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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

Chapter 3Project Management

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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

The 4 Ps

People

the most important element of asuccessful projectProduct the software to be builtProcess the set of framework activities andsoftware engineering tasks to get the jobdoneProject all work required to make theproduct a reality

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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

Software Projects

size delivery deadline budgets and costs application domain technology to be implemented system constraints user requirements available resources

Factors tha t inf lu ence the end resul t . ..

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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

Project Management Concerns

staffing?

cost estimation?

project scheduling?

project monitoring?

other resources?

customer communication?

risk assessment?

product quality?

measurement?

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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

Why Projects Fail?

an unrealistic deadline is established changing customer requirements an honest underestimate of effort

predictable and/or unpredictable risks

technical difficulties

miscommunication among project staff

failure in project management

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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

Software Teams

the difficulty of the problem to be solvedthe size of the resultant program(s) in lines of code orfunction pointsthe time that the team will stay together (team lifetime)

the degree to which the problem can be modularizedthe required quality and reliability of the system to be builtthe rigidity of the delivery datethe degree of sociability (communication) required for theproject

The fo l lowin g fac to r s mu s t be con s ide red w hen se lec t ing asof tw are pro jec t team s t ru cture ...

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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

Defining the Problem

establish scope a narrative that bounds theproblemdecomposition establishes functionalpartitioning

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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

Melding Problem and Process

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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

To Get to the Essence of a Project

Why is the system being developed?What will be done? By when?Who is responsible for a function?Where are they organizationally located?

How will the job be done technically andmanagerially?How much of each resource (e.g., people,software, tools, database) will be needed?

Barry Boehm

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These courseware materials are to be used in conjunction with Software Engineering: A Practitioners Approach, 5/e and areprovided with permission by R.S. Pressman & Associates, Inc., copyright 1996, 2001

Critical Practices

Formal risk analysisEmpirical cost and schedule estimationMetrics-based project managementEarned value trackingDefect tracking against quality targetsPeople aware project management