Supplementary Slides for
Software Engineering:
A Practitioner's Approach, 5/e
copyright © 1996, 2001
R.S. Pressman & Associates, Inc.
For University Use Only
May be reproduced ONLY for student use at the university level
when used in conjunction with Software Engineering: A Practitioner's Approach.
Any other reproduction or use is expressly prohibited.
This presentation, slides, or hardcopy may NOT be used for
short courses, industry seminars, or consulting purposes.
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
1
Chapter 7
Project Scheduling and Tracking
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
2
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
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
3
Scheduling Principles
❏ compartmentalization—define distinct tasks
❏ interdependency—indicate task
interrelationshipsffort 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
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
4
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
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
5
Example
I.2 Preliminary concept planning
I.3 Technology risk assessment
Planning
Engineering/
Construction
Project Definition
I.1 Concept scoping
I.4 Proof of concept
Concept Development
Reengineering
Application
Maintenance
New Application
Application Development
Enhancement
I.6 Customer reaction
Customer
Evaluation
I.5 Concept implementation
Release
Figure 7.2 Concept development tasks using an
evolutionary model
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
6
Define a Task Network
I.5a
Concept
Implement.
I.3a
Tech. Risk
Assessment
I.1
Concept
scoping
I.2
Concept
planning
I.3b
Tech. Risk
Assessment
I.4
Proof of
Concept
I.5b
Concept
Implement.
I.3c
Tech. Risk
Assessment
I.5c
Concept
Implement.
Three I.3 tasks are
applied in parallel to
3 different concept
functions
Three I.3 tasks are
applied in parallel to
3 different concept
functions
Integrate
a, b, c
I.6
Customer
Reaction
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
7
Effort Allocation
40-50%
15-20%
❏ “front end” activities
➯
➯
➯
➯
customer communication
analysis
design
review and modification
❏ construction activities
➯ coding or code generation
❏ testing and installation
30-40%
➯ unit, integration
➯ white-box, black box
➯ regression
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
8
Use Automated Tools to
Derive a Timeline Chart
Work tasks
I.1.1
I.1.2
I.1.3
I.1.4
I.1.5
I.1.6
I.1.7
I.1.8
week 1
week 2
week 3
week 4
week 5
Identify need and benefits
Meet with customers
Identify needs and project constraints
Establish product statement
Milestone: product statement defined
Define desired output/control/input (OCI)
Scope keyboard functions
Scope voice input functions
Scope modes of interaction
Scope document diagnostics
Scope other WP functions
Document OCI
FTR: Review OCI with customer
Revise OCI as required;
Milestone; OCI defined
Define the functionality/behavior
Define keyboard functions
Define voice input functions
Decribe modes of interaction
Decribe spell/grammar check
Decribe other WP functions
FTR: Review OCI definition with customer
Revise as required
Milestone: OCI defintition complete
Isolate software elements
Milestone: Software elements defined
Research availability of existing software
Reseach text editiong components
Research voice input components
Research file management components
Research Spell/Grammar check components
Milestone: Reusable components identified
Define technical feasibility
Evaluate voice input
Evaluate grammar checking
Milestone: Technical feasibility assessed
Make quick estimate of size
Create a Scope Definition
Review scope document with customer
Revise document as required
Milestone: Scope document complete
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
9