CMPT 275
Chapter 9
Project Management
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Project is ...
• Guide to the Project Management Body of
Knowledge (PMBOK) defines a "project" to be
a temporary endeavour undertaken to create a
unique product or service
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Project Constraints
• Time: elapsed calendar time,
• Project schedule, or
• Target delivery date
• Resource: required to carry out the project
• People, equipment, material and their associated cost
• Work: amount of work which must be done during a
project in order to produce and deliver the product.
• Software development phases, or
• Feature set (or requirements) to be contained in the system
... must be managed by project manager
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Project Management is ...
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Obtaining: proposal, feasibility study
Planning
Scheduling, Staffing
Budgeting: determining the need for resources and
divide $ to satisfy these needs
• Monitoring of project progress
• Risk analysis and monitoring
• and Closing: post mortem (e.g. evaluate time estimation)
… a project
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Project Planning
• Project planning requires:
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Defining the goals of the project
Defining the iterations of the project
Specifying software development process phases
Associating deliverables with each phase to verify
progress
• Defining measure of success of the project
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Project Scheduling
• Project scheduling requires:
• Scheduling iterations and phases of the project
taking into consideration:
• Time constraints: start date, end date, milestones
(significant events with 0 duration)
• Resources: people, equipment
• Cost of the resources
• Identifying phases that can be done in parallel
(minimizing project duration)
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Software metrics
• Software metrics can be used as a measure,
historical data used to predict resource and time
needs of present project
• Size oriented: Based on measure like # lines of code
• Function oriented: measures like #'s of data structures,
methods, user interactions ….
• Object oriented: measures like #'s of scenarios,
subsystems, use cases, or classes
• Used to
• Facilitate estimation of development time, cost, staff needs
• To assess productivity of developers
• To assess progress of project (monitor if project is on time)
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Software metrics / allocating resources
• Over time an organization will build up a
database of projects completed
• For each completed project, phase, task
• will measure complexity using each metric
• Will also measure the completion time and use of
resources
• Based on the accumulated information the
each phase, or component of the next new
project will be estimated in terms of the
averages from past experience
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Project Monitoring
• Project manager needs to receive sufficient
feedback at regular intervals throughout
project in order to gage its progress
• Project monitoring requires:
• Saving a copy of project schedule @ start of project
• Via regular meeting (e.g. weekly)
• Receiving status report from each subteam leader
• Verifying whether milestones have been successfully
completed
• Reporting of problems / risks that may effect completion
times
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Project Monitoring
• From this feedback, project manager …
• Can predict delays and/or bottlenecks (risks) due
to, for example, insufficient amount of resources
• Can then can act upon these delays and/or
bottlenecks (eliminate or alleviate their impact on
the project) by revising project schedule:
• Reschedule phases and milestones
• Reallocate resource
• etc…
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Critical Path of Project
• Definition
• Sequence of tasks that determines the earliest
completion time of a project
• It is the longest path through the Schedule
(longest in the sense of tasks that must be
completed before other tasks begin)
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• Why do we bother figuring out the critical path
of our project?
• Because we now know the tasks that can
affect the duration of your project
• If these tasks are not performed as
scheduled, the project will be late
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Capability Maturity Model (CMM)
• Introduced by Software Engineering Institute
(SEI) in 1991 (http://www.sei.cmu.edu/)
• Model …
• For judging the maturity of the software
development process of an organization, and
• For identifying the key practices that are required to
increase the maturity of this process
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Capability Maturity Model (CMM)
• Using this model, an organization can
evolve as it defines, implements,
measures, evaluates, controls, and
improves its software development
process
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Capability Maturity Model (CMM)
• Level 1 – INITIAL - has ad-hoc software
development process, Few defined processes, Reliant
on individual 'heroics'
• Level 2 – REPEATABLE - Basic management
processes in place to track cost schedule and
functionality. Can repeat software development
process on similar applications
• Level 3 – DEFINED _has defined and documented
and standardized all the pieces of its software
development process for management and
engineering. All projects use an approved, tailored
version of the organizations software process
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Capability Maturity Model (CMM)
• Level 4 – MANAGED – Detailed measures (metrics)
measuring the effectiveness of the software process
and the product quality are collected. These measures
are used to understand the development process
• Level 5 – OPTIMIZING - Continuous improvement
of the development process using quantitative
feedback (metrics measured in previous projects).
Introduction of innovative approaches and technologies
in a controlled and efficient manner.
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CMM
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CMM
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Level 1: INITIAL
• No stable development environment
• Projects are often using very different approached to
software development
• Underestimating of resources is the norm
• Procedures are poorly defined or not defined
• In crisis existing procedures are abandoned
• Strong managers or team members hold the team and
the project together
• Need the 'hero' to pull off the project
• Not repeatable (the correct 'hero' may not be available)
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Level 2: Repeatable
• Basic Software management in place
• Software standards are defined and faithfully followed
• Software development processes may differ between
groups in the same organization
• There must be organizational level policies that guide the
groups in establishing their development processes
• Realistic allocation of resources based on previous
similar projects
• Project management procedures are used
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Level 3: DEFINED
• Standard development and management processes
are documented and used across the organization
• Staff are trained in the use of these processes
• Process are designed to help managers and
developers be more efficient.
• Projects tailor the organizations development process
for their needs (before starting)
• A process includes readiness critera, inputs,
standards and procedures for implementation and
verification
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Level4: MANAGED
• Measurement of productivity and quality of
products produced
• Measured results tabulated and stored to be
used as input for measuring the success of
software processes and products
• Results are used to fine tune processes and
reduce the variation between projects
(bringing up the mean level of success)
• Results in a stable process
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Teamwork Skills
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Project management skills
Communication skills -> Listening skills
Problem solving skills
Decision making skills
Conflict resolution skills
Feedback (giving/receiving) skills
Leadership skills
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Problem Solving & Decision Making
Skills – How to!
• Describe problem (what is the problem?)
• Examine background of problem
• Brainstorm: come up with solutions (accept all suggested
solutions)
• Select criteria/constraints for evaluating these
suggested solutions (e.g. small budget)
• Evaluate suggestions solutions
• Discard solutions that do not comply with criteria
• Team selects a choice by consensus (one way to do
this selection)
• Assign a timeline and responsible team member to
implement the selected solution
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Conflict Resolution Skills – How to!
• Realization that there is a conflict (e.g. conversation is not
going anywhere)
• The conflict is described in objective terms
• Parties communicate feelings and position as well as
cooperative intentions (how far they are willing to compromise)
• Parties examine each other’s perspective
• Meanwhile, mediator manages and motivates the
communication amongst parties
• Eventually, agreement is reached that satisfies both
parties
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Feedback Skills – How to! - 1
• When giving feedback, remember to state
something positive first then suggest a way to
improve the work
• Remember to give feedback about the work,
not the person
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Feedback Skills – How to! - 2
• Characteristics of constructive (hence useful)
feedback:
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Specific
Descriptive
Made with “I” statements
Validated by receiver
About important, changeable aspects of work
Immediate
Private
Pressure-free
Generous with genuine praise
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CPSC
319
Personality Types
• 1. Energizing Scale - How are you energized?
• Extravert (E)
• Introvert (I)
• 2. Attending Scale - How you gather info?
• iNtuition (N)
• Sensing (S)
• 3. Deciding Scale - How you process info?
• Thinking (T)
• Feeling (F)
• 4. Closure Scale - Preferred life style?
• Judging (J)
• Perceiving (P)
01W - Term2
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319
01W - Term2
Personality Types
• Why did we do the exercise?
• Understand how diverse personalities may
influence team work
• Appreciate such diversity