1. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 1 Chapter 4 Project Management “…a huge topic.” See Part 6, “Management”, Chaps 22-25.

2. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 2 Project management l Organizing, planning and scheduling software projects

3. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 3 Objectives l To introduce software project management and to describe its distinctive characteristics. l To discuss project planning and the planning process. l To show how graphical schedule representations are used by project management. l To discuss the notion of risks and the risk management process.

4. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 4 Topics covered l Management activities l Project planning l Project scheduling l Risk management

5. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 5 l Concerned with activities involved in ensuring that software is delivered on time, within budget and in accordance with the requirements of the organizations developing and procuring the software. l Project management is needed because software development is always subject to budget and schedule constraints that are set by the organization developing the software. Software project management

6. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 6 l The product is intangible. l The product is uniquely flexible. l Software engineering is not recognized as an engineering discipline with the same status as mechanical, electrical engineering, etc. l The software development process is not standardized. l Many software projects are “one-off” projects. Software management distinctions

7. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 7 l Proposal writing (to fund new projects) l Project planning and scheduling (focus of this chapter) l Project costing and preparing bids (Chap 23) l Project monitoring and reviews l Personnel selection and evaluation (Chap 22) l Report writing and presentations l Attending lots and lots of meetings! IBM Santa Teresa study… Management activities

8. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 8 l These activities are not peculiar to software management. l Many techniques of engineering project management are equally applicable to software project management. l Technically complex engineering systems tend to suffer from most of the same problems as software systems. Management commonalities

9. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 9 Project staffing l May not be possible to appoint the ideal people to work on a project… Project budget may not allow for use of highly-paid staff. Those with appropriate skills / experience may not be available. An organization may wish to develop employee skills by assigning inexperienced staff. l Managers have to work within these constraints especially when (as is currently the case) there is an international shortage of skilled IT staff. Late 90’s

10. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 10 Project planning l Probably the most time-consuming project management activity (or at least it should be). l Continuous activity from initial concept to system delivery. Plans must be regularly revised as new information becomes available. l Different types of sub-plans may be developed to support a main software project plan concerned with overall schedule and budget.

11. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 11 Types of project sub-plans (QA) ?

12. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 12 Project planning “The plan is nothing – the planning is everything.” – Dwight Eisenhower, on the D-Day invasion plan (a bit of dramatic overstatement to make a point…)

13. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 13 Project planning process - not idle time…

14. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 14 Project plan document structure l Introduction (goals, constraints, etc.) l Project organisation l Risk analysis l Hardware and software resource requirements l Work breakdown l Project schedule l Monitoring and reporting mechanisms

15. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 15 Activity organization l Activities in a project should be associated with tangible outputs for management to judge progress (i.e., to provide process visibility) l Milestones are the unequivocal end-points of process activities. e.g., “DR1 complete” versus “90% of design complete”

16. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 16 Activity organization l Deliverables are project results delivered to customers. (There are also internal “deliverables”.) l The waterfall model allows for the straightforward definition of milestones (“a deliverable oriented model”). l Deliverables are always milestones, but milestones are not necessarily deliverables.

17. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 17 Milestones in the RE process

18. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 18 Project scheduling l Split project into tasks and estimate time and resources required to complete each. l Tasks should not be too small or too large – they should last on the order of weeks for projects lasting months. (“Models should be as simple as possible, but no simpler.”)

19. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 19 Project scheduling l Organize tasks as concurrent activities to make optimal use of workforce. l Minimize task dependencies to avoid potential delays. l Dependent on project managers’ intuition and experience. (Good management is not a science.)

20. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 20 The project scheduling process Review Progress

21. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 21 Scheduling problems l Estimating the difficulty of problems, and hence the cost of developing solutions, is hard. l Progress is generally not proportional to the number of people working on a task. l Adding people to a late project can make it later (due to coordination overhead). (- F. Brooks, The Mythical Man-Month) l The unexpected always happens. Always allow for different contingencies in planning. (a.k.a. “Murphy’s Law”)

22. TIMETIME PEOPLE fewmany less more

23. TIMETIME PEOPLE fewmany less more Stuffing Envelopes

24. TIMETIME PEOPLE fewmany less more K = time X people

25. TIMETIME PEOPLE fewmany less more Having a baby Stuffing Envelopes

26. TIMETIME PEOPLE fewmany less more Software Development

27. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 27 Bar charts and activity networks l Graphical notations are often used to illustrate project schedules. l Activity charts (a.k.a. PERT* charts) show task dependencies, durations, and the critical path. l Bar charts (a.k.a. GANTT charts) generally show resource (e.g., people) assignments and calendar time. * Program Evaluation and Review Technique

28. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 28 Task durations and dependencies

29. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 29 Activity network

30. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 30 Activity timeline duration potential slack time

31. How much potential “slack time” is associated with Task J? If J is on the critical path, CP, then 0. Else find JL, the longest path containing J. |CP| - |JL| = potential slack time for task J.

32. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 32 Staff allocation (Gantt Chart)

33. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 33 Risk management l Risk management is concerned with identifying risks and drawing up plans to minimize their effect on a project.

34. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 34 Risk management l A risk is a probability that some adverse circumstance will occur. Project risks affect schedule or resources. Product risks affect the quality or performance of the software being developed. Business risks affect the organisation developing or procuring the software. (Taxonomy based on Effect)

35. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 35 Software risks

36. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 36 The risk management process l Risk identification – identify project, product and business risks l Risk analysis – assess the likelihood and consequences of these risks l Risk planning – draw up plans to avoid or minimise the effects of the risk l Risk monitoring – monitor the risks throughout the project

37. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 37 The risk management process

38. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 38 Risk identification l Technology risks l People risks l Organisational risks l Requirements risks l Estimation risks (Taxonomy based on Source)

39. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 39 Risks and risk types

40. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 40 Risk analysis l Assess probability and seriousness of each risk. l Probability may be very low, low, moderate, high or very high. l Risk effects might be catastrophic, serious, tolerable or insignificant.

41. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 41 Risk analysis

42. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 42 Risk planning l Consider each risk and develop a strategy to manage that risk. l Avoidance strategies – the probability that the risk will arise is reduced. l Minimisation strategies – the impact of the risk on the project or product is reduced. l Contingency plans – if the risk arises, contingency plans are plans to deal with that risk. (to effect the minimisation strategy)

43. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 43 Risk management strategies

44. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 44 Risk monitoring l Assess each identified risk regularly to decide whether or not it is becoming less or more probable. l Also assess whether the effects of the risk have changed. l Each key risk should be discussed at management progress meetings.

45. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 45 Risk factors

46. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 46 Key points l Good project management is essential for project success. (Necessary, but not sufficient…) l The intangible nature of software causes problems for management. l Managers have diverse roles, but their most significant activities are planning, estimating, and scheduling. l Planning and estimating are iterative processes which continue throughout the course of a project.

47. ©Ian Sommerville 2000Software Engineering, 6th edition. Chapter 4 Slide 47 l A project milestone is a predictable state where some formal report of progress is presented to management. l Risks may be project risks, product risks or business risks. (and: technology, people, organisational, requirements, or estimation risks) l Risk management is concerned with identifying risks which may affect the project, and planning to ensure that these risks do not develop into major threats. Key points