software process and project management · 2021. 5. 6. · process and project management...

320312 Software Engineering (P. Baumann)

Software Process and Project Management

Instructor: Peter Baumann

email: [email protected]

tel: -3178

office: room 88, Research 1

Sommerville, Chapters 4, 17

Pressman

Everyone knew exactly what had to be done until someone wrote it down!


Project Sucess/Failure Rate

[CHAOS Report, Standish Group]


Struggling to

understand

requirements

30%

documentation

10%

design (8% std)

10%

Technical

difficulties

30%

Testing

5%

implementation

15%

Struggling to

understand

requirements

30%

documentation

10%

design

10%

Technical

difficulties

30%

Testing

5%

implementation

15%

Where Time Really Is Spent In Practice

Source: unknown


Activity Network

start

T2

M3T6

Finish

T10

M7T5

T7

M2T4

M5

T8

4/7 /03

8 days

14/7 /03 15 days

4/8/03

15 days

25/8/03

7 days

5/9/03

10 days

19/9/03

15 days

11/8/03

25 days

10 days

20 days

5 days2 5/7 /03

15 days

25/7 /03

1 8/7 /03

10 days

T1

M1 T3

T9

M6

T11

M8

T12

M4


Activity Timeline (aka Gantt Chart)

Task (Work package)

Subtask

Progress

Milestone

Dependency

Henry L. Gantt (1861-1919)


Estimating difficulty of problems (hence, costs)

Productivity !~ #people working on a task

The unexpected always happens contingency

Adding people to a late project makes it later

Potential Scheduling Problems


Waterfall Model

Process model

= Software life cycle

Challenge:

Difficult to accommodate change Inflexible

• Lack of stable requirements

• Changing requirements

• Increased understanding

• Unforeseen difficulties


The Incremental Model

increment #n

communication

reqs

design

impl

integration

operation

delivery of

increment #n

communication

reqs

design

impl

integration

operation

increment #1

delivery of

increment #1

Project calendar time

Fun

ctio

nalit

y &

feat

ures


Agile Methods

Customer involvement

• ...to provide & prioritise new system requirements + to evaluate iterations

Incremental delivery

• Priorities from customer

People, not process

• team to develop own ways of working

Embrace change

• Expect requirements to change

• design to accommodate change

Maintain simplicity

• software and development process

• actively eliminate complexity


Extreme Programming

XP = 'extreme' variation of iterative development, very small increments

• New versions may be built several times per day

• Increments ~every 2 weeks

• All tests for every build; only accepted if all successful

Rationale:

• Conventional: design for change

• anticipating changes reduces costs later

• XP: not worthwhile, cannot anticipate

• constant code improvement

• user involvement in dev team

Select user stories

for this release

Plan release

Develop /

integrate / test

Release

Break down:

stories tasks

Evaluate


Agile methods: Appraisal

Team members may be unsuited to the intense involvement of agile methods

Developers need to be experienced, not too different in expertise

can be difficult to keep interest of customers involved in process


Scrum

[PierreSelim / Wikipedia]


Wrap-Up: Project Management

Planning + coordination + monitoring is a must, even though change happens

• common activities: specification, design, implementation, testing/validation, evolution

• Gantt chart: Work packages, tasks, deliverables, milestones

Different Management approaches

• Classical „plan ahead“ vs Agile „embrace change“

Project Manager = first management level

• Deep technical knowledge + leadership qualifications

• Core personal assets: Multitasking, nonlinear, self-motivated

software process and project management · 2021. 5. 6. · process and project management...

Documents