software project management - university of waterloo
TRANSCRIPT
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Software Project ManagementSoftware Project Management
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ObjectivesObjectives
Introduce students to a variety of approaches and techniques in SPMUse current SPM toolsDevelop new SPM ideasDocument reading, experiences and ideasImprove writing and presentation skills
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TodayToday
Introduction to SE 362Fundamentals of Project ManagementIntroduction to Software Project Management
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Course OutlineCourse Outline
Introduction to PM and SPMSoftware models and process improvementProject planning, scheduling, estimationPersonnel and project organizationChange management, monitoring & controlProtocols and standardsSoftware QA and risk management
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Workload and EvaluationWorkload and Evaluation
Six assignments (30%)Midterm (20%)Final Exam (50%)
In-class presentations, critiques, discussionGroupwork for three of the assignments
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TextbooksTextbooksRecommended Text (Free, in the library!)Quality Software Project Management, Futrell & Shafer
Lots of Other Texts (Widely varying content)Rapid Development, Steve McConnellInformation Technology Project Management, Kathy
SchwalbeIT Project Management, Jack MarchewkaSoftware Engineering Project Management, edited by
Richard H. ThayerSoftware Project Survival Guide, Steve McConnell
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FormatFormat
Essentials of software project managementResearch and textbook readings and writingReal-world case studiesIndustry visitorsHighly interactive
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My BackgroundMy Background
Civil EngineeringInformation Systems Management15 years each in industry and academia1 year with KPMG, IT ConsultingProjects of all shapes and sizes – health, construction, government
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PM ProfessionPM Profession
Professional Organizations– Project Management Institute (PMI) (pmi.org)– Software Engineering Institute (SEI)– IEEE Software Engineering Group
Certification– PMI PMP
The “PMBOK” – PM Body of Knowledge
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Project Management SkillsProject Management Skills
LeadershipCommunicationsProblem SolvingNegotiatingInfluencing the OrganizationMentoringProcess and technical expertise
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Software Project ManagementSoftware Project ManagementManagement
ProjectManagement
SoftwareProject
Management
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Some PM HistorySome PM History
1970’s: Early PM ideas and software– military, defense, construction industry– Fred Brooks, The Mythical Man-Month
1980’s: SPM, TQM1990’s: Large shift to PM-based models– 1990-93: Re-engineering, self-directed teams– 1996-99: Risk mgmt, project offices
2000’s: Global projects
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Project ManagementProject Management
What’s a project?PMI definition– A project is a temporary endeavor undertaken
to create a unique product or serviceProgressively elaborated– With repetitive elements
A project manager– Analogy: conductor, coach, captain
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Project vs. Program Project vs. Program ManagementManagement
What’s a ‘program’?Mostly differences of scaleOften a number of related projectsLonger than projectsDefinitions vary
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Interactions / StakeholdersInteractions / Stakeholders
As a PM, who do you interact with?Project Stakeholders– Project sponsor– Executives– Team (developers and maybe others)– Customers– Contractors (as needed)– Functional managers
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PM Tools: SoftwarePM Tools: SoftwareLow-end– Basic features, tasks management, charting– MS Excel, Milestones Simplicity
Mid-market– Handle larger projects, multiple projects, analysis tools– MS Project (approx. 50% of market)
High-end– Very large projects, specialized needs, enterprise– AMS Realtime– Primavera Project Manager
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Tools: Gantt ChartTools: Gantt Chart
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Tools: Network DiagramTools: Network Diagram
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PMI’s 9 Knowledge AreasPMI’s 9 Knowledge Areas1. Project integration management2. Scope3. Time4. Cost5. Quality6. Human resource7. Communications8. Risk9. Procurement
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StrategyStrategy
Classic Mistake AvoidanceDevelopment FundamentalsRisk ManagementSchedule-Oriented Practices
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Four Project DimensionsFour Project Dimensions
PeopleProcessProductTechnology
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TradeTrade--off Triangleoff Triangle
Fast, cheap, good. Choose two.
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TradeTrade--off Triangleoff Triangle
Know which of these are fixed & variable for every project
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PeoplePeople
“It’s always a people problem.” Gerald Weinberg, The Secrets of Consulting
Developer productivity: 10-to-1 range- Improvements:
- Team selection- Team organization– Motivation
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People …2People …2
Other success factors– Matching people to tasks– Career development– Balance: individual and team– Clear communication
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ProcessProcess
Is process stifling? Two Types: Management & TechnicalDevelopment fundamentalsQuality assuranceRisk managementLifecycle planning
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Process …2Process …2
Customer orientationProcess maturity improvementRework avoidanceAvoid abuse by neglect
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ProductProduct
The “tangible” dimensionProduct size managementProduct characteristics and requirementsFeature creep management
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TechnologyTechnology
Often the least important dimensionLanguage and tool selectionValue and cost of reuse
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PlanningPlanning
Determine requirementsDetermine resources Select lifecycle modelDetermine product features strategy
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TrackingTracking
Cost, effort, schedulePlanned vs. ActualHow to handle when things go off plan?
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MeasurementsMeasurements
Actual (To date) and Projected– Cost– Schedule– Effort– Product features
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Measurements …2Measurements …2
Alternatives– Earned value analysis– Defect rates– Productivity (ex: SLOC)– Complexity (ex: function points)
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Technical FundamentalsTechnical Fundamentals
RequirementsAnalysisDesignConstructionQuality AssuranceDeployment
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Project PhasesProject Phases
All projects can be divided into phasesProject Life Cycle is all phases togetherEach phase marked by DeliverablesSame for software project phases
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Lifecycle RelationshipsLifecycle Relationships
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Software Project Management Software Project Management
Key Issues: Cost, Quality, TimeSoftware Project PlanningSoftware Project Control
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Software Project PlanningSoftware Project Planning
Software Requirements Engineering1. Users’ needs, goals, expectations2. Prototyping strategy3. Software requirements specifications4. Requirements traceability method
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Software Project Planning Software Project Planning -- 22
Project Plan Development1. Activities, tasks2. Cost estimation3. Schedule, finish date
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Software Project Planning Software Project Planning -- 33
Risk Management1. Anticipate potential problems2. Mitigate or avoid the problems3. Track existing and potential problems
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Software Project Planning Software Project Planning -- 44
Incremental Release Process Model1. Provide periodic demonstrations2. Reach short-term goals3. Check progress towards long-term goals
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Software Project Control Software Project Control
Work Package Development1. Work Breakdown Structures (WBS)2. Work Package Specifications3. Binary Tracking Technique4. Earned Value Tracking Technique,
comparing to planned values
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Software Project Control Software Project Control -- 22
Software Metrics1. Product metrics2. Process metrics
Necessary for planning and control
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Software Project Control Software Project Control -- 33
Software Configuration Management1. Identify software components 2. Track component changes3. Track documentation
Control software evolution
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Software Project Control Software Project Control -- 44
Software Quality Assurance1. Use a SQA process2. Use engineering standards
Peer Reviews1. Walkthroughs2. Inspections
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Software Project Control Software Project Control -- 55
Verification and Validation1. Quality2. Quantity
Software Engineering Assessment1. Validate organizational capability2. Identify software process improvements
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Software Project PhasesSoftware Project Phases
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Project Phases A.K.A.Project Phases A.K.A.
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Classic MistakesClassic Mistakes
Seductive AppealTypes– People-Related– Process-Related– Product-Related– Technology-Related
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PeoplePeople--Related MistakesRelated Mistakes
Undermined motivationWeak personnel– Weak vs. Junior
Uncontrolled problem employeesHeroicsAdding people to a late project
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PeoplePeople--Related Mistakes …2Related Mistakes …2
Noisy, crowded officesCustomer-Developer frictionUnrealistic expectationsPolitics over substanceWishful thinking
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PeoplePeople--Related Mistakes …3Related Mistakes …3
Lack of effective project sponsorshipLack of stakeholder buy-inLack of user input
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ProcessProcess--Related MistakesRelated Mistakes
Optimistic schedulesInsufficient risk managementContractor failureInsufficient planningAbandonment of plan under pressure
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ProcessProcess--Related Mistakes …2Related Mistakes …2
Wasted time during fuzzy front endShortchanged upstream activitiesInadequate designShortchanged quality assurance
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ProcessProcess--Related Mistakes …3Related Mistakes …3
Insufficient management controlFrequent convergenceOmitting necessary tasks from estimatesPlanning to catch-up laterCode-like-hell programming
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ProductProduct--Related MistakesRelated Mistakes
Requirements gold-plating– Gilding the lily
Feature creepDeveloper gold-plating– Beware the pet project
Push-me, pull-me negotiationResearch-oriented development
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TechnologyTechnology--Related MistakesRelated Mistakes
Silver-bullet syndromeOverestimated savings from new tools and methods– Fad warning
Switching tools in mid-projectLack of automated source-code control
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ReferencesReferences
ACM ConferencesICSESEIIEEE Computer Society PressIEEE ComputerJournal of Systems and Software Sciences
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StandardsStandards
IEEE 1058, Standards for SPM PlanningACMCSAISOSEI’s CMMNational Bureau of Standards
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SoftwareSoftware
PERT/Gantt/CPM SchedulingWork Breakdown Structure (WBS)COCOMO II Model Definition ManualSim SEProblems and Programmers
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HomeworkHomework
Assignment 1– Reading 56 pages– Thinking– Writing one page
Choose group partnersStart thinking about Assignment 2