spm - ( 4 chapters )

By,

Mr. Ayaz Ahmed Shariff K

Asst. Professor (Senior Grade)

BIT – UAE -Campus Ref: Software Project Management in Practics

(Processes used by Infosys, a high maturity organization, to manage software projects)

- by Pankaj Jalote

CH-1 Managing Software Projects (Ayaz Ahmed Shariff K)

Software Project Management (for BE VII Sem CSE)

Software Project Management


Chapter 1: MANAGING SOFTWARE

PROJECTS

Unit 2: PROJECT PLANNING

Chapter 2: The Project Planning Infrastructure

Chapter 3: Process Planning

Chapter 4: Effort Estimation and Scheduling

Ayaz Ahmed Shariff K

Sr. Faculty, BITIC-RAK-UAE


CH-1: Managing Software Projects

1.1 Managing Software Projects


About half million PM execute about a million s/w projects

each year producing s/w worth $600 billion.

Why do projects fail?

PM can improve chances of success using effective project

management.

1.2 Process and Project Management


S/w Project has 2 dimensions

- Engineering

- Project Management

“Project management is the application of knowledge, tools &

techniques to project activities in order to meet project

activities”

“Process is a sequence of steps that should be followed to

execute a task”

Why should PM follow Processes?


Process represent collective knowledge.

We can predict much about the outcome of project at every

step.

Organization can learn effectively to with defined process.

Lowers anxiety level (checklists covers upto 80% of what

needs to be done)

1.3 CMM


Objective of CMM is to distinguish b/w mature process from immature or ad-hoc process.

CMM for the s/w is a framework that was developed by the s/w Engineering institute(SEI) at Carneige Mellon University.

“the range of results that can be expected when executed using a defined process is called Process capability”

“actual result executed using the process is its process performance”

“Maturity levels are the path to higher maturity with some defined plateaus”

Maturity levels


Level 1 - Initial

Level 2 - Repeatable

Level 3 - Defined

Level 4 - Managed

Level 5 - Optimizing

Maturity levels


Level 2

Requirements Management

S/W project Planning & tracking

S/w Sub contracts

SQA & SCM

Level 3

Organization process focus & definition

Training program

Integrated s/w management

Peer reviews

Maturity Levels


Level 4 – Managed

S/W Quality management

Quantitative Process management

Level 5 – Optimizing

Process change management

Technology change

Defect prevention

Goals for KPAs at Level 2 (repeatable)


Requirement Management: S/W requirements are controlled to establish a base for SE and management activities

S/W project planning: Estimates are documented for planning the project.

S/W project Tracking: Actual results & performance are tracked against the documented plans.

S/W Subcontract: Prime and sub-contractors agree to their commitments and communicate effectively. Prime contractor tracks sub-contractor results.

SQA: SQA activities planned and applied to process standards, procedures and requirements.

SCM: SCM activities planned. Applicable to the selected work products and its changes are controlled.

Goals of KPAs at level 3 (Defined)


Integrated S/W management(ISM): Project’s defined s/w

process is a tailored version of the organization’s standard

s/w process

Intergroup Coordination(IC): Groups identify, track, &

resolve intergroup issues.

Peer Reviews(PR): Peer review activities are planned to

remove defects.

Goals of KPAs at level 4 (managed)


Quantitative Process management(QPM): QPM activities are

planned and process capability of the organization's standard

s/w process known in quantitative terms.

S/W Quality Management(SQM): SQM activities planned ,

goals and priorities of quality defined and managed.

1.4 Project Management at Infosys


S/W house headquartered at Bangalore.

“to be a globally respected corporation that provides best-of-breed s/w solutions delivered by best-in-class people” – mission

Employs global delivery model.

Currently employs

Listed on BSE, NSE

15 development centers in 4 countries with 63 offices across world in 28 countries.

“Infosys is best-managed company in India” – FinanceAsia poll

Mr. Narayan Murthy founded Infosys in 1981 and under his leadership, Infosys listed in NASDAQ in 1999.

More than 10,000 employees working for Infosys.

Revenue is $400 million in June 2000, Rs.22000/= cr by end of mar 31, 2010.

Employs MALCOLM BALRIDGE FRAMEWORK for all round improvements.

1.5 SEPG support to Projects at Infosys


Quality dept at Infosys contains the Software Engineering

Process Group(SEPG).

Responsible for coordinating all the process activities

including process definition, process improvement, and

process deployment.

SEPG facilitates the project team to follow" the right

process.

SEPG provides a training member who is associated with

project as “software quality advisor” who is well versed of

processes, guidelines, standards etc.

1.5 Project management: Infosys


Senior Management involvement in Projects: PM reports to

business manager, who in turn reports to Business unit head.

Audits include PRISM and IPM(integrated project

management)

Training for Project Managers: Induction training program,

technical trainings, soft-skill programs, 5day project

management course, 2 week course on Req Specification and

Req mgmt, PMP certifications etc.

Project management process: Project planning, project

execution, project closure.

Project Manager: Project planning

activities


Perform startup and administrative tasks.

Create project plan and schedule (defect prevention plan,

estimation of effort, HR, milestones, trainings, project-

tracking procedures)

Perform review of the project plan and schedule.

Obtain authorization from Senior management.

Define and review configuration management plan.

Project manager: project execution


Execute project as per project plan

Track project status

Review project status

Monitor project process

Analyze defects and perform defect prevention activities.

Monitor performance

1.6 ACIC Case study


ACIC corporation is multibillion dollar financial institution.

Slowly started with web-enabling applications, and it wanted

to start an online service for opening and tracking accounts.

Infosys in past developed some e-services for ACIC earlier in

project called Synergy.

Unit 2: PROJECT PLANNING


CH 2: The Project Planning

Infrastructure

CH 3: Process Planning

CH 4: Effort Estimation and Scheduling


Asst. Professor, BITIC-RAK-UAE

CH-2 Project Planning Infrastructure (Ayaz Ahmed Shariff

K)

CH 2 - Project Planning Infrastructure

2.1 Key elements of Planning

Infrastructure


K)

1. Process Database (PDB): Captures the performance data of

completed projects.

2. Process Capability Baseline (PCB): Summarizes the

performance across projects.

3. Process Assets: checklists, templates, methodologies, learned

lessons.

2.2. Process Database (PDB)


K)

Permanent repository of the performance data of completed

projects.

Can be used for project planning, estimation, analysis,

quality, etc.

Capture general information like languages used, databases,

tools, size etc.

PDB is software engineering database to study the processes

at Infosys.

Contents of PDB


K)

Project characteristics

Project schedule

Project Effort

Size

Defects

Sample entry (Synergy): general

characteristics


K)

Fig2: Effort Data


K)

Fig3: Defect Data


K)

Req.

review

Design

Review

Code

Review

Testing

Requirement

s

0 0 0 1

Design 15 3 1

Coding 20 50

Fig4: Size of Data


K)

Language

Code

OS Code DBMS Code Measure

Code

Actual Size of

Code

Jave Win - LOC 5005

Persistent

Builder

Win NT DB2 LCO 10020

2.3 The Process Capability Baseline


K)

PCB at Infosys contains

Delivered Quality

Productivity

Schedule

Effort Distribution

Defect injection rate

In-process defect removal efficiency

Cost of quality

Defect distribution

PCB for Development process


K)

PCB for Development Process


K)

Parameter Outcomes Remarks Baseline

Delivered Quality Delivered Defects/FP Avg of 0.021 Defects/FP

Productivity For 3 GL

For 4 GL

Avg of 12 FP/person-

months

Avg of 50 FP/person-month

Schedule 81% of projects delivered

within + or – 10% schedule

Build Effort Build effort for Medium

program

Min-Mean-Max

2-4-6 person days

Effort Distribution Req. Analysis + Design

Testing

Code

1-15-29%

1-8-20%

14-33-52%

Defect Injection Rate Overall injection rate in

terms of Size

Avg of 0.33 Defects/FP

In-process removal

Deficiency

For entire life cycle Avg 95%

Cost of Quality Total effort 35%

PCB for Development process


K)

2.4 Process Assets


K)

“To facilitate the use of process, guidelines, checklists and

templates often provide useful support. Together these

materials are called process assets.”

Guidelines: Gives Rules and procedures for executing step.

Checklists: Activity checklist, Review checklist

Templates: provide structure of the document to capture

output of a process.

Assets for Project management


K)

2.5 Body Knowledge System


K)

BOK used to encapsulate experience.

BOK system can be web-based with keyword or author search facility.

BOK includes:

1. Computer & communication services

2. Requirement specification

3. Build, Tools

4. Methodologies, Techniques

5. Education & Research

6. Design

7. Reviews, inspection & testing

8. QA

9. Project management


Asst. Professor, BITIC-RAK-UAE

CH-3 Process Planning (Ayaz Ahmed Shariff K)

CH-3 Process Planning

3. 1 Infosys Development Process


PM decides what process should be used for engineering? Its

an crucial issue

(Process models like waterfall, prototype, etc)

Infosys adopted “The Standard process” which resembles the

waterfall model allowing parallel execution of some phases.

3.2 Standard Process Model


Phases of Standard Process model are Requirement Analysis

High-level design

Detailed Design

Build

Unit testing, Integration,

System testing and Plan

Warranty support

The standard process: Infosys

Development process


3.3 Process tailoring


A defined process must be tailored to suit the needs of the

current project.

“Tailoring is the process of adjusting a previously defined process

of an organization to obtain process that is suitable for business

or technical needs of the project”

Ex: Tailoring guidelines help a project manager to do the

activity called “do code review” to be performed only for

certain types of programs

3.3.1Summary-level Tailoring


In summary-level tailoring, depending upon the process

database, the PM applies overall guidelines for tailoring the

standard process.

The following characteristics are used for tailoring:

Experience and skill level of team and PM

Team size

Clarity of requirements

Project duration

Critical issues

3.3.2 Detailed level tailoring

//refer text book

3.4 Requirement Change Management


Requirements keep changing.. Any time, any stage in project

lifecycle.

Severe impact on the project and risk factor

Impact on cost, schedule and quality of the product.

Up to 40% of total cost.

Client may not still satisfied.

The change management process


PM decides what process model to be followed to handle change requests.

Change management process at Infosys has following steps.

1. Log the changes

2. Perform an impact analysis

3. Estimate effort for change requests

4. Re estimate the delivery schedule

5. Perform cumulative cost analysis.

6. Review the impact

7. Obtain customer sign-off

8. Rework

Example



Asst. Professor; BITIC-RAK-UAE

CH-4 Effort Estimation & Scheduling (Ayaz Ahmed Shariff

K)

CH-4 Effort Estimation and

Scheduling

Some facts about Improper estimation


K)

In early 2000, the newspapers and TV in India

reported with jubilation of the successful test of light

combat aircraft.

But it was 5 years late then estimated time.

Nandan Nilikeni, the MD of Infosys, answers, “No

surprises”

Estimation and Scheduling concepts


K)

Effort estimation takes place in the early stages of a project, may be redone later as well.

One can not precisely answer the question, “Is this estimate accurate?”

Hence the goal for a PM to obtain “Reasonable estimate”

4.0 Effort Estimation Models


K)

“A s/w estimation model defines the project characteristics whose values (estimates) it needs and the ways these values are used to compute the effort.”

Size of the s/q is major factor to determine the effort needed initially.

To-down approach (COCOMO), models using function points, bottom-up approach, use-case approach.

4.1 The Bottom-up Estimation

Approach


K)

At Infosys, bottom-up approach is preferred and

recommended.

Company employs Task-unit approach where PM first divides

the s/w development into major programs (units). Each unit

is then classified as simple, medium, complex based on

criteria. PM then decides standard effort for coding and self-

testing (together called as build effort)

The Bottom-up approach


K)

1. Identify the programs in the system and classify them as simple, medium, or complex (S/M/C).

1. If project-specific PCB exists, get the average build effort for S/M/C programs.

2. If PCB does not exist, use other attributes like project type, technology, language etc to look for similar projects in PDB.

3. If no similar project found in PDB and no specific PCB exists, use the average build effort for S/M/C programs from General PCB.

2. Use project-specific factors to refine the build effort for S/M/C and get the total build effort.

3. Using effort distribution given in the PCB or for similar projects from PDB, estimate the effort for other tasks and total effort.

4. Refine the estimates.

4.2 The top-down Estimation Approach


K)

Function-point approach is widely used and if LOC is known,

it can be converted into function points.

The inputs to top-down approach are size estimate and

estimate of productivity.

The productivity estimate is then used to calculate the total

effort estimate. From total estimate, the estimates for each

task is computed.

The top-down approach


K)

1. Get the estimate of the total size of s/w in function-

points.

2. Using the productivity data from project specific PCB

or general PCB or from similar projects, fix the

productivity level for the project.

3. Obtain the overall effort estimate from productivity

and size estimates.

4. Use effort distribution data from PCB or similar

projects, estimate the effort of various phases.

5. Refine the estimates

4.3 Use-Case points approach


K)

1. Classify each use-case as simple, medium, or complex. Basis for classification is the number of transactions per use-case (simple use-case has 3 transactions, complex has >7 and medium have 4 to 7 transactions.

2. Obtain unadjusted use-case points(UUCP) as weighted sum of factors for use-cases in application. (ie, for each use-case class, get product of the no. of use-cases and factor of complexity)

3. Compute Technical complexity factor (TCF) as given in table and rate each factor from 0 to 5. ( 0 means that the factor is no relevant to project, 5 means the factor is essential)

4. Compute Environmental factor (EF) from table and rating each factor from 0 to 5.

5. Using these two factors, compute the final use-case points (UCP) as UCP = UUCP * TCF * EF

Table1: Technical factors and weights


K)

Table2: Environmental factors and

weights


K)

4.4 Effort estimate of ACIC project


K)

Use-case point approach

PM has classified the 26 use-cases on classification criteria.

To estimate build effort, for the different types of use cases,

the PM used data from synergy project. Synergy project has

21 simple, 11 medium, and 8 complex use-cases

Total build effort was 143 person-days, with average build

effort of 1 person-days, 5 p-d, and 8 p-d for simple, medium

and complex use-cases.

Table3: use-cases for ACIC project


K)

Table4: Build effort for ACIC project


K)

Use-Case type Effort (per use-

case, in person-

days)

No. of Units Total Build-effort

(person-days)

Simple 1 5 5

Medium 5 9 45

Complex 8 12 96

Total= 146

Table5: Estimated effort for the ACIC

project


K)

4.6 Scheduling


K)

The scheduling activity at Infosys is broken into two sub-

activities:

- Determining the overall schedule

- Development of detailed schedule of the various tasks

4.6.1 Overall Scheduling


K)

Project managers often use a rule of thumb, called the Square-

Root check, to check the schedule of medium sized projects.

Square root of the total effort in person-months;

SQRT(effort)

For ex: if effort estimate is 50 person-months, a schedule of about 7 or 8 months

will be suitable for 7 to 8 resources (people)

Once overall duration of project is fixed, the schedule for the major milestones

must be determined.

Overall Scheduling


K)

To determine the milestones, manpower ramp-up is to be

understood.

Rayleigh curve is followed (fig 4.3)

Peak team size (PTS) may reach during middle of the project.

Generally design requires about 40% (20% for HLD, 20%

LLD) coding 40 % and Testing 20%


K)

RELAX>>>>>>>>>>>>>>>>>>>>>>>>

3 Cats

A young girl enters a pet shop to buy a cat. The pet shop worker shows her three cats that look identical.

"This cat here costs $1,000," he explains.

"Why does that cat cost so much?" the girl asks.

"This cat knows how to complete legal research," the pet shop worker explains.

The girl asks about the cat in the middle, and the pet shop owner explains that the middle cat costs $2,000

because it knows legal research and can win any case.

The girl is curious and asks about the third cat.

"That one is $5,000.“

"Well, what can this cat do?" asks the girl.

"Honeslty, I have no idea. I have never even seen it do anything at all, but it says it's a Project Manager."

4.6.2 Detailed Scheduling


K)

Once milestones are fixed, it is time to set detailed

scheduling. PM breaks the tasks into small schedulable

activities in a hierarchical manner.

For each detailed task, the PM estimates the time required to

complete it and assigns a suitable resource to meet overall

schedule.

Detailed project schedule is never static.

Detailed scheduling


K)

Factors considered while assigning resources: i. Leave plans of team members

ii. Personnel growth plans

iii. Career paths

iv. Skill sets and experience

v. Training

vi. Critical factors of the task

If the detailed schedule is not consistent with overall schedule and effort

estimate, she must change the detailed schedule.

Note: For detailed scheduling, PM use Microsoft Project or spreadsheet.

4.6.3 Schedule of ACIC project


K)

Thank You --------

By,


twitter: #ayazahmedsk


spm - ( 4 chapters )

Documents