Software Project Management & Planning

• Unit 2 focuses on Software Project Management and Planning
• Prof Shaikh Amin is the Assitant Professor for Computer Science & Engineering

Key Areas of Software Project Management

• Management Spectrum
• People
• Product
• Process- Project
• W5HH Principle
• Importance of Team Management

Essential Elements for Software Project Planning

• Scope and Feasibility
• Effort Estimation
• Schedule and staffing
• Quality Planning
• Risk management: identification, assessment, control
• Project monitoring plan
• Detailed Scheduling

People – Product – Process- Project (4Ps)

• Building a product requires understanding the 4P concept in software project planning
• Four components are critical in project planning: Product, Process, People, and Project

People

• Human resources is the most important
• A well-managed team with defined roles leads to success
• Good teams save time, cost, and effort
• Roles include project managers, team leaders, stakeholders, analysts, and IT professionals
• Managing people effectively is crucial for project managers

Product

• The deliverable or result of the project
• Project managers should define the product scope to ensure success, manage team members, and address technical challenges
• A product can be tangible or intangible, for example shifting location or getting new software

Process

• Important in planning, a clearly defined process is key for product success
• Regulates team development over time
• The process involves documentation, implementation, deployment, and interaction phases

Project

• The last "P;" the final step in software project planning
• Can be considered a plan of action
• Project managers play a critical role
• Project Manager Responsibilities involve guiding the team members to achieve target objectives, helping with issues within budget and given deadlines

W5HH of Project Management

• Boehm suggests using W5HH to address project objectives, milestones, schedules, responsibilities, management, technical approaches, and required resources
• A framework addresses "Why," "What," "When," "Who," "Where," "How," and "How Much"

Understanding the W5HH Questions

• Addressing the business reasoning for the software development to keep a team on track
• Establish project tasks
• Includes important milestones and the timeline for the project.
• Determine which team member takes on responsibilities.
• Identify any external stakeholders
• Identify the roles of people and where to locate them throughout the whole project
• Develop a strategy for software development and managing the project.
• Figure out the necessary resources to complete the project.
• Applicable to any size or complex software project

Further Insight into W5HH

• The system should justify expenditure of all resources allocated
• A project schedule will be made, and major tasks should be identified which are required by the customer
• Project schedule is made to achieve the milestones
• Role assignments for team members so responsibility is delegated
• Stakeholders include Customer and end users,
• Define management and technical strategy
• Estimation techniques are to be used for resources
• The W5HH approach is applicable regardless of scope and complexity

Importance of Team Management

• Important for project success
• It depends on Project Needs and Team Dynamics
• Enhanced Communication, Improved Productivity, and Software Quality are the results of choosing this right
• Team structures include hierarchical, and matrix etc

Hierarchical Team Organization

• Follows a tree structure at different levels within an organization
• Bottom-level employees have detailed knowledge
• Higher-level staff have a broader understanding of the whole picture

Benefits of Hierarchical Teams

• Limits communication paths but balances it
• Multi-level expansion
• Suited for hierarchical software products
• Large projects may need several levels

Disadvantages of Hierarchical Teams

• Information may face distortion when leveling up,
• Level can judge socially and financially
• Technically competent may get promoted, leading to a loss of programmers
• Loss of programmers and poor managers can occur, which reduces competency

Chief-Programmer Team

• The Chief programmer is actively involved in planning and design, ideally through implementation
• The project assistant is the chief Programmer's closest technical co-worker
• The project secretary relieves the chief Programmer and all other programmers of administration tasks
• Specialists implement system components, employ software tools, and carry out specialised tasks

Advantages of the Chief-Programmer Structure

• There will be centralized decision-making
• Reduced communication
• Small teams are more productive
• Directly involved leads to better communication

Disadvantages of the Chief-Programmer Structure

• Survival is pinned on only one person
• Psychological problems can occur when people are resentful because the Chief Programmer is like the King
• Small team that can't always handle the every project
• Effective when the Chief Programmer is technical but could be detrimental to the other members

Matrix Team Organization

• Team members are grouped based on expertise, led by a project managers to oversee

Egoless Team Structure

• Programmers should separate themselves from the product
• All Goals and decisions are made by team

Democratic Team Structure

• Similar to the Egoless Team
• One member of the team rotates throughout as the leader

Advantages of the Democratic Teams

• Members can contribute to decisions
• Members can learn from each other
• Improved job satisfaction

Disadvantages of Democratic Teams

• Communication overhead increased
• Need a compatibility of members
• Lacks individual authority and responsibility

Scope and Feasibility

• Scope includes project deliverables and what work is included
• Feasibility is market research, financial anaylsis and risk assessment

Scope in Project Management

• Project scope includes objectives, tasks that can be achieved within the project
• Scope is responsible for the boundaries, objectives, and deliverables
• Scope is the total amount of activities

Importance of Good Project Scope Management

• Project Boundaries need to be defined
• Clear Objectives are set before starting
• There should always be guided decision making to maintain structure
• Facilitates Planning
• Expectations from Stakeholders need to be managed

Project Scope Management Steps

• Define the project before starting
• Scope Management Process should be initiated by collecting the requirements of the project
• Write a statement to include all goals and objectives, and make factors and assumptions

Further Project Scope Steps

• The next step is to convert all activities into a tangible Project Management Plan
• Frame tasks for the project in the scope
• Boundaries are needed to be verified
• Project variables must align with the specified business requirements

Feasibility Study Process

• Process typically includes market research, technical analysis, financial analysis, and risk assessment where the customer and potential customers
• Feasibility benefits project understanding before significant financial investment
• Information is presented to an organization preventing risky projects.
• Studies help firms decide their growth with how they function and compete in the market

Types of Feasibility Studies

• A current resource is allocated while assessing the project and what technology is required for development
• Correct choices based on the technologies used for project development
• Analyze skills of tech team while considering existing and new technologies
• How much the product requirements can be easy to operate and maintain

Operational Scopes of Feasibility

• Determine usability and accepting new software
• Can be used for design and development with hardware and software
• Benefits include cost evaluations for the project with design development, and organization

Legal Aspects of Feasibility

• Analyzed for points of view
• Includes data and social media protection and copyright etc for the products intellectual, if there are any
• Must conform to legal and ethical requirements

Schedule Feasibility Study

• Timelines and deadlines are analyzed for how much time the team is going to have to be completing a project
• Project may fail if it can't be completed on time.

Resource Feasibilit

• It if resources are adequate to make the project successfu;.
• Financial, tech and human resources need to be accounted for
• Hardware, software and funding are available and accounted for

Terminologies

• Provides a quantitative indication of the extent to dimensions, capacity or size of attributes

Metrics

• It's a quantitative measure of the degree to when the given attribute should be obtained
• It relates to individual measures and the errors found for reviews
• Can be measured by attributes like the line code and executions speed
• This can be aspects that are not immediately quantifiable like functionality, quantity and reliability

Indicators

• A metric or combination of metrics is insightful into process and production
• It enables managers and engineers to adjust that to improve if needed
• The product size will indicate coding, integration and testing needed

Fault metrics

• Errors during development
• Defects found by customers

Reasons to Measure Software

• It should create the correct the current production and processes and anticipate future qualities
• Enhance quality and track the progress of current spendings
• Ensure standards are being followed
• It should enable better progress and practice.

Metrics Classifications

• Specific activities related to production in abstract form
• Software process and how it is used
• Executing activities for specific user needs
• Outputs that being produced

Software Metrics

• Process that can be used for defects, quality, timeline, and productivity
• Project characteristics for No. of developers, staffing pattern, cost and schedule, productivity
• Characteristics of product size, complexity performance, or reliability

Process Metrics

• Development process will be in process of creating software
• Metric will be length to keep the process on track for the products to get to completion and up to standards

Metric type static

• Static are related
• Examples would be number of roles or the arifacts

Metric type Dynamic

• Properties of process performance
• Example artifacts and how many

Metric type Evolution

• Related to making changes
• Example iterations

Lead Metrics

• Measure the time to starting work to the time in completion.
• Can indicate how quickly the team moves through the development process
• Can make the process smooth from starting to to end for the development

Through Metrics

• Quantities the rate in which the activities and features are all completed
• Allows the development team to be more produtive and reliable

Managing Metrics

• This will indicate the number of features, which helps identify bottlenecks and manage task workflow efficiently
• By measuring the number of defects, this can access the quality, reliability along with the code.

Process Efficiency

• Evaluates the relationship between the customer and other contributors
• It identifies the opportunities to streamline processes and reduce waste

Process compliance

• Assesses the development process when needing set standards and guidelines
• Ensures that the development is consistent

Project metrics

• These Enable project managers to help workflow within the project that assess status
• Project metrics help evaluate all the software productions
• There will tactical decisions made and technical activities

Objective Product Metrics

• Helps software engineers the better insight for design of construction of the software
• Help focus to be more quantitively measured
• Examples would be the code in complexity

Direct Measures

• The Metric will have a software process and all other components and cost related metrics
• With every project and software, there should use cases

Metrics can be standard and not standard if needed

• These Metrics will have quality components
• KLOC(thousand lines of code)
• There can simple Size-Oriented Metrics depending on the project that is created

Commonly developed Metrics include Errors Per Loc

• Defect per $KLOC and document per KLOC. which will include simple Metrics and can be developed

Most effective when being measured

• Arguments can be made where some of the languages can be penalized if short
• Languages don't need to be accommodated due to short detail and hard to achieve

Function Oriented

• Delivering the correct functionality and data to the correct areas, whether is the right area can be known to a project
• Most metric includes the function Point to can be measured

Calculation to measure it

• These include date and can be more attractive for the estimation
• These have sometime do subject and data meaning its hard to collect
• Meaning its all a number

Measurements

• Function Point Can be used better measurement to find the correct cost effort
• Historical data make the process efficient
• Should find errors
• There are internal file

Information

• Help originates data and transmits all applications
• External products have info and reports
• The inquiries can get feedback to get a product done more efficiently
• File and data are in put in external interface files

Compute to find correct points

• Find FP to get total
• Complexity is to provide value for the project
• Data communication or performance
• Can to be efficient

Object oriented

• Is the estimation for both project and is that enough detail
• Help to understand what can be needed for the project.
• Understand what scenarios or classes are needed

Project Estimation

• Transforms a black art that gives risk
• Number of options can help to have project cost reduction

Estimation

• Estimation can in most part be solved to complex problems
• Can be a better way to go on with smaller problems
• With best plan can be achieved

Key components

• Key sizes estimate info and character
• Using the Data to can establish and create the most out it

When making changes it can estimate the size quality of the project

• Start and compute what needs to be done and value what the functions are
• Combine the function to make that effort
• Team sizes and factors are important, with LOC being smaller

The level of detail is more essential to see that detail needed

• Must see what estimate are with small to complex historical loc then needs to check

Process

Must do what software perform

Should help the software create

And know what to achieve from activity with the correct cost

compare the data from the work If agree is reliable or need better data to create

Before using to create code structure the estimate needs to be:

• The levels in the correct order to be placed
• Average page is better
• Make sure the right software is in right place and coded well to keep the product structured

Use of Empirical data creates the project

Historical to compute code Empirical should be used to have better project size and the resources with timeline and duration

SLOC

• The project size will help and what what resources and budget are available
• Deliver that code so there an deliverable product
• Technique can create a lot including documentation and software itself
• Language does matter
• Effort mat not similar

Classification and Project are needed:

-Organic- application and what project type is dealing with

• Semidetached - staff that may have limited experiance embedded - strongly coupled with hardware,or strict rules needed

Project should be organic over embedded unless dealing with a need-to- know level:

• What is the project
• Medium which the size which medium.
• Interface needs with embedded

CO COMO:

• Estimation model that be done in stages:
• Should be done with what the code is and product as whole

Some features to point:

• Express effort well to keep the process measured up
• Has to be accurate with what is going to be used with proper data

The levels of Boehm data:

• Is area that keep what to follow for this project to measured up and make it go into right direction and stay accurate for the process:

• All data is in place and to be measured properly

• This data can show the cost, what resources as well as to make estimate and account what to be done to properly build the data to build the process:

What Is needed with INTERMEDIATE:

• All data is properly and efficiently and accurate so this whole project goes to accurate direction:

What is needs with COMPLETELY:

• Should not have major coming for each product, which needs to be planned
• There could system issues that may make it go slower, but these need to fixed to for project's efficiently

Keep schedule to track as a main object:

All aspects should properly in place as well the team in place. with having the team can be achieved too

The Guidelines to the time allocation chart should be balanced in code:

All in places with each aspect of 40 20 40% which this data show's to make project properly allocated and organized:

Project Evaluation is technique needed:

Both Evaluation and technique provides quantitative tools that allow project be done

Evaluation Method is Needed!

• Determine Critical paths the Chain
• Establish Time estimate for small task

Time

The ways to track are too keep a correct schedule

• Do review often to see the product as whole to make sure all components are good Evaluate Data to see and keep going!

Risk Analysis the Management

A project is potential problem in future

Key risk

Will effect future

will cause change

Entails certainty

If there are no risks with your project, its now 100% risk and are called a constant

Some approach that the main 3 that can occur

Projec Tech Business

These are Risk

• The market
• Sale
• The project
• Budget related

Risk 2

• Known , these Can to be un covered
• Predict these are what data from prev
• Cannot to identified and prevent in happen

What measures should be in place :

Identify measure with the project

analyze if risk will or does occur

Rank measure , with what if plan goes wrong

develop a measure to make product safe with right impacts

Reactive or Protactive risk

• reactive
• to trust product
• and can be fire situation
• proactive
• To use steps and stay in flow

Can occur during Identification with the system:

• The attempts will make it specified the project
• will need avoid issue keep the plan well
• the risks can in the way of the building process
• To create and understand this code:

Will what what can occur will known all and to try and estimate all aspects to build:

Make sure the project has scale with well plan to see can run what and if is running and how accurate to project to measure and what is happening within the steps All must measured so the right measurements and data that been collected in a properly manor!

Mitigation

• It measure keep everything and under control and to protect the project

All step must see and follow to create and safe project: Mitgation Mainly is protection Monitoring and have system or plan for system that works

Should have process that prevent risk with good management!