1. Conquering Complex and Changing Systems Object-Oriented Software Engineering Art for Chapter 11, Project Management

2. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 2 Figure. 11-1. Management activities during initiation, steady state, and termination. (UML activity diagram) (continued on next slide) Initiation Project kickoff Team formation Communication infrastructure setup Problem statement definition Initial milestones planning Initial top-level design

3. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 3 Installation Steady state Termination Client acceptance testPostmortem Project agreementProject replanning Status monitoringRisk management Project kickoff

4. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 4 Figure 11-2. Relationships among participants, teams, roles, tasks, work products, and schedules (UML class diagram). Participant are assigned to Teams each responsible for a different subsystem. Each Participant is assigned a number of Roles each corresponding to a set of Tasks. Tasks result in one or more Work Products. A Schedule consists of a set of tasks mapped to a time line.

5. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 5 Figure 11-3. An example of a subsystem decomposition mapped onto a team organization (UML object diagram). The arrows represent dependencies among subsystems and among teams.

6. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 6 Figure 11-4. Example of reporting structure (UML collaboration diagram). Status information is reported to the project manager and corrective decisions are communicated back to the teams by the team leaders. The team leaders and the project manager are called the management team.

7. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 7 Figure 11-5. Examples of a team organization (UML object diagram). The team is composed of five developers. Alice is the team leader, also called the liaison to the management team. John is the API engineer, also called the liaison to the architecture team. Mary is the liaison to the documentation team. Chris and Sam are implementers and interact with other teams only informally.

8. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 8 Figure 11-6. An example of a team-based organization with four subsystem teams and three cross-functional teams (UML object diagram). The links between all teams and the management team (drawn thick for clarity) represent the reporting structure. All other associations represent communication.

9. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 9 Figure 11-7. Work products for the a database subsystem team (UML object diagram). Associations represent dependencies among work products.

10. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 10 Figure 11-8. An example of a task model with precedence dependencies for the database subsystem example of Table 11-1 (UML activity diagram).

11. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 11 Figure 11-9. An example of schedule for the database subsystem (Gantt chart).

12. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 12 Figure 11-10. An example of schedule for the database subsystem (PERT chart). Tasks on the critical path are represented with thick lines.

13. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 13 Figure 11-11. Floor plan for the Intelligent Workplace, an intelligent building in the Department of Architecture in Carnegie Mellon University.

14. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 14 Figure 11-12. Work products generated during project initiation and their relationship with typical project deliverables (UML class diagram).

15. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 15 Figure 11-15. Top-level design of OWL (UML class diagram, packages collapsed). Maintain map of sensor, actuators, and rooms Maintain cable schematic and network structure Maintain a current map of the workspace configurations (e.g., furniture) Interface to sensors and actuators Provide reactive algorithms to maintain temperature and humidity Provide a Web browser interface for users to visualize and specify environmental parameters Provide speech interface Provide facilities manager interface Provide navigation of a 3D model of the building Provide 3D visualization of temperature and energy consumption Provide 3D visualization of problems and emergencies Provide archival of building operation data (sensor and control) Capture and store weather forecast data

16. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 16 Table 11-3. An example of initial work breakdown structure for DatabaseManagement. TaskEstimated time 1. Select database management system2 weeks 2. Identify persistent objects and their attributes1 week 3. Identify queries1 week 4. Identify searchable attributes1 day 5. Define schema2 weeks 6. Build prototype for performance evaluation2 weeks 7. Define API to other subsystems3 days 8. Identify concurrency requirements2 days 9. Implement database subsystem2 weeks 10.Unit test database subsystem3 weeks 11.Address remaining concurrency hazards2 weeks

17. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 17 Figure 11-16. Task model for the work breakdown structure of Table 11-3.

18. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 18 Figure 11-17. Initial project schedule for OWL (Gantt chart). The initial schedule serves to estimate the delivery dates and the interaction with the client. The schedule is detailed and revised as the project progresses.

19. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 19 Figure 11-18. Home page for OWL. Developers access all relevant information from a central Web page. Code Organization Documents Bulletin Boards Address book

20. Bernd Bruegge & Allen Dutoit Object-Oriented Software Engineering: Conquering Complex and Changing Systems 20 1. Purpose Become familiar with project management roles for a medium-scale project with a 2-level hierarchy. 2. Desired outcome Group roles are assigned to people Meeting times are finalized First set of action items for next meeting 3. Information sharing [Allocated time: 25 minutes] Meeting procedures guidelines agendas/minute templates Team roles Team leader Figure 11-19. An example of an agenda for the database team kickoff meeting in the OWL project. Architecture Liaison Documentation Liaison Configuration Manager Toolsmith Team tasks Team schedule Problem reporting 4. Discussion [Allocated time: 25 minutes] Define ground rules Initial role and task assignment 5. Wrap up [Allocated time: 5 minutes] Review and assign new action items Meeting critique AGENDA: Database team kickoff meeting When and WhereRole Date: 11/13Primary Facilitator: Mary Start: 4:30pmTimekeeper: John End: 5:30pmMinute Taker: Chris Building: AC Hall Room: 3421