1. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 1 Project management (Chapter 5 from the textbook)

2. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 2 Objectives l To explain the main tasks undertaken by project managers 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

3. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 3 Topics covered l Management activities l Project planning l Project scheduling l Risk management

4. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 4 The 4 P’s l People — the most important element of a successful project :Developers, project managers, testers,..etc. l Product — the software to be built l Process — the set of framework activities and software engineering tasks required to get the job done. l Project — all work required to make the product a reality

5. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 5 Stakeholders l Senior managers who define the business issues that often have significant influence on the project. l Project (technical) managers who must plan, motivate, organize, and control the practitioners who do software work. l Practitioners who deliver the technical skills that are necessary to engineer a product or application. l Customers who specify the requirements for the software to be engineered and other stakeholders who have a peripheral interest in the outcome. l End-users who interact with the software once it is released for production use.

6. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 6 l Concerned with activities involved in ensuring that software is delivered on time or schedule and in accordance with the requirements of the organisations developing and procuring or buying the software. l Project management is needed because software development is always subjected to budget, resources, and schedule constraints that are set by the organisation developing the software. l For example, a project will not be successful if it is perfect but developed later than when it was intended to. Software project management

7. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 7 l The product is intangible (it is not a building, or a dam, or a car, It is just a software on a CD). l The product is uniquely flexible. l Software engineering is not recognized as an engineering discipline with the sane status as mechanical, electrical engineering, etc. l The software development process is not standardised in the same way all other engineering processes are. l Many software projects are 'one-off' projects. (It may never be repeated again in the same way). Software management distinctions

8. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 8 l Proposal writing. l Project planning and scheduling. l Project cost estimation. l Project monitoring and reviews. l Personnel selection and evaluation. l Report writing and progress presentations. Management activities

9. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 9 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 the same problems as software systems. Management commonalities

10. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 10 Project staffing l May not be possible to appoint the ideal people to work on a project Project budget may not allow for the use of highly-paid staff; Staff with the appropriate experience may not be available; An organisation may wish to develop employee skills on a software project. l Managers have to work within these constraints especially when there are shortages of trained staff.

11. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 11 Project planning l Probably the most time-consuming project management activity. l Continuous activity from initial concept to system delivery. Plans must be regularly revised as new information becomes available. l Various different types of plans may be developed to support the main software project plan that is concerned with schedule, people, and budget.

12. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 12 Project planning process Establish the project constraints Make initial assessments of the project parameters Define project milestones and deliverables while project has not been completed or cancelled loop Draw up project schedule Initiate activities according to schedule Wait ( for a while ) Review project progress Revise estimates of project parameters Update the project schedule Re-negotiate project constraints and deliverables if ( problems arise ) then Initiate technical review and possible revision end if end loop

13. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 13 The project plan l The project plan sets out: The resources available to the project; The work breakdown; A schedule for the work. COST - BUDGET TIME - SCHEDULEEFFORT - PEOPLE

14. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 14 Project plan structure l Introduction. l Project organisation. l Risk analysis. l Hardware and software resource requirements and allocation. l Work breakdown. l Project schedule. l Monitoring and reporting mechanisms.

15. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 15 Activity organization l Activities in a project should be organised to produce tangible outputs for management to judge the progress. l Milestones are the end-point of a process activity. l Deliverables are project results delivered to customers. l The waterfall process allows for the straightforward definition of progress milestones.

16. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 16 Milestones in the RE process

17. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 17 Project scheduling l Split project into tasks and estimate time and resources required to complete each task. l Organize tasks concurrently to make optimal use of workforce. l Minimize task dependencies to avoid delays caused by one task waiting for another to complete. l Dependent on project managers intuition and experience.

18. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 18 The project scheduling process

19. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 19 Scheduling problems l Estimating the difficulty of problems and hence the cost of developing a solution is hard. l Productivity is not proportional to the number of people working on a task (Some people maybe more productive than others). l Adding people to a late project makes it later because of communication overheads. l The unexpected always happens. Always allow contingency in planning.

20. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 20 Bar charts and activity networks l Graphical notations used to illustrate the project schedule. l Show project breakdown into tasks. Tasks should not be too small. They should take about a week or two. l Activity charts show task dependencies and the the critical path. l Bar charts show schedule against calendar time.

21. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 21 Task durations and dependencies

22. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 22 Activity network

23. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 23 Activity timeline

24. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 24 Activity timeline l The shadowed parts in the bars in the previous diagram show the possible flexibility of the ending time of those tasks as they are not on the critical path or the path that has the longest overall required time. This means that any task that is within the critical path does not have any time flexibility.

25. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 25 Staff allocation

26. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 26 Risk management l Risk management is concerned with identifying risks and drawing up plans to minimise their effect on a project. 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.

27. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 27 Software risks

28. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 28 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;

29. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 29 The risk management process

30. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 30 Risk identification l Technology risks. l People risks. l Organisational risks. l Requirements risks. l Estimation risks.

31. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 31 Risks and risk types

32. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 32 Key points l Good project management is essential for project success. 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.

33. Dr Izzat M Alsmadi Edited from ©Ian Sommerville & others Software Engineering, Chapter 3 Slide 33 l A project milestone is a predictable state where a formal report of progress is presented to management. l Project scheduling involves preparing various graphical representations showing project activities, their durations and staffing. 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