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Project Organization and Communication Roadmap for today’s class Project organization organization roles tasks and work products schedule – Gantt chart,

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Presentation on theme: "Project Organization and Communication Roadmap for today’s class Project organization organization roles tasks and work products schedule – Gantt chart,"— Presentation transcript:

1 Project Organization and Communication Roadmap for today’s class Project organization organization roles tasks and work products schedule – Gantt chart, PERT chart Communication Finish last lecture on SE Introduction

2 Some Questions Related to Project Organization and Communication Who is responsible for which part of the system Which part of the system is due by when Who should be contacted when a problem with a specific version of a component is discovered In which form should new requirements be communicated to developers Who should be informed of new requirements Who is responsible for talking to the client

3 Basic Elements of a Project Work Product Schedule Task Participant Project Work Product: This is any item produced by the project Schedule: This specifies when work on the project should be accomplished Participant: This is any person participating in a project Task. This is the work to be performed by a project participant to create a work product.

4 Team-based Organization Team Participant Organization * *

5 A Simple Project Organization Managerment Team Database Team Control Team UserInterface Team Project Member1 Member2 … Member1 Member2 … Member1 Member2 … Member1 Member2 …

6 Relationships between Participants  Organizations can have many different types of associations between participants  The three most important associations for project organizations are: Reporting, decision making and communicating  Reporting association:  Used for reporting status information  Decision association  Used for propagating decisions  Communication association  Used for exchanging information needed for decisions (e.g., requirements, design models, issues).

7 An Organization with a Reporting and Decision Structure  The developers make local decisions and reports them via a status report to the leader (team leader, project manager)  The team leader, who has a local overview of the subsystem, can override these decisions. She reports them to the project manager.  The project manager, who has a global view of the project, can virtually override any decision.

8 Hierarchical Organization  Often also called centralized organization. Examples: Military, church, traditional businesses.  Key property: The organization has a tree structure. Decisions are made at the root and communicated to the leaf nodes. The decision association is also used for reporting and communication.  Advantages:  Centralized control over project selection  One set of management and reporting procedures for all project participants across all projects  Established working relationships among people  Clearly established lines of authority to set priorities and resolved conflicts  Clearly defined career path

9 Hierarchical Project Organization Chief Executive First Level Manager (“Front-Line Manager”) Project Members Basis of organization: Complicated information and control flow across hierarchical boundaries Basis of organization: Complicated information and control flow across hierarchical boundaries A B A wants to talk to B: Complicated Information Flow Control Flow Information Flow B wants to make sure A does a certain change: Complicated Controlflow

10 Liaison Based Project Organization UserInterface :Team Management: Team communicates Architecture: Team communicates Documentation: Team communicates Testing: Team communicates Alice :Develolper John :Develolper Mary :Develolper Chris :Develolper Sam :Develolper Team leader API engineer Documentation liaison implementator role

11 Definition: Role  A role is a set of responsibilities  A role is instantiated during a project and assigned to one or more persons.  Instances of roles are often also called players („who are the key players?“) or stakeholders

12 Different types of roles Role Developer Liaison Manager Consultant API Engineer Document Editor Configuration manager Tester Application Domain Specialist Solution Domain Specialist Client End User Project Manager Tam Leader

13 Key Roles in Organizations  Project Manager: The person ultimately responsible for the successful completion of the project  Project Team Member: Participants who are responsible for performing individual activities and tasks (in a project organization)  Functional Manager: The team member‘s supervisor in the department (in a functional organization)  Upper management: People in charge of the departments or projects

14 Responsibilities of the Project Manager  Determine objectives, schedule and resource budgets  Design a software project management plan (SPMP)  Create and sustain focused and motivated teams  Determine the team‘s work procedures, reporting systems and communication infrastructure.  Accomplish project objective within time and budget  Monitor performance against the plan  Resolve technical conflicts and interpersonal conflicts  Control changes in the project  Report on project activities to upper management  Keep the client informed and committed  Contribute to the team members performance approval Object-Oriented Project Management with UMLObject-Oriented Project Management with UML by Murray Cantor

15 General Responsibilities of Team Members  Technical responsibilities:  Perform assigned tasks within time and budget  Acquire technical skills and knowledge needed to perform the work  People responsibilities  Identify situations and problems that might affect your team members‘s tasks  Keep your team members informed of your progress and problems you encounter

16 Tasks and Work Products  A task is a well-defined work assignment of a role  Gruops of related tasks are called activities  A work product is a tangible item that results from a task

17 Tasks and Work Products  A task is a well-defined work assignment of a role  Gruops of related tasks are called activities  A work product is a tangible item that results from a task  The Task –Role Table (shown below) Task nameAssigned roleTask description InputOutput Database subsystem Requirements elicitation System architect Elicits requirements.. Team liaisonsDatabase subsystem API Database subsystem design Object designer Designs the database … Subsystem API Database subsystem design (UML diagram) Schedule the tasks

18 How to develop an Initial Project Schedule  Identify all your activities (reuse a template if possible)  Identify intermediate and final dates that must be met  Assign milestones to these dates  Identify all activities and milestones outside your project that may affect your project’s schedule  Identify “depends on” relationships between all these identified activities  Draw a dependency diagram for all identified activities and relationships  Analyze the diagram to determine critical paths and slack times of noncritical paths.

19 Project Management Tools – PERT Chart PERT stands for Program Evaluation Review Technique, a methodology developed by the U.S. Navy in the 1950s to manage the Polaris submarine missile program. A PERT chart is a project management tool used to schedule, organize, and coordinate tasks within a project. PERT charts contain detailed information relating to the activities necessary to produce the required products. The PERT chart also clearly identifies the critical path, which is an invaluable concept in project planning - as it defines that sequence of activities that should take the longest time.

20 Project Management Tools – PERT Chart Source: http://www.softwareprojects.org/project_progress_ganttpert56.htm 5 5 15 5 Dependency Critical path

21 Example: a schedule for system integration testing

22 Gantt Chart A Gantt chart is a compact way to represent the schedule of a software project along the time axis. It is a bar graph on which the horizontal axis represents time and the vertical axis lists the different tasks to be done. Tasks are represented as bars whose length corresponds to the planned duration of the task. Whilst the PERT chart is one of the most useful aids to effective project management, senior managers will not usually want to see this level of detail. When project management staff need to communicate information to senior management, Gantt charts, histograms and other graphical techniques are the preferred presentation format.

23 Gantt Chart Time (in weeks after start) Activity 1 Activity 2 12345670 Activity 3 Activity 4 Activity 5 Easy to read

24 Gantt Chart Time (in weeks after start) Activity 1 Activity 2 12345670 Activity 3 Activity 4 Activity 5 Project Start Project Finish with milestones Good for reviews. Design Review

25 Two Types of Gantt Charts  Person-Centered View  To determine people‘s load  Activity-Centered View  To identify teams working together on the same tasks Time Joe Mary Toby Clara A1A3 Joe, Toby A1A3 A1 A2 A3 Joe A2 Clara, Toby, Joe A3 Choose one view, stay with it. Usually base the view on the WBS structure Managing Experienced Teams: Person-centered view Managing Beginners: Activity oriented view

26 Review All These Concepts Work on an Example Together Class Project of CSC 4350/6350 Organization Chart Tasks and roles table Schedule Chart – Pert chart, Gantt chart

27

28 Pair of Wires Box 1Box 2 A Communication Example "Two missile electrical boxes manufactured by different contractors were joined together by a pair of wires.

29 Box 1Box 2 A Communication Example (continued) Thanks to a particular thorough preflight check, it was discovered that the wires had been reversed."

30 After the Crash...... "The postflight analysis revealed that the contractors had indeed corrected the reversed wires as instructed."

31  “In fact, both of them had.” Box 1Box 2

32 Communication is important In large system development efforts, you will spend more time communicating than coding A software engineer needs to learn the so-called soft skills: technical writing, reading documentation, communication, collaboration, management, presentations. In this course, we ask each of you to (acquire and) demonstrate the following skills:  Management: Run a team meeting  Presentation: Present an major aspect of your project during its development phase.  Collaboration: Negotiate requirements with the client and with members from your team and other teams.  Technical writing: Write part of the documentation of your project

33 Definitions Communication event  Type of information exchange that has defined objectives and scope  Scheduled: Planned communication (e.g., review, meeting)  Unscheduled:Event-driven communication (e.g., request for change, issue clarification, problem report) Communication mechanism  Synchronous: Sender and receiver are available at the same time  Asynchronous: Sender and Receiver are not communicating at the same time.

34 Classification of Communication is supported by ** Synchronous Mechanism Asynchronous Mechanism Communication Mechanism Unplanned Event Planned Event Communication Event

35 Planned Communication Events Problem Definition  Objective: Present goals, requirements and constraints  Example: Client Presentation  Usually scheduled at the beginning of a project. Project Review: Focus on system model  Objective: Assess status and review system model, system decomposition, and subsystem interfaces  Examples: Analysis Review, System Design Review  Scheduled around project milestones and deliverables Client Review: Focus on requirements  Objective: Brief client, agree on requirements changes  Client Review  Usually scheduled after analysis phase

36 Planned Communication Events (continued) Walkthrough (Informal)  Objective: Increase quality of subsystem  Example: Developer presents subsystem to team members, informal, peer-to-peer  To be scheduled by each team Inspection (Formal)  Objective: Compliance with requirements  Example: Client acceptance test (Demonstration of final system to customer)  To be scheduled by project management

37 Planned Communication Events (continued) Status Review  Objective: Find deviations from schedule and correct them or identify new issues  Example: Status section in regular weekly team meeting  Scheduled every week Brainstorming  Objective: Generate and evaluate large number of solutions for a problem  Example: Discussion section in regular weekly team meeting  Scheduled every week

38 Planned Communication Events (continued) Release  Objective: Baseline the result of each software development activity  Software Project Management Plan (SPMP)  Requirements Analysis Document (RAD)  System Design Document (SDD)  Object Design Document (ODD)  Test Manual (TM)  User Manual (UM)  Usually scheduled after each phase Postmortem Review  Objective: Describe Lessons Learned  Scheduled at the end of the project

39 Unplanned Communication Events Request for clarification  The bulk of communication among developers, clients and users.  Example: A developer may request a clarification about an ambiguous sentence in the problem statement. Request for change  A participant reports a problem and proposes a solution  Change requests are often formalized when the project size is substantial.  Example: A participant reports of a problem the air conditioner in the lecture room and suggests a change. Issue resolution  Selects a single solution to a problem for which several solutions have been proposed.  Uses issue base to collect problems and proposals

40 Example of Request for Clarification From: Alice Newsgroups: cs413.architecture.discuss Subject: SDD Date: Thu, 10 Oct 23:12:48 -0400 Message-ID: MimeVersion: 1.0 Content-Type: text/plain; charset=us-ascii When exactly would you like the System Design Document? There is some confusion over the actual deadline: the schedule claims it to be October 22, while the template says we have until November 7. Thanks, Alice

41 Example of a Change Request Report number: 1291 Date: 5/3 Author: Dave Synopsis: The STARS client crashes when empty forms are submitted. Subsystem: User interface Version: 3.4.1 Classification: missing/incorrect functionality, convention violation, bug, documentation error Severity: severe, moderate, annoying Description: > Rationale: > Proposed solution: >

42 Example of Issue Base

43 Synchronous Communication Mechanisms Smoke signals  Supports: ?, Pros: ?, Cons: ? Hallway conversation (face-to-face)  Supports: Unplanned conversations, Request for clarification, request for change  Pro: Cheap and effective for resolving simple problems  Con: Important information can be lost, misunderstandings can occur when conversation is relayed to others. Meeting (face-to-face, telephone, video conference)  Supports: Planned conversations, client review, project review, status review, brainstorming, issue resolution  Pro: Effective mechanism for resolution of isssues, and building consensus  Con: High cost (people, resources); difficulty of managing them and getting effective results

44 Meeting Roles  Primary facilitator  Responsible for organizing the meeting and guiding the execution.  Writes the agenda describing objective and scope of meeting.  Distribute the agenda to the meeting participants  Minute taker  Responsible for recording the meeting.  Identifies action items and issues  Release them to the participants  Time keeper  Responsible for keeping track of time

45 Structure of a Meeting Agenda

46 Asynchronous Communication Mechanisms E-Mail  Supports: Release, change request, brainstorming  Pro: Ideal for planned communication events and announcements.  Con: E-mail taken out of context can be easily misunderstood, sent to the wrong person, lost or not read by the receiver. Newsgroups  Supports: Release, change request, brainstorming  Pro: Suited for notification and discussion among people who share a common interest; cheap (shareware available)  Con: Primitive access control (often, you are either in or out) World Wide Web  Supports: Release, change request, inspections  Pro: Provide the user with a hypertext metaphor: Documents contain links to other documents.  Con: Does not easily support rapidly evolving documents

47 Summary  Communication Events  Planned (stipulated by the schedule)  Unplanned (driven by unexpected events)  Communication Mechanisms  Asynchronous communication mechanisms  Synchronous communication mechanisms  Important events and mechanisms  Weekly meeting  Project reviews  Online communication (discussion forum, email, web)

48 After this class  Group formed and project topic selected  UML


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