software project management overview
TRANSCRIPT
SoftwareProjectManagement
Hans-PetterHalvorsen,M.Sc.
B.Lund.(2013).Lunch.Available:http://www.lunchstriper.no, http://www.dagbladet.no/tegneserie/lunch/
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“ClosingtheDeal”
– TheSoftwareProjectcanStart
RequirementsAnalysis
Design
Implementation
Testing
Maintenance
Planning
TheSoftwareDevelopmentLifecycle(SDLC)
Deployment
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Requirements/Design Alpha
Beta RCRTM
Furniture, Flowersandsmalladjustmentsmissing
Buildingstructurefinished,Insideworkon track
Foundation finished, building structurestartedPlansmadeandapproved
ReadyforSaleorMovein
A“proof”thatyoucando it,PoC(Proof ofConcept)
TheProjectTriangle
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Quality
Scope
Cost TimeResources,Budget
Features,Functionality,Performance
Schedule,Deadlines
TheProjectManagementTriangle(calledalsoTripleConstraintortheIronTriangle)isamodeloftheconstraintsofprojectmanagement.Eachsiderepresentsaconstraint.Onesideofthetrianglecannotbechangedwithout affectingtheothers.
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Finish
Start
ProjectManagement
Documentation(Report,etc.)
WorkingwithProjectTasks
Important:Workwiththeseactivitiesinparallel!!!
Howtoworkintheprojectperiod
SoftwareDevelopmentPlan
Hans-PetterHalvorsen,M.Sc.
SoftwareDevelopmentPlan(SDP)• Alsoreferedtoasthe“CommunicationPlan”orjust“ProjectPlan”
• Adocumentthatdescribestheproject,resources,communication,schedule(e.g.Ganttchart),etc.
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SoftwareDevelopmentPlan(SDP)
ASoftwareDevelopmentPlan(SDP)isallabouttheInternalCommunicationwithintheDevelopmentTeamandhowitCommunicateswithrestoftheOrganization,theCustomers,etc.
SoftwareDevelopmentPlan(SDP)AProjectPlannormallyincludethefollowingsections:1. Introduction:Thisbrieflydescribestheobjectivesoftheprojectandsetoutthe
constraints(e.g.,budget,time,etc.)thataffectsthemanagementoftheproject2. ProjectOrgianization(TeamDescription) Thissectiondescribeshowthe
developmentteamisorganized,thepeaopleinvolvedandtheirrolesintheteam.SoftwareProcessModelDescription(Scrum,XP,Waterfall,...),etc.
3. RiskAnalysis4. HardwareandSoftwareResourceRequirements5. WorkBreakdown(WBS,WorkBreakdownStructure):Breakdowntheprojectin
intoactivitiesandidentifiesmilestones6. ProjectSchedule:Showsdependenciesbetweenactivities,theestimatedtime
requiredtoreacheachmilestone,allocationofpeopletoactivities.(5)and(6)istypicallydoneinaGanttChart(createdine.g.MicrosoftProject)
7. MonitoringandReportingMechanisms:DefinitionoftheManagementReportthatshouldbeproduced,whenthesshouldbeproduced,etc.
8. Tools thatyouareusing10
Example1
I.Sommerville,SoftwareEngineering:Pearson,2010.
SoftwareDevelopmentPlan(SDP)A. ProductDescriptionB. TeamDescriptionC. SoftwareProcessModelDescriptionD. ProjectDefinitionE. ProjectOrganizationF. ValidationPlanG. Configuration/VersionControlH. Tools
http://proquest.safaribooksonline.com/book/software-engineering-and-development/9781449691998/appendix-a/303?uicode=telemark
Example2
Formoredetails,see“EssentialsofSoftwareEngineering”, FrankTsui;OrlandoKaram;BarbaraBernal,3ed.,Jones&BartlettLearning
HereisanotherExampleofSDP:
ProjectPlanning
Hans-PetterHalvorsen,M.Sc.
ProjectManagement
Keyfactors:• Kick-offandBrainstorming• PlanningandEstimation• ProjectTracking• CommunicationandCollaboration• Meetings• UsingproperTools,suchase.g.,TFS
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Kick-offandBrainstorming
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AProjectshouldalwaysstartwithaKick-off/Brainstorming• Involveallinthegroup• Discusswhatyouaregoingtodointheproject• Howareyougoingtosolvetheproject?• etc.
Estimation
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HowmanyhoursdoesittaketodoaspesificTask?
TheFeaturesandRequirementsneedtobebrokendownintomanagabletasksbytheteam.EachTasksthenneedstobeestimated.
Estimation• Estimationisaniterativeprocess.• TheEstimateschangeasmoreinformationcomesoutandwegetabetterunderstandingofthetask.
• Sincehigh-prioritytasksareoftenbetterunderstood,usuallytheassociatedestimatesismoreaccurate.
• Itisimportanttorememberthatestimatesintheproductbacklogisnotabsolute.Theestimatedoesnotsay,“Thisisthetimeyouhavetobuildthisfunctionality- nomore.”TheEstimateisastartingpoint,aeducatedguess.
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PlanningandTracking:GanttChart
Communication!
Problemsinsidetheteam?– Discussitimmediatelywithintheteam!- Ifnoimprovements– involvethesupervisorassoonaspossible!
B.Lund.(2013).Lunch.Available:http://www.lunchstriper.no, http://www.dagbladet.no/tegneserie/lunch/
C-o-m-m-u-n-i-c-a-t-i-o-nisthekeytosuccess!
Collaboration
B.Lund.(2013).Lunch.Available:http://www.lunchstriper.no, http://www.dagbladet.no/tegneserie/lunch/
Everyonemustparticipate!!
ProjectMeetings
Eachteammembershouldcometothemeetingsprepared!
ImportantplaceintheprojectforCommunicationandCollaboration
TypicalMeetings
• KickoffandPlanningMeetings– OrganizeyourProjectorgianization,reasources– CreateGanttChart– CreateRequirementsandDesign
• DailyScrumMeetings– 3Questions
• ProjectMeetings– Typically, theDevelopentTeam,Stakeholders,ProductManager,etc.haveweekly/monthly status
meetings.– InthiscoursetheTeamwillhaveformal MeetingswiththeSupervisor every~4.Week(inaddition to
informalmeetingsandguidancewhenneeded).Short“NoticeofMeeting”+“MinutesofMeeting”– TheDevelopmentTeamshould ofcoursehaveinternalmeetingsonaregularbasis.
• ReviewMeetings– ShowtheCustomerandStakeholderstheworkthattheteamhasaccomplished andreeivefeedback
• PlanningMeetings– PlanningnextSprint/Iteration
MeetingsGuidelines• Themeetingagendashouldbeclear.• Ifteammembersstartadiscussionthatdoesnotaddressthepurposeofthe
meeting,themembersshouldtakethediscussionoffline,tobecompletedlater.TheMeetingLeadershouldidentifyandindicatewhenteammembersshouldtakeadiscussionoffline.
• Allmeetingsshouldfollowthebasicstructurethatisdescribedforthatmeeting.
• Meetingsshouldstartontime,evenifsometeammembersarelate.• Teammembersshouldbeontimeexceptinrare,unavoidablecases.Ifyour
schedulepreventsyoufrombeingontimeregularly,theconflictshouldberesolvedassoonaspossible.Ifnecessary,theMeetingLeadershouldadjustthemeetingtimetoresolvetheconflictifthechangedoesnotunfairlyinconvenienceanothermemberoftheteam.
• Eachteammembershouldcometothemeetingprepared.• Meetingsshouldfinishontime.• AlwayswriteaMinutesofMeetings
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MinutesofMeetingsWritea“MinutesofMeeting” (sendone-mailtoteammembersandsupervisorthesameday!).Thepurposeofthisistwofold:
• Importantdecisionsoragreementsarerecorded,sotheyarenotforgotten!
• Thesecondpurposeistorecordunsolvedissuesthatrequirefollowupaction,so-calledactionitems.Eachactionitemisassignedtoone(prefered)ormoreteammemberswithaspecificdeadlineforcompletion.ActionList:Task – Responsible - Deadline
ProjectManagementusingTFSExampleofProjectManagementfeaturesinTFS:• WorkItemsandTasks(TheycanbeAssignedtopersonsandEstimated)
• MSProjectAdd-on– TaskscanbecreatedinTFSandexportedtoaGanttChart
– AGanttChartinMSProjectcanbeimportedintoTFS
• TaskBoard• BurndownChart
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AgileProjectManagement
Hans-PetterHalvorsen,M.Sc.
B.Lund.(2013).Lunch.Available:http://www.lunchstriper.no, http://www.dagbladet.no/tegneserie/lunch/
AgileProjectPlanningandTrackingSuccessfulprojectsoftenhavethefollowingcharacteristics:• Theneedsofthecustomers drivetheproject.• Theteamcreatesahigh-levelplanfordeliveringtheproject.
• Theteamdevelopstheproductoverseveraliterations andrefinesthehigh-levelplanovertime.
• Theteamhaseffectivetoolsforadaptingtochangesthatoccur.
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AgileProjectPlanningandTracking
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AgileProjectPlanningandTracking
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Taskboard
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UsedforTrackingandEstimation
Eachtaskneedstobeestimated
TasksNotStarted TasksInProgress TasksFinished
BurndownChart
30Days
RemainingW
ork(Hours)
1 2 3 ... 29SprintStart
SprintFinished
TrackingtheProgressIdealBurndown
ActualBurndown
AlsoavailableinTFS
Summary
• SoftwareProjectManagementisimportantinordertokeeptheprojectontrack
• AgileProjectManagement=lessdocumentation
• Usefultoolsare:GanttChart,Taskboard,BurndownChart
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ProjectManagement
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References• I.Sommerville,SoftwareEngineering:Pearson,2010.• E.J.BraudeandM.E.Bernstein,SoftwareEngineering:ModernApproaches,2
ed.:Wiley,2011.• F.Tsui,O.Karam,andB.Bernal,EssentialsofSoftwareEngineering,3ed.:Jones
&BarlettLearning,2014.• Wikipedia.(2013).ScrumDevelopment.Available:
http://en.wikipedia.org/wiki/Scrum_(development)• S.Adams.Dilbert.Available:http://dilbert.com• O.Widder.(2013).geek&poke.Available:http://geek-and-poke.com• B.Lund.(2013).Lunch.Available:http://www.lunchstriper.no,
http://www.dagbladet.no/tegneserie/lunch/
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Hans-PetterHalvorsen,M.Sc.
UniversityCollegeofSoutheastNorwaywww.usn.no
E-mail:[email protected]:http://home.hit.no/~hansha/