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Software Engineering ConceptSoftware Engineering Concept

Software Project Management (SPM)Software Project Management (SPM)

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Software, Project, ManagementSoftware, Project, Management

SoftwareSoftware

A computer program.A computer program.

ProjectProject

Dictionary definitions of project includes:- A specific plan or design.

- A plan is undertaken.

The process of planning, designing and implementing computer systems is

called a project.

A Project is a series of steps designed to coordinate the achievement of a

specific goal. A definite start and end point

ManagementManagement

Management in all business and human organization activity is simply the act

of getting people together to accomplish desired goals and objectives.

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Software ProjectsSoftware 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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an unrealistic deadline is established

changing customer requirements

an honest underestimate of effort

Delays in Implementation

technical difficulties

miscommunication among project staff

failure in project management

Why Projects Fail?Why Projects Fail?

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Project RisksProject Risks

Each project faces risks.

The main project risk factors are

- Experience factors.

- Planning factors.

- Technology factors.

- External factors.

-- Requirements factorsRequirements factors

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ManagementManagement

Management ElementsManagement Elements

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ManagementManagement

Management is consist of seven Functions:.

Planning

Organizing

Leading

Coordination

Controlling

Staffing

Motivation

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Project ManagementProject Management

Project management is the process of planning, organizing, staffing,

monitoring, controlling, and leading a software project.

The project management is technique used by the manager to ensure

successful completion of a project.

Every project has a project managerwho leads the team and is theinterface of the project to the outside world.

Good planning is essential to succeed.

The major planning activities are:

Define Products to be delivered.

Define Activities (work packages).

Estimate Resources and Duration.

Define Activity Network.

Define Schedule and Total Cost.

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Project Management PhasesProject Management Phases

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People the most important element of a successful project

Product the software to be built

Process the set of framework activities and software engineering tasks to

get the job done

Project all work required to make the product a reality

The 4 PsThe 4 Ps

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Project Management Concerns

staffing?

cost esti ation?

project scheduling?

project onitoring?

other resources?

custo er co unication?

risk assess ent?

product quality?

easure ent?

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The Project Manager

The project manager ...

... produces the Software Project Management Plan (SPMP).

... defines the roles in the project and allocates staff to them.

Examples of roles are: project manager, software librarian,

programmer, team leader, test engineer, quality assurance engineer.

... controls the project by informing staff of their part in the plan.

... leads the project by taking the major decisions and by motivating

staff to perform well.

... monitors the project by measuring progress.

... reports progress to the initiator and senior management.

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The Project Manager

The project manager is also responsible for the major technical

decisions, for example concerning methods and tools, design and

coding standards, software requirements, etc.

The project manageridentifies the people the project deals with and

ensures that a single named contact exists both within the project teamand each external group.

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Software Project Management

Software project management is a sub-discipline of project

management in which software projects are planned, monitored and

controlled.

Software project management drives all software development in the

world today.

It is the unifying structure that brings programmers and customers

together to create new products.

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Project Planning

DETERMINE THE OVERALL OBJECTIVES

DETERMINE PRIMARY ACTIVITIES

DETERMINE PRECEDENCE HIERARCHY

CREATE A PROJECT SCHEDULE NETWORK

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Project PlanningProject Planning

Probably the most time-consuming project management activity

Continuous activity from initial concept through to system delivery. Plans

must be regularly revised as new information becomes available

Various different types of plan may be developed to support the main

software project plan that is concerned with schedule and budget

The major planning activities are:

Define Products to be delivered.

Define Activities (work packages).

Estimate Resources and Duration.Define Activity Network.

Define Schedule and Total Cost.

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Project Planning

Define Products

The first planning activity is to define the products to be delivered.

Define Activities

First a process model is defined:

Choose a life cycle (waterfall, incremental).

Define a process model for each phase: define the inputs and

outputs of each activity.

There are examples of the process models for the- The Software Requirements Definition Phase.

- TheArchitectural Design Phase.

- The Detailed Design and Production Phase.

Select methods and tools.

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Project Planning

Estimate Resources and Duration

Define the roles in the project.

Examples of roles are:

- project manager,- programmer,

Some common estimation methods are:

1. COCOMO (Constructive Cost Model): uses the estimated

lines of codeas input to calculate the effort.

2. Function Point Analysis: performs a cost calculation by

counting things

like the number of inputs, outputs and stores.

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Project Planning

Define Activity Network

An activity network consists of nodes representing the work

packages with arrows linking them.

The critical path is the longest path through the network in terms ofduration.

The float time of a work package is the difference between the earliest

and latest start times for this package. It is the amount of time the

activity can be moved without affecting the total duration of the project.

Define Schedule and Total Cost

The activity network constraints the schedule but does not yet define it.

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The project manager decides upon the actual start and end times of

each work packages.

Things to consider:

o Comply with time and resource constraints.

o Minimize the total cost.

o Minimize the fragmentation of resource allocations.

o Allow for any risks that may affect the project.o AGantt chart is the usual way to present a project schedule. Work

packages are along the vertical axis, time along the horizontal axis.

oThe chart displays work packages (grey horizontal bars) and

milestones (squares).

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Project Plan

Theproject plan defines the work that will be done on the project and

who will do it. It consists of:

A statement of work (SOW) that describes all work products that will

be produced and a list of people who will perform that work

A resource list that contains a list of all resources that will be needed

for the product and their availability

A work breakdown structure This is a list of tasks which, if performed,

will generate all of the work products needed to build the software.

An estimate of the effort required for each task in the WBS is

generated.

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Project Plan

A project schedule is created by assigning resources and determining

the calendar time required for each task.

A risk plan that identifies any risks that might be encountered and

indicates how those risks would be handled should they occur

Estimates and projectschedules will be discussed in detail

in laterslides.

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Types of project plan

Plan Description

Quality plan Describes the quality procedures andstandards that will be used in a project.

Validation plan Describes the approach, resources and

schedule used for system validation.Configurationmanagement plan

Describes the configuration managementprocedures and structures to be used.

Maintenance plan Predicts the maintenance requirements ofthe system, maintenance costs and effort

required.Staff development plan. Describes how the skills and experience of

the project team members will bedeveloped.

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Project plan structure

Introduction

Project organisation

Risk analysis

Hardware and software resource requirements

Work breakdown

Project schedule

Monitoring and reporting mechanisms

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Project Scheduling

Split project into tasks and estimate time and resources required to

complete each task

Organize tasks concurrently to make optimal use of workforce

Minimize task dependencies to avoid delays caused by one task waiting foranother to complete

Dependent on project managers intuition and experience

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Objectives of Project Scheduling

Effective time Management.

Determine sequence of elements

Determine necessary resources

Monitor project progress

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PRIMARY COMPONENTS IN A SCHEDULE

ACTIVITIES

o SPECIFIC FUNCTION

o FINITE DURATION

MILESTONES

o TARGET DELIVERABLE

o 0 DURATION

Evaluationreport

Prototypedevelopment

Requirementsdefinition

Requirementsanalysis

Feasibilityreport

Feasibilitystudy

Architecturaldesign

Designstudy

Requirementsspecification

Requirementsspecification

ACTIVITIES

MILESTONES

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Scheduling Problems

Estimating the difficulty of problems and hence the cost of developing a

solution is hard

Productivity is not proportional to the number of people working on a task

Adding people to a late project makes it later because of communication

overheads

The unexpected always happens.

Always allow contingency in planning

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Project Scheduling Tools

Program

Evaluation

and Review

Technique(PERT)

Critical

Path

Method

(CPM)

Gantt Chart

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Project Scheduling Tools

CPM (CRITICAL PATH METHOD)

Used Nodes forEvents (Activities and Milestones)

Activities are connected with Arrows

PERT(PROJECT EVALUATION AND REVIEWTECHNIQUE)

PERT is a CPM Method that shows Longest and Shortest Times

Uses Arrows Precedence And determine Float

Timelines orGantt chat

AGantt chart is the usual way to present a project schedule.

Work packages are along the vertical axis, time along the horizontal

axis.

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CPM (Critical Path Method)

The critical path is the path between the start event and end event which

takes the longest time.

Note that:

o No task on the critical path can take longer without extending the end dateof the project.

o Tasks on the critical path are called critical tasks.

o No critical task can have any slack.

o Tasks on the critical path must be carefully monitored.

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CPM (Critical Path Method)

Terminology Earliest Start time (ES)

Latest Start time (LS)

Earliest Finish time (EF),

Duration (D)

EF = ES + D Latest Finish (LF) LF = LS + D

Total Float (TF) TF = LS - ES

(Slack between the earliest and latest start times)

On CP, the total float is zero.

CPM Example

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CPM (Critical Path Method)Earliest Start Times Established

Event Activity ES

1 A, B 0 Project Start

2 C, D, F 0 + 3 = 3 Need A complete

3 E, G 3 + 4 = 7 Need A & D complete

4 I 7 + 5 = 12 Use longest path @ merge

5 H 7 + 6 = 13 Use longest path

6 J 13 + 3 = 16

7 K 16 + 2 = 18

8 End 18 + 2 = 20

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CPM (Critical Path Method)

Event Activity LS Event Activity LS

8 end 20 5-2 F 13 3 = 10

8-7 K 20 2 = 18 4-3 E 16 3 - 5 = 8

7-6 J 18 2 = 16 4-2 C 16 3 - 5 = 8

6-5 H 16 - 3 = 13 4-1 B 16 3 - 4 = 9

6-4 I 16 3 = 13 3-2 D 16 3 6 - 4 = 3

5-3 G 13 6 = 7 2-1 A 3 - 3 = 0

Calculation of the latest start times (Starting at Project completion)

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CPM (Critical Path Method)

Summary of Boundary timetable

Activity scriptio uratio T

A 3 0 0 3 3 0

B 4 0 9 4 13 9

C 3 3 10 6 13 7

D 4 3 3 7 7 0

E 5 7 8 12 13 1

F 3 3 10 6 13 7

G 6 7 7 13 13 0

H 3 13 13 16 16 0

I 3 12 13 15 16 1

J 2 16 16 18 18 0

K T st 2 18 18 20 20 0

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Example 2 (CPM)

In the example above the critical path can be described by events 1,3 and 5 or bytasks B,D.

This is because the time to reach the end event (5) on this path is longer than any

other path. This means that task B must take no longer than 2 days and task D no

longer than 5 days or the end date for event E will need to be extended.

The duration of the other path is 6 days. Because the critical path is 7 days, thereis slack (or float) of one day on the other path.

This means that this path can take 1 day longer than planned.

That is, any one task on this path (A,C orE) can take 1 day longer than expected.

Note this slack must be shared between the tasks on this other path. They can not

all take an extra day

1

2 4

5

3

A

2d

B

2d

C

2d

E

2d

D

5d

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PERT (Project Evaluation & Review Technique)

simple PERT chart comprises circles (nodes) to represent events within

the development lifecycle

For example completion of tasks, and lines (edges) which represent the the tasks.

The lines are additionally labeled by the estimated duration of the task.

A real PERT chart shows earliest time to completion, latest time to

completion, and slack in the circles also.

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How to construct a PERT chart

The basic steps to constructing a PERT chart are:

Identify tasks and estimate duration of times

Identify a single start and end event Arrange events in sequence (give events a unique number)

Establish start and finish times of each task. Keep in mind the

estimates made for duration and effort.

Determine float

Revise

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As an example of using a PERT chart, consider the following simple

chart showing a project with tasks A,B,C,D and EThis diagram states that tasks A,B,C and E will take 2 days (assume d is

abbreviation for days) and task D has a planned duration of 5 days.

Task D is dependent on completion of task B, etc.

1

2 4

5

3

A

2d

B

2d

C

2d

E

2d

D

5d

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Both techniques (PERT and CPM) are driven by information already

developed in earlier project planning activities: Estimates of efforts

Decomposition of product function

selection of appropriate process model and task set

Decomposition of tasks

Both PERT and CPM provides quantitative tools to

determine the critical path

Decomposition of product function

calculate boundary time (window) for a particular task

Decomposition of tasks

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GANTT charts are a project planning tool that can be used to represent

the timing of tasks required to complete a project.

-It describes similar information to a PERT chart.

Here is one that was produced automatically with a project management tool

from the PERT chart info above:

Gantt chart is the usual way to present a project schedule. Work packages

are along the vertical axis, time along the horizontal axis.

Gantt Chart

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Gantt Chart

Th bar or Ga tt Chart is a widely used simple project schedulingtechnique.

Advantages include:

Direct correlation with time.

Straight forward relationship with projects involving a limited numberoftasks.

Straight forward integration of subtasks having separate schedulingcharts.

Time schedule is flexible and is expanded to show tasks of shor ternature.

Progress against theplan is easily reflected.

Disadvantage includes:

That it does not convey the complex interrelationships that may occurbetween tasks.

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Milestone Chart

A Milestone chart is similar to a Gantt Chart with the emphasis placedon task completion.

It embodies the same simplified techniques as does the Gantt chart.

It does not portray the interrelationships between tasks and hence

does not identify the critical path.

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Project Tracking

It is a road map for the Software Project

It defines the tasks and milestones

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Project Tracking

Tracking can be done by:

Conducting periodic project status meetings

Evaluating the results of all reviews

Determining whether milestones were reached by the scheduled

date

Compare actual start date to planned start date

Meeting informally with professionals to get their subjective

opinion

Using earned value analysis

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Project Tracking

Tracking can be done by:

Conducting periodic project status meetings

Evaluating the results of all reviews

Determining whether milestones were reached by the scheduled

date

Compare actual start date to planned start date

Meeting informally with professionals to get their subjective

opinion

Using earned value analysis

earned value is useful as it provides a quantitative

technique of assessing progress on the project as

a whole

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Tracking the Project ScheduleTracking the Project Schedule

Project is on

schedule and

within budget

Problem

diagnosed

Additional

resources focussedon problem area

ProjectTracking

Staff may be

redeployed

Project Schedule

can be redefined

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Metrics, Measurement and

Models

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Metrics

Product

Metrics

Process

Metrics

Product metrics measure the product.

Metric is a quantitative measure.

Process metrics measure the

performance of the developmentprocess.

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Metrics

Quantifiable measure

Used to measure different characteristic of a software system or the

software development process

the most common metrics are:

- LOC (Lines of code)

- Function Points

Two types

- Product Metrics (Used quantify characteristic of the product being

developed i.e., software)- Process Metrics (Used quantify characteristic of the environment)

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LOC (Lines of code)

Quantifying properties of the software

specify the size of the software

Give more precise characterization to the common notions of small,

large or very large projects. Like,

Size: Small Medium Large Very Large

LOC: 32k

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Function Point (FP)

Can be applied at the requirements stage

Used to predict the size or the cost of the system

Asses the project productivity.

Using function points for cost, size and productivity is called FP Analysis

What is Function Point Analysis (FPA)?

It is designed to estimate and measure the time, and thereby the cost, of

developing new software applications and maintaining existing software

applications.

It is also useful in comparing and highlighting opportunities for

productivity improvements in software development.

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How is Function Point Analysis done?

Working from the project design specifications, the following system

functions are measured (counted): Inputs

Outputs

Files

Inquires

Interfaces

These function-point counts are then weighed (multiplied) by their

degree of complexity:

Simple Average Complex

Inputs 2 4 6Outputs 3 5 7

Files 5 10 15

Inquires 2 4 6

Interfaces 4 7 10

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A simple example:

inputs

3 simple X 2 = 6

4 average X 4 = 16

1 complex X 6 = 6

outputs

6 average X 5 = 302 complex X 7 = 14

files

5 complex X 15 = 75

inquiries

8 average X 4 = 32

interfaces

3 average X 7 = 21

4 complex X 10 = 40

Unadjusted function points 240

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Continuing our example . . .

Complex internal processing = 3

Code to be reusable = 2High performance = 4

Multiple sites = 3

Distributed processing = 5

Project adjustment factor = 17

Adjustment calculation:

Adjusted FP = Unadjusted FP X [0.65 + (adjustment factor X 0.01)]

= 240 X [0.65 + ( 17 X 0.01)]

= 240 X [0.82]= 197 Adjusted function points

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Q & A