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An Introduction

Chapter 1Software Project

Management4thEdition

Robert Hughes and

Mike Cotterell

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Outline of talk

In this introduction the main questions to beaddressed will be:

What is software project management? Is it

really different from ordinary projectmanagement?

How do you know when a project has beensuccessful? For example, do the expectationsof the customer/client match those of thedevelopers?

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What is a project?

Some dictionary definitions:

A specific plan or design

A planned undertakingA large undertaking e.g. a public works

schemeLongmans dictionary

Key points above areplanningand sizeof task

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Jobs versus projects

Jobsrepetition of very well-defined and wellunderstood tasks with very little uncertainty

Exploration e.g. finding a cure for cancer: theoutcome is very uncertain

Projects in the middle!

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Characteristics of projects

A task is more project-like if it is:

Non-routine

Planned

Aiming at a specific target

Work carried out for a customer

Involving several specialisms

Made up of several different phases Constrained by time and resources

Large and/or complex

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Are softwareprojects reallydifferent from other projects?

Not really! but

Invisibility

Complexity

Conformity

Flexibility

make software more problematic tobuild than other engineered artefacts.

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Activities covered by projectmanagement

Feasibility study

Is project technically feasible and worthwhile from abusiness point of view?Planning

Only done if project is feasibleExecution

Implement plan, but plan may be changed as we go along

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The software development life-cycle (ISO 12207)

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ISO 12207 life-cycle

Requirements analysis

Requirements elicitation: what does theclient need?

Analysis: converting customer-facingrequirements into equivalents thatdevelopers can understand

Requirements will cover Functions

Quality

Resource constraints i.e. costs

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ISO 12207 life-cycle

Architecture design Based on system requirements

Defines components of system: hardware,

software, organizational Software requirementswill come out of

this

Code and test

Of individual components

Integration Putting the components together

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ISO12207 continued

Qualification testing Testing the system (not just the software)

Installation

The process of making the systemoperational

Includes setting up standing data, settingsystem parameters, installing on

operational hardware platforms, usertraining etc

Acceptance support Including maintenance and enhancement

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Some ways of categorizingprojects

Distinguishing different types of project isimportant as different types of task

need different project approaches e.g. Information systems versus embedded

systems

Objective-based versus product-based

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What is management?

This involves the following activities:

Planningdeciding what is to be done

Organizingmaking arrangements

Staffingselecting the right people forthe job

Directinggiving instructions

continued

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What is management?(continued)

Monitoringchecking on progress

Controllingtaking action to remedy hold-

ups

Innovatingcoming up with solutions whenproblems emerge

Representingliaising with clients, users,developers and other stakeholders

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Setting objectives

Answering the question What do wehave to do to have a success?

Need for a project authority

Sets the project scopeAllocates/approves costs

Could be one person - or a group Project Board Project Management Board

Steering committee

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Objectives

Informally, the objective of a project can bedefined by completing the statement:

The project will be regarded as a

success if..

Rather like post-conditionsfor the project

Focus on whatwill be put in place, rather thanhow activities will be carried out

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Objectives should be SMART

S specific, that is, concrete and well-defined

M measurable, that is, satisfaction of theobjective can be objectively judged

A achievable, that is, it is within the power of theindividual or group concerned to meet the target

R relevant, the objective must relevant to the truepurpose of the project

T time constrained: there is defined point intime by which the objective should be achieved

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Goals/sub-objectives

These are steps along the way to achievingthe objective. Informally, these can bedefined by completing the sentence

Objective X will be achieved

IF the following goals are all achieved

A

BC etc

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Goals/sub-objectives continued

Often a goal can be allocated to an individual.

Individual may have the capability of achievinggoal, but not the objective on their own e.g.

Objective user satisfaction with software product

Analyst goalaccurate requirements

Developer goalsoftware that is reliable

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Measures of effectiveness

How do we know that the goal or objective hasbeen achieved?

By a practical test, that can be objectively

assessed.

e.g. for user satisfaction with software product:

Repeat businessthey buy further products fromus

Number of complaintsif low etc etc

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Stakeholders

These are people who have a stake orinterest in the project

In general, they could be users/clientsordevelopers/implementers

They could be:

Within the project team

Outside the project team, but within thesame organization

Outside both the project team and theorganization

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The business case

Benefits of deliveredproject must outweighcosts

Costs include:- Development

- Operation

Benefits- Quantifiable

- Non-quantifiable

Benefits

Costs

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Management control

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Management control

Datathe raw details

e.g. 6,000 documents processed at location X

Informationthe data is processed to producesomething that is meaningful and useful

e.g. productivity is 100 documents a day

Comparison with objectives/goals

e.g. we will not meet target of processing alldocuments by 31stMarch

continued..

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Management control -continued

Modellingworking out the probableoutcomes of various decisions

e.g. if we employ two more staff at location Xhow quickly can we get the documentsprocessed?

Implementationcarrying out the remedialactions that have been decided upon

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Key points in lecture

Projects are non-routine - thus uncertain

The particular problems of projects e.g. lack ofvisibility

Clear objectives are essential which can beobjectively assessed

Stuff happens. Not usually possible to keep

precisely planneed for control

Communicate, communicate, communicate!