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01 PM

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nesyt585
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SOFTWARE

PROJECT
Agenda MANAGMENT

• Basic definitions and recap


• Software Project Versus Other Type of Projects
• Dimensions of a Software Project
• Activities in SPM
• Setting Goals & Objectives
• Business Case
• Significance of Processes
• Project Vs. Program Management
• Reference: Software Project Management 5 th ed. By Bob
Hughes et.al
Why is SPM important?

• Unfortunately, projects are not always


successful.
– Standish Group in the U.S. analyzed 13,522 projects
and concluded that only a third of them were
successful.
– 82 percent were late and 43 percent exceeded their
budget.
– The reason for these project shortcomings is often
the management of projects.
What is management?
Management is achieving goals in a way that makes the best use of all
resources
This involves the following activities:

• Planning – It is the basic function of management. “Planning is


deciding in advance - what to do, when to do & how to do. It bridges
the gap from where we are & where we want to be”  “deciding what
is to be done”
• Organizing – It is the process of bringing together physical, financial
and human resources and developing productive relationship
amongst them for achievement of organizational goals  “making
arrangements”
• Staffing – It is the function of manning the organization structure and
keeping it manned. Manpower, training “selecting the right people
What is management?
(Cont’d)

• Directing – Supervision, Motivation, Leadership, Communication 


“giving instructions”
• Controlling –The purpose of controlling is to ensure that
everything occurs in conformities with the standards.
• Monitoring – checking on progress
• Innovating – coming up with solutions when problems emerge
• Representing – liaising with clients, users, developers and other
stakeholders
• Note: Refer Figure 1.4 Pg. No. 15
What is a project?

A project is Planned set of interrelated tasks to be executed over a fixed


period and within certain cost and other limitations.

A project is a temporary endeavor to create a unique product or service.


Projects usually include constraints and risks regarding cost, schedule or
performance outcome.
What is Project Management?

• Project Management is the discipline of planning, organizing,


motivating, and controlling resources to achieve specific goals

• Project management is a methodical approach to planning and


guiding project processes from start to finish
Why Project Management?
• Better control of financial, physical, and human resources
• Improved customer relations
• Shorter development times
• Lower costs
• Higher quality and increased reliability
• Improved productivity
• Better internal coordination
Characteristics of projects
• Aiming at a specific target
• Work carried out for a customer
• Involving several specializations
• Non-routine
• Planned
• Made up of several different phases
• Constrained by time and resources
• Large and/or complex
Management approaches
• Traditional Project Management think that employee do
what they are told !. This approach had ground-up
development as a the basis. Not used any more.
• Modern Project Management
i. Maximization of code reuse
ii. Compression of project durations
Salient practices
• Planning incremental delivery
- communicate the vision, mission, and goals
- Provide resources
- Remove barriers
- Seek employee input and feedback
- Build trust
- Provide training
- Reward and recognize performance
Software project versus others
Are software projects really different from other projects??
• Invisibility  progress in software project is not
immediately visible.
• Complexity  involves integrations with external
software system
• Conformity  software system has to conform to the
requirement of human clients
• Flexibility  one strength of software is its flexible and
easy to change
Activities covered by project
management
Feasibility study
Is project technically
feasible and worthwhile
from a business point of
view?
Planning
Only done if project is
feasible
Execution
Implement plan, but plan
may be changed as we
go along
The software development life-cycle (ISO
12207)
ISO 12207 life-cycle

Requirements analysis
– Requirements elicitation: what does the client need?
– Analysis: converting ‘customer-facing’ requirements into
equivalents that developers can understand
– Requirements will cover
• Functions
• Quality
• Resource constraints i.e. costs, technology etc.
ISO 12207 life-cycle

• Architecture design
– Based on system requirements
– Defines components of system: hardware, software,
organizational
– Software requirements may undergo changes at this stage
• Code and test
– Of individual components
• Integration
– Putting the components together
ISO 12207 life-cycle

• Qualification testing
– Testing the system (not just the software)
• Installation
– The process of making the system operational
– Includes setting up standing data, setting system
parameters, installing on operational hardware platforms,
user training etc
• Acceptance support
– Including maintenance and enhancement
Plans, Methods and
Methodologies
• Method specify a type of activity
• Plan uses these methods (activities) to identify
– The start and end date
– Who will carry it out
– What tools and materials will be needed, by when

• Methodology is a group of methods or techniques


Problems with software projects

Commonly experienced problems (from the manager’s point of view)


● poor estimates and plans
● lack of quality standards and measures
● lack of guidance about making organizational decisions
● lack of techniques to make progress visible
● poor role definition – who does what?
● incorrect success criteria
Problems with software projects
lack of knowledge of application area
● lack of up-to-date documentation
● preceding activities not completed on time
● lack of communication between users and technicians
● lack of commitment – especially when a project is tied to one
person who then moves
● narrow scope of technical expertise
● changing statutory requirements
● changing software environment
● deadline pressure
● lack of training

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