©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 1

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To explain the main tasks undertaken by project managers
To introduce software project management and to describe its distinctive characteristics
To discuss project planning and the planning process
To show how graphical schedule representations are used by project management
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 2

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Concerned with activities involved in ensuring that software is delivered on time and on schedule and in accordance with the requirements of the organisations developing and procuring the software.
Project management is needed because software development is always subject to budget and schedule constraints that are set by the organisation developing the software.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 3

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The product is intangible.
The product is uniquely flexible.
Software engineering is not recognized as an engineering discipline with the sane status as mechanical, electrical engineering, etc.
The software development process is not standardised.
Many software projects are 'one-off' projects.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 4

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Proposal writing.
Project planning and scheduling.
Project costing.
Project monitoring and reviews.
Personnel selection and evaluation.
Report writing and presentations.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 5

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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.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 6

Plan
Quality plan
Description
Describes the quality procedures and standards that will be used in a projec t. See Chapter 27.
Validation plan
Configuration manageme nt plan
Maintenance plan
Staff plan.
Describes the approach, resources and schedule used for system validation. See Chapter 22.
Describes the configuration management procedures and structures to be used. See Chapter 29.
Predicts the maintenance requirements of the system, maintenance costs and effort required. See Chapter 21.
development Describes how the skills and experience of the projec t team members will be developed. See Chapter 25.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 7

Establish the project constraints
Make initial assessments of the project parameters
Define project milestones and deliverables while project has not been completed or cancelled loop
Draw up project schedule
Initiate activities according to schedule
Wait ( for a while )
Review project progress
Revise estimates of project parameters
Update the project schedule
Re-negotiate project constraints and deliverables if ( problems arise ) then
Initiate technical review and possible revision end loop end if
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 8

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The project plan sets out:
• The resources available to the project;
• The work breakdown;
• A schedule for the work.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 9

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Introduction.
Project organisation.
Risk analysis.
Hardware and software resource requirements.
Work breakdown.
Project schedule.
Monitoring and reporting mechanisms.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 10

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Activities in a project should be organised to produce tangible outputs for management to judge progress.
Milestones are the end-point of a process activity.
Deliverables are project results delivered to customers.
The waterfall process allows for the straightforward definition of progress milestones.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 11

©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 12

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Split project into tasks and estimate time and resources required to complete each task.
Organize tasks concurrently to make optimal use of workforce.
Minimize task dependencies to avoid delays caused by one task waiting for another to complete.
Dependent on project managers intuition and experience.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 13

©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 14

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Estimating the difficulty of problems and hence the cost of developing a solution is hard.
Productivity is not proportional to the number of people working on a task.
Adding people to a late project makes it later because of communication overheads.
The unexpected always happens. Always allow contingency in planning.
Slide 15 ©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5

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Graphical notations used to illustrate the project schedule.
Show project breakdown into tasks. Tasks should not be too small. They should take about a week or two.
Activity charts show task dependencies and the the critical path.
Bar charts show schedule against calendar time.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 16

Activity
T1
T2
T3
T4
T5
T6
T7
T8
T9
T10
T11
T12
©Ian Sommerville 2004
Duration (da ys)
8
15
15
10
10
5
20
25
15
15
7
10
Dependencies
T1 (M1)
T2, T 4 (M2)
T1, T 2 (M3)
T1 (M1)
T4 (M5)
T3, T 6 (M4)
T5, T 7 (M7)
T9 (M6)
T11 (M8)
Software Engineering, 7th edition. Chapter 5 Slide 17

1 4 /7 /0 3
M 1
8 day s
T 1
4 /7 /0 3 st art
15 day s
T 2
2 5 /7 /0 3
M 3
10 da y s
T 4
25 /7 /0 3
M 2
1 8 /7 /0 3
M 5
©Ian Sommerville 2004
15 da y s
T 7
T 3
5 day s
T 6
2 0 day s
10 day s
T 5
4 /8/ 03
M 4
11 /8/ 03
M 7
15 da y s
T 9
2 5 /8/ 03
M 6
7 day s
T 11
5 /9/ 03
15 da y s
T 10 10 da ys
M 8
T 12
2 5 day s
T 8
Software Engineering, 7th edition. Chapter 5
19 /9/ 03
Fini sh
Slide 18

T 4
T 1
T 2
4 /7
St art
11 /7 18 /7 2 5 /7 1 /8
M 1
T 7
T 3
M 5
T 8
M 3
M 2
T 6
T 5
8 /8
T 9
M 4
M 7
T 10
1 5 /8 22 /8 2 9 /8 5 /9
M 6
T 11
M 8
12 /9 1 9 /9
T 12
Fini sh
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 19

4 /7 1 1 /7 18 /7 2 5 /7 1 /8 8 /8 15 /8 2 2 /8 2 9 /8 5 /9 1 2 /9 19 /9
Fred T 4
T 8 T 11
T 12
Jane T 1
T 3
T 9
An ne T 2
T 6 T 10
Jim
M ary
T 7
T 5
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 20

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Risk management is concerned with identifying risks and drawing up plans to minimise their effect on a project.
A risk is a probability that some adverse circumstance will occur
• Project risks affect schedule or resources;
• Product risks affect the quality or performance of the software being developed;
• Business risks affect the organisation developing or procuring the software.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 21

Risk
Staff turnover
Management change
Affects
Project
Project
Hardware unavailability Project
Requirements change
Specification delays
Size underestimate
CASE t ool underperformance
Technology change
Product comp etition
Project and product
Project and product
Project and product
Product
Business
Business
Description
Experienced staff will leave the project before it is finished.
There will be a change of organisational management with different priorities.
Hardware that is essential for the projec t will not be delivered on schedule.
There will be a larger numb er of changes to the requirements than anticipated.
Specifications of essential interfaces are not available on schedule
The size of the system has been underestimated.
CASE t ools which support the project do not perform as anticipated
The underlying technology on which the system is b uilt is superseded by new technology.
A competitive product is marketed before the system is completed.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 22

©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 23

Risk type
Techno logy
People
Organ isationa l
Tools
Requi rements
Estim ation
Potential indi cators
Late delivery of hardwa re or support software, many reported techno logy problems
Poor staff morale, poor relationsh ips amongst team m ember, job avail abil ity
Organ isationa l gos sip, lack of action by senior ma nage ment
Reluctance by team m embers to use tools, comp laints about
CASE tools , demands for high er-powe red work stations
Many requir ements change reques ts, cus tomer comp la ints
Fail ure to meet agreed schedu le, failure to clear reported defects
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 24

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Good project management is essential for project success.
The intangible nature of software causes problems for management.
Managers have diverse roles but their most significant activities are planning, estimating and scheduling.
Planning and estimating are iterative processes which continue throughout the course of a project.
Slide 25 ©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5

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A project milestone is a predictable state where a formal report of progress is presented to management.
Project scheduling involves preparing various graphical representations showing project activities, their durations and staffing.
Risk management is concerned with identifying risks which may affect the project and planning to ensure that these risks do not develop into major threats.
©Ian Sommerville 2004 Software Engineering, 7th edition. Chapter 5 Slide 26