1. Introduction to Software Project Management Lecture1

2. Software Crisis  Software crisis is characterized by inability to develop the desired Software Project because of such problems:  Projects running over-budget.  Projects running over-time.  Software is inefficient.  Software is of low quality.  Software does not meet requirements.  Project is unmanageable/ Code difficult to maintain.

3. 3 A software engineer is challenged to produce high-quality software with finite amount of resources and to a predicted schedule and budget.

4. 4 Law of diminishing returns Making the engineering decision! Benefit Cost

5. 5 Software Engineering Software Engineering is not just about producing software, but about producing software in a COST-EFFECTIVE manner.

6. 6 The Balancing Act! Potentially conflicting requirements  Cost vs. Efficiency  Cost vs. Reliability  Efficiency vs. User-interface Challenge is to balance these requirements.

7. 7 Well-Engineered Software  Provides the required functionality  Reliable  User-friendly  Cost-effective  Efficient  Maintainable

8. 8 Management Construction Project planning and management Configuration management quality assurance Installation and training etc. Requirements Design Coding Testing Maintenance etc.

9. Software Engineering VS Project management  Software Engineering is subject to budget and schedule constraints.  Project Management ensures software development done according to organization’s constraints: policies, goals, and requirements.

10. 10 Common Process Framework Umbrella Activities Framework Activities TASKS MILESONES, DELIVERABLES SQA POINTS Task Sets

11. Project: It is a Planned Activity A temporary activity undertaken to create a unique product or service. Characteristics of a Project Temporary Have definite beginning and end Create unique product or service Have objective that indicate completion

12. Portfolio / Program / Project  Portfolio  A portfolio can be a collection of programs or projects and without dependency between each other.  One example or portfolio would be to improve facility services. It would be composed of a program to improve water, other to improve electricity, other to improve gas.  Program  A program is a collection of related projects, but they all share similar goals and would have benefits if coordinated together. Managing each of them alone would not allow to achieve same benefits.  Programs and projects are grouped to achieve strategic business objectives.  Project has a specific goal and scope.

13. Project Management  Project management is the discipline of planning, organizing, managing, leading, and controlling resources to achieve specific goals  It is the science of organizing the components of a project, whether the project is development of a new product, the launch of a new service, a marketing campaign,

14. Software Project Management (SPM)  It is a process of managing, allocating and timing resources to develop computer software that meets requirements.

15. SPM Tasks  Problem Identification  Problem Definition  Project Planning  Project Organization  Resource Allocation  Project Scheduling  Tracking, Reporting and Controlling  Project Termination

16. Effective Project Management  4 P  People  Product  Before a software project is planned, the product objectives and scope should be established, technical and management constraints should be identified.  Process  Here the important thing is to select an appropriate process model to develop the software.  Project

17. Software Projects vs other Type of Projects  Invisibility  Complexity  Conformity(similarity)  Flexibility

18. Activates covered by SPM  Feasibility Study  Is it worth doing?  It has a valid business case  Planning  How do we do it?  Project Execution (Do It)  Requirements Analysis  Architecture Design  Detailed Design  Code and Testing  Integration  Installation  Acceptance Support

19. Information System Vs. Embedded System  Information System  Will enable staff to carry out the office process  Embedded System  Which controls machines

20. Objectives Vs. Products  Project aim is to produce a product or meet certain objectives  Many projects have two stages  Objective Driven  It results in recommendation or Identify the need for new software system(Requirments)  Product Driven  It is actually to create a software prodcut(implimentation)

21. Stakeholders  Internal to Project Team  External to Project Team but within the same organization  External to both organization and project team

22. Setting Objectives  Who actually own the project?  Objectives should define what the project team must to achieve for project success  These are post conditions (outcomes) of a project  Project authority is steering committee  It is responsible for setting, monitoring and modifying objectives  Project manager is responsible runs the project on a day to day basis

23. Sub Objectives and Goals  Keep objective cost within a certain budget  In order to achieve objective we must achieve certain goals or sub objectives first.  Objectives must be  Measurable(effectiveness)  Achievable  Relevant(obj relevent to project)  Time Constrained (starting and ending date)

24. Business Case  Projects need to have justification or business case  Justification is based on cost-benefit analysis of a project

25. Project Success and Failure  Project plan should be designed to ensure project success by preserving the business case for the project  Project objectives vs. Business Objectives  Project Objectives  The agreed functionality, required level of quality, on time, within budget

26. What is Management?  Planning(how we do it)  Organizing(arrange activity)  Staffing(resourse allocation)  Directing(instrucation to staff)  Monitoring(check project&process)  Controlling(control activities)  Innovating(always come up new idea)  Representing(how to communicate the stack holder)

27. Text Book  Software Project Management by Bob Hughes and Mike Cotterell, 5 th Edition