Software Project Management SEN404 Lecture Notes PDF

Software Project Management SEN404 By Dr 。 Mansoor Khuhro 1 Books Textbook Software Project Management Bob Hughes and Mike Cotterell Tata McGraw Hill, 6th or 5th edition Reference Book A Guide to the Project Manage...

Software Project Management SEN404 By Dr 。 Mansoor Khuhro 1 Books Textbook Software Project Management Bob Hughes and Mike Cotterell Tata McGraw Hill, 6th or 5th edition Reference Book A Guide to the Project Management Body of Knowledge 5th or 6th Edition Project management Rita Mulcahy 8th edition Learning Aspects In SPM …  Managing people, process and problems during a software project  Relating software metrics with software projects  Estimating effort, cost and project duration  Risk assessment techniques  Project scheduling  Project quality management  Formal Technical Reviews (FTRs)  Change management during software development and after delivery to customer Evaluation Scheme  Final 40%  Mid 20 %  Quizzes 10%  Assignments 10%  Class Participant 5%  Project 15% Why to study SWPM ? Career growth path in an IT org Programmer Analyst Team leader Module leader Project manager program manager VP (Program) Understanding of scientific methods of managing SW projects Project Management Institute (PMI) certifies project managers as “Project Management Professionals” (PMP). PMP certification is the most recognized and respected certification for Project Managers worldwide. How to study SWPM ? Concept based subject Understand diagrams where-ever applicable Understand & underline keywords Some simple problems One book is not sufficient Read materials from multiple books and websites and make your own notes What is Project ? All of us have been involved in projects, whether they be our personal projects or in business and industry. Examples of typical projects are for example: Personal projects:  obtaining an MCA degree  writing a report  planning a party  planting a garden Industrial projects:  Construction of a building  provide electricity to an industrial estate  building a bridge  designing a new airplane Projects can be of any size and duration. They can be simple, like planning a party, or complex like launching a space shuttle. What Is Project PMI definition It is a temporary endeavor (having specific start and completion dates) undertaken to create a unique product or service A unique, planned, temporary endeavour with definite start and end dates to achieve one or more goals with the constraints of cost, schedule, quality, performance and resources Example Of Goals  Money ( Profit)  Make a product  Satisfy a customer  Quality  Performance Project Attributes  A project has a unique purpose.  A project is temporary.  A project is developed using progressive elaboration or in an iterative fashion  A project requires resources,  A project should have a primary customer or sponsor  A project involves uncertainty. Project Constraints  Time :The time constraint refers to the amount of time available to complete a project  Cost :The cost constraint refers to the budgeted amount available for the project  Scope :The scope constraint refers to what must be done to produce the project's end result.  Quality : Means meeting the needs of customers Project Constraints Trying to manage a project without project management is like trying to play a football game without a game plan. K. Tate 13 What is Project Management ? It is the discipline of planning, organizing, and managing resources to bring about the successful completion of specific project goals and objectives Advantages of Using Formal Project Management Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs Higher quality and increased reliability Higher profit margins Improved productivity Better internal coordination Higher worker morale (less stress) 16 Project Management  Following are related to Project Management  Professional Organizations  Project Management Institute (PMI) (pmi.org)  Software Engineering Institute (SEI)  IEEE Software Engineering Group  Certifications  PMI’s PMP (Project Management Professional)  The “PMBOK” – PMI Body of Knowledge  Tools  MS Project  Primavera Project Manager Project Management Project Manager Positions Project Administrator / Coordinator Assistant Project Manager Project Manager / Program Manager Executive Program Manager V.P. Program Development Project Management Knowledge Areas PMI has suggested 9 Knowledge Areas Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Human Resource Management Project Communications Management Project Risk Management Project Procurement Management Project Management Context  Program Management  Portfolio Management  Project Management Office 20  Programs And Program Management  A Program is a group of related projects.  Management is coordinated because:  they may use the same resources,  the results of one project feed into another, or  they are parts of a larger "project that has been broken down to smaller projects".  ADVANTAGES Programs may include elements  Decreased risk of related work outside of the scope  Economies of Scale of the discrete projects in the program.  Improved Management 21 Portfolios And Portfolio Management  A Portfolio is a collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives. The projects or programs in the portfolio may not necessarily be interdependent or directly related. 22 Portfolios And Portfolio Management Portfolio - A suite of Programs and Projects managed to optimize Enterprise Value Portfolio Management Program - A structured Program grouping of projects designed Management to produce clearly identified business value Project Management Project – A structured set of activities undertaken to deliver a defined capability based on an agreed schedule and budget 23 Project, Program And Portfolio Management Projects Programs Portfolios Scope Have defined Programs have larger Have business objectives. Scope is scope and provide scope that progressively more significant changes with elaborated. benefits strategic goals of organization Change Project Managers Program Manager Portfolio expect change and must expect change managers implement processes from both inside and continually to keep change outside the program monitor changes managed and and be prepared to in the broad controlled manage it environment Planning Project Managers Program Managers Portfolio Managers progressively elaborate develop the overall create and high-level information program plan and maintain into detailed plans create high-level necessary throughout the project plans to guide processes and life cycle detailed planning at communication 24 the component level relative to the  Project, Program And Portfolio Management Projects Programs Portfolios Manageme Project Managers Program Managers manage Portfolio managers nt manage the the program staff and the may manage or project team to project managers; they coordinate portfolio meet the project provide vision and overall management staff objectives leadership Success Success is Success is measured by Success is measured by degree to which program measured in terms product and satisfies the needs and of aggregate project quality, benefits for which it was performance of timeliness, cost undertaken portfolio effectiveness and components degree of customer satisfaction Monitoring Monitoring and Program Managers monitor Portfolio Managers Controlling of the progress of program monitor aggregate 25 work of producing components to ensure performance and Software Project Management Software project management is a sub discipline of project management in which software projects are planned, monitored and controlled Management Project Management Software Project Management How is SW Project Management is different ? The progress not visible immediately High degree of flexibility expected - customer keeps changing requirements. Limited knowledge on application domain Lack of quality standards and measures Limited knowledge leads to task delay. When tasks get delayed, the delivery of the final product delayed Lack of communication between customers and contractors due to different levels of domain knowledge and assumptions about the final product ACTIVITIES COVERED BY SOFTWARE PROJECT MANAGEMENT Monitor and control Closing Initiation Planning Execution Project start Project end Project Management Process Groups  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  Architecture design  Based on system requirements  Defines components of system: hardware, software, organizational  Software requirements will come out of this  Code and test  Of individual components  Integration  Putting the components together 32 ISO12207 Continued  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 33 What Is Software Contract ?  SW contract is a legal document signed by both customer and contractor with following content  Deliverables  Time lines  Finance  Resources from both parties 34 Contract Management  Supervisory role of overseeing the progress of the project as per legal contract  Software contract modes  Bespoke development  In house development  Contracted (outsourced)  Off the shelf  Packages - Ms Word, Ms Excel, Tally etc.  To be bought and used as it is.  No functionality and/or interface is modifiable.  COTS – customized off-the-shelf  Combination of the above Merits And Demerits  Bespoke  exactly meets the need of the customer  requires a dedicated, well balanced knowledgeable team of people with resources.  Takes time ( resources may not remain)  Following Int’l standards difficult  Off the shelf  functions available, they are well tested and proven at multiple customer sites ( SW quality high)  Best Int’l standards followed  No time loss  specific needs of a customer cannot be met  COTS  better than ‘off the shelf’ and falls short of ‘Bespoke’ development. 36 Software Crisis Software crisis  “A software crisis is a mismatch between what software can deliver and the capacities of computer systems, as well as expectations of their users”. This became a growing problem in the 20th century as computing grew by leaps and bounds and software was unable to keep pace. As the complexity of systems grows, so do the needs of users, who expect increasingly more performance from their software. Programmers may struggle to keep pace, creating a software crisis. Software crisis The major causes of software crisis are the problems associated with.  Poor quality software (such as malfunctioning of software systems)  Inefficient development of software  Dissatisfaction amongst the users of the software Software crisis Example:  The production of the os/360 system is a good example of the software crisis. The os/360 was to be produced with the system/ 360 mainframe. Its production started in the 1960 and was planned that by 1966 would be produced. The software was the biggest and most complex having over million lines of code and with an initial investment of 125 million. In Spring 1964 the development task got underway. There were about 70 programmers working on the project but later it was calculated that schedules were slipping therefore they hired more programmers increasing from 60 to 150. But as they increased the number of programmers the less was their standard. Although there was a sudden increase in the number of programmers working on the software, still they estimated that the development was running late by approximately 6 months. Furthermore, a test run was made on the system and was found that the system was very slow which implied that there had to be more reprogramming of already done work which meant more delay in the progress of work. By the end of 1965 it was found out that there were fundamental flaws and there appeared no easy way to arrange them. There was rescheduling in the development plan and it was announced that the software was running 9 months late. At the peak of the system development there was employed a stuff of 1000 people. Finally by mid 1967 the system was produced a year late of the initial date stipulated and the IBM went with a loss of approximately half a billion. This is a good example of the software crisis when there is a lot of complexity in the system for a number of programmers to produce and when hiring programmers which have a low skill in programming which resulted in a late production of the system and an over budget expenditure which is a loss for the company producing it. SOME WAYS OF CATEGORIZING PROJECTS Distinguishing different types of project is important as different types of task need different project approaches e.g.  Information systems versus embedded systems  Objective-based versus product-based 42 WHAT IS MANAGEMENT? This involves the following activities:  Planning – deciding what is to be done  Organizing – making arrangements  Staffing – selecting the right people for the job  Directing – giving instructions continued… 43 WHAT IS MANAGEMENT? (CONTINUED)  Monitoring – checking on progress  Controlling – taking action to remedy hold-ups  Innovating – coming up with solutions when problems emerge  Representing – liaising with clients, users, developers and other stakeholders 44 SETTING OBJECTIVES  Answering the question ‘What do we have to do to have a success?’  Need for a project authority  Sets the project scope  Allocates/approves costs  Could be one person - or a group  Project Board  Project Management Board  Steering committee 45 OBJECTIVES Informally, the objective of a project can be defined by completing the statement: The project will be regarded as a success if……………………………….. Rather like post-conditions for the project Focus on what will be put in place, rather than how activities will be carried out 46 OBJECTIVES SHOULD BE SMART S– specific, that is, concrete and well-defined M– measurable, that is, satisfaction of the objective can be objectively judged A– achievable, that is, it is within the power of the individual or group concerned to meet the target R– relevant, the objective must relevant to the true purpose of the project T– time constrained: there is defined point in time by which the objective should be achieved 47 GOALS/SUB-OBJECTIVES These are steps along the way to achieving the objective. Informally, these can be defined by completing the sentence… Objective X will be achieved IF the following goals are all achieved A…………… B…………… C…………… etc 48 GOALS/SUB-OBJECTIVES CONTINUED Often a goal can be allocated to an individual. Individual may have the capability of achieving goal, but not the objective on their own e.g. Objective – user satisfaction with software product Analyst goal – accurate requirements Developer goal – software that is reliable 49  MEASURES OF EFFECTIVENESS How do we know that the goal or objective has been achieved? By a practical test, that can be objectively assessed. e.g. for user satisfaction with software product:  Repeat business – they buy further products from us  Number of complaints – if low etc etc 50 STAKEHOLDERS These are people who have a stake or interest in the project In general, they could be users/clients or developers/implementers They could be:  Within the project team  Outside the project team, but within the same organization  Outside both the project team and the organization 51 THE BUSINESS CASE Benefits of delivered Benefits project must outweigh costs Costs Costs include: - Development - Operation £ £ Benefits - Quantifiable - Non-quantifiable 52 MANAGEMENT CONTROL 53 MANAGEMENT CONTROL Data – the raw details e.g. ‘6,000 documents processed at location X’ Information – the data is processed to produce something that is meaningful and useful e.g. ‘productivity is 100 documents a day’ Comparison with objectives/goals e.g. we will not meet target of processing all documents by 31st March continued….. 54  MANAGEMENT CONTROL - CONTINUED Modelling – working out the probable outcomes of various decisions e.g. if we employ two more staff at location X how quickly can we get the documents processed? Implementation – carrying out the remedial actions that have been decided upon 55  KEY POINTS IN LECTURE  Projects are non-routine - thus uncertain  The particular problems of projects e.g. lack of visibility  Clear objectives are essential which can be objectively assessed  Stuff happens. Not usually possible to keep precisely plan – need for control  Communicate, communicate, communicate! 56