Project Management Chapter 5 in Software Engineering by Ian Summerville 7th edition

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Project Management Chapter 5 in Software
Engineering by Ian Summerville (7th edition)

• Lecture 2

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Outline

• Career background
• The main tasks undertaken by project managers
• Project planning and the planning process
• Risks and the risk management process
• Software tools for project management

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Pay off

• Average PM salary 81,000
• Contract rates for PMs can match techies
• PMI certification adds avg. 14 to salary
• PMI certs, 1993 1,000 2002 40,000

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Project Management Skills

• Leadership
• Communications
• Problem Solving
• Negotiating
• Influencing the Organization
• Mentoring
• Process and technical expertise

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PMIs 9 Knowledge Areas

• Project integration management
• Scope
• Time
• Cost
• Quality
• Human resource
• Communications
• Risk
• Procurement

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PM Resources

• Professional Organizations
• Project Management Institute (PMI) (pmi.org)
• Software Engineering Institute (SEI)
• IEEE Software Engineering Group
• Certifications
• PMI PMP
• The PMBOK PMI Body of Knowledge

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Software project management

• Activities to ensure that software is delivered
  on time and within budget and in accordance with
  the requirements.
• Is needed because software development is always
  subject to budget and schedule constraints.

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Software management distinctions

• The product is intangible.
• Software engineering is a new engineering
  discipline.
• Software development process is not standardised.

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Who do PM interact with?

• Project Stakeholders
• Project sponsor
• Executives
• Team
• Customers
• Contractors
• Functional managers

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Management activities

• Proposal writing
• Project planning and scheduling
• Personnel selection and evaluation
• Project cost estimation
• Project monitoring and reviews
• Report writing and presentations

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Project staffing

• May not be possible to appoint the ideal people
  to work on a project
• Project budget may not allow for the use of
  highly-paid staff
• Staff with the appropriate experience may not be
  available
• An organisation may wish to develop employee
  skills on a software project.
• Managers have to work within these constraints.

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Project planning

• Continuous activity from initial concept through
  to system delivery.
• Plans must be regularly revised as new
  information becomes available.

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Types of project plan
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Basic Concepts

• Milestones are the end-point of a process
  activity.
• Deliverables are project results delivered to
  customers.

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Milestones
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Project planning process
Establish the project constraints Make initial
assessments of the project parameters Define
project milestones and deliverables while project
has not been completed or cancelled loop Draw up
project schedule Initiate activities according
to schedule Wait ( for a while ) Review
project progress Revise estimates of project
parameters Update the project schedule
Re-negotiate project constraints and
deliverables if ( problems arise ) then
Initiate technical review and possible
revision end if end loop
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The project plan

• The project plan sets out
• The resources available to the project
• The work breakdown
• A schedule for the work

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Project plan structure

• Introduction
• Project organisation
• Risk analysis
• Hardware and software requirements
• Work breakdown
• Project schedule
• Monitoring and reporting mechanisms

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Project scheduling

• Split project into tasks.
• Estimate time and resources required.
• Tasks should not be too small. They should take
  about a week or two.
• Organize tasks concurrently to make optimal use
  of workforce.
• Minimize task dependencies to avoid delays.

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The project scheduling process
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Challenges in Scheduling

• 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.
• Always allow contingency in planning.

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Risk management

• A risk is a probability that some adverse
  circumstance will occur
• Identify risks and draw up plans to minimise
  their effect.
• Various risks may affect
• schedule or resources
• affect the quality or performance
• affect the organisation

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Risk management process

• Risk identification
• Risk analysis
• Assess the likelihood and consequences
• Risk planning
• Draw up plans to avoid or minimise the effects
• Risk monitoring
• Monitor the risks throughout the project

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Risk management process
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Risks identification
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Risk analysis

• Assess probability and seriousness of each risk.
• Probability may be very low, low, moderate, high
  or very high.
• Risk effects might be catastrophic, serious,
  tolerable or insignificant.

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Risk analysis (contd)
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Risk analysis (contd)
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Risk planning

• Consider each risk and develop a strategy to
  manage that risk
• Avoidance strategies
• The probability that the risk will arise is
  reduced
• Minimisation strategies
• The impact of the risk on the project or product
  will be reduced
• Contingency plans
• If the risk arises, contingency plans are plans
  to deal with that risk

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Risk management strategies
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Risk management strategies (contd)
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Risk monitoring

• Assess each risk regularly to decide whether it
  is becoming less/more probable.
• Assess whether the effects of the risk have
  changed.
• Each key risk should be discussed at management
  progress meetings.

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Risk indicators
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PM Tools Software

• .dotProj
• MS Project
• Primavera Project Manager

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Tools Gantt Chart
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Summary

• The project plan sets out the resources, the work
  breakdown and work schedule.
• Project scheduling involves preparing various
  graphical representations showing project
  activities, their durations and staffing.
• Risk management is concerned with identifying
  risks and planning to ensure that these risks do
  not develop into major threats.