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OF
  • Software does not just happen.
  • We need to manage it.
  • We also tend to forget
    that Coding is only 20%.
  • There are other activities.
  • Pressman calls Project Management
    "First layer of Software Engineering"
  • A layer, rather than a step or
    an activity, since it overlaps the
    entire development process
What is a Project?
A Project has
  • a start date
  • well-defined purpose and scope
  • specifically assigned resources
  • clearly defined product
  • an established end date
  • completion and acceptance criteria
  • customers and end-users
  • and a lot of headaches for the PM
What does Project Management involve?
  • Estimation
  • Planning
  • Leadership and team handling
  • Risk management
  • Quality control
  • Tracking
  • Configuration management
  • Measurement

    • Can you identify three crucial factors
    that went wrong with your last project?
Heisenberg's Uncertainty Principle :
  • The very act of performing a measurement
    will change the behavior of the entities
    being measured.
Brook's Law :
  • Adding manpower to a late project will
    make it later.
    Men and months cannot be interchanged.
Tall Tent Pole Phenomenon :
  • In most multi-component estimates one
    or two components stand out as tall poles
    in the tent and shadow all other costs
The Deadline effect:
  • One person month of effort near the
    deadline gives more output than one person
    month at the start of the project.
Project size measures:
  • LOC (Lines of code) & Function points

    • Lines of code
    • No standard definition of LOC
    • What is LOC in a 4GL project?
    • Language differences
    What is a Function point?
    A measurement of the information
    processing content of a system's
    delivered function.
Advantages of FP estimates
  • Counted very early in the life cycle

  • Independent of OS environment
  • Consistent measure
  • Method of measuring is simple
  • Less overheads during estimation
  • "end user view" measurement
HOW DO I MEASURE FP?
  • Identify counting boundary
  • Determine unadjusted FP count
    • Count data function types(FT)
    • Count transaction FTs
    • Calculate unadjusted FPs(UFPC)
  • Determine value adjustment factor(VAF)
  • Calculate Final adjusted FP count(FPC)
Data FT represent the functionality provided
to the user to meet internal and external
data requirements and transaction FT to
process data by an application.
UFPC is the total of data and transaction FT
VAF indicates the general functionality
provided to the user.
VAF comprises 14 general system attributes
(GSA)and for each GSA, the degree of
influence (DI) is decided on a 1 to 5 scale.
(with 5 as the most influential)
VAF = 0.65 + (0.01 * total DI)
Maximum value of DI is 70 and minimum is 0.
Finally, the FPC = UFPC * VAF
This slideshow does not intend to discuss the
different guidelines to calculate DI and UFPC.
Disadvantages of FPA:
  • Subjectivity
  • Measurement broken up
Charles Symons' Mark II FPA addresses these.
  • "Functions" driven
  • Require normalized entities
  • High level design required before counting
  • Five more GSAs added to the 14
How to calculate FPA in this method?
  • List all normalized entities
    with complete data element types (DET)
  • List all functions performed by the system
  • For each function count input & output
    DETs and entities referenced by the
    function
  • Calculate UFPC and Mark II VAF
    MVAF = (TDI * 0.005) + 0.65
  • Calculate Mark II FPC
MarkII FPC : Drawbacks / Criticism
  • Very complicated
  • Cannot be calculated early in life cycle
  • No end-user view
Other methods of estimation:(not covered here)
  • Expert judgement
  • Putnam / SLIM model
  • Constructive Cost Model (COCOMO)
Project plan contains :
  • estimation of time / effort
  • risk analysis
  • deliverables and schedules
  • what is the project team?
  • work breakdown structure
  • resources plan
  • quality control plan
What are the characteristics of a project?
  • Definite deliverables
  • Concrete starting point
  • Definite completion date
  • Steps or activities
  • Usage of resources
  • Resource constraints
What is Work Breakdown Structure? (WBS)
  • WBS is for planning and control
  • It is an organization of project activity
    elements in a hierarchical structure
  • Partitions project into manageable
    activities.
There are two types of hierarchy in WBS:
  • Product
  • Activity
What are products and activities?
Product hierarchy
  • indicates how the various components fit
    in the overall system
  • reflects the basic structure of the product
  • Components
    • routines
    • modules
    • sub-systems
Activity hierarchy indicates various activities that
may deal with a software component.
Examples of activities:
  • Requirements analysis
  • Product design
  • Programming
  • Test planning
  • Verification and validation
  • Project management
  • Configuration management
  • Quality assurance
  • Reviews,Testing and debugging
Ways to depict project plan
  • Network : PERT
    (Program Evaluation and
    Review Technique) and CPM
    (Critical Path Method)
  • GANTT charts
The network chart shows activities, their links,
duration and start / end dates.
What are the characteristics for PERT/CPM?
How do I define PERT/CPM?
  • Project consists of well-defined jobs
  • Jobs may be started / stopped independent
    of each other within a given sequence
  • Jobs must be performed in a sequence
To use PERT / CPM,
  • define tasks
  • identify costs, effort and time for each
  • lay out jobs in sequence
  • adjust start / end to match project
    requirements
  • Jobs are shown as arrows, leading from
    one circle on graph to another
  • "nodes" are denoted by circles
  • If one job is immediate predecessor
    of another, the terminal node of predecessor
    is the initial node of successor
  • Time for activity shown on arrow
What are GANTT charts?
  • Used for project plan, progress
  • Form that depicts activities as lines
    on a calendar oriented chart, with triangles
    to indicate major milestones
  • progress indicated by colored lines
  • most popular way of progress tracking
Advantages :Simple, Easy to make, update
Drawbacks :Dependencies not clear,
"Critical path" not shown and can lead to
complacency.
What is to be controlled? Anything that affects
  • Cost budgets and time schedule
All team members are involved in project control.
How to control?
  • Project objectives and plan
  • Regular measure and compare
  • Corrective action
How to measure?
  • Timesheets
  • Reports on activity progress
  • Expenses report and cost data
  • Quality audit report
Some more points on control:
  • Reporting interval should not be large
  • % completion can be misleading
  • Beware of the 90% complete syndrome
How to correct slippages?
  • Reschedule activities
  • Change resource allocation
    • shift activities between resources
    • add /replace resources
  • Provide additional training, if necessary
  • Ask for
    • additional budget(time and money)
    • reduction of project scope
    • phased delivery
Why configuration management?
So that no one says :
  • Listing is ok; program does not work
  • Works ok here; bombs in customer site
  • I fixed this bug last week;
    how does it appear again?
  • I did not make this change.
    Why does this blow up?
  • I am not sure if this is the latest source
Main classes of CM problems:
  • Double maintenance problems
  • Shared data
  • Simultaneous update
What are configuration items?
  • Source code, Project proposal,
    Contract, Requirement specification
  • Test cases, User manual, Project plan
CM : some good practices:
  • Keep version history
  • Item to contain item name, version number
    and date
  • Specify method to collect / record
    configuration items
  • Identify person responsible
Some examples of risks
  • Uncommitted budget
  • Unrealistic budget / estimate
  • Complex project
  • Untested hardware
  • Untrained resources
  • Inadequate management support
  • Unclear customer
  • Employee turnover
The three types of risk management:
  • Reactive (Mitigation of symptom,
    Fix on failure, Crisis Management)
  • Transitional (Prevention)
  • Proactive (Elimination of error,
    Anticipation of failure, Management
    of change)
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