Rekayasa Perangkat Lunak Ch4

Project management
Organising, planning and scheduling software projects
Ian Sommerville 2000
Software Engineering, 6th edition. Chapter 4
Slide 1
Objectives
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 To discuss the notion of risks and the risk management process
Slide 2
Topics covered
Management activities Project planning Project scheduling Risk management
Slide 3
Software project management
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
Slide 4
Software management distinctions
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
Slide 5
Management activities
Proposal writing Project planning and scheduling Project costing Project monitoring and reviews Personnel selection and evaluation Report writing and presentations
Slide 6
Management commonalities
These activities are not peculiar to software management Many techniques of engineering project management are equally applicable to software project management Technically complex engineering systems tend to suffer from the same problems as software systems
Slide 7
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 An organisation may wish to develop employee skills on a software project
Managers have to work within these constraints especially when (as is currently the case) there is an international shortage of skilled IT staff
Slide 8
Project planning
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
Slide 9
Types of project plan

Pl an Qualit y plan Des cripti on Describes the qualit y procedures and standards that will be used in a project. Validation plan Describes t he approach, resources and schedule used for syst em validation. Configuration Describes t he configurat ion management management plan procedures and struct ures to be used. Maint enance plan Predicts t he maint enance requirement s of t he syst em, maint enance cost s and effort required. St aff development plan. Describes how t he skills and experience of t he project team members will be developed.
Slide 10
Project planning process

Esta bl ish the proj ect co nstrai nts Make in iti al a ssessme nts of the p ro je ct p arameters De fi ne proj ect mi le ston es an d del i verab le s w hile proj ect has not b een compl eted o r ca ncel led loop Draw up p ro je ct sch edu le Ini ti ate acti vi tie s accordi ng to sche dul e Wai t ( fo r a whi l e ) Re vi ew proj ect progress Re vi se estima te s of p ro je ct p arameters Up date th e proj ect sched ul e Re -n egoti ate proj ect co nstrai nts and d el iverabl es if ( prob le ms arise )then Ini ti ate tech ni cal re vi ew an d possi bl e revi sion end if end loop
Slide 11
Project plan structure
Introduction Project organisation Risk analysis Hardware and software resource requirements Work breakdown Project schedule Monitoring and reporting mechanisms
Slide 12
Activity organization
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
Slide 13
Milestones in the RE process

ACT IVITIES Feasibility study Requir ements analysis Prototype development Design study Requir ements specification
Feasibility report
Requir ements definition
Evaluation report MILESTONES
Architectural design
Requir ements specification
Slide 14
Project scheduling
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
Software Engineering, 6th edition. Chapter 4 Slide 15
The project scheduling process
Identify activities
Identify activity dependencies
Estimate resources for activities
Allocate people to activities
Create project charts
Software requirements
Activity charts and bar charts
Slide 16
Scheduling problems
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 17
Bar charts and activity networks
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
Slide 18
Task durations and dependencies

Task T1 T2 T3 T4 T5 T6 T7 T8 T9 T10 T11 T12
Duration (days) 8 15 15 10 10 5 20 25 15 15 7 10
Dependencies T1 (M1) T2, T4 (M2) T1, T2 (M3) T1 (M1) T4 (M5) T3, T6 (M4) T5, T7 (M7) T9 (M6) T11 (M8)
Slide 19
Activity network
14/7/99 8 days T1 4/7/99 start 15 days T2 10 days T4 18/7/99 M5 25 days T8 19/9/99
Ian Sommerville 2000 Software Engineering, 6th edition. Chapter 4 Slide 20
15 days T3 5 days T6 20 days T7 4/8/99 M4 15 days T9 25/8/99 M6 7 days T11 10 days T5 11/8/99 M7 15 days T10 5/9/99 M8 10 days T12
M1
25/7/99 M3
25/7/99 M2
Finish
Activity timeline
4/ 7 T4 T1 T2 M1 T7 T3 M5 T8 M3 M2 T6 T5 M4 T9 M7 T1 0 M6 T1 1 M8 T1 2 Fi n is h 11/ 7 St art 18 / 7 25 / 7 1/ 8 8/ 8 15 / 8 22 / 8 29 / 8 5/ 9 12 / 9 19 / 9
Slide 21
Staff allocation
4/7 Fred T4 T8 Jane T1 T3 T9 Anne T2 T6 Jim Mary T7 T5 T10 T11 T12 11/7 18/7 25/ 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
Slide 22
Risk management
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
Slide 23
Software risks
Risk Staff turnover Management change Hardware unavailability Requirements change Specification delays Size underestimate CASE tool underperformance T echnology change Product competition
Risk type Project Project Project 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 which is essential for the project will not be delivered on schedule. There will be a larger number 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 tools which support the project do not perform as anticipated The underlying technology on which the system is built is superseded by new technology. A competitive product is marketed before the system is completed.
Slide 24
The risk management process
Risk identification
Identify project, product and business risks
Assess the likelihood and consequences of these risks Draw up plans to avoid or minimise the effects of the risk Monitor the risks throughout the project
Risk analysis
Risk planning
Risk monitoring
Slide 25
The risk management process
Risk identification
Risk analysis
Risk planning
Risk monitoring
List of potential risks
Prioritised risk list
Risk avoidance and contingency plans
Risk assessment
Slide 26
Risk identification
Technology risks People risks Organisational risks Requirements risks Estimation risks
Slide 27
Risks and risk types

Risk type Technology People Organisational Possible risk s The database used in the system cannot process as many transactions per second as expected. Software components which should be reused contain defects which limit their functionality. It is impossible to recruit staff with the skill s required. Key staff are ill and unavailable at critical times. Required training for staff is not available. The organisation is restructured so that different management are responsible for the project. Organisational financial problems force reductions in the project budget. The code generated by CASE tools is inefficient. CASE tools cannot be integrated. Changes to requirements which require major design rework are proposed. Customers fail to understand the impact of requirements changes. The time required to develop the software is underestimated. The rate of defect repair is underestimated. The size of the software is underestimated.
Tools Requirements
Estimation
Risk analysis
Assess probability and seriousness of each risk Probability may be very low, low, moderate, high or very high Risk effects might be catastrophic, serious, tolerable or insignificant
Slide 29
Risk analysis
Risk Organisational financial problems force reductions in the project budget. It is impossible to recruit staff with the skill s required for the project. Key staff are ill at critical times in the project. Software components which should be reused contain defects which limit their functionalit y. Changes to requirements which require major design rework are proposed. The organisation is restructured so that different management are responsible for the project. The database used in the system cannot process as many transactions per second as expected. The time required to develop the software is underestimated. CASE tools cannot be integrated. Customers fail to understand the impact of requirements changes. Required training for staff is not available. The rate of defect repair is underestimated. The size of the software is underestimated. The code generated by CASE tools is inefficient.
Probability Effects Low Catastrophic High Moderate Moderate Moderate High Moderate High High Moderate Moderate Moderate High Moderate Catastrophic Serious Serious Serious Serious Serious Serious Tolerable Tolerable Tolerable Tolerable Tolerable Insignificant
Slide 30
Risk planning
Consider each risk and develop a strategy to manage that risk Avoidance strategies
The probability that the risk will arise is reduced The impact of the risk on the project or product will be reduced If the risk arises, contingency plans are plans to deal with that risk
Minimisation strategies
Contingency plans
Slide 31
Risk management strategies

Risk Organisational financial problems Recruitment problems Staff illness Defective components Requirements changes Organisational restructuring Database performance Underestimated development time
Strategy Prepare a briefing document for senior management showing how the project is making a very important contribution to the goals of the business. Alert customer of potential difficulties and the possibility of delays, investigate buying-in components. Reorganise team so that there is more overlap of work and people therefore understand each others jobs. Replace potentially defective components with bought-in components of known reliability. Derive traceabili ty information to assess requirements change impact, maximise information hiding in the design. Prepare a briefing document for senior management showing how the project is making a very important contribution to the goals of the business. Investigate the possibilit y of buying a higher-performance database. Investigate buying in components, investigate use of a program generator.
Risk monitoring
Assess each identified risks regularly to decide whether or not it is becoming less or more probable Also assess whether the effects of the risk have changed Each key risk should be discussed at management progress meetings
Slide 33
Risk factors
Risk type Technology People Organisational Tools Requirements Estimation Potential indicators Late delivery of hardware or support software, many reported technology problems Poor staff morale, poor relationships amongst team member, job availabilit y organisational gossip, lack of action by senior management reluctance by team members to use tools, complaints about CASE tools, demands for higher-powered workstations many requirements change requests, customer complaints failure to meet agreed schedule, failure to clear reported defects
Slide 34
Key points
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
Key points
A project milestone is a predictable state where some formal report of progress is presented to management. Risks may be project risks, product risks or business risks 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

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Project management

Organising, planning and scheduling software projects

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Management activities Project planning Project scheduling Risk management

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Software project management

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Software management distinctions

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

May not be possible to appoint the ideal people to work on a project

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Types of project plan

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Project planning process

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Project plan structure

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Milestones in the RE process

Requir ements definition

Evaluation report MILESTONES

Requir ements specification

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

The project scheduling process

Identify activity dependencies

Estimate resources for activities

Allocate people to activities

Create project charts

Activity charts and bar charts

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Bar charts and activity networks

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Task durations and dependencies

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4

Ian Sommerville 2000

Software Engineering, 6th edition. Chapter 4