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Supplementary Slides for Software Engineering: A Practitioner's Approach, 5/e
copyright © 1996, 2001
R.S. Pressman & Associates, Inc.
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May be reproduced ONLY for student use at the university level
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2. Chapter 7 Project Scheduling and Tracking

3. Why Are Projects Late?
an unrealistic deadline established by someone outside the software development group
changing customer requirements that are not reflected in schedule changes;
an honest underestimate of the amount of effort and/or the number of resources that will be required to do the job;
predictable and/or unpredictable risks that were not considered when the project commenced;
technical difficulties that could not have been foreseen in advance;
human difficulties that could not have been foreseen in advance;
miscommunication among project staff that results in delays;
a failure by project management to recognize that the project is falling behind schedule and a lack of action to correct the problem

4. Scheduling Principles
compartmentalization—define distinct tasks
interdependency—indicate task interrelationships
time allocation—tasks must have some number of work units and start and completion date
effort validation—be sure resources are available
defined responsibilities—people must be assigned
defined outcomes—each task must have an output
defined milestones—review for quality

5. Defining Task Sets determine type of project
assess the degree of rigor required
identify adaptation criteria
compute task set selector (TSS) value
interpret TSS to determine degree of rigor
select appropriate software engineering tasks

6. Type of Project
Concept development – some new business concepts or new technology.
New application development – a consequence of specific customer request
Application enhancement – major modification of existing software that observable by end-user
Application maintenance – correct, adapt, or extend existing software, may not obvious to the end-user
Reengineering – rebuilding an existing system in whole or in part.

7. Adaptation Criteria Size of the project Number of potential users
are used to determine the recommended degree of rigor
Size of the project
Number of potential users
Mission criticality
Application longevity
Stability of requirements
Ease of customer / developer communication
Maturity of applicable technology
Performance constraints
Embedded and nonembedded characteristics
Project staff
Reengineering factors

8. Selecting Tasks of Concept Development Project
Concept Scoping – overall scope of project
Preliminary concept planning – organization’s ability to undertake the work implied by project scope
Technology risk assessment – risk associated with the technology
Proof of concept – viability of a new technology
Concept implementation – concept representation viewable by the customer
Customer reaction of the concept – solicits feedback

9. Concept Development Tasksr o j e c t D f i n I . 1 C p s g v l m N w A a E h M 4 5 R u / 6 2 y 3 T k
Evolutionary model

10. Define a Task Network

11. Effort Allocation “front end” activities 40-50%
customer communication
analysis
design
review and modification
construction activities
coding or code generation
testing and installation
unit, integration
white-box, black box
regression
40-50%
15-20%
30-40%

12. Use Automated Tools to Derive a Timeline Chart