software projects csc 394 / is 376. primary purpose work in a team to complete a software project by...
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Software ProjectsSoftware Projects
CSC 394 / IS 376 CSC 394 / IS 376
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Primary purposePrimary purpose
Work in a team to complete a software project by delivering a good-sized, working, software system.
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Secondary purposeSecondary purpose
Enable the next stage of the project -- enhance or replace the delivered system.
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A team is necessary becauseA team is necessary because
the software project will be so large and so complex that a single individual cannot accomplish the work.
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Criteria for a Successful ProjectCriteria for a Successful Project
• Meet business objectives• Meet requirements• Meet quality expectations• Stay within budget• Meet its time deadline• Deliver actual benefits• Provide the project team with professional
satisfaction and an opportunity for learning
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What if the environment is What if the environment is “extreme” “extreme”
• fast-paced
• competitive
• full of uncertainty
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Criteria for a Successful Project Criteria for a Successful Project (Extreme environment)(Extreme environment)
• The product gets shipped
• The product approaches its mission profile
• The project team is healthy at the end.
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Project conceptualizationProject conceptualization
Develop a goal
– some business objective worth doing.
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Why search for a Goal?Why search for a Goal?
• Every project needs at least one good goal to exist.
• Many projects have multiple goals.
• The goals also are known as the project mission.
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Project Goals can come from:Project Goals can come from:
• Brainstorming sessions among colleagues
• Researching market trends and literature.
• Analyzing the competition
• Interviewing customers
• Surveys at conventions or trade shows
• Feedback from user groups
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Let’s Brainstorm some project Let’s Brainstorm some project goalsgoals
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Goals are clear if theyGoals are clear if they
• are a deliverable
• are measurable and testable
• state the action needed to achieve the goal (build, deploy, etc.)
• are conversational (can be explained).
• are reasonable and doable.
• are communicated and published as part of the project charter
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The project goal becomes the The project goal becomes the project missionproject mission
Developers must determine whether the project mission – is purposeful – develops a sense of excitement and
commitment – is clear (know what to do) – has other developers that can be good
teammates (trust, collaboration, etc.).
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The project goal becomes the The project goal becomes the project missionproject mission
Customers must determine whether the project mission:– identifies the business functions to be
automated – has clear benefits (fills a need or takes
advantage of an opportunity).
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The project goal becomes the The project goal becomes the project missionproject mission
The Executive Sponsor must get a good sense of the – intent of the project – project scope, schedule and resource
utilization.
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The Team should determineThe Team should determinethe Scope of Workthe Scope of Work
Uncover hidden assumptions among team members
• For each goal, brainstorm– what it is and make it a list– what it is not and make it a list
• Use both lists to – clarify assumptions – set boundary conditions
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The project mission also helps The project mission also helps determine the software determine the software
requirementsrequirements
A software requirement is a capability that someone wants
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““Good” software requirements Good” software requirements are:are:
• Correct (match customer needs)• Possible (feasible)• Necessary (rather than nice-to-have)• Prioritized (very important, important, optional)• Unambiguous (user’s language )• Concise • Verifiable (testable, measurable)
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Since requirements will be used Since requirements will be used for development, they should for development, they should
also be:also be:
• Complete – have all significant requirements• Consistent – all documents internally consistent• Changeable – changes are a fact of life• Traceable – a requirement can followed from its
source to its fulfillment in design and code.
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A list of requirements further A list of requirements further helpshelps
• Form agreement on what the system should do
• Provide a basis for planning the technical content of software solutions
• Give developers a better understanding of the system
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Requirements are elicitedRequirements are elicited from from
• Users
• Stakeholders
• Customers
• Sponsors
• Focus groups
• Use-case scenarios
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Output of requirements Output of requirements elicitation elicitation
• a prioritized list organized by function
• a set of use case scenarios and prototypes, where applicable
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Creative teams have a mix of Creative teams have a mix of individuals with different individuals with different
personality typespersonality types
• One Model of Personality types is the Myers-Briggs Type Indicator (MBTI)
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MBTI TypeMBTI Type Dimension Dimension
• Introvert (I)• Extrovert (E)
Source and direction of energy:• I: From internal concentration
(is drained of energy by being around others)
• E: From external contact (derives energy from others)
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MBTI TypeMBTI Type Dimension Dimension
• Sensing (S)• iNtuitive (N)
Preferred method of information reception:
• S: Sensory, empirical data• N: Meaningful patterns and
abstractions
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MBTI TypeMBTI Type Dimension Dimension
• Thinking (T)• Feeling (F)
Way of processing information:• T: Makes decisions
according to their impersonal logic
• F: Makes a decision according to their personal values:
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MBTI TypeMBTI Type Dimension Dimension
• Judging (J)• Perceiving (P)
Way of living out processed information:
• J: Organizes all life events and acts strictly according to their plans
• P: Inclined to improvising and seeking different alternatives
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Another model of Personality TypesAnother model of Personality Types
• Kahler Process Communication Model (PCM)
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PCM Type -- DreamerPCM Type -- Dreamer
Characteristics:• Imaginative, reflective, calm, introspective,
directable. • Motivated into action by others rather than self
Motivators:• Solitude and Direction• Time alone to reflect and to be creative
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PCM Type -- WorkaholicPCM Type -- Workaholic
Characteristics:
• Logical, responsible, organized, time-oriented.
• Perceptions through logic, things
Motivators:
• Work recognition: awards, bonuses, pat on the back.
• Structured time and a plan
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PCM Type -- ReactorPCM Type -- Reactor
Characteristics:
• Warm, sensitive, compassionate, kind, empathetic, nurturing.
• Perceptions through feelings and emotions
Motivators:
• A pleasant environment (both places and people).
• Comfort and relaxation
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PCM Type -- RebelPCM Type -- Rebel
Characteristics:
• Spontaneous, creative, playful, expressive, energetic.
• Reactions through likes and dislikes
Motivators:
• Frequent interaction with others
• Personal contact and fun
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PCM Type -- PersisterPCM Type -- Persister
Characteristics:
• Dedicated, observant, conscientious, tenacious.
• Evaluates through opinions
Motivators:
• Recognition of achievements due to strong commitment to a mission or goal
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PCM Type -- PromoterPCM Type -- Promoter
Characteristics:
• Adaptable, persuasive, charming, resourceful.
• Action-oriented
Motivators:
• Risk taking,
• high finance
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Models of Individual MotivationModels of Individual Motivation Expectancy TheoryExpectancy Theory
Victor Vroom
• An effort-performance relationship exists.
• People perform if they expect rewards
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Models of Individual MotivationModels of Individual MotivationPath-Goal ModelPath-Goal Model
Robert House
• Clarify the path to a performer’s perceived goal and they will work to achieve it
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Models of Individual MotivationModels of Individual MotivationGoal-Setting TheoryGoal-Setting Theory
Edwin Locke
• Commitment increases if performers set their own goals.
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Models of Individual MotivationModels of Individual MotivationHawthorne EffectHawthorne Effect
Elton-Mayo
• Just the act of measuring influences the outcome of social experiments.
• When watched, people perform as the watchers expect them to.
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Models of Individual MotivationModels of Individual MotivationForce Field AnalysisForce Field Analysis
Kurt Lewin
• Status quo is maintained by driving and restraining forces in opposition.
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Models of Individual MotivationModels of Individual MotivationTheory X / Theory YTheory X / Theory Y
Douglas McGregor
Attitudes towards people:
• X: People are inherently lazy and must be forced to work.
• Y: People will be self-directed and creative if favorably motivated.
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Models of Individual MotivationModels of Individual MotivationTheory ZTheory Z
William Ouchi
• A combination of American and Japanese humanistic management
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Models of Individual MotivationModels of Individual MotivationMotivator/Hygiene TheoryMotivator/Hygiene Theory
Frederick Herzberg
Motivator:
• An element of work that satisfies a performer’s needs.
Hygiene:
• Factors that must be present for any motivation.
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Models of Individual MotivationModels of Individual MotivationHierarchy of NeedsHierarchy of Needs
Abraham Maslow
People have a needs hierarchy:• Physiological (food)• Safety (security, shelter)• Love (social belonging)• Self-esteem (ego)• Self-actualization (fulfillment)
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A team needs individuals with a A team needs individuals with a variety of skills and work variety of skills and work
experiencesexperiences
HCI, domain programmers, database programmers, architects, system analysts, technical writers, work group leaders, customers, etc
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Functional Responsibility MatrixFunctional Responsibility Matrix
A team can sing at the same time but not talk at the same time.
A framework is needed for working together.
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Team Formation ModelTeam Formation Model
Bruce Tuckman
• Teams go through developmental stages when forming
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Team StagesTeam StagesFormingForming
• Members find out what they will be doing, the styles of acceptable leadership and possible kinds of interpersonal and task relationships.
• Characterized by: courtesy, confusion, caution and commonality.
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Team StagesTeam StagesStormingStorming
• Members begin resisting the influence of the group. There is conflict over competing approaches to reaching the group’s goals.
• Characterized by: tension, criticism and confrontation.
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Team StagesTeam StagesNormingNorming
• Resistance is overcome as the group establishes its rules and standards, develops intragroup cohesiveness and delineates task standards and expectations.
• Characterized by: cooperation, collaboration, cohesion and commitment.
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Team StagesTeam StagesPerformingPerforming
• The group is ready to focus attention on task accomplishment. Issues of interpersonal relations, member status and division of tasks are settled.
• Characterized by: challenge, creativity, group consciousness and consideration of members
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Team StagesTeam StagesAdjourningAdjourning
• The group has fulfilled its purpose
• Characterized by: compromise, communication, consensus and closure
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Software Engineering Software Engineering Ethics and Professional PracticesEthics and Professional Practices
Established by an IEEE-CS/ACM joint task force, the code is on the web at (computer.org/tab/code11.htm).
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Your Team FormationYour Team Formation
• introduce yourselves,
• pick 1 or more project goals that you would be interested in working on
• explain how you can help a team build the software
• give other relevant background -- schooling, work experience, relevant domain experience, etc
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Your Team FormationYour Team Formation
• Two 10 minute sessions (20 minutes altogether) will be set aside so to meet with other’s interested in working on the same projects
• Teams will be made up of 5 (+1 or –1) individuals
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By next week, each team should By next week, each team should developdevelop
• Project Charter
• Prioritized list of software requirements
• Responsibility Assignment Matrix
• A web site containing all the above
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Before leaving today, each individual Before leaving today, each individual should hand in a card withshould hand in a card with
• Team name
• Team member’s name
• List the tasks the team member is responsible for accomplishing by the next session.
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Project CharterProject Charter
• Describe the environment that the project will affect directly or indirectly
• Objectives: seize an opportunity; solve a problem, increase revenue, decrease costs, etc.
• Product name and category
• Customers: Who are they; what are their needs and how will the product help them.
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Project Charter (Continued)Project Charter (Continued)
• Features: major functionality and benefits of the product. Classify features as:
• Strategic-- operating systems and hardware platforms
• Competitive-- stuff the competition has or might implement
• Customer satisfying – usually requested by customers
• Paradigmatic – changes the way people work
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Project Charter (Continued)Project Charter (Continued)
• Performance: Generalized specifications• Constraints: Limitations outside the team’s
control• Scope: Boundaries of the project• Costs/benefits: Rough order of magnitude
estimates• Uniqueness of the product (does competition
have anything comparable?)• Risks to successful project completion