20th Jan.ppt [Compatibility Mode].22306

7/30/2019 20th Jan.ppt [Compatibility Mode].22306

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Project Planning

Project Scheduling

Risk Management

Managing People

Software Cost Estimation

Quality Management

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Software project managers take the overall responsibilityof finding the direction of a project to success. The jobresponsibilities of a project manager range from visible

activities like building up team confidence to highlyv s e customer presentat ons. ost manger ta eresponsibility for project proposal writing, project costestimation, scheduling, project staffing, software process

tailoring, project monitoring and control, softwareconfiguration management, risk management,interfacing elements, managerial report writing andpresentations, and so forth.





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A theoretical knowledge of different project managementtechnique is certainly necessary to become a successfulproject manager. However, effective software project

management frequently calls for good qualitativeu gment an ec s on ma ng capa t es.





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Estimating some basic attributes of the project

Cost: How much will it cost to develop the project?

Duration: How long will it take to complete thedevelo ment.

Effort:- How much effort would be required.

Scheduling manpower and other resources.

Staff organization and staffing planes.Risk identification, analysis, and planning.

Miscellaneous plans such as quality assurance plan,configuration management plan.





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Size

EffortEstimation

CostEstimation

Precedence orderingamong planning

Estimation

DurationEstimation

ProjectStaffing

Scheduling

activities





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One definition of a successful project is that the system isdelivered 'on time, within budget and with the requiredquality'which implies that targets are set and the project

manager then tries to meet those targets. This assumest at t e targets are reasona e - no account s ta en o t epossibility of project managers achieving record levels ofproductivity from their teams, but still not meeting a

deadline because of incorrect initial estimates.





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Estimates are carried out at various stages of a softwareproject. At each stage the reasons for the estimate and themethods used will vary.

Strategic planning At this stage, the costs of

doing so may need to be estimated to help decide whatpriority to give to each project. Such estimates may alsoinfluence the numbers of various types of development staff

to be recruited by the organization.

Feasibility study This ascertains that the benefits of thepotential system will justify the costs.





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system specification Most system developmentmethodologies usefully distinguish between the definition ofthe users' requirements and the design which documentshow those requirements are to be fulfilled. The. effortneeded to implement different design proposals will need to

be estimated. Estimates at the design stage will also confirmthat the feasibility study is still valid, taking into account allt at as een earnt ur ng eta e requ rements ana ys s.

Project planning As the planning and implementation of

the project progresses to greater levels of detail, moredetailed estimates of smaller work component will be made.As well as confirming the earlier and more broad-brushestimates, these will help answer questions about, forexample when staff will have completed particular tasks andbe available for new activities.





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An over-estimate may cause the project to take longer than itwould otherwise. This can be explained by the application oftwo 'laws'.

Parkinson's Law 'work expands to fill the time available',

that is, given an easy target staff will work less hard.' '

later'. If there is an over estimate of the effort required thenthis could lead to more staff being allocated than are neededand managerial overheads being increased. This is morepossible to be of significance with large projects.





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Some have suggested that while the under-estimated projectmight not be completed on time or to cost, it might still beimplemented in a shorter time than a project with a moregenerous estimate. There must, however, be limits to thisphenomenon where all the slack in the project has been taken up.The danger with the under estimate is the effect on quality. Staff,particularly those with less experience, could respond to pressing

.into laws, this may be seen as a expression of Weinberg's zerothlaw of reliability: 'if a system does not have to be reliable, itcan meet any other objective'. In other words, if there is noneed for the program to actually work, you can meet any

programming deadline that may be set! Substandard work mightonly become visible at the later, testing, phases of a project whichare particularly difficult to control and where extensive reworkcan have tragic consequences for the project completion date.





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The need for historical data

Nearly all estimating methods need information abouthow projects have been implemented in the past.

However, care needs to be taken in judging theapplicability of data to the project under considerationbecause of possible differences in environmental factorssuch as the programming languages used, the software

tools available, the standards enforced and the experienceof the staff.





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Measure of workIt is normally not possible to calculate directly the actualcost or time required to implement a project. The timetaken to write software may vary according to thecompetence or experience of the software developer, and a

articular software develo er mi ht not et have beenallocated to the task. Implementation time might also varybecause of environmental factors such as the software. Theusual practice is therefore to express the work content of the

application to be implemented independently of effortusing a measure such as source lines of code (SLOC). Thereader may also come across the short form KLOC whichrefers to thousands of lines of code.





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ComplexityTwo software components with the same KLOC will notnecessarily take the same time to write, even if done by thesame programmer in the same environment. One

component might be more complex. Because of this, the

to take complexity into account. Attempts have been madeto find objective measures of complexity, but often it willdepend on the subjective judgment of the estimator.





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Barry Boehm, in his classic work on software effort models, identified the main ways of derivingestimates of software development effort as:

algorithmic models, which use 'effort drivers' representing characteristics of the target systemand the implementation environment to predict effort;

expert judgment, where the, advice of knowledgeable staff is solicited;

analogy, where a similar, completed, project is identified and its actual effort isused as the basis of the estimate for the new project;

Parkinson,which identifies the staff effort available to do a project and uses that as the 'estimate';

price to win, where the 'estimate' is a figure that appears to be sufficiently low to win a contract;

top-down, where an overall estimate is formulated for the whole project which is then brokendown into the effort required for component tasks;

bottom-up, where component tasks are identified and sized and these individual estimates areaggregated.




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20th Jan.ppt [Compatibility Mode].22306