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Software Engineering ConceptSoftware Engineering Concept

Software Project Management (SPM)Software Project Management (SPM)

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Software, Project, ManagementSoftware, Project, Management

SoftwareSoftware

A computer program. A computer program.

ProjectProject

Dictionary definitions of project includes:- A specific plan or design.- A plan is undertaken.The process of planning, designing and implementing computer systems is

called a project.AProject is a series of steps designed to coordinate the achievement of a

specific goal.A definite start and end point

ManagementManagement

Management in all business and human organization activity is simply the act

of getting people together to accomplish desired goals and objectives.

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Software ProjectsSoftware Projects

size

delivery deadline

budgets and costs

application domain

technology to be implemented

system constraints

user requirements

available resources

Factors that influence the end result ...

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an unrealistic deadline is established

changing customer requirements

an honest underestimate of effort

Delays in Implementation

technical difficulties

miscommunication among project staff

failure in project management

W hy Projects Fail?W hy Projects Fail?

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Project RisksProject Risks

E ach project faces risks.

The main project risk factors are

- Ex perience factors.- Planning factors.- Technology factors.- Ex ternal factors.-- Requirements factorsRequirements factors

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ManagementManagement

Management ElementsManagement Elements6

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ManagementManagement

Management is consist of seven Functions:.

Planning

Organizing

Leading

Coordination

Controlling

Staffing

Motivation

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Project ManagementProject Management

Project management is the process of planning, organizing, staffing,monitoring, controlling, and leading a software project.

The project management is technique used by the manager to ensuresuccessful completion of a project.

E very project has a project manager who leads the team and is theinterface of the project to the outside world.

Good planning is essential to succeed.

The major planning activities are:

Define Products to be delivered.Define Activities (work packages).E stimate Resources and Duration .Define Activity Network .Define Schedule and Total Cost .

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Project Management PhasesProject Management Phases

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People the most important element of a successful project

Product the software to be built

Process the set of framework activities and software engineering tasks toget the job done

Project all work required to make the product a reality

T he 4 PsT he 4 Ps

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Project Management Concerns

staffing?

cost esti ation?

project scheduling?

project onitoring?

other resources?

custo er co unication?

risk assess ent?

product quality?

easure ent?

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T he Project Manager

The project manager ...

... produces the Software Project Management Plan ( SPMP ).

... defines the roles in the project and allocates staff to them.Ex amples of roles are: project manager, software librarian,programmer, team leader, test engineer, quality assurance engineer.

... controls the project by informing staff of their part in the plan.

... leads the project by taking the major decisions and by motivatingstaff to perform well.

... monitors the project by measuring progress.

... reports progress to the initiator and senior management.

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T he Project Manager

The project manager is also responsible for the major technicaldecisions, for e x ample concerning methods and tools, design andcoding standards, software requirements, etc.

The project manager identifies the people the project deals with and

ensures that a single named contact e x ists both within the project teamand each e x ternal group.

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Software Project Management

Software project management is a sub-discipline of projectmanagement in which software projects are planned, monitored andcontrolled.

Software project management drives all software development in theworld today.

It is the unifying structure that brings programmers and customerstogether to create new products.

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Project Planning

DE TE RMINE THE OVE RALL OBJ E CTIVE S

DE TE RMINE PRIMARY ACTIVITI E S

DE TE RMINE PR E CE DE NC E HIE RARCHY

CRE ATE A PROJ E CT SCH E DULE NE TWORK

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Project PlanningProject Planning

Probably the most time-consuming project management activity

Continuous activity from initial concept through to system delivery. Plansmust be regularly revised as new information becomes available

Various different types of plan may be developed to support the mainsoftware project plan that is concerned with schedule and budget

The major planning activities are:

Define Products to be delivered.Define Activities (work packages).E stimate Resources and Duration .Define Activity Network .Define Schedule and Total Cost .

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Project Planning

Define ProductsThe first planning activity is to define the products to be delivered.

Define Activities

First a process model is defined:Choose a life cycle (waterfall, incremental).Define a process model for each phase: define the inputs and

outputs of each activity.

There are e x amples of the process models for the- The Software Requirements Definition Phase .- The Architectural Design Phase .- The Detailed Design and Production Phase .

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Project Planning

Estimate Resources and Duration

Define the roles in the project.

Examples of roles are:

- project manager,- programmer,

Some common estimation methods are:

1. COCOMO (Constructive Cost Model): uses the estimated

lines of codeas input to calculate the effort.

2. Function Point Analysis: performs a cost calculation bycounting thingslike the number of inputs, outputs and stores.

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Project Planning

Define Activity Network

An activity network consists of nodes representing the workpackages with arrows linking them.

The critical path is the longest path through the network in terms of duration.

The float time of a work package is the difference between the earliestand latest start times for this package. It is the amount of time the

activity can be moved without affecting the total duration of the project.

Define Schedule and Total Cost

The activity network constraints the schedule but does not yet define it.

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The project manager decides upon the actual start and end times of

each work packages.

Things to consider:o Comply with time and resource constraints.o Minimize the total cost.o Minimize the fragmentation of resource allocations.o Allow for any risks that may affect the project.o A G antt chart is the usual way to present a project schedule. Workpackages are along the vertical a x is, time along the horizontal a x is.oThe chart displays work packages (grey horizontal bars) andmilestones (squares).

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Project Plan

The project plan defines the work that will be done on the project andwho will do it. It consists of:

Astatement of work (SO W ) that describes all work products that willbe produced and a list of people who will perform that work

Aresource list that contains a list of all resources that will be neededfor the product and their availability

Awork breakdown structure This is a list of tasks which, if performed,

will generate all of the work products needed to build the software.

An estimate of the effort required for each task in the WBS isgenerated.

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Project Plan

Aproject schedule is created by assigning resources and determiningthe calendar time required for each task.

Arisk plan that identifies any risks that might be encountered andindicates how those risks would be handled should they occur

Es timate s and project s chedule s will be di s cu ss ed in detail in later s lide s.

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T ypes of project plan

Plan DescriptionQuality plan Describes the quality procedures and

standards that will be used in a project.Validation plan Describes the approach, resources and

schedule used for system validation.Configurationmanagement plan

Describes the configuration management procedures and structures to be used.

Maintenance plan Predicts the maintenance requirements of the system, maintenance costs and effort

required.Staff development plan. Describes how the skills and experience of

the project team members will bedeveloped.

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Project plan structure

Introduction

Project organisation

Risk analysis

Hardware and software resource requirements

Work breakdown

Project schedule

Monitoring and reporting mechanisms

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Project Scheduling

Split project into tasks and estimate time and resources required tocomplete each task

Organize tasks concurrently to make optimal use of workforce

Minimize task dependencies to avoid delays caused by one task waiting for another to complete

Dependent on project managers intuition and e x perience

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Objectives of Project Scheduling

E ffective time Management.

Determine sequence of elements

Determine necessary resources

Monitor project progress

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PRIMARY COMPONEN T S IN A SCHEDULE

ACT IVIT IES

o SP E CIFIC FUNCTIONo FINIT E DURATION

MILES T ONES

o TARG E T DE LIVE RABLEo 0 DURATION

Evaluationreport

Prototypedevelopment

Requirementsdefinition

Requirementsanalysis

Feasibilityreport

Feasibilitystudy

Architecturaldesign

Designstudy

Requirementsspecification

Requirementsspecification

ACTIVITIES

MILESTONES

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Scheduling Problems

E stimating the difficulty of problems and hence the cost of developing asolution is hard

Productivity is not proportional to the number of people working on a task

Adding people to a late project makes it later because of communicationoverheads

The unexpected always happens.

Always allow contingency in planning

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Project Scheduling T ools

ProgramEvaluationand ReviewTechnique(PER T )

CriticalPath

Method(CPM)

G antt Chart

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Project Scheduling T ools

CPM (CRI T ICAL PA T H ME T HOD)

Used Nodes for E vents (Activities and Milestones)

Activities are connected with Arrows

PER T (PROJEC T EVALUA T ION AND REVIE W T ECHNIQUE)

PE RT is a CPM Method that shows Longest and Shortest Times

Uses Arrows Precedence And determine Float

T imelines or G antt chat

A G antt chart is the usual way to present a project schedule.

Work packages are along the vertical a x is, time along the horizontal

a x is.3 0

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CPM (Critical Path Method)

T he critical path is the path between the start event and end event whichtakes the longest time.

Note that:

o No task on the critical path can take longer without e x tending the end dateof the project.

o Tasks on the critical path are called critical tasks.

o No critical task can have any slack.

o Tasks on the critical path must be carefully monitored.

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CPM (Critical Path Method)

TerminologyE arliest Start time ( E S)Latest Start time (LS)

E arliest Finish time ( E F),Duration (D)

E F = E S + DLatest Finish (LF) LF = LS + DTotal Float (TF) TF = LS - E S (Slack between the earliest and latest start times) On CP, the total float is zero.

CPM Example

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CPM (Critical Path Method)Earliest Start Times Established

Event Activity ES

1 A, B 0 Project Start2 C, D, F 0 + 3 = 3 Need A complete3 E, G 3 + 4 = 7 Need A & D complete4 I 7 + 5 = 12 Use longest path @ merge5 H 7 + 6 = 13 Use longest path6 J 13 + 3 = 16

7 K 16 + 2 = 188 End 18 + 2 = 20

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CPM (Critical Path Method)

Event Activity LS Event Activity LS

8 end 20 5-2 F 13 3 = 10

8-7 K 20 2 = 18 4-3 E 16 3 - 5 = 8

7-6 J 18 2 = 16 4-2 C 16 3 - 5 = 8

6-5 H 16 - 3 = 13 4-1 B 16 3 - 4 = 9

6-4 I 16 3 = 13 3-2 D 16 3 6 - 4 = 3

5-3 G 13 6 = 7 2-1 A 3 - 3 = 0

Calculation of the latest start times (Starting at Project completion)

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CPM (Critical Path Method)

Summary of Boundary timetableActivit y scr i p tio ura tio TA 3 0 0 3 3 0

B 4 0 9 4 13 9C 3 3 10 6 13 7D 4 3 3 7 7 0

E 5 7 8 12 13 1F 3 3 10 6 13 7G 6 7 7 13 13 0

H 3 13 13 16 16 0I 3 12 13 15 16 1

J 2 16 16 18 18 0K T s t 2 18 18 20 20 0

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Activity Description Required Predecessor Duration A Product design (None) 5 months

B Market research (None) 1

C Production analysis A 2

D Product model A 3

E Sales brochure A 2

F Cost analysis C 3

G Product testing D 4

H Sales training B, E 2

I Pricing H 1

J Project report F, G, I 1

Example 1

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The four paths are A D G J, A C F J, A E H I J, and B H I J.

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Re-cap

(17 March 2010, Wednesday 2pm to 3.35pm)pm)

We have discussed what are the software, Projects,Management, Project Management, Software projectmanagement, SPM stages, Project plan, Project planactivities, Project risks, Project manager.

(24 March 2010, Wednesday 2pm to 3.35pm)

We have discussed what are Project Scheduling and

Project scheduling tools: PE

RT, CPM, Timelines or Ganttchart .

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T he Major Differences and Similarities between PER T and CPM

Differences:

PE RT is considered a probabilistic tool while CPM is a deterministictool.PE RT is basically a tool for planning and control of time while CPM

allows an e x plicit estimate of costs in addition to time.

Similarities:

CPM can be used to control both the time and the cost of the project.Ex tensions of both P E RT and CPM allow the user to manage other resources in addition to time and money, to trade off resources, toanalyze different types of schedules, and to balance the use of resources.

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The Major Differences and Similarities between P E RT andCPM

P E RT and CPM are very similar in their approach; however, twodistinctions are usually made. The first relates to the way in whichactivity duration are estimated. In P E RT, three estimates are used toform a weighted average of the e x pected completion time, based on a

probability distribution of completion times. Therefore, P E RT isconsidered a probabilistic tool. In CPM, there is only one estimate of duration; that is, CPM is a deterministic tool. The second difference isthat CPM allows an e x plicit estimate of costs in addition to time. Thus,while P E RT is basically a tool for planning and control of time, CPM canbe used to control both the time and the cost of the project. Ex tensionsof both P E RT and CPM allow the user to manage other resources inaddition to time and money, to trade off resources, to analyze differenttypes of schedules, and to balance the use of resources.

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4 14 1

What are they ?Gantt and P E RT charts are both CPM

(Critical Path Method) tools to:manage the tasks involved in big and

comple x projectslet project managers organise time,people, equipment and money

ensure the right people and equipment arein the right place and the right time

allow managers to monitor the progress of

a project

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Contents

Project Scheduling tools: P E RT

Metrics Lines of Code (LOC) and Function Points (FP)

Measurement

Models

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P E RTCharts

Stands for P rogram Evaluation and Review Technique

P E RTP E RTChartsCharts

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PER T (Project Evaluation & Review T echnique)

simple P E RT chart comprises circles (nodes) to represent events withinthe development lifecycle

For example completion of tasks, and lines (edges) which represent the the tasks.The lines are additionally labeled by the estimated duration of the task.

A real P E RT chart shows earliest time to completion, latest time tocompletion, and slack in the circles also.

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How to construct a PER T chart

T he basic steps to constructing a PER T chart are:

Identify tasks and estimate duration of times

Identify a single start and end eventArrange events in sequence (give events a unique number)

E stablish start and finish times of each task. Keep in mind theestimates made for duration and effort.Determine float

Revise

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As an example of using a PER T chart, consider the following simple

chart showing a project with tasks A,B,C,D and E T his diagram states that tasks A,B,C and E will take 2 days (assume d isabbreviation for days) and task D has a planned duration of 5 days.Task D is dependent on completion of task B , etc.

1

2 4

5

3

A

2d

B

2d

C

2d

E

2d

D

5d

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Both techniques (P E RT and CPM) are driven by information alreadydeveloped in earlier project planning activities: E stimates of efforts Decomposition of product function selection of appropriate process model and task set Decomposition of tasks

Both P E RT and CPM provides quantitative tools to

determine the critical path Decomposition of product function calculate boundary time (window) for a particular task

Decomposition of tasks

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4 8

P E RT charts

This P E RT chart follows the Activity on Arrow style.

The tasks are shown by arrows . Task name are shown by letters,in this case.

The circles are called node s . The nodes indicate the start or end of tasks.

Task durations are the shown by the numbers.

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Activity on Node style P E RT

Activity on Node is a different flavour of P E RT: this timethe nodes are tasks, and the arrows are merelyconnectors.

The e x aminers prefer very simple P E RT charts

sometimes hybrid beasts that defy categorisation.

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A P E RT PROBL E M

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1: Which tasks are on the critical path?2: What is the slack time for tasks C, D and G?

3 : Task C is delayed by one day. What impact wouldthis have on the completion date of the project? Why?4 : Task A will be delayed by 2 days because someequipment has arrived late. If the project manager wants to finish the project on time he will need to

shorten the duration of one or more of the tasks. Howcan he achieve this?5: The project manager reduces the durations of tasksD and F by one day each. How will this affect thefinishing date of the project?

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1: Which tasks are on the critical path?

ANS W ER: A,B,D,F,I

Possible paths: A,B,C, E ,I = 2+ 3 +1+ 4 +3 = 1 3 days

A,B,D,F,I = 2+ 3 +3 +3 +3 = 1 4 days

A,G,H,I = 2+2+5+ 3 = 12 days

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2: What is the slack time for tasks C, D and G?

Path C, E = 5 days, Path D,F = 6 days

Path B,C, E = 8 days. Path B, D, F = 9 daysPath G, H = 7 days.

Difference (slack) = 1 day for tasks C or Ecompared to D,F

So G & H have 2 days slack between them.B,C or E have 1 days slack.

B,D,F have no slack.

TASKS C and D

TASK G

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3 : Task C starts one day late. What impactwould this have on the completion date of the project? Why?

No impact, because task C hasone days slack (as discovered

in previous question!)

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4 : Task A will be delayed by 2 days because someequipment has arrived late. If the project manager still

wants to finish the project within the original time frame,he will need to shorten the time for one or more of thetasks. What steps can he take to reduce the number of days allocated to a task?

T he answer has NO T HING to do with thechart! Just say how jobs can be finishedmore quickly, e.g. bringing in extraworkers from slack tasks, working longer

hours, working weekend, streamliningwork practices, automating tasks etc.

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5: The project manager decides to reduce the time needed for tasksD and F by one day each. How effective will this reduction be inachieving his aim of maintaining the original finish time for theproject?

It is only partially effective. Reducing tasks D and F byone day each means the path A,B,D,F,I is now 12 dayslong. However, path A,B,C,E,I is still 13 days so it

becomes the longest path, and therefore becomes thenew critical path.

T he project is now 13 days long instead of 14, a savingof only one day.

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Gantt ChartGantt Chart

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G ANTT charts are a project planning tool that can be used to representthe timing of tasks required to complete a project.

- It describes similar information to a P E RT chart.

Here is one that was produced automatically with a project management toolfrom the P E RT chart info above:

G antt chart is the usual way to present a project schedule. Work packagesare along the vertical a x is, time along the horizontal a x is.

G antt Chart

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G antt Chart

Th bar or Ga tt Char t is a w idely used simple proj ect schedulingtechnique.

A dvantages include:Dir ect corr elation with time.

Straight forwar d r elationshi p w ith proj ects involving a l imited n umb er of tasks .

Straight forwar d inte gra tion of sub tasks ha ving se para te schedulingchar ts.Time schedule is flexi bl e and is ex pa nded t o show tasks of shor ter natur e.Progr ess aga inst the pla n is easily r eflected .

Disadvantage includes:Tha t it does not conve y the compl ex inte rr elationshi ps that may occur

between tasks .

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Milestone Chart

A Milestone chart is similar to a Gantt Chart with the emphasis placedon task completion.

It embodies the same simplified techniques as does the Gantt chart.It does not portray the interrelationships between tasks and hencedoes not identify the critical path.

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Some Gantt / P E RT TermsLead time

Occurs when a task should theoretically wait for itspredecessor to finish, but can actually start a little

early. The time that the tasks overlap is lead time.E .g. when replacing computers in a computer lab,you could actually start bringing in the newcomputers while the old ones were being packed upand moved out.

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Some Gantt / P E RT TermsLag timeThe minimum amount of time that must passbetween the finish of one activity and the start of its

successor's.

For e x ample, if task A is laying a houses concreteslab, and dependent task B is putting up the housewalls, there would need to be some l ag timebetween the end of task A and the start of task B tolet the concrete set.

Lag time is shown in a P E RT chart as an arrow with

a duration but no task assigned to it.

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Some Gantt / P E RT TermsDummy Task

Shown by a dotted arrow on a P E RT chart, it showsa dependency but no task. The ne x t e x ample showsthis

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A Family Routine

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Q uestions

Q1. W hat tasks are on the critical path?Q2. W hat is the minimum time it would take for the family toreach the football game after getting the alarm goes off?Q3. How much more time could dad walk the dog before

eating breakfast got delayed? (Note: Mum insists the entirefamily eats together)Q4. W hat is this amount of time called?Q5 . If mum skipped her 40 minutes shower, how muchearlier would they get to the game?

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Q 2

What is the minimum time it would take for the family to reach the footy game after the alarm starts ringing?

T he duration of the critical tasks 110 minutes

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Q 3 & 4

How much more time could dad walk the dog before eatingbreakfast got delayed?

What is this amount of time called?

30 minutesS hower + Prep Brekky = 55 min vs

Walk Dog + Dad S hower = 2 5 min 30 min diff

Slack time (or float)

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Q 5

If mum skipped her 4 0 minute shower, how muchearlier would they get to the game?W hen the critical path is reduced by 40minutes, it s top s being the critical path .Path 2, at 85 min, becomes the critical path.Since it is 2 5 min shorter than the original110 minute critical path, there is a 25 minutes

aving .

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Project T racking

It is a road map for the Software Project

It defines the tasks and milestones

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Project T rackingT racking can be done by:

Conducting periodic project status meetings

E valuating the results of all reviews

Determining whether milestones were reached by the scheduled

date Compare actual start date to planned start date

Meeting informally with professionals to get their subjectiveopinion

Using earned value analysis

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Project T rackingT racking can be done by:

Conducting periodic project status meetings

E valuating the results of all reviews

Determining whether milestones were reached by the scheduled

date Compare actual start date to planned start date

Meeting informally with professionals to get their subjectiveopinion

Using earned value analysisearned value is useful as it provides a quantitativetechnique of assessing progress on the project as

a whole72

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T racking the Project Schedu l eT racking the Project Schedu l eProject is onschedule andwithin budget

Probl em diagnosed

A dditional

resources focussedon problem area

Proj ect Tra ck ing

Staff may beredeployed

Project Schedulecan be redefined

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Metrics, Measurement andModels

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Metrics

Product

Metrics

Process

Metrics

Product metrics measure the product.

Metric is a quantitative measure.

Process metrics measure the

performance of the developmentprocess.

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MetricsQ uantifiable measure

Used to measure different characteristic of a software system or thesoftware development process

the most common metrics are:

- LOC (Lines of code)- Function Points

Two types

- Product Metrics (Used quantify characteristic of the product being

developed i.e., software)- Process Metrics (Used quantify characteristic of the environment)

An e x ample of a metric would be that there were only two user-discovered errorsin the first 18 months of operation. This provides more meaningful informationthan a statement that the delivered system is of top quality.

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LOC (Lines of code)

Q uantifying properties of the software

specify the size of the software

Give more precise characterization to the common notions of small,large or very large projects. Like,

Size: Small Medium Large Very Large

LOC: 3 2k

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Function Point (FP)

Can be applied at the requirements stageUsed to predict the size or the cost of the system

Asses the project productivity.

Using function points for cost, size and productivity is called FP Analysis

W hat is Function Point Analysis (FPA)?

It is designed to estimate and measure the time, and thereby the cost, of developing new software applications and maintaining e x isting softwareapplications.

It is also useful in comparing and highlighting opportunities for productivity improvements in software development.

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How is Function Point Analysis done?Working from the project design specifications, the following system

functions are measured (counted):InputsOutputsFilesInquires

Interfaces

These function-point counts are then weighed (multiplied) by their degree of comple x ity:

Simple Average Comple x

Inputs 2 4 6Outputs 3 5 7Files 5 10 15Inquires 2 4 6

Interfaces 4 7 10 79

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A simple example:

input s3 simple X 2 = 6 4 average X 4 = 1 6

1 comple x X 6 = 6

output s

6 average X 5 =3

02 comple x X 7 = 1 4

f ile s

5 comple x X 15 = 75inquirie s

8 average X 4 = 3 2inter f ace s

3 average X 7 = 214 comple x X 10 = 4 0

Unadjusted function points 2 4 0 80

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Continuing our example . . .Comple x internal processing = 3

Code to be reusable = 2High performance = 4

Multiple sites = 3

Distributed processing = 5Project adjustment factor = 17

Adjustment calculation: Adjusted FP = Unadjusted FP X [0. 6 5 + (adjustment factor X 0.01)]

= 2 4 0 X [0. 6 5 + ( 17 X 0.01)]

= 24

0 X [0.82]= 1 9 7 Adjusted function points

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What is the difference between metrics and measurements?

Measure

To ascertain or appraise by comparing to a standardA standard or unit of measurement; the e x tent, dimensions, capacity, etc., of anything, especially as determined by a standard; an act or process of measuring; a result of measurement.

Measurement

The act or process of measuring.A figure, e x tent, or amount obtained by measuring.The act or process of measuring something.

An e x ample measure might be five centimeters. The centimeter is the standard, andfive identifies how many multiples or fractions of the standard are being

appraised.Metric

A quantitative measure of the degree to which a system, component, or processpossesses a given attribute.A calculated or composite indicator based upon two or more measures.A quantified measure of the degree to which a system, component, or processpossesses a given attribute. 82

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Q & A