1. 1 Week 11 Software Engineering Fall Term 2015 Marymount University School of Business Administration Professor Suydam

2. 2 Mini-Project (MP) 3 Comments Chap 13 Software Project Management MS Project Study Guide Case Study (CS) 4 Additional Help Chapter 13 Summary & Review Questions

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5. 5 Why do we need project management? Why can’t we just follow one of the software development processes and be left alone? All projects – small and large – need project management because all projects need some degree of POMA: 1. - Planning 2. - Organizing 3. - Monitoring of status 4. - Adjustment

6. 6 End results of the project satisfy the customer’s needs All the desired and the needed product/project attributes (quality, security, productivity, cost, schedule, etc.) are met Team members are operating effectively and at a high level of morale Required tools and other resources are made available and are effectively utilized Software Project Management Process is not the same as: Software Development Process or Software Life Cycle

7. 7 The 1st step of project planning is to understand the requirements of the project. This step itself may be a mini-project Then the following 4 steps are included in the rest of project planning: 1.Perform Estimation of: the work effort, the schedule, and the needed resources 2.Clearly define and establish measurable ‘goals’ for the project 3.Determine the project resource allocations of: people, process, tools, and facilities 4.Identify and analyze the project risks

8. 8 Once a project plan is formulated or partially formulated, organizing may start Organization structure needs to be designed Human resource hiring needs to start and be completed along with acquisition of other resources Any required education and training have to be completed Mechanisms for tracking must be established Risk tracking and mitigation Project goals (schedule, cost, market place, etc.) Comparing and Pairing Planning and Organizing Activities

9. 9 Once the project is organized and set into motion, there still needs to be regular tracking to ensure that it is headed in the right direction. (Projects can not be left to coast along by itself.) 3 main components of project monitoring: 1.Project status information collection 2.Analysis and evaluation of collected information 3.Presentation and communication of the project status Different ways of Visualization/Reporting of Information and Project Status

10. 10 It is highly unlikely that a software project progresses with no problem. As soon as the project status suggests potential problem, we must not be afraid to make changes. 3 main areas of adjustments are (or combinations of) : Resources Schedule Project content

11. 11 Planning : Project Effort Estimation General view: Units of effort = a + b (size) c + Σ(factors) where a, b, and c set of estimated constants, size is the estimated size of the project and factors are additional factors of concern Most of the estimating techniques use some form of this general “formula” COCOMO I and COCOMO II models Function Point model Work Breakdown Structure - Estimation of the complete project by: Deliverables Tasks required to develop the deliverables Resources required to perform the tasks pages 354-364 of textbook

12. 12 1.External deliverables are identified and examined. 2.Identify the steps and tasks required to produce each of the deliverables, including the tasks that are required to produce any intermediate internal deliverables 3.Sequence the tasks, showing any potential for parallelism 4.Provide an estimate size of each of the tasks 5.Estimate of the productivity of the personnel most likely to be assigned to each of the tasks 6.Calculate the time required to accomplish each task 7.Layout Timeline for each of the deliverables and the tasks needed to produce that deliverable and label the resources that will be assigned to the tasks.

14. 14 Monitoring: Earned Value -- A technique to track the project status by comparing (at some specific time): How much effort has been expended versus How much effort was planned to have been expended Budgeted Cost of Work (BCW) : estimated effort for each of the work tasks Budgeted Cost of Work Scheduled (BCWS): sum of estimated effort of all the tasks that were planned to be completed (by a specific date) Budget at Completion (BAC): estimate of the total project effort or sum of all the BCWs Budgeted Cost of Work Performed (BCWP): The sum of the estimated efforts of all the tasks that have been completed (by a specific date) Actual Cost of Work Performed (ACWP): The sum of the actual efforts of all the tasks that have been completed (by a specific date) Earned Value (EV) indicates how much of the estimated work is completed on a specific date. EV = BCWP / BAC

15. 15 For work task 4, BCW is 25 person-days; for task 6, BCW is 20 person-days. BAC is the sum of the estimated efforts for all the tasks or BAC =  (10+15+30+25+15+20) = 115 person-days BCWS for the date 4/5/06 is the sum of the estimated effort of all the tasks which were schedule to be completed on or before 4/5/06 or BCWS =  (10 + 15) = 25 person days BCWP for the date 4/5/06 is the sum of the estimated effort of all the tasks which were actually completed on or before 4/5/06 or BCWP =  (10 + 15 + 25) = 50 person-days ACWP for the date 4/5/06 is the sum of the actual efforts expended for all the tasks that have been completed on or before 4/5/06 or ACWP =  (10 + 25 + 20) = 55 person-days EV = BCWP / BAC = 50/115 =.434 or the project is estimated to be 43% complete as of 4/5/06

16. 16 There are two more measurements we look at: Cost Variance = BCWP – ACWP = 50 – 55 = - 5 Schedule Variance = BCWP - BCWS = 50 – 25 = 25

17. 17 First Introduced by Basili & Weiss (Univ. of Maryland) Provides an organized approach to measuring a software property via 3 levels of steps: Conceptual Level : formulate the desired goal of some software property Operational Level: formulate a set of questions related to that goal Quantitative Level: develop metrics that may be used in answering the questions that are related to attaining the goal

18. 18 In order to apply the GQM methodology one needs to spent some time at the “Conceptual Level”: Conceptualize the property of interest Develop clear definitions of possible sub-attributes related to the conceptualized property Determine if these sub-attributes can take on any numeric values --- if not then it would be difficult to get to the Quantitative Level ---- may need to re-look at the definitions and/or reconsider the sub-attributes

19. 19 Practice File Download and UnZip MS Excel Task estimation MS Excel Visualization/Reporting Graphics MS Visio CPM/PERT Graphic and Computation MS Project WBS MS Project Critical Path MS Project Earned Value

20. 20 Critical Path Video 6.6 Earned Value Videos 8.13-8.15

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22. 22 1. List and discuss the elements of a project plan. Ans: A project plan includes the discussions on the following list of items: a) a brief description of the project requirements and deliverables b) a set of project estimations: 1) work effort, 2) needed resources, and 3) schedule c) a set of project goals to be achieved d) a set of assumptions and risks Page: 267-268 and Appendix D page 315- 316 2. What are the four phases of project management? Ans: The 4 phases of project management are the following: (POMA) 1) Planning, 2) Organizing, 3) Monitoring, 4) Adjusting Page: 266 3. What are the three components of risk management? Ans: They are: 1) risk identification, 2) risk prioritization, 3) risk mitigation Page: 269 4. What is a Kiviat chart, and when would you use it? Ans: A Kiviat chart is a convenient diagram to show multiple (more than three) metrics. Page: 272-273

23. 23 5. What are the three attributes of a software project that are most often considered for trade-off decisions for project adjustment? Ans: The three attributes considered for trade-off decisions are resources, schedule, and project content. Page: 275 6. Consider the COCOMO project effort estimation methodology. a.What are the three project modes? Ans: They are organic (simple), semidetached (intermediate), and embedded (difficult). b. What are the eight project characteristics that you need to consider in order to decide the project mode? Ans The 8 project characteristics are: The team’s: understanding of the project objectives experience with similar or related projects. The project’s:need to conform with established requirements. need to conform with established external interfaces. need for new and innovative technology, architecture, or other constraints. need to meet or beat the schedule. size range. The need to develop the project concurrently with new systems and new operational procedures. c. How do the 15 cost-drivers influence the initial effort estimate? Ans:The 15 cost-drivers are estimated and multiplied together to produce a single factor that is used to influence (scale up or down) the initial estimate. d. Consider a software project that you have estimated at 2 KLOC in size. You believe that it should be in organic mode and that the arithmetic product of the 15 cost-drivers or PROD (f ’s) is 1.2. What is the estimated effort in person-months? Ans: Effort = 3.2 x (2) 1.05 x 1.2 = approximately 7.8 person months Page: 277-279

24. 24 7. Using function point methodology, compute the unadjusted function point for an average project that has 10 external inputs, 7 external outputs, 5 external inquiries, 3 internal logical files, and 4 external interface files. Ans: The unadjusted function point, UFP = (10 x 4) + (7 x 5) + (5 x 4 ) + (3 x 10) +( 4 x 7) = 153 Page: 280 8. Assume that the total complexity factor for the software project in the previous question is 1.1 and the productivity figure is 20 function points per person-month. What is the function point for the project? What is the estimated effort in person-months for the project? Ans: The function point, FP = 153 x 1.1 = 168.3; Estimated Effort = 168.3 / 20 = 8.4 person- months Page: 281 9. What is WBS, and what is it used for? Ans: WBS stands for work breakdown structure. It is a breakdown of the effort into sub- activities that are required to produce all the deliverables. These effort estimations are used to come up with an estimated project schedule. Page: 283-284

25. 25 10. What are the three key project status indicators, EV, SV, and CV, in earned value project status tracking methodology? Ans: EV is the calculated Earned Value which is used as an indicator of how much the estimated work is completed on a specific date. SV is a Schedule Variance indicator which shows the difference between efforts of the tasks that have been completed by the status date and the estimated efforts of the tasks that were planned to have been completed by that status date. CV is a Cost Variance indicator which shows the difference between the estimated efforts of the tasks that have been completed at the status date and the actual efforts expended for the tasks that have been completed at that status date. Page: 287-288 11. What are the four scale levels of metric? Ans: The four scale levels of metrics are nominal, ordinal, interval, and ration. Page: 289 12. What is GQM? Ans: GQM is Goal-Question-Metric, an approach defining a measurement model based on three levels, the conceptual level, operational level, and quantitative level. Page: 289

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