Introduction To Software Engineering Project Management (Part 1)

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Introduction To Software Engineering Project Management (Part 1). Dr.Çağatay ÜNDEĞER Instructor Bilkent University, Computer Engineering Middle East Technical University, Game Technologies & General Manager SimBT Inc. e-mail : [email protected] - PowerPoint PPT Presentation

Transcript of Introduction To Software Engineering Project Management (Part 1)

Bilgisayar Destekli Takdimler(Part 1)
Dr.Çaatay ÜNDEER
&
What is Software Engineering?
What is Project Management?
Establishment and use of sound engineering principles
In order to obtain economically software that is reliable and works efficient on real machines (Fritz Bauer).
Software engineering is the establishment and use of sound engineering principles in order to obtain economically software that is reliable and works efficient on real machines (Fritz Bauer)
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Development,
Operation, and
Maintenance of software (that is the application of engineering to software);
(2) The study of approaches as in (1) (IEEE)
Institute of Electrical and Electronics Engineers (IEEE)
Software engineering is (1) the application of a systematic, disciplined, quantifiable approach to the development, operation, and maintenance of software (that is the application of engineering to software); and (2) is the study of approaches as in (1) (IEEE)
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What is Software Engineering?
What is Project Management?
Introduction (Project)
A package of individual or collaborative investments and activities that are;
Carefully planned and designed
To achieve an objective that has a beginning and end.
Project is a package of individual or collaborative investments and activities that are carefully planned and designed to achieve an objective that has a beginning and end.
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Information System (IS) projects aim at making ongoing activities of institutions and enterprises;
Faster,
More productive by integrating the information technologies into the process.
Information System (IS) projects aim at making ongoing activities of institutions and enterprises faster, more efficient and more productive by integrating the information technologies into the process.
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Introduction (Stakeholders)
People that have an interest in a new or existing project, including;
Project team members,
Employees and
The community.
Stakeholders are people that have an interest in a new or existing project, including project team members, project sponsors, stockholders, employees and the community
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Introduction
(Project Sponsors)
Members of the organizations who are responsible for the high-level support of the project.
Project sponsors are the members of the organizations who are responsible for the high-level support of the project.
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Introduction (Project Manager)
A person who;
Has a diverse set of skills (e.g. good general skills, technical manegement, conflict man., customer relationship man. and leadership skills), and
Responsible for;
closing down a project.
Project manager is a person who has a diverse set of skills (e.g. good general, technical, conflict, customer relationship management and leadership skills), and responsible for initiation, planning, executing, controlling, monitoring, and closing down a project.
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Solving business problems and
Taking advantage of business opportunities.
IS projects are usually undertaken for two reasons; solving business problems and taking advantage of business opportunities.
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IS Project Failures
In the world,
The probability of an IS project failure is usually outweighs the probability of an IS project success.
That is also true for our country, and many projects fail in Turkey.
In the world, the probability of an IS project failure is usually outweighs the probability of an IS project success. That is also true for our country, and many projects fail in Turkey.
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Don’t think that;
A project failure only occurs when it is cancelled because of not successfully completing it.
A project can be considered as failed when;
The project finished over budget,
The project did not finish on time,
The project did not deliver a system that satisfies the stakeholders expectations,
The project did not deliver a system that satisfies its objectives.
Don’t think that a project failure only occurs when it is cancelled because of not successfully completing it.
A project can be considered as failed when;
The project finished over budget,
The project did not finish on time,
The project did not deliver a system that satisfies the stakeholders expectations,
The project did not deliver a system that satisfies its objectives.
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Identify causes of project failures, in order to avoid them.
Therefore, our first step is to identify the causes of project failures, in order to avoid them.
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Lack of planning (39%),
Poor quality control (35%).
According to a survey the general causes of project failures are;
Failed communication among parties (57%)
Lack of planning (39%)
Poor quality control (35%)
Lack of user input:
Lack of user participation, user resistant to change, lack of user cooperation, and lack of user commitment
Lack of executive support (lack of top management support and organizational commitment)
Lack of user input (lack of user participation, user resistant to change, lack of user cooperation, and lack of user commitment)
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Lack of leadership skills, project progress not monitored closely, ineffective communication
Inexperienced team members:
Inadequately trained team members, lack of team member commitment to project, frequent turnover within the team
Inexperienced project manager (lack of leadership skills, project progress not monitored closely, ineffective communication)
Inexperienced team members (inadequately trained team members, lack of team member commitment to project, frequent turnover within the team)
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Unreliable estimates:
Inadequate estimates of project schedule, budget & resource, and unclear project milestones
Unclear business objectives (Not well-defined project goals & project success criteria, conflicting system requirements, continually changing project objectives)
Unreliable estimates (Inadequate estimates of project schedule, budget & resource, and unclear project milestones)
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Lack of an effective project management methodology applied throughout the project
New software infrastructure:
Use of new technology that has not been practiced before, and use of immature and highly complex technologies
Lack of an effective project management methodology
New software infrastructure (use of new technology that has not been practiced before, and use of immature and highly complex technologies)
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Unreliable outside suppliers:
Dependence on unreliable suppliers and involvement of many external suppliers
Unstable organizational environment (Changes in organizational management during the project, and restructuring organization during the project)
Unreliable outside suppliers (Dependence on unreliable suppliers and involvement of many external suppliers)
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The causes of project failures and
So the risks
There is no gaurantee for project success,
But well organized application of project management techniques can reduce the causes of project failures and so the risks
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The technology environment is highly dynamic:
Companies should quickly decide whether;
To move their system to a new technology ahead of their competitive or
To match the level of their competitive or
To keep their state and risk losing a potential competitive advantage
The technology environment in which information technology (IT) companies are involved is highly dynamic.
The companies should quickly decide whether ;
To move their system to a new technology ahead of their competitive or
To match the level of their competitive or
To keep their state and risk losing a potential competitive advantage.
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Very difficult to hire and retain experienced Information Technology (IT) project employees:
Very difficult to find employees experienced on specific technologies.
Very difficult to retain experienced employees
Since they seek new business opportunities, and other companies may try to recruit them.
It is very difficult to hire and retain experienced IT project employees.
It may be very difficult to find employees experienced on specific technologies.
It may be very difficult to retain experienced employees since they seek new business opportunities, and other companies may try to recruit them.
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Characteristics of an IS Project
Hard to manage and keep necessary extensive user involvement in the project.
The user involvement should continue during planning, development, and maintenance.
Many different types of users may be required to involve in the project development to ensure project success.
The users may be;
Located in different cities or even in different countries.
It is hard to manage and keep necessary extensive user involvement in the project.
The user involvement should continue during planning, development, and maintenance.
Many different types of users may be required to involve in the project development to ensure project success.
The users may be from very different levels of technical proficiency.
The users may be located in different cities or even in different countries.
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Characteristics of an IS Project
Deciding on which methodology to use for development and maintenance is difficult
Since there are many alternatives, which may be good or bad depending on the nature of the project.
Deciding on which methodology to use for development and maintenance is difficult since there are many alternatives, which may be good or bad depending on the nature of the project.
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Attempted solutions may never have been tried before.
IT projects may focus on building a new system that has entirely new functionality.
Project team may have very few clues on how to build such a system.
Attempted solutions may never have been tried before. IT projects may focus on building a new system that has entirely new functionality.
Therefore the project team may have very few clues on how to build such a system.
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Progressive, uncontrolled increase in project scope is very common:
Related with the fact that the end product has never been seen and developed before,
The customer usually does not know what he/she exactly needs.
Progressive, uncontrolled increase in project scope is very common in IT projects.
This is related with the fact that the end product has never been seen and developed before,
so the customer usually does not know what he/she exactly needs.
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Characteristics of an IS Project
The technology involved in project may change during the project development.
Trying to reach a changing goal makes the management and the development of the project hard.
e.g, a version change of a COTS API used in a project may force the development team to decide on whether to use the new version or not.
The technology involved in project may change during the project development.
Thus trying to reach a changing goal makes the management and the development of the project hard.
For instance, a version change of a COTS API used in a project may force the development team to decide on whether to use the new version or not.
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What is Software Engineering?
What is Project Management?
Knowledge, skills, tools and techniques to project activities and process
To meet project requirements.
knowledge, skills, tools and techniques
to project activities and process to meet project requirements.
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Introduction
Scope,
Time,
Cost,
Quality.
scope
cost
time
quality
knowledge, skills, tools and techniques
to project activities and process to meet project requirements.
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Introduction
(Project Life Cycle)
Contains the phases (project management process groups) a project goes through from concept to completion.
Project management process groups are;
The major management phases that are commonly accepted as;
Initiating,
Planning,
Executing,
Controlling,
Closing.
initiating
closing
planning
executing
controlling
monitoring
Project management life cycle contains the phases
(project management process groups) a project goes through from concept to completion.
Project management process groups are the major management phases that are commonly accepted.
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Introduction
Planning:
Plans the project considering crucial aspects of the project (e.g. scope, time, cost, risk).
Executing:
Controlling:
Continuously checking the development process mostly during the execution in order to see if everything goes as planned.
If something goes wrong, necessary steps are planned and taken to correct them.
Closing:
Initiating:
Identifies potential projects and evaluates their importance to the organization.
Planning: Plans the project considering crucial aspects of the project (e.g. scope, time, cost, risk). Project management tools are commonly used for planning.
Executing: Executes the plan, and completes the deliverables.
Controlling: Continuously checking the development process during the execution in order to see if everything goes as planned. If something goes wrong, necessary steps are planned and taken to correct them.
Closing: All the final paper work (e.g. final reports, presentations) is completed, and the responsible parties sign off on the project.
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The ability of stakeholders to influence project characteristics and cost reduces.
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Introduction
(Work Breakdown Structure)
A hierarchical listing of the activities (e.g. tasks, sub-tasks) necessary for the completion of the project.
Work breakdown structure is a hierarchical listing of the activities (e.g. tasks, sub-tasks) necessary for the completion of the project.
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Introduction (Gantt Chart)
A bar chart showing the start and end dates for the activities of a project.
Gantt chart is a bar chart showing the start and end dates for the activities of a project.
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Introduction
(Network Diagram)
A schematic display that illustrates the various tasks in a project as well as their sequential relationship.
Network diagram is a schematic display that illustrates the various tasks in a project as well as their sequential relationship.
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Introduction
Bring together project management professionals,
Systematically capture project management knowledge, and
Provide information and training on project management techniques.
Website: www.pmi.org
PMI is an association that was formed in 1969 to bring together project management professionals, systematically capture project management knowledge, and provide information and training on project management techniques (website: www.pmi.org).
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Introduction
(PMBOK)
Project management body of knowledge (PMBOK):
9 core project management knowledge areas that PMI maintains as a repository.
Project management body of knowledge (PMBOK) is
the nine core project management knowledge areas that PMI maintains as a repository
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Introduction
Project Communication Management
Project Risk Management
Project Procurement Management
Project management body of knowledge (PMBOK) is the nine core project management knowledge areas that PMI maintains as a repository:
Project Integration Management
Project Scope Management
Project Time Management
Project Cost Management
Project Quality Management
Allow multiple user access from different computers.
Support activities across the planning, execution and control phases of project management life cycle.
Support work breakdown structures, gantt charts, network diagrams, time-lines, resource assignments, configuration manegement, etc.
Project management tools may have different capabilities:
Some of them may allow multiple user access from different computers.
Many of them support activities across the planning, execution and control phases of project management life cycle.
Many of them support work breakdown structures, Gantt charts, network diagrams, time-lines, resource assignments, etc.
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Approximately $199.
Microsoft Project:
2007 version is approximately $440.
Primavera SureTrak Project Manager:
3.0 version, 10 user license is approximately $3900.
Telelogic Products (Doors, Rapsody)
More than $5000
Copper 2004 is a-low price software for project management (approximately $199).
Microsoft Project is a-commonly used project management software developed by Microsoft.
Microsoft Project 2007 is a-mid price software for project management (approximately $440).