1. 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

2. 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

3. Outline Management activities Project planning Project scheduling
Al Khawarizmi International College,
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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

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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

5. Aims of Project Management
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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

6. Software Manager Responsibilities of Software Manager:
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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

7. Software Management Distinction
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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

8. 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

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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

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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

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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

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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

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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

14. Project Plan Structure
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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

15. Project Plan structure
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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

16. Project Plan structure
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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

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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

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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

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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

20. Activity Organization
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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

21. Milestones Vs Deliverable
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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

22. 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

23. Activity Organization..
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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

24. Milestones in the RE process
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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

25. 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

26. 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

27. 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

28. Task ,durations and dependencies
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Example:
Task ,durations and dependencies
Task Duration(Days) Dependencies
T1 8
T2 15
T T1(M1)
T4 10
T T2, T4 (M2)
T T1, T2 (M3)
T T1 (M1)
T T4 (M5)
T T3, T6 (M4)
T T5, T7 (M7)
T T9 (M6)
T T11 (M8)
Chapter 2: Project Management

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

30. Al Khawarizmi International College,
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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

31. Al Khawarizmi International College,
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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

32. Al Khawarizmi International College,
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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

33. Project Scheduling Tools & Methods
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Project Scheduling Tools & Methods
Gantt Charts
Critical Path Method (CPM)
Program Evaluation and Review Technique (PERT)
Chapter 2: Project Management

34. 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

35. Al Khawarizmi International College,
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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

36. 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

37. Sample Project Gantt Chart
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Sample Project Gantt Chart
Chapter 2: Project Management

38. Task Dependency Types Al Khawarizmi International College,
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Task Dependency Types
Chapter 2: Project Management

39. Gantt Charts – Resource Definitions & Allocation
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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

40. Important Options To open Project Information
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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