Chapter 2: Project Management Al Khawarizmi International College, Abu Dhabi, U.A.E Software Development Module Code: CST 240 Chapter 2: Project Management Chapter 2: Project Management

Chapter 2: Project Management Learning outcomes: At the end of this chapter the student should be able to 1.Design and make a plan for project management activities . 2. Discuss the types of plan required by Software Managers. 3.Design a critical path and identify the minimum duration for project completion. 4. Discuss the risk management in software development. 5. Illustrate a good understanding of MS Project software. Chapter 2: Project Management

Outline Management activities Project planning Project scheduling Al Khawarizmi International College, Abu Dhabi, U.A.E Outline Management activities Project planning Project scheduling Project Cost Estimation Activity Organization Activity Network Diagram Risk management MS-Project Chapter 2: Project Management Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Project Management Project Management is the process of planning, organizing, staffing, directing and controlling the production of a software system. A software project is managed by a Project Manager / Software Manager. Chapter 2: Project Management Chapter 2: Project Management

Aims of Project Management Al Khawarizmi International College, Abu Dhabi, U.A.E Aims of Project Management To complete a project: • On time • On budget • With required functionality • To the satisfaction of the client • Without exhausting the team Chapter 2: Project Management Chapter 2: Project Management

Software Manager Responsibilities of Software Manager: Al Khawarizmi International College, Abu Dhabi, U.A.E Software Manager Responsibilities of Software Manager: 1-     Planning, scheduling and supervising the project development. 2-     Ensuring that the software development is consistent with the organization policies, goals and requirements. 3- Monitoring progress to check that the development is on time and within budget. Chapter 2: Project Management Chapter 2: Project Management

Software Management Distinction Al Khawarizmi International College, Abu Dhabi, U.A.E Software Management Distinction The product is intangible Software development process is not standardized Large software projects are often 'one-off' projects Software management is distinct from other types of engineering in a number of ways which can make software management particularly difficult. Some of the differences are:  1-     The product is intangible: Software is intangible i.e it cannot be seen or touched. Software project managers cannot see progress; they rely on others to produce the documentation needed to review progress. 2-     Software development process is not standardized: There is no clear understanding of the relationship between the software process and the product types. In engineering the process is tried and tested, so the engineering process such as a bridge is well understood. But in software engineering we still cannot predict when exactly particular software is going to cause development problems. 3- Large software projects are often 'one-off' projects: New systems that are different from previous projects are common. Rapid technological changes in computers and communications outdate previous experience. Lessons learned from that experience may not be transferable to new projects. Chapter 2: Project Management Chapter 2: Project Management

Management activities Al Khawarizmi International College, Abu Dhabi, U.A.E Management activities Proposal writing. Project planning and scheduling. Project costing. Project monitoring and reviews. Personnel selection and evaluation. Report writing and presentations. Proposal Writing: the first step in a software project may involve writing a proposal to carryout that project. The proposal describes the objectives of the project and how it will be carried out. It usually includes cost and schedule estimates. Project Planning and scheduling: Project planning is concerned with identifying the activities, milestones and deliverables produced by the project. Project costing: cost estimation is a related activity that is concerned with estimating the resources required to accomplish the project plan. Project monitoring: It’s a continuous project activity. The manager must keep track of the progress of the project and compare actual and planned progress cost. Personnel selection and evaluation: The project Manager has to select the best staff keeping in mind the different constraints. Report writing and presentation: The Project manager is usually responsible for reporting on the project to both the client and contractor organizations. Project manager must write brief, logical document which include critical information from detailed project report. He then has to present these information during project review. Hence he need to have effective communication skill. Chapter 2: Project Management Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Project Staffing 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 within an organization or externally; An organisation may wish to develop employee skills on a software project. Chapter 2: Project Management Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Project Planning: Project Planning is probably the most time-consuming project management activity. Continuous activity from initial concept through to system delivery. Plans must be regularly revised as new information becomes available. Various different types of plan may be developed to support the main software project plan that is concerned with schedule and budget. Chapter 2: Project Management Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Types of Project Plan Types of plan required by Software Managers:- 1- Quality plan: Describes the quality procedures that will be used in a project. 2- Validation plan: Describes the approach, resources and schedule used for system validation. 3- Configuration plan: Describes the configuration management procedures and structures to be used. Chapter 2: Project Management Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Types of Project Plan.. 4-     Maintenance plan: Describes the maintenance requirements of the system, maintenance cost and effort required. 5-     Staff development plan: Describes how the skills and experience of the project team members will be developed. Chapter 2: Project Management Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E The project plan The project plan sets the resources available to the project. A single document includes all the different types of plans. The project plan is concerned with the development process. The details of the project plan vary depending on the type of the project and organization. Chapter 2: Project Management Chapter 2: Project Management

Project Plan Structure Al Khawarizmi International College, Abu Dhabi, U.A.E Project Plan Structure 1- Introduction: Describes the objectives and, and constrains of the project 2- Project organization: Describes the roles of the team involved. 3- Risk management: Describes possible project risks and strategies to reduce that risk. Chapter 2: Project Management Chapter 2: Project Management

Project Plan structure Al Khawarizmi International College, Abu Dhabi, U.A.E Project Plan structure 4 - Hardware and software resources requirements: Describes the hardware and the software required to carry out the development. 5- Work breakdown: Describes the activities that will be set during the process, and the milestones and deliverables with each activity. 6- Project Schedule: Describes the dependencies between activities (The estimated time required to reach each milestone). Chapter 2: Project Management Chapter 2: Project Management

Project Plan structure Al Khawarizmi International College, Abu Dhabi, U.A.E Project Plan structure 7- Monitoring and reporting mechanisms: Describes the management reports which should be produced, when these should be produced and the project monitoring mechanism used. Note: The project plan should be regularly revised during the project. Chapter 2: Project Management Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Project Schedule Scheduling is estimating the time and resources required to complete activities and organize them through the project period of time (project life). Organize tasks concurrently to make optimal use of workforce. Minimize task dependencies to avoid delays caused by one task waiting for another to complete. Chapter 2: Project Management Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Project Scheduling • Managers when estimating schedule should keep in mind, unexpected problems that may delay the activity timing like illness, hardware breakdown, and delay in a new hardware delivery time, etc. A guideline for estimation is to allocate activity timing as if every thing goes well for all activities, then some extra time should be added for unexpected problems. Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Project Scheduling…. • Project scheduling is usually represented on charts showing the work breakdown activity, dependencies, staff allocation and the activity timing. Scheduling dependent on project managers intuition and experience. Chapter 2: Project Management

Activity Organization Al Khawarizmi International College, Abu Dhabi, U.A.E Activity Organization Activities in a project should be organised to produce tangible outputs for management to judge progress. A milestone is an end-point of the software process activity. At each milestone, a formal progress report is generated to be presented to management. Deliverables are project results delivered to customers. Chapter 2: Project Management Chapter 2: Project Management

Milestones Vs Deliverable Al Khawarizmi International College, Abu Dhabi, U.A.E Milestones Vs Deliverable Deliverable Milestone 1. Deliverable are the project result which are given to the Customers. 1. Milestones are the formal progress report that are given to the management. 2. Delivered at the end of some major project phases such as specification, design,etc. 2. Delivered at the end of some software process activity. Chapter 2: Project Management Chapter 2: Project Management

Milestones Vs Deliverable Al Khawarizmi International College, Abu Dhabi, U.A.E Milestones Vs Deliverable Deliverable Milestone 3. Deliverables are usually milestones. 3. Milestones are not necessarily deliverables. 4. Deliverables are usually large documents. 4.Milestones need not be large documents. Chapter 2: Project Management Chapter 2: Project Management

Activity Organization.. Al Khawarizmi International College, Abu Dhabi, U.A.E Activity Organization.. To establish milestones, the software process which is being followed for a particular project, must be broken down into activities. The next slide shows activities involved in requirements engineering when prototyping is used to help validate requirement. It also shows the principle stages of each activity. Chapter 2: Project Management Chapter 2: Project Management

Milestones in the RE process Al Khawarizmi International College, Abu Dhabi, U.A.E Milestones in the RE process Activities Feasibility Study Requirements analysis Prototype development Design Study Requirements Specifications Feasibility report Requirements definition Evaluation report Architectural design Requirements specifications Milestones Chapter 2: Project Management Chapter 2: Project Management

Activity Organization… Al Khawarizmi International College, Abu Dhabi, U.A.E Activity Organization… It is necessary for all activities to end at a milestone. The waterfall model of the software process is widely adopted as it allows for the straightforward definition of progress milestones. Alternative approach, such as Exploratory programming the milestone definition is a more difficult and less certain process. Chapter 2: Project Management Chapter 2: Project Management

Bar charts and activity network Al Khawarizmi International College, Abu Dhabi, U.A.E Bar charts and activity network Bar charts: are graphical notations which used to represent the project schedule and show who are responsible for each activity and when the activity is scheduled to begin and to end. Activity network: are graphical notations which is used to represent the project schedule and show the dependencies between the different activities making up a project. Chapter 2: Project Management

Bar charts and activity network Al Khawarizmi International College, Abu Dhabi, U.A.E Bar charts and activity network Critical path: is the minimum time required to finish the project, also it's the longest path in duration in the activity network graph. So a critical path has the Longest path Shortest time within which project can be completed Zero slack (or float)   Chapter 2: Project Management

Task ,durations and dependencies Al Khawarizmi International College, Abu Dhabi, U.A.E Example: Task ,durations and dependencies Task Duration(Days) Dependencies T1 8 T2 15 T3 15 T1(M1) T4 10 T5 10 T2, T4 (M2) T6 5 T1, T2 (M3) T7 20 T1 (M1) T8 25 T4 (M5) T9 15 T3, T6 (M4) T10 15 T5, T7 (M7) T11 7 T9 (M6) T12 10 T11 (M8) Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Risk Management Risks are consequences of something that may go wrong because of incomplete information. Risk is related to the amount and quality of available information. The less information, the higher risk. The principle task of a Project manager is to minimize risk. Categories of Risk: > Project Risk > Product Risk > Business Risk Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Risk Management …. The process of risk management involves several stages: Risk Identification: Possible project, product and business risks are identified. Risk Analysis: the likelihood and consequences of risk are assessed. Risk Planning: Plans to address the risk either by avoiding it or minimizing its effects on the project are determined. Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Risk Management …. Risk Monitoring: The risk is constantly assessed and plans for risk reduction are revised as the information about the risk become available. Chapter 2: Project Management

Project Scheduling Tools & Methods Al Khawarizmi International College, Abu Dhabi, U.A.E Project Scheduling Tools & Methods Gantt Charts Critical Path Method (CPM) Program Evaluation and Review Technique (PERT) Chapter 2: Project Management

Ms-Project Ms-Project helps us to plan and manage a project. Al Khawarizmi International College, Abu Dhabi, U.A.E Ms-Project Ms-Project helps us to plan and manage a project. Major views of Ms-Project Gantt Chart Calendar View Network Diagram Resource Sheet Resource Usage Chapter 2: Project Management

Al Khawarizmi International College, Abu Dhabi, U.A.E Gantt Charts Created 1800 Standard format for displaying project schedules activities, durations, start/end finish dates displayed in calendar format Advantages enforces planning easy to create & understand preferred for summary/exec-level information Chapter 2: Project Management

Gantt Charts Symbols include: black diamond: milestones Al Khawarizmi International College, Abu Dhabi, U.A.E Gantt Charts Symbols include: black diamond: milestones Thick black bars: summary tasks Lighter horizontal bars: tasks Arrows: dependencies between tasks Chapter 2: Project Management

Sample Project Gantt Chart Al Khawarizmi International College, Abu Dhabi, U.A.E Sample Project Gantt Chart Chapter 2: Project Management

Task Dependency Types Al Khawarizmi International College, Abu Dhabi, U.A.E Task Dependency Types Chapter 2: Project Management

Gantt Charts – Resource Definitions & Allocation Al Khawarizmi International College, Abu Dhabi, U.A.E Gantt Charts – Resource Definitions & Allocation Resources can be broadly divided into consumables and non-consumables. A consumable resource is consumed as it goes into a task, for example, when money is spent on paying contractors it cannot be used again. Non-consumable resources can be used over and over again - manpower and equipment used on a project are obvious examples of non-consumable resources. Chapter 2: Project Management

Important Options To open Project Information Al Khawarizmi International College, Abu Dhabi, U.A.E Important Options To open Project Information Click Project Menu -> Project Information To change Calendar settings Lick Tools Menu -> Change Working Time.. To set up dependencies between tasks Click Project Menu->Task Information Shortcut key is Shift+F2 Chapter 2: Project Management