Software Project Management

Concepts, Terms and Definitions

 Lecture Objectives
• Project Concepts, Terms and Definitions
• Project
• Project Attributes
 What is a Project?
“...A project is a temporary endeavor undertaken to create a unique
product or service.”
• Temporary means that every project has a definite beginning and a definite end.
• Unique means that the product or service is different in some distinguishing way
from all similar products or services.

* From the Project Management Institute’s (PMI) Project

Management Book of Knowledge (PMBOK), page 5.
 Important Project Attributes
• Objectives • Estimation
• Stakeholders • Change
• Plan • Process & Methodology
• Schedule • Measures and Metrics
• Budget • Project Manager
• Risks and Issues
 Project Objectives
• What the project is to achieve:
• Must be aligned with business goals
• Project objectives are defined by:
• Measurable definition(s) of success
• Project acceptance criteria
• Requirements
• Multiple stakeholders may have conflicting objectives
& requirements:
• Must be identified & resolved at the beginning of the project
 Project Objectives
• Measurable definition(s) of success. Example:
• “Increase service order throughput capacity by 50% without increasing time,
errors or effort.”
• Project acceptance criteria:
• The quantifiable criteria that must be met for the project to be considered
successful.
• Product, Deliverables, Cost, Schedule, Quality, etc.
 Stakeholders
• Anyone who participates in or can influence your
project, typically:
• Project Sponsor(s)/Customer(s)
• Executives
• Project Team
• Users
• Contractors
• Functional Managers
• The project manager must identify them.
• The project needs to “satisfy” them.
 Plans
• “A method devised for making or doing something or
achieving an end.”*
• Describes project scope.
• Describes the approach for completing the project
(methodology & process).
• Describes how the project deliverables are to be built.
• Describes the schedule, resources & budget.
• Varies as is appropriate for project.
• Needs to be documented for effective communication.
 Plans
• What do you notice about this plan?
 Planning Documents
•Example Planning Documents:
Scope Planning
• Scope Definition • Risk Planning
• Activity Definition • Schedule Development
• Activity Sequencing • Quality Planning
• Activity Duration Estimating • Communications Planning
• Resource Planning • Organization Planning
• Cost Estimating • Staff Acquisition
• Cost Budgeting • Procurement Planning
• Project Plan Development
 Project Plan Outline (IEEE 1058.1)
1. Introduction
2. Project Organization
• Process model
• Organization structure
• Organization boundaries and interfaces
• Project responsibilities
3. Managerial Process
• Management objectives and priorities
• Assumptions, dependencies & constraints
• Risk management
• Monitoring & controlling mechanisms
• Staffing plan
 Project Plan Outline (IEEE 1058.1)
4. Technical Process
• Methods, tools and techniques
• Software documentation
• Project support functions
• Quality assurance
• Configuration management
• Verification and validation
5. Work packages, schedule and budget
• Work packages
• Dependencies
• Resource requirements
• Budget and resource allocation
• Schedule
 Many Different Plans
• Not “one size fits all.”
• Planning must be appropriate for the project.
• Never fill in templates blindly.
• Always know how templates help your project. Ignore sections that aren’t
useful.
• Your organization may have templates, or get them from:
• Institute of Electric and Electronic Engineers (IEEE)
• Project Management Body of Knowledge (PMBOK)
• Capability Maturity Model Integrated (CMMI)
 Schedules
• The Tasks, Deliverables and Milestones that will
achieve the plan.
• Tasks, Deliverables and Milestones ...
• have Resources assigned to them ...
• have Predecessor and Successor tasks ...
• Resource Hours worked = Effort
• Elapsed Calendar time = Duration
• Schedules will have a Critical Path
Sample Schedule
 Tasks, Deliverables &
Milestones
• Tasks define the work to be done.
• Tasks should be measurable, should include a verb and should be associated with
a deliverable.
• Deliverables are the goods that the project is producing.
• Some provided to customer.
• Some used to manage/control the project.
• Milestones are tasks with no duration.
 Resources
• Work takes resources over time.
• Three types of resources:
• Reusable (Trucks, Equipment)
• Consumed (Cable, Natural Resources)
• Human
 Predecessor & Successor Tasks
• Hard Task Relationship
• Based on tasks
• Four types of hard task relationships:
• Start to Start
• Start to Finish
• Finish to Start
• Finish to Finish
• Soft Task Relationship
• Based on available resources
• Task Relationships can have delays, called ‘lag’
• For example: Finish to Start + 3 days
 Budgets
• A budget describes the total project cost:
• Start-up costs
• Hardware & Software costs
• Resource costs
• Outsourcing and Contractor costs
• Travel & Entertainment costs
• Product Development costs
• Testing costs
• Production costs
• Overhead & Management costs
• Project Closeout costs
• Etc.
 Risks
• A risk is an event that could happen, but has not yet
occurred.
• Risk Management consists of:
• Risk Assessment
• Risk Identification
• Risk Analysis
• Risk Prioritization
• Risk Control
• Risk Management Planning
• Risk Resolution
• Risk Monitoring
 Risks
• Important risk attributes:
• Description of risk event, including what can happen if the risk event occurs.
• Impact if the risk event occurs.
• Probability of the risk event occurring.
• Response for managing the risk.
• Risk Priority = Impact * Probability
 Example Risk

•“Vendor is 4 weeks late on their

deliverable.”
• Description:
• The vendor has told us that they may be up to 4 weeks late with their
deliverable. This will cause our project to slip by 4 weeks.
• Probability (1 – 5, where 5= high probability):
•4
• Impact (1 – 5, where 5 = high impact):
•4
• Response:
• Negotiate additional resources with vendor.
 Problems and Issues
• Problems and Issues are events that have already occurred.
• Problem & Issue Attributes:
• Description, including the impact
• Issue owner
• Assigned date
• Due date
• Status (open, working, rejected, tested, closed)
 Example Issue
• Issue: Development server continues to crash, causing lost data and lost
productivity.
• Owner: Luong, Vo Van
• Assigned Date: May 10, 2011
• Due Date: May 11, 2011
• Status: Open
 Estimation
• Typical goals are to complete the project, with quality, in as quickly and
as cost effectively as possible.
• Estimation provides answers to:
• When will it be done?
• How much will it cost?
• Many software engineers don’t like to estimate.
• They may have been “burned” in the past.
 Estimation Accuracy
• Estimation accuracy scales in relation to how early estimation is
done.*

* Stev
e McC
onnell
, Rapid
Develo
pment
 Project Change
• Customer
Change can occur anytime.
• Users of change:
Sources
• Your Executives
• Market
• Customer’s Executives
• Competition
• Your Development Team
• Regulations
• Technology
• Others …
 Project Change Alternatives
• Change alternatives:
• Prevent
• Manage
• Embrace
 Process
• “Any repeatable set of actions a team decides to perform on a regular
basis to make sure that something is done in a certain way.”*
• Example:
• How code gets checked in, tested and built.

* Scott Berkun, The Art of Project Management

 What makes a Good Process?
• Characteristics of good processes:*
• They accelerate progress.
• They prevent problems.
• They make important actions visible and measurable.
• They include a process for changing or eliminating the process.
• People impacted by the process are in favor of the process.
 What About Bad Processes?
• Bureaucracy (n): “An administrative system in which
the need or inclination to follow rigid or complex
procedures impedes effective action.”*
• If the bad process is within your domain of control:
• Change it.
• If the bad process is Not within your domain of control:
• Shield your team from it.
• Rally your team around a counter process.
• Ignore the process (may be a “CLM”).
 Methodology
• A prescriptive model of the collection of all activities from the time a
product is first conceived until it is no longer in service.*
• Establishes the order in which a project specifies, prototypes, designs,
implements, reviews, tests and performs its other activities.
• Establishes the criteria used to determine whether to proceed.
Example Methodology - Waterfall
 Measures and Metrics
• Measure
• The size or extent of something, especially in comparison
with a known standard. For example:
• Number of defects.
• Thousand Source Lines of Code (KSLOC).
• Metric
• A calculated or composite indicator based on two or more
measures.
• A quantified measure of the degree to which a system,
component or process possesses given attributes.
For example:
• Number of defects per KSLOC.
 Example Metric
• A combination of two or more metrics gives information meaning. For
example, compare:
• 10 defects/KSLOC (Is this good? Bad?)

Versus
• Release 1 - 14 defects/KSLOC
• Release 2 - 10 defects/KSLOC
• Release 3 - 8 defects/KSLOC
•(The trend is clearly good)
 Why Measure?
• To establish realistic project expectations.
• So you can control the project and communicate status
and progress.
• To understand the software process.
• To focus people’s activities on the process.
• To improve morale by bringing attention to chronic
problems.
• To improve business performance.
• To lay the foundation for long-term improvement.
 Why Project Managers?
• To augment the value of everyone around them.
• To help organize the team and the work.
• To shield the team from politics.
• To communicate with the stakeholders.
• To find clever workarounds for difficult and unexpected
problems.
• To boost enthusiasm and morale.
• To “make good stuff happen.”
• ...
 Summary
Described the characteristics of:
• Objectives • Change
• Stakeholders • Process &
• Plan • Methodology
• Schedule • Measures and
• Budget • Metrics
• Risks and Issues • Project
• Estimation • Manager
Questions & Answers
Concepts, Terms and Definitions