/28/2019 Mca Sem5 Mc9252nol

37/141

Why Have Project Phases andManagement Reviews?

A project should successfully pass

through each of the project phases inorder to continue on to the next

Management reviews (also calledphase exits or kill points) should occur

after each phase to evaluate theprojects progress, likely success, andcontinued compatibility with

organizational goals

7/28/2019 Mca Sem5 Mc9252nol

38/141

Distinguishing Project Life Cycles andProduct Life Cycles

The project life cycle applies to allprojects, regardless of the productsbeing produced

Product life cycle models varyconsiderably based on the nature of theproduct

Most large IT products are developedas a series of projects

Project management is done in all ofthe product life cycle phases

7/28/2019 Mca Sem5 Mc9252nol

39/141

Capability Maturity Model

The CMM is a process model based on software best-practices effective in large-scale, multi-person projects.

The CMM has been used to assess the maturity levelsof organization areas as diverse as software

engineering, system engineering, project management,risk management, system acquisition, informationtechnology (IT) or personnel management, against ascale of five key processes, namely:Initial,

Repeatable,Defined,Managed andOptimized.

http://en.wikipedia.org/wiki/Software_engineeringhttp://en.wikipedia.org/wiki/Software_engineeringhttp://en.wikipedia.org/wiki/System_engineeringhttp://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Risk_managementhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Information_technologyhttp://en.wikipedia.org/wiki/Risk_managementhttp://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/System_engineeringhttp://en.wikipedia.org/wiki/Software_engineeringhttp://en.wikipedia.org/wiki/Software_engineering

7/28/2019 Mca Sem5 Mc9252nol

40/141

Level 1 - Initial

At maturity level 1, processes areusually ad hoc, and the organizationusually does not provide a stable

environment. Success in theseorganizations depends on thecompetence and heroics of the people

in the organization, and not on theuse of proven processes

http://en.wikipedia.org/wiki/Ad_hochttp://en.wikipedia.org/wiki/Ad_hoc

7/28/2019 Mca Sem5 Mc9252nol

41/141

Level 2 - Repeatable

At maturity level 2, softwaredevelopment successes arerepeatable. The processes may not

repeat for all the projects in theorganization. The organization mayuse some basic project management

to track cost and schedule.

http://en.wikipedia.org/wiki/Project_managementhttp://en.wikipedia.org/wiki/Project_management

7/28/2019 Mca Sem5 Mc9252nol

42/141

Level 3 - Defined

The organizations set of standardprocesses, which are the basis for level 3,are established and improved over time.

These standard processes are used toestablish consistency across theorganization. Projects establish theirdefined processes by applying the

organizations set of standard processes,tailored, if necessary, within similarlystandardized guidelines.

7/28/2019 Mca Sem5 Mc9252nol

43/141

Level 4 - Quantitatively Managed

Using precise measurements,management can effectively controlthe software development effort. In

particular, management can identifyways to adjust and adapt the processto particular projects without

measurable losses of quality ordeviations from specifications

7/28/2019 Mca Sem5 Mc9252nol

44/141

Level 5 - Optimizing

Maturity level 5 focuses on continuallyimproving process performance throughboth incremental and innovative

technological improvements. Quantitativeprocess-improvement objectives for theorganization are established, continuallyrevised to reflect changing business

objectives, and used as criteria inmanaging process improvement.

7/28/2019 Mca Sem5 Mc9252nol

45/141

International Organization forStandardization(ISO)

12 Engineering Activities Systems requirement analysis

System architectural design

Software requirement analysis

Software architectural design Software detailed design

Software coding and testing

Software Integration

Software qualification testing

System integration System qualification testing

Software installation

Software acceptance test

7/28/2019 Mca Sem5 Mc9252nol

46/141

Unit II

Domain Processes

Scope Planning and the Scope

7/28/2019 Mca Sem5 Mc9252nol

47/141

Scope Planning and the ScopeStatement

A scope statement is a document usedto develop and confirm a commonunderstanding of the project scope. It

should include a project justification

a brief description of the projects products

a summary of all project deliverables a statement of what determines project

success

Scope Planning and the Work

7/28/2019 Mca Sem5 Mc9252nol

48/141

Scope Planning and the WorkBreakdown Structure

After completing scope planning, thenext step is to further define the workby breaking it into manageable pieces

Good scope definition helps improve the accuracy of time, cost,

and resource estimates

defines a baseline for performancemeasurement and project control

aids in communicating clear workresponsibilities

The Work Breakdown

7/28/2019 Mca Sem5 Mc9252nol

49/141

The Work BreakdownStructure

A work breakdown structure (WBS) isan outcome-oriented analysis of thework involved in a project that defines

the total scope of the project

It is a foundation document in projectmanagement because it provides the

basis for planning and managingproject schedules, costs, and changes

7/28/2019 Mca Sem5 Mc9252nol

50/141

WBS

WBS was initially developed by the U.S.defense establishment, and it is described inMilitary Standard (MIL-STD) 881B (25 Mar

93) as follows:

"A work breakdown structure is a product-oriented family tree composed of hardware,

software, services, data and facilities .... [it]displays and defines the product(s) to bedeveloped and/or produced and relates theelements of work to be accomplished to

each other and to the end product(s)."

7/28/2019 Mca Sem5 Mc9252nol

51/141

Sample Intranet WBS Organized by

Product

7/28/2019 Mca Sem5 Mc9252nol

52/141

Sample Intranet WBS Organized byPhase

7/28/2019 Mca Sem5 Mc9252nol

53/141

Intranet WBS in Tabular Form1.0 Concept

1.1 Evaluate current systems

1.2 Define Requirements1.2.1 Define user requirements

1.2.2 Define content requirements

1.2.3 Define system requirements

1.2.4 Define server owner requirements

1.3 Define specific functionality1.4 Define risks and risk management approach

1.5 Develop project plan

1.6 Brief web development team

2.0 Web Site Design

3.0 Web Site Development

4.0 Roll Out

5.0 Support

Approaches to Developing

7/28/2019 Mca Sem5 Mc9252nol

54/141

Approaches to DevelopingWBSs

Using guidelines: Some organizations,like the DOD, provide guidelines forpreparing WBSs

The analogy approach: It often helps to

review WBSs of similar projectsThe top-down approach: Start with the

largest items of the project and keepbreaking them down

The bottoms-up approach: Start withthe detailed tasks and roll them up

7/28/2019 Mca Sem5 Mc9252nol

55/141

S V ifi ti d S

7/28/2019 Mca Sem5 Mc9252nol

56/141

Scope Verification and ScopeChange Control

It is very difficult to create a good scopestatement and WBS for a project

It is even more difficult to verify project

scope and minimize scope changesMany IT projects suffer from scope

creep and poor scope verification

Factors Causing IT Project

7/28/2019 Mca Sem5 Mc9252nol

57/141

Factors Causing IT ProjectProblems*

Factor Rank Lack of user input 1

Incomplete requirements and specifications 2

Changing requirements and specifications 3

Lack of executive support 4

Technology incompetence 5Lack of resources 6

Unrealistic expectations 7

Unclear objectives 8

Unrealistic time frames 9

New Technology 10

*Johnson, Jim, "CHAOS: The Dollar Drain of IT Project Failures," Application Development Trends,

January 1995, www.stadishgroup.com/chaos.html

7/28/2019 Mca Sem5 Mc9252nol

58/141

Suggestions for Improving UserInput

Insist that all projects have a sponsorfrom the user organization

Have users on the project team

Have regular meetings

Deliver something to project users andsponsor on a regular basis

Co-locate users with the developers

Incomplete and Changing

7/28/2019 Mca Sem5 Mc9252nol

59/141

Incomplete and ChangingRequirements

Develop and follow a requirements management process Employ techniques such as prototyping, use case

modeling, and Joint Application Design to thoroughlyunderstand user requirements

Put all requirements in writing and current

Create a requirements management database

Provide adequate testing

Use a process for reviewing requested changes from asystems perspective

Emphasize completion dates

7/28/2019 Mca Sem5 Mc9252nol

60/141

Unit III

Software Development

7/28/2019 Mca Sem5 Mc9252nol

61/141

Software Size and ReuseEstimating

7/28/2019 Mca Sem5 Mc9252nol

62/141

Software Size and Reuse Estimating

7/28/2019 Mca Sem5 Mc9252nol

63/141

Predicting the size of a softwaresystem becomes progressively easier

as the project advances

At no other time are the

estimates so important than at the

beginning of a project

7/28/2019 Mca Sem5 Mc9252nol

64/141

Product Development Life Cycle

Estimating size and effort will occurmany times during the life cycle

After requirements, after analysis,after design, and so on...

7/28/2019 Mca Sem5 Mc9252nol

65/141

Learning Objectives

Explain why the sizing of software is animportant estimating technique

Describe how Work Breakdown Structurecan be used to estimate software size

List, explain and describe several modelsused to estimate size

Summarize the advantages anddisadvantages of the models

Explain the impact of reused softwarecomponents upon the size estimate

7/28/2019 Mca Sem5 Mc9252nol

66/141

Problems with Estimating

Problem is not well understood

Little or no historical data

No standardsManagement uses estimates as

performance goals

Developers are optimistic

Customer demands quick estimates

etc...

7/28/2019 Mca Sem5 Mc9252nol

67/141

Risks of Estimating

If incomplete or incorrect estimate:

disappointing the customer

possibly losing future business

too optimistic fixed-price contract result inthe contractor losing money and losingface

7/28/2019 Mca Sem5 Mc9252nol

68/141

How to tackle size-related risks

Produce a WBS, decomposed to the lowestlevel possible smaller is easier toestimate

Review assumptions with all stakeholders

Research past organizational experiencesand historical data

Stay in close communication with otherdevelopers, common language

Update estimates

Use many size estimating methods

Educate staff in estimation methods

Getting St ted

7/28/2019 Mca Sem5 Mc9252nol

69/141

Getting StartedSizing is the prediction of product

deliverables needed to fulfill requirementsEstimation is the prediction of effort

needed to produce the deliverables

WBS is a description of the work to be

performed, broken down into key elementsWBS is our TOC, a hierarchical list of the

work activities required to complete aproject

Choose a method and stick with it

Compare actual data to planned estimates

Everything should be counted, anyobservable physical piece of software

7/28/2019 Mca Sem5 Mc9252nol

70/141

Size measures

Lines of Code (LOC)

Function Points

Feature PointsObject Points

Model Blitz

Wideband Delphi

7/28/2019 Mca Sem5 Mc9252nol

71/141

Lines of Code

Very difficult to know how many LOC will beproduced before they are written or evendesigned

LOC measure has become infamous

Still the most used metric

Average programmer productivity rateremains despite of new languages

Functionality and quality are the realconcerns, not the LOC

Lines of Code 2

7/28/2019 Mca Sem5 Mc9252nol

72/141

Lines of Code 2

WBS should be decomposed to the lowestlevel possible

Estimating using expert opinions, askingexperts who have developed similar

systemsEstimating using Bottom-Up summing,asking developers to estimate the size ofeach decomposed level

Ask for an optimistic (200), pessimistic(400) and realistic size (250) estimate(200+400+(4*250)) / 6 = 266 LOC

What exactly is a line of code? Standardsand rules needed

7/28/2019 Mca Sem5 Mc9252nol

73/141

Lines of Code 3

Translate the number of LOC to assemblylanguage line in order to make comparisonsbetween programming languages

e.g.convert 50,000 LOC system written in C toJavaAssembler level for C = 2.5, Java = 650,000 * 2.5 = 125,000 if written inassembler125,000 / 6 = 20,833 LOC if written in Java

Advantages of LOC

7/28/2019 Mca Sem5 Mc9252nol

74/141

Advantages of LOC

Widely used and acceptedAllows for comparison between diverse

development groups

Directly relates to the end product

Easily measured upon project completion

Measure from the developers point of view

Continuous improvement

Disadvantages of LOC

7/28/2019 Mca Sem5 Mc9252nol

75/141

Disadvantages of LOCDifficult to estimate early in the life cycle

Source instructions variate with language,design, programmer etc.

No industry standars for counting LOC

Fixed costs are not included with coding

Programmers may be rewarded for largeLOC counts

Distinguish between generated code andhand-crafted code

Can not be used for normalizing iflanguages are different

Only existing products and expert opinionscan be used to predict a LOC count

7/28/2019 Mca Sem5 Mc9252nol

76/141

Function Points

Idea:software is better measured in termsof the number and complexity of the

functions that it performsFunction points measure categories of

end-user business functions

7/28/2019 Mca Sem5 Mc9252nol

77/141

Function Point Process Steps1. Count number of functions in each

category (outputs, inputs, interfacesetc..)

2. Apply complexity weighting factors(simple, medium, complex)

3. Apply environmental factors

4. Calculate complexity adjustment factor

5. Compute adjusted function points6. Convert to Lines of Code (optional)

7/28/2019 Mca Sem5 Mc9252nol

78/141

Advantages of Function Point Analysis

Can be applied early in the life cycle

Independent of language and technology

Provide a reliable relationship to effort

Can be used as a productivity goalUsers understand better

Provide a mechanism to track and monitorscope

Environmental factors are considered

7/28/2019 Mca Sem5 Mc9252nol

79/141

Disadvantages of Function Point Analysis

Requires subjective evaluations

Results depend on technology usedto implement the analysis

Many effort and cost models dependon LOC, must be converted

Best after the creation of a designspecification

Not good to non-MIS applications

7/28/2019 Mca Sem5 Mc9252nol

80/141

Feature Points

Extension of the function pointmethod

Designed to deal with different kinds

of applications, like embedded or real-time systems

A feature point is a new category of

function point that represent complexalgorithms

Areas where Feature Points are

7/28/2019 Mca Sem5 Mc9252nol

81/141

Areas where Feature Points areused

RTS such as missile defense systems

System software

Embedded Systems like radarnavigation packages

CAD & CAM

7/28/2019 Mca Sem5 Mc9252nol

82/141

Feature Point Process Steps

1. Count number of feature points in eachcategory

2. Count feature points (algorithms)

3. Weigh Complexity (avg for featurepoints, simple/avg/complex foralgorithms)

4. Evaluate environmental factors

5. Calculate complexity adjustment factor

6. Adjust feature points

7. Convert to LOC (optional)

Advantages of Feature Point

7/28/2019 Mca Sem5 Mc9252nol

83/141

Advantages of Feature PointAnalysis

Same as in function point analysis

Additional advantage foralgorithmically intensive systems

Disadvantages of Feature Point

7/28/2019 Mca Sem5 Mc9252nol

84/141

Disadvantages of Feature PointAnalysis

Primary disadvantage:

subjective classification of algorithmic

complexity

Obj t P i t

7/28/2019 Mca Sem5 Mc9252nol

85/141

Object Points

Method developed for object-orientedtechnology

Counting object points to determinesoftware size

Conducted at a more macro level thanfunction points

Assigns one object point to each uniqueclass or object

Otherwise similar to function and featurepoints

M d l Blit

7/28/2019 Mca Sem5 Mc9252nol

86/141

Model Blitz

Estimating gets better with each passingphase

Concept of blitz modelling is counting

number of process (object classes) *number of programs per class * avgprogram size = Estimated size (LOC)

A historical database is essential

Function-strong systems and data-strongsystems are calculated separately

d

7/28/2019 Mca Sem5 Mc9252nol

87/141

Contd

20 object classes implemented to 5procedural programs & on an avg 75LOC per procedural prg

No. of Process X no. of programs perclass X Avg Prg Size = Estimated Size

20 X 5 X 75 = ?

7500 LOC

7/28/2019 Mca Sem5 Mc9252nol

88/141

Advantages of Model Blitz

Easy to use with structured methodsand with object-oriented classes

Accuracy increases with historical data

Continuous improvement activitiesused for estimation techniques

7/28/2019 Mca Sem5 Mc9252nol

89/141

Disadvantages of Model Blitz

Requires use of design methodology

Estimation can not begin until designis complete

Requires historical data

Does not evaluate environmentalfactors

Wid b d D l hi

7/28/2019 Mca Sem5 Mc9252nol

90/141

Wideband Delphi

Popular and simple technique toestimate size and effort

Group consensus approach

Uses experience of several people toreach an estimate

Wid b d D l hi t

7/28/2019 Mca Sem5 Mc9252nol

91/141

Wideband Delphi steps

1. Present experts with the problemand a response form

2. Group discussion

3. Collect opinions anonymously

4. Feed back a summary of results

5. Another group discussion

6. Iterate until consensus

7/28/2019 Mca Sem5 Mc9252nol

92/141

Advantages of Wideband Delphi

Easy and inexpensive

Expertise of several people

Participants become better educated

about the software and projectDoes not require historical data

Used for high-level and detailed

estimationResults more accurate than in LOC

Disadvantages of Wideband

7/28/2019 Mca Sem5 Mc9252nol

93/141

Disadvantages of WidebandDelphiDifficult to repeat with different group of

experts

Possible to reach consensus on anincorrect estimate, people may not beskeptical enough

Can develop a false sense of confidence

May fail to reach a consensus

Experts may be biased in the samesubjective direction

7/28/2019 Mca Sem5 Mc9252nol

94/141

Effects of Reuse on Software Size

Many softwares are derived from previousprograms

Result in savings of cost and time, increased

qualityCan also cost more, take longer time and

yield lower quality

First step in code reuse is to separate new

code from modified and reused code

7/28/2019 Mca Sem5 Mc9252nol

95/141

Effects of Reuse continues

If the unit has changed, it is modified If more than 50% of the unit is changed, it

is considered to be new

Reused code will be converted to

equivalent new codeConversion factor reflects the amount of

effort saved by reuse

Reuse factors come from experience (e.g.

30% for reused, 60% for modified)Can also be done on more accurate level

7/28/2019 Mca Sem5 Mc9252nol

96/141

Unit IV

Scheduling Activities

Project management resourceti iti

7/28/2019 Mca Sem5 Mc9252nol

97/141

activities.

Inference management is the process ofmanaging all the different interfaces withother people and groups related to theproduct and the project, it includesidentifying, documenting, scheduling,communicating, and monitoring theseinterfaces throughout the course of project.

Kinds of interfaces:

7/28/2019 Mca Sem5 Mc9252nol

98/141

Personal

Organizational

System

PERSONAL

It deals with all conflicts involving people in or

7/28/2019 Mca Sem5 Mc9252nol

99/141

It deals with all conflicts involving people in orrelated to the project.

ORGANIZATIONAL

It deals with conflicts due to varyingorganizational goals and the different managementstyles of the

project and resource supplying organizations.

SYSTEMIt deals with the product, facility, or othernon people interfaces developed by the project.

Organizational structure:

7/28/2019 Mca Sem5 Mc9252nol

100/141

"An organization is a system thatexchanges materials,personnel, manpower, and energy

with the environment

TYPES OF ORGANIZATIONS:

7/28/2019 Mca Sem5 Mc9252nol

101/141

TYPES OF ORGANIZATIONS:

Functional organizations

Matrix organizations

Projectized organizations

Combination of all the above

7/28/2019 Mca Sem5 Mc9252nol

102/141

FUNCTIONAL ORGANIZATIONS

The functional organization is astandard old-fashionedorganization. It is the style in which

people are divided into theirfunctional specialties and report to afunctional area manager.

7/28/2019 Mca Sem5 Mc9252nol

103/141

MATRIX ORGANIZATIONS

In the matrix organizations there is abalance of powerestablished between the functional

and project managers. The project worker in a matrixorganization has a multiplecommand system of accountability

and responsibility.

PROJECTIZED ORGANISATIONS:

7/28/2019 Mca Sem5 Mc9252nol

104/141

PROJECTIZED ORGANISATIONS:

In projectized organizations theproject manger has totalauthority and acts like a mini-CEO.

All personnel assigned to the projectreport to projectmanager.

Software development

7/28/2019 Mca Sem5 Mc9252nol

105/141

pdependencies

"Dependencies are any relationshipconnections between activities ina project that may impact their

scheduling".

7/28/2019 Mca Sem5 Mc9252nol

106/141

7/28/2019 Mca Sem5 Mc9252nol

107/141

DEPENDENCY RELATIONSHIPS:

Finish-to-start(FS)Start-to-start(SS)Finish-to-finish(FF)

Start-to-finish(SF)

Scheduling fundamentals:

7/28/2019 Mca Sem5 Mc9252nol

108/141

The three most common forms ofpresenting a project schedule are: Table.

Gantt chart. Network diagram.

7/28/2019 Mca Sem5 Mc9252nol

109/141

Critical Path Method (CPM)CPM is a project network analysis

technique used to predict total projectduration

A critical path for a project is the series

of activities that determines theearliest time by which the project canbe completed

The critical path is the longest paththrough the network diagram and hasthe least amount of slack or float

7/28/2019 Mca Sem5 Mc9252nol

110/141

Finding the Critical Path

First develop a good project networkdiagram

Add the durations for all activities on

each path through the project networkdiagram

The longest path is the critical path

Simple Example of Determining the

7/28/2019 Mca Sem5 Mc9252nol

111/141

p p gCritical Path

Consider the following project networkdiagram. Assume all times are in days.

2 3

4

5

A=2 B=5

C=2

D=7

1 6

F=2

E=1

start finish

a. How many paths are on this network diagram?

b. How long is each path?

c. Which is the critical path?

d. What is the shortest amount of time needed to

complete this project?

Determining the Critical Pathf P j t X

7/28/2019 Mca Sem5 Mc9252nol

112/141

for Project X

More on the Critical Path

7/28/2019 Mca Sem5 Mc9252nol

113/141

If one of more activities on the critical path

takes longer than planned, the whole projectschedule will slip unless corrective action istaken

Misconceptions:

The critical path is not the one with all the criticalactivities; it only accounts for time

There can be more than one critical path if thelengths of two or more paths are the same

The critical path can change as the projectprogresses

Using Critical Path Analysis to

7/28/2019 Mca Sem5 Mc9252nol

114/141

Make Schedule Trade-offs

Knowing the critical path helps youmake schedule trade-offs

Free slack or free floatis the amount oftime an activity can be delayed without

delaying the early start of anyimmediately following activities

Total slack or total floatis the amount

of time an activity may be delayedfrom its early start without delaying theplanned project finish date

Techniques for Shortening a

7/28/2019 Mca Sem5 Mc9252nol

115/141

Project Schedule

Shortening durations of critical tasksfor adding more resources or changingtheir scope

Crashing tasks by obtaining thegreatest amount of schedulecompression for the least incrementalcost

Fast tracking tasks by doing them inparallel or overlapping them

Importance of Updating Critical

7/28/2019 Mca Sem5 Mc9252nol

116/141

Path Data

It is important to update projectschedule information

The critical path may change as you

enter actual start and finish datesIf you know the project completion

date will slip, negotiate with the projectsponsor

7/28/2019 Mca Sem5 Mc9252nol

117/141

Critical Chain SchedulingTechnique that addresses the challenge of

meeting or beating project finish dates and anapplication of the Theory of Constraints (TOC)

Developed by Eliyahu Goldratt in his books TheGoaland Critical Chain

Critical chain scheduling is a method ofscheduling that takes limited resources intoaccount when creating a project schedule andincludes buffers to protect the projectcompletion date

Critical chain scheduling assumes resources donot multitask because it often delays taskcompletions and increases total durations

7/28/2019 Mca Sem5 Mc9252nol

118/141

Multitasking Example

ff d l h

7/28/2019 Mca Sem5 Mc9252nol

119/141

Buffers and Critical ChainA buffer is additional time to complete a task

Murphys Law states that if something can gowrong, it will, and Parkinsons Law states thatwork expands to fill the time allowed. Intraditional estimates, people often add a buffer

and use it if its needed or notCritical chain schedule removes buffers from

individual tasks and instead creates A project buffer, which is additional time added

before the projects due date Feeding buffers, which are addition time added

before tasks on the critical path

Program Evaluation and Reviewh ( )

7/28/2019 Mca Sem5 Mc9252nol

120/141

Technique (PERT)

PERT is a network analysis techniqueused to estimate project duration whenthere is a high degree of uncertainty

about the individual activity durationestimates

PERT uses probabilistic time estimatesbased on using optimistic, most likely,and pessimistic estimates of activitydurations

7/28/2019 Mca Sem5 Mc9252nol

121/141

7/28/2019 Mca Sem5 Mc9252nol

122/141

W ki ith P l I

7/28/2019 Mca Sem5 Mc9252nol

123/141

Working with People Issues

Strong leadership helps projectssucceed more than good PERT charts

Project managers should use

empowerment

incentives

discipline

negotiation

Using Software to Assist inTi M t

7/28/2019 Mca Sem5 Mc9252nol

124/141

Time Management

Software for facilitatingcommunications helps people exchangeschedule-related information

Decision support models help analyzetrade-offs that can be made

Project management software can helpin various time management areas

7/28/2019 Mca Sem5 Mc9252nol

125/141

7/28/2019 Mca Sem5 Mc9252nol

126/141

7/28/2019 Mca Sem5 Mc9252nol

127/141

7/28/2019 Mca Sem5 Mc9252nol

128/141

7/28/2019 Mca Sem5 Mc9252nol

129/141

U it V

7/28/2019 Mca Sem5 Mc9252nol

130/141

Unit V

Quality Assurance

Integrated Change Control

7/28/2019 Mca Sem5 Mc9252nol

131/141

Integrated Change ControlIntegrated change control involves

identifying, evaluating, and managingchanges throughout the project lifecycle (Note: 1996 PMBOK called thisprocess overall change control)

Three main objectives of changecontrol:

Influence the factors that createchanges to ensure they are agreedupon

Determine that a change hasoccurred

Mana e actual chan es when and as

Integrated Change Control

7/28/2019 Mca Sem5 Mc9252nol

132/141

Integrated Change Control

Integrated change control requires

Maintaining the integrity of theperformance measurement baseline

Ensuring that changes to the productscope are reflected in the definition of theproject scope

Coordinating changes across the

knowledge areas

Integrated Change Control --Coordination

7/28/2019 Mca Sem5 Mc9252nol

133/141

10.3: Performance

Reporting

Communications

4.3: Integrated

Change control

Integration

Scope change control

Schedule change control

Cost change control

Quality control

Risk change control

Contract Administration

Subsidiary Change Control

Coordinating changes Across the Entire Project

Change Control on InformationTechnology Projects

7/28/2019 Mca Sem5 Mc9252nol

134/141

Technology Projects

Former view: The project team should striveto do exactly what was planned on time andwithin budget

Problem: Stakeholders rarely agreed up-front on the project scope, and time andcost estimates were inaccurate

Modern view: Project management is aprocess of constant communication andnegotiation

Solution: Changes are often beneficial, and

the project team should plan for them

Integrated Change Control --Process

7/28/2019 Mca Sem5 Mc9252nol

135/141

Process

Integrated Change ControlProcess

7/28/2019 Mca Sem5 Mc9252nol

136/141

Process

Change Control System

7/28/2019 Mca Sem5 Mc9252nol

137/141

Change Control System

A formal, documented process thatdescribes when and how officialproject documents and work may be

changedDescribes who is authorized to make

changes and how to make them

Often includes a change control board(CCB), configuration management,and a process for communicatingchanges

Change Control Boards (CCBs)

7/28/2019 Mca Sem5 Mc9252nol

138/141

Change Control Boards (CCBs)

A formal group of people responsiblefor approving or rejecting changes ona project

Provides guidelines for preparingchange requests, evaluates them, andmanages the implementation ofapproved changes

Includes stakeholders from the entireorganization

Making Timely Changes

7/28/2019 Mca Sem5 Mc9252nol

139/141

Making Timely Changes

Some CCBs only meet occasionally, soit may take too long for changes tooccur

Some organizations have policies inplace for time-sensitive changes

48 hour policy allowed project teammembers to make decisions, then theyhad 48 hours reverse the decisionpending senior management approval

Delegate changes to the lowest level

possible but keep everyone informed of

Configuration Management

7/28/2019 Mca Sem5 Mc9252nol

140/141

Configuration ManagementEnsures that the products and their

descriptions are correct and completeConcentrates on the management of

technology by identifying and controlling thefunctional and physical design characteristics

of productsConfiguration management specialists

identify and document configurationrequirements, control changes, record and

report changes, and audit the products toverify conformance to requirements

Suggestions for ManagingIntegrated Change Control

7/28/2019 Mca Sem5 Mc9252nol

141/141

Integrated Change Control View project management as a process of

constant communications and negotiations Plan for change

Establish a formal change control system,including a Change Control Board (CCB)

Use good configuration management

Define procedures for making timely decisions onsmaller changes

Use written and oral performance reports to help

identify and manage change Use project management and other software to