1. ICS 126 1 Management Poor management is the downfall of many software projects Software project management is different from other engineering management –product is intangible –still no clear understanding of the software process or evaluation criteria –most software projects are new and technically innovative Scheduling and Cost Estimation Management Structure and Team Organizations Configuration Management

2. ICS 126 2 Management Activities Proposal writing –overview, estimates, justification Project Costing –software cost estimation Project planning and scheduling –milestones, options to minimize risks Project monitoring and reviewing –progress, compare to schedule and planned costs, predict problems Personnel selection and evaluation –skill, experience, training, resources Report writing and presentation –primary summary documentation and progress reviews

3. ICS 126 3 Project Planning and Scheduling Project planning determines a project schedule based upon –project constraints (delivery, staff, budget) –project parameters (structure, size, functions) –project milestones and deliverables Planning and scheduling must estimate risk associated with each decision Project Scheduling involves separating work into tasks and predicting task completion –coordinate parallel tasks to optimize work force –allow for problems Schedule must be periodically revised with progress

4. ICS 126 4 Software Cost Estimation Principal components of project costs derive from hardware, travel and training, and effort Initial cost estimation should be based on firm, complete requirements Continual cost estimation is required to ensure that spending is in line with budget Software Cost Estimation should use multiple techniques to predict costs: –historical cost information relating metrics and costs –analogies to similar systems –expert “guestimation” –hierarchical estimations

5. ICS 126 5 Algorithmic Cost Modeling Model built by analyzing the attributes and costs of completed projects –metrics usually measure attributes of finished product (so predictions may be inaccurate) –metrics typically include size or function points (external interactions) –margin of error low if product is well-understood, model well calibrated to local organization,product is similar to previous projects, language and hardware choices are pre-defined COCOMO Model... Boehm –basic model uses size and type of software Effort(PM) = A * (KDSI) ** bTime = 2.5 * (PM) ** c (A,b,c constants dependent on type) –intermediate model adds other product attributes as factors: product attributes, computer attributes, personnel attributes, and project attributes –complete model decomposes total system in estimating costs

6. ICS 126 6 Management Structure Traditional hierarchical management structure Software Director/VP Program Manager Program Manager Quality Manager Team Leader Project Manager Project Manager Project Manager Team Leader Team Leader Team Leader Quality Team Leader Quality Team Leader

7. ICS 126 7 Team Organization Large software systems require a coordinated team of software engineers for effective development Team organization involves devising roles for individuals and assigning responsibilities Organizational structure attempts to facilitate cooperation For long-term projects, job satisfaction is extremely important for reduced turnover Need mix of senior and junior engineers to facilitate both accomplishing the task and training Adding people to a project introduces further delays

8. ICS 126 8 Team Organizations Hierarchical organizations minimize and discourage communication, while democratic organizations encourage it Appropriate organization depends on project length and complexity –small teams lead to cohesive design, less overhead, more unity, higher morale –but some tasks too complex –optimal size between 3 and 8 Appropriate design leads to appropriate assignment of tasks and appropriate team organization