After Lesson 6 next is Lesson 13to fi t topic on Software Development

SOFTWARE PROJECT MANAGEMENT

Why do we need project management?

Why not just follow one of the software development process?

All PROJECTS Small or largeNeed project

management because all projects need some degree of

Planning, Organizing, Monitoring of Status Adjustment

PROJECT MANAGEMENT “PROCESS”

This process looks sequential at the macro level, but may be very iterative at the micro level

GOALS of POMAEnd results of the

project satisfy the customer’s needs.

All the desired and the needed product/project attributes are met. (quality, security, productivity, cost, schedule, etc.)

Team members are operating eff ectively and at a high level of morale.

Required tools and other resources are made available and are the eff ectively utilized.

POMA PROCESS

Project Planning

Project Organizing

Project Monitoring

Project Adjusting

PLANNING (POMA)

After the 1s t step of project planning that is to understand the requirements of the project.

Then the following 4 steps are included in the rest of the project planning:

1. Perform ESTIMATION OF WORK EFFORT, SCHEDULE,

AND NEEDED RESOURCES.

2. Clearly defi ne and establish measurable ‘goals’ for the project

3. Determine the project resource allocations of

PEOPLE, PROCESS, TOOLS AND FACILITIES

4. Identify and analyze the project risks.

ORGANIZING (POMA)

After PROJECT PLAN, organizing may start Organization structure

needs to be designed Human resource hiring

needs to start and be completed with acquisition of the resources

Any required education and training have to be completed.

Mechanisms for tracking must be established. Risk tracking and mitigation Project goals (schedule,

cost, market place, etc.)

COMPARING AND PAIRINGPLANNING AND ORGANIZING

ACTIVITIESPLANNING ORGANIZING

• Project content and deliverables

(requirements)

• Project task and schedules • Set up tracking mechanisms of tasks and schedules

• Project resources • Acquire, hire, and prepare resources such as people, tools and processes

• Project goals and measurement

• Establish mechanism to measure and track the goals

• Project risks • Establish mechanism to list, track, and assign risk mitigation tasks

MONITORING (POMA)

Regular tracking is needed once the project is organized to ensure that it is headed in the right direction.

3 main concepts of Project Monitoring

1. Project status information collection2. Analysis and evaluation of collected information3. Presentation and communication of the project.

ADJUSTING(POMA)

It is highly unlikely that a software project progresses with NO problem.

As soon as the project status suggests potential problem, we must not be afraid to make changes.

3 Main areas of adjustments are

1. Resources2. Schedule3. Project Content

SOFTWARE PROJECT MANAGEMENT

PROCESS

IS NOT THE SAME AS

SOFTWARE DEVELOPMENT

PROCESS OR SOFTWARE LIFE

CYCLE

PLANNINGCOCOMO I and COCOMO

II models Macro project effort and

elapsed time estimationhttp://sunset.usc.edu/research/COCOMOII/cocomo81_pgm/cocomo81.html

COSYSMO http://en.wikipedia.org/

wiki/COSYSMOFUNCTION POINT MODEL

Size/complexity estimation

PLANNING & ORGANIZING

Work Breakdown Structure (WBS) Estimation of the

complete by: , TASKS REQUIRED to

develop deliverables, and RESOURCES required to perform the tasks.

SOME PROJECT MANAGEMENT TECHNIQUES

a method for evaluat ing and/or est imating the cost of  software development. There are three levels in the COCOMO hierarchy: Basic COCOMO : computes software development eff ort and cost as a function

of program size expressed in est imated DSIs. There are three modes within Basic COCOMO: Organic Mode : Development projects typically are uncomplicated and involve small

experienced teams. The planned software is not considered innovative and requires a relatively small amount of DSIs (typically under 50,000).

Semidetached Mode : Development projects typically are more complicated than in Organic Mode and involve teams of people with mixed levels of experience. The software requires no more than 300,000 DSIs. The project has characteristics of both projects for Organic Mode and projects for Embedded Mode.

Embedded Mode : Development projects must fi t into a rigid set of requirements because the software is to be embedded in a strongly joined complex of hardware, software, regulations and operating procedures.

Intermediate COCOMO : an extension of the Basic model that computes software development eff ort by adding a set of "cost dr ivers," that wi l l determine the eff ort and durat ion of the project, such as assessments of personnel and hardware.

Detailed COCOMO : an extension of the Intermediate model that adds eff ort mult ip l iers for each phase of the project to determine the cost dr iver��s impact on each step.

CONSTRUCTIVE COST MODEL(COCOMO)

1. Examine and determine the external deliverables of the project.

2. Identify the steps and tasks required to produce each of the deliverables, including the tasks that are required to produce any intermediate internal deliverables

3. Sequence the tasks , showing any potential for parallelism

4. Provide an estimate size (e.g. loc) of each of the tasks

5. Provide an estimate of the productivity of the personnel (e.g. loc/person-hrs) that is most likely to be assigned to each of the tasks

6. Calculate the eff ort (person-hrs) required to accomplish each task

7. For each of the external deliverable, lay out the timeline of all the tasks needed to produce that deliverable and label the resources that will be assigned to the tasks.

WORK BREAKDOWN STRUCTURE (WBS) STEPS

MONITORING

Earned Value A technique to track

the project status by comparing (at some specific time)

How much effort has been actually expended VERSUS How much effort was planned to have been expended

PLANNING & ORGANIZING

Work Breakdown Structure (WBS) Estimation of the

complete by: TASKS REQUIRED to

develop deliverables, and RESOURCES required to perform the tasks.

SOME PROJECT MANAGEMENT TECHNIQUES

DEFINITIONS FOR EARNED VALUE

Budgeted Cost of Work (BCW) : estimated eff ort for each of the work tasks

Budgeted Cost of Work Scheduled (BCWS): sum of estimated eff ort of all the tasks that were planned to be completed (by a specifi c date)

Budget at Completion (BAC): estimate of the total project eff ort or sum of all the BCWs

Budgeted Cost of Work Performed (BCWP): The sum of the estimated eff orts of all the tasks that have been completed (by a specifi c date)

Actual Cost of Work Performed (ACWP): The sum of the actual eff orts of all the tasks that have been completed (by a specifi c date)

Earned Value (EV) indicates how much of the estimated work is completed on a specifi c date.

EV = BCWP / BAC

EARNED VALUE EXAMPLE

WorkTasks

EstimatedEffort inPers-days

ActualEffort spentso far inPers-days

EstimatedCompletiondate in mm/dd/yy*

ActualCompletiondate inmm/dd/yy*

1

4

5

6

2

10

15

30

25

15

20

10

25

15

15

5

20

2/5/14

3/15/14 3/25/14

4/25/14

5/5/14

5/25/14

6/10/14

2/5/14

Date : 4/5/2014

4/1/14

3

* mm/dd/yy is month/ day/ year format

EARNED VALUE EXAMPLE (CONT.)

For work task 4, BCW is 25 person-days; for task 6, BCW is 20 person-days.

BAC is the sum of the estimated eff orts for all the tasks or

BAC = (10+15+30+25+15+20 = 115 person-days)

BCWS for the date 4/5/06 is the sum of the estimated eff ort of all the tasks which were schedule to be completed on or before 4/5/06 or

BCWS = ( 10 + 15 = 25 person days) BCWP for the date 4/5/2014 is the sum of the

estimated eff ort of all the tasks which were actually completed on or before 4/5/06 or

BCWP = (10 + 15 + 25 = 50 person-days) ACWP for the date 4/5/06 is the sum of the actual

eff orts expended for all the tasks that have been completed on or before 4/5/06 or

ACWP = ( 10 + 25 + 20 = 55 person-days)

- EV = BCWP / BAC = 50/115 = .434 or the project is estimated to be 43% complete as of 4/5/2014

EARNED VALUE EXAMPLE (CONT.)

There are two more measurements we look at:

Cost Variance = BCWP – ACWP = 50 – 55 = - 5

Schedule Variance = BCWP - BCWS = 50 – 25 = 25