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Chapter 3-Project Management Concept

This document discusses key project management concepts including the 5Ws principle. It begins by defining project management and describing the management spectrum of people, product, process, and project. It then focuses on the important role of people in a software project, discussing stakeholders, team leaders, and software teams. Next, it covers defining the product scope and decomposing problems. It also outlines common process framework activities and different process models. Finally, it discusses the 5Ws principle for outlining project objectives, milestones, responsibilities, and required resources.

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Danica de Guzman
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© Attribution Non-Commercial (BY-NC)
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Download as PDF, TXT or read online on Scribd
310 views

Chapter 3-Project Management Concept

This document discusses key project management concepts including the 5Ws principle. It begins by defining project management and describing the management spectrum of people, product, process, and project. It then focuses on the important role of people in a software project, discussing stakeholders, team leaders, and software teams. Next, it covers defining the product scope and decomposing problems. It also outlines common process framework activities and different process models. Finally, it discusses the 5Ws principle for outlining project objectives, milestones, responsibilities, and required resources.

Uploaded by

Danica de Guzman
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PDF, TXT or read online on Scribd
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Chapter 3 Project Management Concepts

Prepared by: Ms. Jerian Rubrico- Peren

Project Management Concepts


What is project Management is the Science and Art of organizing the components of a project

The Management Spectrum


Effective software project management focuses on 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

People
the most important factor in success of software project. Companies That sensibly manage their investment in people will prosper in the long run Cultivation of motivated and highly skilled software people has always been important for software organizations. The people-factor is so important that SEI has developed People Management Capability Maturity Model (PM-CMM).

PM-CMM
Developed by SEI
to enhance the readiness of s/w organizations to undertake increasingly complex applications by helping to attract, grow, motivate, deploy, and retain the talent needed to improve their software development capability In simple words - to enhance the peoples capabilities through personnel development Organizations that achieve high levels of maturity in PMCMM have a higher likelihood of implementing effective software engineering practices

PM-CMM (Contd.)
Key Practice Areas of PM-CMM
Recruiting Selection Performance Management Training Compensation Career development Organization and work design Team/culture development

People Involved in Software Process


Stakeholders Team Leaders Software Team

People Involved in Software Process


The Stakeholders
They can be categorized into one of the following
Senior Managers
they define business issues that often have significant influence on business

Project (technical) managers


they must plan, motivate, organize and control the practitioners who do software work

Practitioners
They deliver the technical skills necessary to engineer a product or application

Customers
They specify the requirements for the software to be engineered

End Users
They interact with the software after it is released for production use

People Involved in Software Process


The Team Leaders
Competent Practitioners often make poor team leaders as they lack the right mix of skills In his excellent book of technical leadership, Jerry Weinberg suggests a MOI model of leadership MOI Model of Leadership
Motivation encourage technical people (by push or pull ) to produce Organization
Apply , improve processes efficiently

Ideas or Innovation
Make people feel creative Be Creative

People Involved in Software Process


The Team Leaders (Contd.) - Characteristics of a effective project managers:
Problem Solving
Diagnostic Skill to solve Ability to design solution

Managerial Identity
Control the project

Achievement
Reward Initiative Encourage Controlled risk taking

Influence and team building


Influence the team Read peoples mind and respond according to their needs Be controlled in stress situations

People Involved in Software Process


The Software Teams
Organizations/Structure of teams:
Democratic decentralized
No permanent leader Communication is horizontal

Controlled decentralized
Defined Leader Horizontal communication Problem solving is a group activity

Controlled centralized
Defined team leader Problem solving , communication and management by team leader Communication is vertical

People Involved in Software Process


The Software Team (Contd.)
Team Structures: 7 Factors that affect team structure
Difficulty of task Size of resultant code (no. of lines) Time that team will stay together Degree of modularization Required quality and reliability of the system being built Rigidity of delivery date (schedule) Degree of communication

People Involved in Software Process Communication & coordination Issues


Formal approaches
Writings (SE documentation, Customer requests, etc.) Status review meetings Design and code inspections Other non-interactive and impersonal comm. channels

Informal approaches (more personal)


Interpersonal networking Sharing of ideas on ad hoc basis Seeking help from inside or outside the project team when problem arises

Electronic Communication
E-mail, electronic bulletin boards, video conferencing

The Product

The Product
The product and the problem it is intended to solve must be examined at very beginning of the software project. The scope of product must be established and bounded.
Bounded scope means
establishing quantitative data like no. of simultaneous users, max. allowable response time. etc. Constraints and limitations

The problem that the product is addressing must be decomposed

Software scope
Scope is defined by
Context (1st step in scope determination)
Functional location of the software product into a large system, product or business context Constraints involved

Information Objectives (2nd step)


What data objects are required as i/p or o/p

Function and Performance (3rd step)


What function does the software system perform on i/p to produce o/p What level of performance is required

Problem Decomposition
Also called partitioning OR problem elaboration This activity is at core of requirements analysis Divide and conquer policy for complex problems
Decompose problem in tasks Decomposition in 2 major areas
Functionality that must be delivered Process that will be used to deliver product

Problem Decomposition (Contd.)


A complex problem is partitioned into smaller problems that are more manageable. Decomposition make planning easier. Software functions, defined in scope, are evaluated and refined to provide more detail before estimation (part of planning) begins.

The Process

Common Process Framework Activities


These characterize a software process and are applicable to all software projects
Communication Planning Modeling Construction Deployment

These are applied to software engineering work tasks (e.g., different product functions)
Refer to book page 640 fig. 21.1

The Process Models


Different process models:
Linear sequential, Prototyping, RAD, Spiral, Formal

Project manager must decide about which model to use depending on


Customers who have requested the product People who would work on project Product characteristics Project environment

Project planning begins once model is selected

Process decomposition
The way a process is decomposed depends on project complexity Decomposition involves outlining of work tasks involved in each process framework activity

The Project

Signs of Projects Risk


Software people dont understand customer needs Product scope is poorly defined Changes are managed poorly The chosen technology changes Business needs change Deadlines are unrealistic

Signs of Projects Risk (Cont)


Users are resistant Sponsorship is lost Team lacks skills Managers avoid best practices

How to avoid problems?


Start on the right foot
Involves detailed understanding of project setting realistic objectives & expectations Selecting the right team Facilitating the team

Maintain Momentum
Provide incentives Reduce bureaucracy and give autonomy to team members but with supervision

Track Progress
Assess progress as work products are produced

How to avoid problems? (Contd..)


Make smart decisions
When possible, use existing software components / COTS software Choose standard approaches and keep it simple Avoid risks and allocate more time than needed for complex/risky tasks

Conduct a postmortem analysis


Compare planned and actual schedule Collect and analyze project metrics (standards) Get feedback from team and customers Establish record of lessons learnt for each project

W5HH Principle

About the principle


Suggested by Barry Boehm in one of his papers Excellent planning outline for project managers and software team Applicable to all sizes of software projects It is an approach to address
project objectives Milestones & schedule Responsibilities Management & technical approaches Required resources

5HH W

principle

Why is the system being develop?


Answer to this questions help assess validity of business reason for the software work. It answers if the business purpose justifies the expenditure of people, time and money

What will be done?


Answer to this question establishes the task set required for project

When will it be done?


Answer to this question helps the team establish a project schedule by identifying when tasks have to be conducted and when milestones are to be reached

5HH W

principle (Contd.)

Who is responsible for a function ?


Answer to this question establishes roles and responsibility of each team member

Where are they organizationally located ?


Answer to this question indicates that all roles and responsibilities are not limited to the software team itself, the customers, users and stakeholders also have responsibilities.

How will be job done technically and managerially ?


Once product scope is establishes, a technical and management strategy must be defined for it.

How much of each resource is needed ?


Answer to this question is derived by developing estimates based on answers to earlier questions.

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