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SW Project Management(Planning & Tracking)Dr. Atef Z Ghalwash

Faculty of Computers & Information Helwan University

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What is IS System?

A collection of HW & or SW components organized to accomplish a specific function or set of functions

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IS Development Life CycleWaterfall model (Classic)

Requirementsdefinition

System andsoftware design

Implementationand unit testing

Integration andsystem testing

Operation andmaintenance

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What is software?

Computer programs and associated documentationSoftware products may be developed for a particular customer or may be developed for a general market

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SW project management

Concerned with activities involved in ensuring that the project is delivered on time and on schedule and in accordance with the budget & requirements of the organisations developing and procuring the system

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SW project management major activities

project definitionproject Scope of work managementproject estimation

Size Effort Cost Schedule

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SW project management major activities (cont..)

project planning Development planning Verification & Validation planning Risk planning Quality Assurance planning

ETC

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Software project management major activities (cont..)

TrackingSizeEffortCostScheduleRequirementsRisk managementMillstonesDeliverablesChanges

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Software Project Planning and Tracking

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SW Project Planning

Probably the most time-consuming project management activityContinuous activity from initial concept thro ugh to system delivery. Plans must be regularly revised as new information becomes availableVarious different types of plan may be developed to support the main software project plan that is concerned with schedule and budget eg Quality- Maintenance-Staff training…etc

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Project planning goals

Software estimates are documented for use in planning and tracking the software projects.Software project activities and commitments are planned and documented.Affected groups and individuals agree to their commitments related to software.

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Activity organization

Activities in a project should be organised to produce tangible outputs for management to judge progressMilestones are the end-point of a process activityDeliverables are project results delivered to customersThe waterfall process allows for the straightforward definition of progress milestones

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Project scheduling

Split project into tasks and estimate time and resources required to complete each taskOrganize tasks concurrently to make optimal use of workforceMinimize task dependencies to avoid delays caused by one task waiting for another to completeDependent on project managers intuition and experience

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The project scheduling process

Estimate resourcesfor activities

Identify activitydependencies

Identifyactivities

Allocate peopleto activities

Create projectcharts

Softwarerequirements

Activity chartsand bar charts

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Scheduling problems

Estimating the difficulty of problems and hence the cost of developing a solution is hardProductivity is not proportional to the number of people working on a taskAdding people to a late project makes it later because of communication overheadsThe unexpected always happens. Always allow contingency in planning

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Task durations and dependencies

Task Duration (days) DependenciesT1 8T2 15T3 15 T1 (M1)T4 10T5 10 T2, T4 (M2)T6 5 T1, T2 (M3)T7 20 T1 (M1)T8 25 T4 (M5)T9 15 T3, T6 (M4)T10 15 T5, T7 (M7)T11 7 T9 (M6)T12 10 T11 (M8)

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Activity network

start

T2

M3T6

Finish

T10

M7T5

T7

M2T4

M5

T8

4/7/99

8 days

14/7/99 15 days

4/8/99

15 days

25/8/99

7 days

5/9/99

10 days

19/9/99

15 days

11/8/99

25 days

10 days

20 days

5 days25/7/99

15 days

25/7/99

18/7/99

10 days

T1

M1 T3T9

M6

T11

M8

T12

M4

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Activity timeline4/7 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

T11M8

T12

Start

Finish

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Staff allocation

4/7 11/7 18/7 25/ 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

T4

T8 T 11

T12

T1

T3

T9

T2

T6 T10

T7

T5

Fred

Jane

Anne

Mary

Jim

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Risk management

Risk management is concerned with identifying risks and drawing up plans to minimise their effect on a project.A risk is a probability that some adverse circumstance will occur.

Project risks affect schedule or resourcesProduct risks affect the quality or performance of the software being developedBusiness risks affect the organisation developing or procuring the software

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The risk management process

Risk avoidanceand contingency

plans

Risk planning

Prioritised risklist

Risk analysis

List of potentialrisks

Riskidentification

Riskassessment

Riskmonitoring

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Risk analysis

Assess probability and seriousness of each riskProbability may be very low, low, moderate, high or very highRisk effects might be catastrophic, serious, tolerable or insignificant

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Risk monitoring

Assess each identified risks regularly to decide whether or not it is becoming less or more probableAlso assess whether the effects of the risk have changedEach key risk should be discussed at management progress meetings

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SW Project Tracking

Goals1. Actual results and performances are tracked

against the software plans.

2. Corrective actions are taken and managed to closure when actual results and performance deviate significantly from the software plans.

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Software Project Tracking Practices

A project software manager is designated to be responsible for the project's software activities and results

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Software Project Tracking Practices (cont.)

The project's software effort and costs are tracked, and corrective actions are taken as necessary The project's critical computer resources are tracked, and corrective actions are taken as necessary The project's software schedule is tracked, and corrective actions are taken as necessary Software engineering technical activities are tracked, and corrective actions are taken as necessary. 

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Software Project Tracking Practices (cont.)

The software risks associated with cost, resource, schedule, and technical aspects of the project are tracked Actual measurement data and replanting data for the software project are recorded

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Applying software project tracking

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Budget Tracking (Earned Value Analysis)

One of the primary consideration to the management is the current cost of the program as compared to the estimation.

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Budget Tracking

Earned value analysis uses three fundamental values for each task:

The budgeted cost of work scheduled (BCWS), which is the portion of the cost that is planned to be spent on a task between the task's start date and the status date. The actual cost of work performed (ACWP), which is the total actual cost incurred while performing work on a task during a given period.

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Budget Tracking

The budgeted cost of work performed (BCWP), which is the percentage of the budget that should have been spent for a given percentage of work performed on a task.

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Budget Tracking

From these three fundamental values, several other key values are determined. The most common and useful ones are:

Cost variance (CV), which is the difference between a task's estimated cost and its actual cost.

CV = BCWP - ACWP

Schedule variance (SV), which is the difference between the current progress and the scheduled progress of a task, in terms of cost.

SV = BCWP - BCWS

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The cost performance index (CPI), which is the ratio of budgeted costs to actual costs.

CPI = BCWP/ACWP

The schedule performance index (SPI), which is the ratio of work performed to work scheduled.

SPI = BCWP/BCWS

      Variance at completion, between baseline cost and scheduled cost for a task VAC

Base line Cost – Total Cost