. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

Faculty of Computer Science University of Indonesia

IKI30202 - Rekayasa Perangkat Lunak

Term 1 - 2011/2012
Lecturer: Dr. Indra Budi, S.Kom., M.Kom. Puspa Indahati Sandhyaduhita, S.T., M.Sc. Satrio Baskoro Yudhoatmojo, S.Kom., M.T.I.
1

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

. . . .

Faculty of Computer Science University of Indonesia

Project Management Concepts

Acknowledgement

Main materials:
[Pressman, 2010] Pressman, Roger S. Software Engineering: A Practitioners Approach. New York:McGraw-Hill Higher Education, 2010.

The Four Ps

People the most important element of a successful project Product the software to be built Process the set of framework activities and software engineering tasks to get the job done Project all work required to make the product a reality
5

Stakeholders

Senior managers who define the business issues that often have significant influence on the project. Project (technical) managers who must plan, motivate, organize, and control the practitioners who do software work. Practitioners who deliver the technical skills that are necessary to engineer a product or application.

Customers who specify the requirements for the software to be engineered and other stakeholders who have a peripheral interest in the outcome.
End-users who interact with the software once it is released for production use.
6

Software Teams
How to lead? How to organize?

How to collaborate?

How to motivate?

How to create good ideas?

Team Leader

The MOI Model

Motivation. The ability to encourage (by push or pull) technical people to produce to their best ability. Organization. The ability to mold existing processes (or invent new ones) that will enable the initial concept to be translated into a final product. Ideas or innovation. The ability to encourage people to create and feel creative even when they must work within bounds established for a particular software product or application.
8

Software Teams
The following factors must be considered when selecting a software project team structure ...

the difficulty of the problem to be solved the size of the resultant program(s) in lines of code or function points the time that the team will stay together (team lifetime)

the degree to which the problem can be modularized

the required quality and reliability of the system to be built the rigidity of the delivery date the degree of sociability (communication) required for the project
9

Skills Needed on A Team [Lethbridge & Laganiere, 2005] - 1

Architect: responsible for leading the decision making about the architecture, and maintaining the architectural model.

Project Manager: responsible for doing PM tasks

Configuration Management and Build Specialist: ensure any changes that are made would not result new problems to be introduced User Interface Specialist: responsible to make sure that usability is kept at the forefront of the design process.
10 10

Skills Needed on A Team [Lethbridge & Laganiere, 2005] - 2

Technology Specialist: has specialized knowledge and expertise in a technology such as DB, networking, OS, etc. Hardware and Third-Party Software Specialist: ensure that development team has appropriate types of hardware and third-party software on which to develop and test the software. User Documentation Specialist: ensures that online help and user manuals are well written. Test: responsible for testing the component or the whole product.
11 11

Organizational Paradigms

closed paradigmstructures a team along a traditional hierarchy of authority random paradigmstructures a team loosely and depends on individual initiative of the team members open paradigmattempts to structure a team in a manner that achieves some of the controls associated with the closed paradigm but also much of the innovation that occurs when using the random paradigm synchronous paradigmrelies on the natural compartmentalization of a problem and organizes team members to work on pieces of the problem with little active communication among themselves
suggested by Constantine[Con93]
12

Avoid Team Toxicity

A frenzied work atmosphere in which team members waste energy and lose focus on the objectives of the work to be performed.
High frustration caused by personal, business, or technological factors that cause friction among team members. Fragmented or poorly coordinated procedures or a poorly defined or improperly chosen process model that becomes a roadblock to accomplishment.

Unclear definition of roles resulting in a lack of accountability and resultant finger-pointing.

Continuous and repeated exposure to failure that leads to a loss of confidence and a lowering of morale.
13

Agile Teams

Team members must have trust in one another. The distribution of skills must be appropriate to the problem. Mavericks may have to be excluded from the team, if team cohesiveness is to be maintained.

Team is self-organizing
An adaptive team structure Uses elements of Constantines random, open, and synchronous paradigms Significant autonomy
14

Team Coordination & Communication

Formal, impersonal approaches include software engineering documents and work products (including source code), technical memos, project milestones, schedules, and project control tools (Chapter 23), change requests and related documentation, error tracking reports, and repository data (see Chapter 26). Formal, interpersonal procedures focus on quality assurance activities (Chapter 25) applied to software engineering work products. These include status review meetings and design and code inspections. Informal, interpersonal procedures include group meetings for information dissemination and problem solving and collocation of requirements and development staff. Electronic communication encompasses electronic mail, electronic bulletin boards, and by extension, video-based conferencing systems. Interpersonal networking includes informal discussions with team members and those outside the project who may have experience or insight that can assist team members.
15

The Product Scope

Scope
Context. How does the software to be built fit into a larger system, product, or business context and what constraints are imposed as a result of the context? Information objectives. What customer-visible data objects (Chapter 8) are produced as output from the software? What data objects are required for input? Function and performance. What function does the software perform to transform input data into output? Are any special performance characteristics to be addressed?

Software project scope must be unambiguous and understandable at the management and technical levels.
16

Problem Decomposition

Sometimes called partitioning or problem elaboration Once scope is defined

It is decomposed into constituent functions It is decomposed into user-visible data objects

or

It is decomposed into a set of problem classes

Decomposition process continues until all functions or problem classes have been defined
17

The Process

Once a process framework has been established

Consider project characteristics Determine the degree of rigor required

Define a task set for each software engineering activity

Task set =
Software engineering tasks
Work products Quality assurance points

Milestones
18

Melding the Problem and the Process

19

The Project

Projects get into trouble when Software people dont understand their customers needs. The product scope is poorly defined. Changes are managed poorly. The chosen technology changes. Business needs change [or are ill-defined]. Deadlines are unrealistic. Users are resistant. Sponsorship is lost [or was never properly obtained]. The project team lacks people with appropriate skills. Managers [and practitioners] avoid best practices and lessons learned.
20

Common-Sense Approach to Projects

Start on the right foot. This is accomplished by working hard (very hard) to understand the problem that is to be solved and then setting realistic objectives and expectations. Maintain momentum. The project manager must provide incentives to keep turnover of personnel to an absolute minimum, the team should emphasize quality in every task it performs, and senior management should do everything possible to stay out of the teams way. Track progress. For a software project, progress is tracked as work products (e.g., models, source code, sets of test cases) are produced and approved (using formal technical reviews) as part of a quality assurance activity. Make smart decisions. In essence, the decisions of the project manager and the software team should be to keep it simple. Conduct a postmortem analysis. Establish a consistent mechanism for extracting lessons learned for each project.
21

To Get to the Essence of a Project

Why is the system being developed?

What will be done?

When will it be accomplished? Who is responsible? Where are they organizationally located? How will the job be done technically and managerially? How much of each resource (e.g., people, software, tools, database) will be needed?
Barry Boehm [Boe96]
22

Critical Practices

Formal risk management Empirical cost and schedule estimation Metrics-based project management Earned value tracking Defect tracking against quality targets People aware project management
23

Four General Steps Managing the Project

Identifying project size Creating and managing the workplan Staffing the project Coordinating project activities
24

Detailed Additional Sections

Software Metrics
25

Software Metrics

Classic
Size-oriented metrics: KLOC Function-oriented metrics: Function Point (FP)

OO metrics
# scenario scripts, # key classes, # support classes, average # support classes per key class, # subsystems

Use-case-oriented metrics
UCP (use case points): a function of the number of actors and transactions implied by the use-case models and is analogous to the FP in some ways

WebApp project metrics

# static Web pages, # dynamic Web pages, # internal page links, # persistent data objects, etc
26

Detailed Additional Sections

Estimation for
Software Projects
27

Software Scope and Feasibility

Software scope:
Functions and features that are to be delivered to end users; The content that is presented to users;

The performance, constraints, interfaces, and reliability that bound the system

Define scope:
Narrative description of software scope A set of use cases

Software feasibility has 4 solid dimensions:

Technology Finance

Time
Resource

Often, software engineers past these questions

28

Project Managers Balancing Act

Project Management involves making trade-offs

Project Size

Modifying one element requires adjusting the others

29

Estimation Trade-offs

Size(what it does)
Function points

Lines of code

Time (when the project will be finished)

Months

Cost
30

Project Estimation

The process of assigning projected values for effort (time) and consequently cost To achieve realiable cost and effort estimates, there options:
Delay estimation until late not practical Base estimates on similar projects Use relatively simple decomposition techniques Use one or more empirical model COCOMO II Model [Boe81]

Estimates begin as a range and become more specific as the project progresses
31

Decomposition

Start from size

Understand scope and estimate its size

FP-based estimation Use-Case-based estimation

problematic

32

Estimation Accuracy

The degree to which you have properly estimated the size of the product to be built The ability to translate the size estimate into human effort, calendar time, and dollars The degree to which the project plan reflects the abilities of the software team The stability of product requirements and the environment that supports the software engineering effort
33

Alternative Ways to Estimate the Effort (Time)

The amount of time spent in the planning phase to predict the time required for the entire project.
We take the time spent in the planning phase and use industry standard percentage to calculate estimates for the other SDLC phase From the past experiences

Function Point Approach

34

Method 1- Estimating a Project Based on Industry Information

Simplest approach: Take the time spent in the panning phase and use industry standard percentages to calculate estimation for other SDLC phases
Planning Analysis Design Implementation

Industry Standard For Web Applications Time Required in Person Months

15%

20%

35%

30%

5.33

9.33

35

Method 2: Function Point Approach

It is more complex and has three steps:

The project manager estimates the size of the project - - the number of lines of code the new system required The size estimate is then converted into the amount of effort required to develop - the number of person-month The estimated effort is then converted into an estimated schedule time - the number of months

See http://www.devdaily.com/FunctionPoints/node1.shtml for detail

36

Detailed Additional Sections

Risk Management
37

Risk Management

The future is your concern

What risks might cause the software project to go awry?

Change is your concerns

How will changes in customer requirements, development technologies, target environments, etc affect timeliness and overall success?

You must grapple with choices

What methods and tools should you use, how many people should be involved, how much emphasis on quality is enough?
38

RM - Strategy

Reactive
Commonly, software team does nothing about risks until something goes wrong fire-fighting mode

Proactive
Potential risks are identified Establish plan to manage risks
If risks cant be avoided, then develop contigency plan
39

Risk Category

Project risks Technical risks Business risks Known risks Predictable risks Unpredictable risks
40

Risk Management

Risk identification
Identify known and predictable risks Identify the driver and impact of the risks

Risk projection / estimation

The likelihood that the risk is real

Consequences of the problems associated with the risk

Impact values: catastrophic, critical, marginal, negligible

RE = P x C

Risk refinement
41

Example: RE

Risk identification: only 70% of the software components scheduled for reuse will, in fact, be integrated into the application. The remaining functionality will have to be custom developed.

Risk probability: 80% (likely)

Risk impact: Sixty reusable software components were planned. If only 70% can be used, 18% components would have to be developed from scratch (in addition to other custom software that has been scheduled for development). Since the average component is 100 LOC and local data indicate that the software engineering cost for each LOC is $14.00, the overall cost (impact) to develop the components would be 18 x 100 x 14 = $25,200 Risk exposure: RE = 0.80 x 25,200 = $20,200
42

Effective Risk Strategy

Risk avoidance
A plan for risk mitigation Ex: based on past history and management intuition, the likelihood of staff turnover is estimated to be 0.70 (rather high) and the impact is projected as critical. To mitigate the risk, you would develop a strategy for reducing turnover:
Meet with current staff to determine causes for turnover (e.g. poor working conditions, low pay, competitive job market) Mitigate those causes that are under your control before project starts Once the project commences, assume turnover will occur and develop techniques to ensure continuity when people leave Assign a backup staff members for every critical technologiest

43

Effective Risk Strategy - 2

Risk monitoring Risk management and contigency plan

Mitigation efforts have failed and risks become reality

Note: those steps incur additional cost

44

Detailed Additional Sections

Project Scheduling
46

Project Scheduling

Scheduling is the culmination of a

planning activity that is a primary component of software project management.

Combined with estimation methods and

risk analysis, scheduling provides roadmap for the project manager to control and track each step in the software process.
47

Basic Concepts

Some root causes, software is delivered late:

Unrealistic deadline forced by outsiders An honest underestimate of the amount of effort and/or resources required Changing customer requirements Technical and human difficulties that could not have been foreseen in advance Predictable and unpredictable risks that were not considered when the project commence Miscommunication Project management failure to recognize that the project is failing behind schedule and a lack of action to correct the problem
48

Basic Concepts - 2

Napoleon once said: Any commander-inchief who undertakes to carry out a plan which he considers defective is at fault

Estimation activities and scheduling techniques are often implemented under the constraint of a defined deadline
If best estimates indicate that the deadline is unrealistic, a competent project manager should protect his or her team from undue pressure and relect the pressure back to its originators [Pag85]
Detailed estimate using historical data and past projects
Incremental development strategy
49

Basic Principles

Compartmentalization: project must be compartmentalization into a number of manageable activities and tasks Interdependency: sequence or parallel Time allocation: each task must be allocated to some number of work units (e.g. person-days or effort); Start date, end date

Effort validation: e.g., three assigned software engineers three person-days are available per day of assigned effort
Defined responsibilities: every task assigned to a specific team member Defined outcome: work product Defined milestone
50

Staffing plan

The staffing plan describes the kinds of people working on the project Tasks of the staffing the project: Determine the right number of people for the project Choose the right people with the right skills (i.e., matching peoples skills with the needs of the project) Motivating the team to meet the projects objectives Minimising the conflict among the member

51

Motivation

Use monetary rewards cautiously Use intrinsic rewards

Recognition Achievement

The work itself

Responsibility Advancement Chance to learn new skills
52

Motivational Donts

Assign unrealistic deadlines Ignore good efforts Create a low-quality product Give everyone on the project a raise Make an important decision without the
teams input

Maintain poor working conditions

53

Staffing Plan: Increasing Complexity with Larger Teams

54

Staffing Plan: Possible Reporting Structure

55

Scheduling

Begins with process decomposition The characteristics of the project are

used to adapt an appropriate task set for the work to be done
A task network depicts each engineering task, its dependency on other tasks, and its projected duration. The task network is used to compute critical path, a time-line chart, and a variety of project information.
56

Developing a WorkPlan

Identify tasks in the project Estimate task length Determine task dependencies Specify to whom task will be assigned List deliverables
57

A Workplan Example
Work Plan Information Name of task Start date ` Completion date Person assigned Deliverable(s) Completion status Priority Resources needed Estimated time Actual time Example Perform economic feasibility Jan 05, 2001 Jan 19, 2001 Mary Smith, sponsor Cost-benefit analysis Open High Spreadsheet 16 hours 14.5 hours

58

Tracking Project Tasks

Gantt Chart
Bar chart format
Useful to monitor project status at any point in time Flowchart format Illustrate task dependencies and critical path
59

PERT Chart

Creating Project Workplan

Gantt chart: Based on the work breakdown structure and assign each task to members of the project team, a project workplan can be created and represented by Gantt chart

60

Example of PERT Chart

X: Complete \: in progress
61

Additional Sections

CASE
62

Coordinating Project using CASE Repository

Diagrams Screen Designs

CASE Repository

Procedural

Logic

Metadata

63

Standards

Examples
Formal rules for naming files

Forms indicating goals reached

Programming guidelines

64

Documentation

Project binder Table of contents Continual updating

65

Q&A