SWE311_Ch21 (071) Software & Software Engineering Slide 1 Chapter 21 Project Management Concepts

SWE311_Ch21 (071) Software & Software Engineering Slide 1

Chapter 21Chapter 21Project Management Project Management

ConceptsConcepts


Overview Overview Project management involves the planning, monitoring, and Project management involves the planning, monitoring, and

control of people, process, and events that occur during control of people, process, and events that occur during software development. software development.

Everyone manages, but the scope of each person's Everyone manages, but the scope of each person's management activities varies according to his or her role in the management activities varies according to his or her role in the project. project.

Software needs to be managed because it is a complex, long Software needs to be managed because it is a complex, long duration undertaking. duration undertaking.

Managers must focus on the fours P's to be successful (people, Managers must focus on the fours P's to be successful (people, product, process, and project). product, process, and project).

A project plan is a document that defines the four P's in such a A project plan is a document that defines the four P's in such a way as to ensure a cost effective, high quality software way as to ensure a cost effective, high quality software product. product.

The only way to be sure that a project plan worked correctly is The only way to be sure that a project plan worked correctly is by observing that a high quality product was delivered on time by observing that a high quality product was delivered on time and under budget.and under budget.


The 4 The 4 P’sP’s

PeoplePeople the most important element of a successful projectthe most important element of a successful project

ProductProduct the software to be builtthe software to be built

ProcessProcess the set of framework activities and software the set of framework activities and software

engineering tasks to get the job doneengineering tasks to get the job done

ProjectProject all work required to make the product a realityall work required to make the product a reality


Management Spectrum Management Spectrum

People (recruiting, selection, performance People (recruiting, selection, performance management, training, compensation, career management, training, compensation, career development, organization, work design, development, organization, work design, team/culture development) team/culture development)

Product (product objectives, scope, alternative Product (product objectives, scope, alternative solutions, constraint tradeoffs) solutions, constraint tradeoffs)

Process (framework activities populated with Process (framework activities populated with tasks, milestones, work products, and QA points) tasks, milestones, work products, and QA points)

Project (planning, monitoring, controlling)Project (planning, monitoring, controlling)


People People

Players (senior managers, project managers, Players (senior managers, project managers, practitioners, customers, end-users), also called practitioners, customers, end-users), also called "stakeholders" "stakeholders"

Team leadership model (motivation, Team leadership model (motivation, organization, skills) organization, skills)

Characteristics of effective project managers Characteristics of effective project managers (problem solving, managerial identity, (problem solving, managerial identity, achievement, influence and team building)achievement, influence and team building)


StakeholdersStakeholders

Senior managersSenior managers who define the business issues that often who define the business issues that often have significant influence on the project.have significant influence on the project.

Project (technical) managersProject (technical) managers who must plan, motivate, who must plan, motivate, organize, and control the practitioners who do software organize, and control the practitioners who do software work.work.

PractitionersPractitioners who deliver the technical skills that are who deliver the technical skills that are necessary to engineer a product or application.necessary to engineer a product or application.

CustomersCustomers who specify the requirements for the software who specify the requirements for the software to be engineered and other stakeholders who have a to be engineered and other stakeholders who have a peripheral interest in the outcome.peripheral interest in the outcome.

End-usersEnd-users who interact with the software once it is who interact with the software once it is released for production use.released for production use.


Software TeamsSoftware Teams

How to lead?

How to organize?

How to motivate?

How to collaborate?

How to create good ideas?


Team LeaderTeam Leader

The MOI ModelThe MOI Model Motivation.Motivation. The ability to encourage (by “push or The ability to encourage (by “push or

pull”) technical people to produce to their best pull”) technical people to produce to their best ability.ability.

Organization.Organization. The ability to mold existing The ability to mold existing processes (or invent new ones) that will enable the processes (or invent new ones) that will enable the initial concept to be translated into a final product.initial concept to be translated into a final product.

Ideas or innovation.Ideas or innovation. The ability to encourage The ability to encourage people to create and feel creative even when they people to create and feel creative even when they must work within bounds established for a must work within bounds established for a particular software product or application.particular software product or application.


Software TeamsSoftware Teams

the difficulty of the problem to be solvedthe difficulty of the problem to be solved the size of the resultant program(s) in lines of code or the size of the resultant program(s) in lines of code or

function pointsfunction points the time that the team will stay together (team lifetime)the time that the team will stay together (team lifetime) the degree to which the problem can be modularizedthe degree to which the problem can be modularized the required quality and reliability of the system to be the required quality and reliability of the system to be

builtbuilt the rigidity of the delivery datethe rigidity of the delivery date the degree of sociability (communication) required for the degree of sociability (communication) required for

the projectthe project

The following factors must be considered when selecting aThe following factors must be considered when selecting asoftware project team structure ...software project team structure ...


Avoid Team “Toxicity”Avoid Team “Toxicity”

A frenzied work atmosphere in which team members waste energy and lose focus on the objectives of the work to be performed.

High frustration caused by personal, business, or technological factors that cause friction among team members.

“Fragmented or poorly coordinated procedures” or a poorly defined or improperly chosen process model that becomes a roadblock to accomplishment.

Unclear definition of roles resulting in a lack of accountability and resultant finger-pointing.

“Continuous and repeated exposure to failure” that leads to a loss of confidence and a lowering of morale.


Agile TeamsAgile Teams

Team members must have trust in one another. Team members must have trust in one another. The distribution of skills must be appropriate to The distribution of skills must be appropriate to

the problem. the problem. Mavericks may have to be excluded from the Mavericks may have to be excluded from the

team, if team cohesiveness is to be maintained.team, if team cohesiveness is to be maintained. Team is “self-organizing”Team is “self-organizing”

An adaptive team structureAn adaptive team structure Uses elements of Constantine’s random, open, and Uses elements of Constantine’s random, open, and

synchronous paradigmssynchronous paradigms Significant autonomySignificant autonomy


Team Coordination & Team Coordination & CommunicationCommunication

Formal, impersonal approachesFormal, impersonal approaches include software engineering documents and work include software engineering documents and work

products (including source code), technical memos, products (including source code), technical memos, project milestones, schedules, and project control project milestones, schedules, and project control tools (Chapter 23), change requests and related tools (Chapter 23), change requests and related documentation, error tracking reports, and documentation, error tracking reports, and repository data (see Chapter 26). repository data (see Chapter 26).

Formal, interpersonal proceduresFormal, interpersonal procedures focus on quality assurance activities (Chapter 25) focus on quality assurance activities (Chapter 25)

applied to software engineering work products. applied to software engineering work products. These include status review meetings and design These include status review meetings and design and code inspections.and code inspections.


Team Coordination & Team Coordination & CommunicationCommunication continued continued

Informal, interpersonal proceduresInformal, interpersonal procedures include group meetings for information dissemination include group meetings for information dissemination

and problem solving and “collocation of requirements and problem solving and “collocation of requirements and development staff.” and development staff.”

Electronic communicationElectronic communication encompasses electronic mail, electronic bulletin encompasses electronic mail, electronic bulletin

boards, and by extension, video-based conferencing boards, and by extension, video-based conferencing systems.systems.

Interpersonal networkingInterpersonal networking includes informal discussions with team members and includes informal discussions with team members and

those outside the project who may have experience or those outside the project who may have experience or insight that can assist team members.insight that can assist team members.


Effective TeamsEffective Teams Good Communication & Social SkillsGood Communication & Social Skills

Positive Perspective of membersPositive Perspective of members We instead of meWe instead of me Accommodating needs of othersAccommodating needs of others Effective participation but not dominationEffective participation but not domination

Individual Accountability/ Personal ResponsibilityIndividual Accountability/ Personal Responsibility Do individual work and research in your time – not in the Do individual work and research in your time – not in the

meetingsmeetings Come to meetings prepared and on timeCome to meetings prepared and on time Participate effectivelyParticipate effectively

Discussion Discussion CritiquingCritiquing Assist othersAssist others

Work distribution and follow upWork distribution and follow up Even and fairEven and fair Clear and shared goals Clear and shared goals Effective communication mechanismEffective communication mechanism

Processes for Conflict ResolutionProcesses for Conflict Resolution


Fundamental Features of Good TeamworkFundamental Features of Good Teamwork trust: trust: making sure you meet all commitments making sure you meet all commitments

and maintain confidentiality when requiredand maintain confidentiality when required coaching: coaching: using your skills, knowledge and using your skills, knowledge and

experience to assist others or ask for helpexperience to assist others or ask for help sharing information: sharing information: to assist others do their to assist others do their

jobjob flexibility: flexibility: show a willingness to cooperate and show a willingness to cooperate and

help others when possiblehelp others when possible good manners:good manners: doing small, simple things, eg. doing small, simple things, eg.

thanking colleagues for their helpthanking colleagues for their help good communication:good communication: . .. . . .. .


Communication ChoicesCommunication Choices AggressiveAggressive is characterised by anger, blame and is characterised by anger, blame and

insensitivity to others. insensitivity to others. DominatingDominating is bossy is bossy PassivePassive lets others trample all over him. lets others trample all over him. RestrainedRestrained may be inoffensive but does not fully may be inoffensive but does not fully

take part in a team. take part in a team. AssertiveAssertive isis the one in the middle, the one to aim the one in the middle, the one to aim

for in communicating with people in your for in communicating with people in your teamteam. .


The Product ScopeThe Product Scope

ScopeScope Context. How does the software to be built fit into a larger

system, product, or business context and what constraints are imposed as a result of the context?

Information objectives. What customer-visible data objects (Chapter 8) are produced as output from the software? What data objects are required for input?

Function and performance. What function does the software perform to transform input data into output? Are any special performance characteristics to be addressed?

Software project scope must be unambiguous and understandable at the management and technical levels.


Problem DecompositionProblem Decomposition

Sometimes called partitioning or problem elaboration

Once scope is defined … It is decomposed into constituent functions

It is decomposed into user-visible data objects

or

It is decomposed into a set of problem classes

Decomposition process continues until all functions or problem classes have been defined


The Process The Process Process model chosen must be appropriate for the: Process model chosen must be appropriate for the:

customers and developers, characteristics of the product, customers and developers, characteristics of the product, and project development environment and project development environment

Project planning begins with melding the product and the Project planning begins with melding the product and the process process

Each function to be engineered must pass through the set Each function to be engineered must pass through the set of framework activities defined for a software organization of framework activities defined for a software organization

The job of the software engineer is to estimate the The job of the software engineer is to estimate the resources required to move each function through the resources required to move each function through the framework activities to produce each work product framework activities to produce each work product

Project decomposition begins when the project manager Project decomposition begins when the project manager tries to determine how to accomplish each activitytries to determine how to accomplish each activity


The Process

Once a process framework has been Once a process framework has been establishedestablished Consider project characteristicsConsider project characteristics Determine the degree of rigor requiredDetermine the degree of rigor required Define a task set for each software engineering Define a task set for each software engineering

activityactivity Task set =Task set =

Software engineering tasksSoftware engineering tasks Work productsWork products Quality assurance pointsQuality assurance points MilestonesMilestones


The Project Projects get into trouble when …Projects get into trouble when …

Software people don’t understand their customer’s Software people don’t understand their customer’s needs.needs.

The product scope is poorly defined.The product scope is poorly defined. Changes are managed poorly.Changes are managed poorly. The chosen technology changes.The chosen technology changes. Business needs change [or are ill-defined].Business needs change [or are ill-defined]. Deadlines are unrealistic.Deadlines are unrealistic. Users are resistant.Users are resistant. Sponsorship is lost [or was never properly obtained].Sponsorship is lost [or was never properly obtained]. The project team lacks people with appropriate skills.The project team lacks people with appropriate skills. Managers [and practitioners] avoid best practices and Managers [and practitioners] avoid best practices and

lessons learned.lessons learned.


Common-Sense Approach to Projects Start on the right foot.Start on the right foot. This is accomplished by working hard (very hard) This is accomplished by working hard (very hard)

to understand the problem that is to be solved and then setting realistic to understand the problem that is to be solved and then setting realistic objectives and expectations. objectives and expectations.

Maintain momentum.Maintain momentum. The The project manager must provide incentives to keep project manager must provide incentives to keep turnover of personnel to an absolute minimum, the team should emphasize turnover of personnel to an absolute minimum, the team should emphasize quality in every task it performs, and senior management should do quality in every task it performs, and senior management should do everything possible to stay out of the team’s way.everything possible to stay out of the team’s way.

Track progress.Track progress. For a software project, progress is tracked as work For a software project, progress is tracked as work products (e.g., models, source code, sets of test cases) are produced and products (e.g., models, source code, sets of test cases) are produced and approved (using formal technical reviews) as part of a quality assurance approved (using formal technical reviews) as part of a quality assurance activity. activity.

Make smart decisions.Make smart decisions. In essence, the decisions of the project manager In essence, the decisions of the project manager and the software team should be to “keep it simple.” and the software team should be to “keep it simple.”

Conduct a postmortem analysis.Conduct a postmortem analysis. Establish a consistent mechanism for Establish a consistent mechanism for extracting lessons learned for each project. extracting lessons learned for each project.


To Get to the Essence of a ProjectTo Get to the Essence of a Project

Why is the system being developed?Why is the system being developed? What will be done? What will be done? When will it be accomplished?When will it be accomplished? Who is responsible?Who is responsible? Where are they organizationally located?Where are they organizationally located? How will the job be done technically and How will the job be done technically and

managerially?managerially? How much of each resource (e.g., How much of each resource (e.g.,

people, software, tools, database) will be people, software, tools, database) will be needed?needed? Barry Boehm


Proposal writing.Proposal writing. Project planning and scheduling.Project planning and scheduling. Project costing.Project costing. Personnel selection and evaluation.Personnel selection and evaluation. Project monitoring and reviews.Project monitoring and reviews. Report writing and presentations.Report writing and presentations.

Management activitiesManagement activities


These activities are not peculiar to software These activities are not peculiar to software management.management.

Many techniques of engineering project Many techniques of engineering project management are equally applicable to software project management are equally applicable to software project management.management.

Technically complex engineering systems tend Technically complex engineering systems tend to suffer from the same problems as software to suffer from the same problems as software systems.systems.

Management commonalitiesManagement commonalities


The project planThe project plan

The project plan sets out:The project plan sets out: The resources available to the project;The resources available to the project; The work breakdown;The work breakdown; A schedule for the work.A schedule for the work.


Project plan structureProject plan structure Introduction.Introduction. Project organisation.Project organisation. Risk analysis.Risk analysis. Hardware and software resource requirements.Hardware and software resource requirements. Work breakdown.Work breakdown. Project schedule.Project schedule. Monitoring and reporting mechanisms.Monitoring and reporting mechanisms.

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SWE311_Ch21 (071) Software & Software Engineering Slide 1 Chapter 21 Project Management Concepts