software project management overview

SoftwareProjectManagement

Hans-PetterHalvorsen,M.Sc.

B.Lund.(2013).Lunch.Available:http://www.lunchstriper.no, http://www.dagbladet.no/tegneserie/lunch/

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“ClosingtheDeal”

– TheSoftwareProjectcanStart

RequirementsAnalysis

Design

Implementation

Testing

Maintenance

Planning

TheSoftwareDevelopmentLifecycle(SDLC)

Deployment

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Requirements/Design Alpha

Beta RCRTM

Furniture, Flowersandsmalladjustmentsmissing

Buildingstructurefinished,Insideworkon track

Foundation finished, building structurestartedPlansmadeandapproved

ReadyforSaleorMovein

A“proof”thatyoucando it,PoC(Proof ofConcept)

TheProjectTriangle

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Quality

Scope

Cost TimeResources,Budget

Features,Functionality,Performance

Schedule,Deadlines

TheProjectManagementTriangle(calledalsoTripleConstraintortheIronTriangle)isamodeloftheconstraintsofprojectmanagement.Eachsiderepresentsaconstraint.Onesideofthetrianglecannotbechangedwithout affectingtheothers.

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Finish

Start

ProjectManagement

Documentation(Report,etc.)

WorkingwithProjectTasks

Important:Workwiththeseactivitiesinparallel!!!

Howtoworkintheprojectperiod

SoftwareDevelopmentPlan


SoftwareDevelopmentPlan(SDP)• Alsoreferedtoasthe“CommunicationPlan”orjust“ProjectPlan”

• Adocumentthatdescribestheproject,resources,communication,schedule(e.g.Ganttchart),etc.

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SoftwareDevelopmentPlan(SDP)

ASoftwareDevelopmentPlan(SDP)isallabouttheInternalCommunicationwithintheDevelopmentTeamandhowitCommunicateswithrestoftheOrganization,theCustomers,etc.

SoftwareDevelopmentPlan(SDP)AProjectPlannormallyincludethefollowingsections:1. Introduction:Thisbrieflydescribestheobjectivesoftheprojectandsetoutthe

constraints(e.g.,budget,time,etc.)thataffectsthemanagementoftheproject2. ProjectOrgianization(TeamDescription) Thissectiondescribeshowthe

developmentteamisorganized,thepeaopleinvolvedandtheirrolesintheteam.SoftwareProcessModelDescription(Scrum,XP,Waterfall,...),etc.

3. RiskAnalysis4. HardwareandSoftwareResourceRequirements5. WorkBreakdown(WBS,WorkBreakdownStructure):Breakdowntheprojectin

intoactivitiesandidentifiesmilestones6. ProjectSchedule:Showsdependenciesbetweenactivities,theestimatedtime

requiredtoreacheachmilestone,allocationofpeopletoactivities.(5)and(6)istypicallydoneinaGanttChart(createdine.g.MicrosoftProject)

7. MonitoringandReportingMechanisms:DefinitionoftheManagementReportthatshouldbeproduced,whenthesshouldbeproduced,etc.

8. Tools thatyouareusing10

Example1

I.Sommerville,SoftwareEngineering:Pearson,2010.

SoftwareDevelopmentPlan(SDP)A. ProductDescriptionB. TeamDescriptionC. SoftwareProcessModelDescriptionD. ProjectDefinitionE. ProjectOrganizationF. ValidationPlanG. Configuration/VersionControlH. Tools

http://proquest.safaribooksonline.com/book/software-engineering-and-development/9781449691998/appendix-a/303?uicode=telemark

Example2

Formoredetails,see“EssentialsofSoftwareEngineering”, FrankTsui;OrlandoKaram;BarbaraBernal,3ed.,Jones&BartlettLearning

HereisanotherExampleofSDP:

ProjectPlanning


ProjectManagement

Keyfactors:• Kick-offandBrainstorming• PlanningandEstimation• ProjectTracking• CommunicationandCollaboration• Meetings• UsingproperTools,suchase.g.,TFS

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Kick-offandBrainstorming

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AProjectshouldalwaysstartwithaKick-off/Brainstorming• Involveallinthegroup• Discusswhatyouaregoingtodointheproject• Howareyougoingtosolvetheproject?• etc.

Estimation

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HowmanyhoursdoesittaketodoaspesificTask?

TheFeaturesandRequirementsneedtobebrokendownintomanagabletasksbytheteam.EachTasksthenneedstobeestimated.

Estimation• Estimationisaniterativeprocess.• TheEstimateschangeasmoreinformationcomesoutandwegetabetterunderstandingofthetask.

• Sincehigh-prioritytasksareoftenbetterunderstood,usuallytheassociatedestimatesismoreaccurate.

• Itisimportanttorememberthatestimatesintheproductbacklogisnotabsolute.Theestimatedoesnotsay,“Thisisthetimeyouhavetobuildthisfunctionality- nomore.”TheEstimateisastartingpoint,aeducatedguess.

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PlanningandTracking:GanttChart

Communication!

Problemsinsidetheteam?– Discussitimmediatelywithintheteam!- Ifnoimprovements– involvethesupervisorassoonaspossible!


C-o-m-m-u-n-i-c-a-t-i-o-nisthekeytosuccess!

Collaboration


Everyonemustparticipate!!

ProjectMeetings

Eachteammembershouldcometothemeetingsprepared!

ImportantplaceintheprojectforCommunicationandCollaboration

TypicalMeetings

• KickoffandPlanningMeetings– OrganizeyourProjectorgianization,reasources– CreateGanttChart– CreateRequirementsandDesign

• DailyScrumMeetings– 3Questions

• ProjectMeetings– Typically, theDevelopentTeam,Stakeholders,ProductManager,etc.haveweekly/monthly status

meetings.– InthiscoursetheTeamwillhaveformal MeetingswiththeSupervisor every~4.Week(inaddition to

informalmeetingsandguidancewhenneeded).Short“NoticeofMeeting”+“MinutesofMeeting”– TheDevelopmentTeamshould ofcoursehaveinternalmeetingsonaregularbasis.

• ReviewMeetings– ShowtheCustomerandStakeholderstheworkthattheteamhasaccomplished andreeivefeedback

• PlanningMeetings– PlanningnextSprint/Iteration

MeetingsGuidelines• Themeetingagendashouldbeclear.• Ifteammembersstartadiscussionthatdoesnotaddressthepurposeofthe

meeting,themembersshouldtakethediscussionoffline,tobecompletedlater.TheMeetingLeadershouldidentifyandindicatewhenteammembersshouldtakeadiscussionoffline.

• Allmeetingsshouldfollowthebasicstructurethatisdescribedforthatmeeting.

• Meetingsshouldstartontime,evenifsometeammembersarelate.• Teammembersshouldbeontimeexceptinrare,unavoidablecases.Ifyour

schedulepreventsyoufrombeingontimeregularly,theconflictshouldberesolvedassoonaspossible.Ifnecessary,theMeetingLeadershouldadjustthemeetingtimetoresolvetheconflictifthechangedoesnotunfairlyinconvenienceanothermemberoftheteam.

• Eachteammembershouldcometothemeetingprepared.• Meetingsshouldfinishontime.• AlwayswriteaMinutesofMeetings

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MinutesofMeetingsWritea“MinutesofMeeting” (sendone-mailtoteammembersandsupervisorthesameday!).Thepurposeofthisistwofold:

• Importantdecisionsoragreementsarerecorded,sotheyarenotforgotten!

• Thesecondpurposeistorecordunsolvedissuesthatrequirefollowupaction,so-calledactionitems.Eachactionitemisassignedtoone(prefered)ormoreteammemberswithaspecificdeadlineforcompletion.ActionList:Task – Responsible - Deadline

ProjectManagementusingTFSExampleofProjectManagementfeaturesinTFS:• WorkItemsandTasks(TheycanbeAssignedtopersonsandEstimated)

• MSProjectAdd-on– TaskscanbecreatedinTFSandexportedtoaGanttChart

– AGanttChartinMSProjectcanbeimportedintoTFS

• TaskBoard• BurndownChart

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AgileProjectManagement



AgileProjectPlanningandTrackingSuccessfulprojectsoftenhavethefollowingcharacteristics:• Theneedsofthecustomers drivetheproject.• Theteamcreatesahigh-levelplanfordeliveringtheproject.

• Theteamdevelopstheproductoverseveraliterations andrefinesthehigh-levelplanovertime.

• Theteamhaseffectivetoolsforadaptingtochangesthatoccur.

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AgileProjectPlanningandTracking

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AgileProjectPlanningandTracking

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Taskboard

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UsedforTrackingandEstimation

Eachtaskneedstobeestimated

TasksNotStarted TasksInProgress TasksFinished

BurndownChart

30Days

RemainingW

ork(Hours)

1 2 3 ... 29SprintStart

SprintFinished

TrackingtheProgressIdealBurndown

ActualBurndown

AlsoavailableinTFS

Summary

• SoftwareProjectManagementisimportantinordertokeeptheprojectontrack

• AgileProjectManagement=lessdocumentation

• Usefultoolsare:GanttChart,Taskboard,BurndownChart

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ProjectManagement

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References• I.Sommerville,SoftwareEngineering:Pearson,2010.• E.J.BraudeandM.E.Bernstein,SoftwareEngineering:ModernApproaches,2

ed.:Wiley,2011.• F.Tsui,O.Karam,andB.Bernal,EssentialsofSoftwareEngineering,3ed.:Jones

&BarlettLearning,2014.• Wikipedia.(2013).ScrumDevelopment.Available:

http://en.wikipedia.org/wiki/Scrum_(development)• S.Adams.Dilbert.Available:http://dilbert.com• O.Widder.(2013).geek&poke.Available:http://geek-and-poke.com• B.Lund.(2013).Lunch.Available:http://www.lunchstriper.no,

http://www.dagbladet.no/tegneserie/lunch/

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UniversityCollegeofSoutheastNorwaywww.usn.no

E-mail:[email protected]:http://home.hit.no/~hansha/

software project management overview

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