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Software Project Management: 4 Edition

This document provides an introduction to software project management. It discusses that software projects are similar to other projects but have some unique challenges like invisibility and complexity. It outlines the typical phases of a software development life cycle according to ISO 12207 including requirements analysis, architecture design, coding and testing, integration, and more. Finally, it discusses that successful project management requires setting clear objectives, identifying stakeholders, establishing controls, and communication.

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ghanwa
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56 views

Software Project Management: 4 Edition

This document provides an introduction to software project management. It discusses that software projects are similar to other projects but have some unique challenges like invisibility and complexity. It outlines the typical phases of a software development life cycle according to ISO 12207 including requirements analysis, architecture design, coding and testing, integration, and more. Finally, it discusses that successful project management requires setting clear objectives, identifying stakeholders, establishing controls, and communication.

Uploaded by

ghanwa
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Software Project

Management Chapter 1
4th Edition

An
Introduction

Robert Hughes and


Mike Cotterell
OUTLINE OF TALK
In this introduction the main questions to be
addressed will be:

 What is software project management? Is it really


different from ‘ordinary’ project management?

 How do you know when a project has been successful?


For example, do the expectations of the
customer/client match those of the developers?

05/22/21 GHANWA RIAZ 2


WHAT IS A PROJECT?
Some dictionary definitions:

“A specific plan or design”

“A planned undertaking”

“A large undertaking e.g. a public works scheme”


Longmans dictionary

Key points above are planning and size of task

05/22/21 GHANWA RIAZ 3


JOBS VERSUS PROJECTS

‘Jobs’ – repetition of very well-defined and well understood tasks with very
little uncertainty

‘Exploration’ – e.g. finding a cure for cancer: the outcome is very uncertain

‘Projects’ – in the middle!

4
CHARACTERISTICS OF PROJECTS
A task is more ‘project-like’ if it is:

Non-routine
Planned
Aiming at a specific target
Work carried out for a customer
Involving several specialisms
Made up of several different phases
Constrained by time and resources
Large and/or complex
05/22/21 GHANWA RIAZ 5
ARE SOFTWARE PROJECTS REALLY
DIFFERENT FROM OTHER PROJECTS?

Not really! …but…

Invisibility
Complexity
Conformity
Flexibility

make software more problematic to build than other engineered


artefacts.

05/22/21 GHANWA RIAZ 6


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
7
THE SOFTWARE DEVELOPMENT LIFE-
CYCLE (ISO 12207)

8
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

05/22/21 GHANWA RIAZ 9


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

05/22/21 GHANWA RIAZ 10


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

05/22/21 GHANWA RIAZ 11


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

05/22/21 GHANWA RIAZ 12


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…

05/22/21 GHANWA RIAZ 13


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

05/22/21 GHANWA RIAZ 14


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

05/22/21 GHANWA RIAZ 15


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

05/22/21 GHANWA RIAZ 16


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
05/22/21 GHANWA RIAZ 17
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

05/22/21 GHANWA RIAZ 18


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

05/22/21 GHANWA RIAZ 19


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

05/22/21 GHANWA RIAZ 20


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

05/22/21 GHANWA RIAZ 21


THE BUSINESS CASE
Benefits of delivered project
Benefits must outweigh costs

Costs Costs include:


- Development
- Operation

£
£ Benefits
- Quantifiable
- Non-quantifiable

05/22/21 GHANWA RIAZ 22


MANAGEMENT CONTROL

23
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…..

05/22/21 GHANWA RIAZ 24


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

05/22/21 GHANWA RIAZ 25


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!

05/22/21 GHANWA RIAZ 26

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