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Introduction To Software Engineering Project Management
(Part 1)
Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009
Dr.Çağatay ÜNDEĞER
InstructorBilkent University, Computer Engineering
Middle East Technical University, Game Technologies
&
General ManagerSimBT Inc.
e-mail : [email protected]
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Introduction To Software Engineering Project Management
• What is Software Engineering?– By Fritz Bauer – By IEEE
• What is a Project? – Introduction – IS Project Failures & Success – Characteristics of an IS project
• What is Project Management? – Introduction– Project Management Institute (PMI) – Tools for Project Management
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Software Engineering (1)
• 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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Software Engineering (2)
• (1) Application of a systematic, disciplined, quantifiable approach to;– 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)
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Introduction To Software Engineering Project Management
• What is Software Engineering?– By Fritz Bauer – By IEEE
• What is a Project? – Introduction – IS Project Failures & Success – Characteristics of an IS project
• What is Project Management? – Introduction– Project Management Institute (PMI) – Tools for Project Management
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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.
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Introduction (IS Projects)
• 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, – 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.
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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;• initiation, • planning, • executing, • controlling, • monitoring, and • closing down a project.
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Introduction (Why?)
• 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.
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IS Project Failures
• 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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IS Project Failures
• First step:– Identify causes of project failures, in order
to avoid them.
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Causes of project failures (A survey)
• Failed communication among parties (57%),• Lack of planning (39%), • Poor quality control (35%).
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Causes of project failures (More Detailed)
• 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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Causes of project failures (More Detailed)
• 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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Causes of project failures (More Detailed)
• 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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Causes of project failures (More Detailed)
• Ineffective project management:– 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
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Causes of project failures (More Detailed)
• 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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Project Success
• Well organized application of project management techniques can reduce;– The causes of project failures and – So the risks
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Characteristics of an IS Project
• 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
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Characteristics of an IS Project
• 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.
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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;• From very different levels of technical
proficiency. • 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.
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Characteristics of an IS Project
• 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.
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Characteristics of an IS Project
• 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.
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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.
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Introduction To Software Engineering Project Management
• What is Software Engineering?– By Fritz Bauer – By IEEE
• What is a Project? – Introduction – IS Project Failures & Success – Characteristics of an IS project
• What is Project Management? – Introduction– Project Management Institute (PMI) – Tools for Project Management
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Introduction (Project Management)
• Application of;– Knowledge, skills, tools and techniques to
project activities and process • To meet project requirements.
Help me!!!!
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Introduction (Project Management)
• Requires to find a balance between;– Scope,– Time,– Cost, – Quality.
scope
cost
time
quality
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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
planning
closing
executing
controlling
monitorin
g
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Introduction (Project Management Process Groups)
• 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).
• Executing: – Executes the plan, and completes the deliverables.
• 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: – All the final paper work is completed, and – The responsible parties sign off on the project.
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Characteristics of Life Cycle
• In time,– The probability of successful completion
of project increases.– 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.
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Introduction (Gantt Chart)
• 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.
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Introduction (Project Management Institute - PMI)
• 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.
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Introduction (PMBOK Areas)
• Project Integration Management• Project Scope Management• Project Time Management• Project Cost Management• Project Quality Management• Project Human Resource Management• Project Communication Management• Project Risk Management• Project Procurement Management
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Tools for Project Management
• Tools may have different capabilities: – 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.
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Tools for Project Management • Copper 2004:
– A-low price software for project management – Approximately $199.
• Microsoft Project:– Mid-price common used project management
software developed by Microsoft. – 2007 version is approximately $440.
• Primavera SureTrak Project Manager:– A-high price software for project management – 3.0 version, 10 user license is approximately
$3900. • Telelogic Products (Doors, Rapsody)
– A-high price software for project management – More than $5000
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