anne banks pidduck school of computer science

Anne Banks PidduckSchool of Computer Science

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� Introduce students to a variety ofapproaches and techniques in SPM

� Identify and critique current SPM literature� Use current SPM tools� Develop new SPM ideas� Document reading, experiences and ideas� Improve writing and presentation skills

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� Introduction to CS 846� Fundamentals of Project Management� Introduction to Software Project Management

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� Introduction to PM and SPM� Software models and process improvement� Project planning, scheduling, estimation� Personnel and project organization� Change management, monitoring & control� Protocols and standards� Software QA and risk management

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� Two small research papers (20%)� In-class presentations (20%)� In-class critiques, discussion, etc. (20%)� One major project and presentation (40%)

� Hopefully something that you can submit toa conference or journal in 2004!

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� Recommended Text (Collection of Papers)– Software Engineering Project Management, edited by

Richard H. Thayer

� Lots of Other Texts (Widely varying content)– Rapid Development, Steve McConnell– Information Technology Project Management, Kathy

Schwalbe– IT Project Management, Jack Marchewka– Quality Software Project Management, D. Shafer– Software Project Survival Guide, Steve McConnell

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� Essentials of software project management� Research readings and writing� Practical, rapid development focus� Real-world case studies� Industry visitors� Highly interactive

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� Civil Engineering� Information Systems Management� 15 years each in industry and academia� 1 year with KPMG, IT Consulting� Projects of all shapes and sizes – health,

construction, government

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� Name� Academic Background� Industry Experience� Project Management Experience� Expectations & Objectives

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� Professional Organizations– Project Management Institute (PMI) (pmi.org)– Software Engineering Institute (SEI)– IEEE Software Engineering Group

� Certification– PMI PMP

� The “PMBOK” – PM Body of Knowledge

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� Leadership� Communications� Problem Solving� Negotiating� Influencing the Organization� Mentoring� Process and technical expertise

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Management

ProjectManagement

SoftwareProject

Management

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� 1970’s: Early PM ideas and software– military, defense, construction industry– Fred Brooks, The Mythical Man-Month

� 1980’s: SPM, TQM� 1990’s: Large shift to PM-based models

– 1990-93: Re-engineering, self-directed teams– 1996-99: Risk mgmt, project offices

� 2000’s: Global projects

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� What’s a project?� PMI definition

– A project is a temporary endeavor undertakento create a unique product or service

� Progressively elaborated– With repetitive elements

� A project manager– Analogy: conductor, coach, captain

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� What’s a ‘program’?� Mostly differences of scale� Often a number of related projects� Longer than projects� Definitions vary

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� As a PM, who do you interact with?� Project Stakeholders

– Project sponsor– Executives– Team (developers and maybe others)– Customers– Contractors (as needed)– Functional managers

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� Low-end– Basic features, tasks management, charting– MS Excel, Milestones Simplicity

� Mid-market– Handle larger projects, multiple projects, analysis tools– MS Project (approx. 50% of market)

� High-end– Very large projects, specialized needs, enterprise– AMS Realtime– Primavera Project Manager

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� Project integration management� Scope� Time� Cost� Quality� Human resource� Communications� Risk� Procurement

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� One size does not fit all� Patterns and Anti-Patterns� Spectrums

– Project types– Sizes– Formality and rigor

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� Faster delivery� Reduced risk (Why?)� Increased visibility to customer� Can’t forsake quality

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� Classic Mistake Avoidance� Development Fundamentals� Risk Management� Schedule-Oriented Practices

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� People� Process� Product� Technology

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� Fast, cheap, good. Choose two.

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� Know which of these are fixed & variablefor every project

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� “It’s always a people problem.”Gerald Weinberg, The Secrets of Consulting

� Developer productivity: 10-to-1 range- Improvements:

- Team selection- Team organization– Motivation

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� Other success factors– Matching people to tasks– Career development– Balance: individual and team– Clear communication

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� Is process stifling?� Two Types: Management & Technical� Development fundamentals� Quality assurance� Risk management� Lifecycle planning

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� Customer orientation� Process maturity improvement� Rework avoidance� Avoid abuse by neglect

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� The “tangible” dimension� Product size management� Product characteristics and requirements� Feature creep management

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� Often the least important dimension� Language and tool selection� Value and cost of reuse

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� Determine requirements� Determine resources� Select lifecycle model� Determine product features strategy

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� Cost, effort, schedule� Planned vs. Actual� How to handle when things go off plan?

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� Actual (To date) and Projected– Cost– Schedule– Effort– Product features

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� Alternatives– Earned value analysis– Defect rates– Productivity (ex: SLOC)– Complexity (ex: function points)

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� Requirements� Analysis� Design� Construction� Quality Assurance� Deployment

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� All projects can be divided into phases� Project Life Cycle is all phases together� Each phase marked by Deliverables� As for software project phases

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� Key Issues: Cost, Quality, Time� Software Project Planning� Software Project Control

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� Software Requirements Engineering� Users’ needs, goals, expectations� Prototyping strategy� Software requirements specifications� Requirements traceability method

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2. Project Plan Development� Activities, tasks� Cost estimation� Schedule, finish date

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3. Risk Management� Anticipate potential problems� Mitigate or avoid the problems� Track existing and potential problems

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4. Incremental Release Process Model� Provide periodic demonstrations� Reach short-term goals� Check progress towards long-term goals

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5. Work Package Development� Work Breakdown Structures (WBS)� Work Package Specifications� Binary Tracking Technique� Earned Value Tracking Technique,

comparing to planned values

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6. Software Metrics� Product metrics� Process metricsNecessary for planning and control

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7. Software Configuration Management– Identify software components– Track component changes– Track documentation– Control software evolution

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8. Software Quality Assurance� Use a SQA process� Use engineering standards

9. Peer Reviews� Walkthroughs� Inspections

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10. Verification and Validation� Quality� Quantity

11. Software Engineering Assessment� Validate organizational capability� Identify software process improvements

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� Seductive Appeal� Types

– People-Related– Process-Related– Product-Related– Technology-Related

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� Undermined motivation� Weak personnel

– Weak vs. Junior� Uncontrolled problem employees� Heroics� Adding people to a late project

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� Noisy, crowded offices� Customer-Developer friction� Unrealistic expectations� Politics over substance� Wishful thinking

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� Lack of effective project sponsorship� Lack of stakeholder buy-in� Lack of user input

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� Optimistic schedules� Insufficient risk management� Contractor failure� Insufficient planning� Abandonment of plan under pressure

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� Wasted time during fuzzy front end� Shortchanged upstream activities� Inadequate design� Shortchanged quality assurance

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� Insufficient management control� Frequent convergence� Omitting necessary tasks from estimates� Planning to catch-up later� Code-like-hell programming

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� Requirements gold-plating– Gilding the lily

� Feature creep� Developer gold-plating

– Beware the pet project� Push-me, pull-me negotiation� Research-oriented development

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� Silver-bullet syndrome� Overestimated savings from new tools and

methods– Fad warning

� Switching tools in mid-project� Lack of automated source-code control

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� ACM Conferences� ICSE� SEI� IEEE Computer Society Press� IEEE Computer� Journal of Systems and Software Sciences

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� IEEE 1058, Standards for SPM Planning� ACM� CSA� ISO� SEI’s CMM� National Bureau of Standards

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� PERT/Gantt/CPM Scheduling� Work Breakdown Structure (WBS)� COCOMO II Model Definition Manual� Sim SE� Problems and Programmers

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� Read intro.pdf� Read Thayer, pages 1 to 59� Write Assignment 1 (1 page!)� Document your Course Objectives� Choose three areas of interest for seminars� Choose a different area for final project