Software Project Management

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Software Project Management B. Lund. (2013). Lunch. Available: http://www.

1 Software Project Management B. Lund. (2013). Lunch. Available: Hans-Petter Halvorsen, M.Sc.

2 Closing the Deal The Software Project can Start 2

3 Deployment Planning Maintenance Testing The Software Development Lifecycle Requirements Analysis Implementation (SDLC) Design

4 Requirements/Design Plans made and approved Beta Building structure finished, Inside work on track RC Alpha Foundation finished, building structure started A proof that you can do it, PoC (Proof of Concept) RTM Furniture, Flowers and small adjustments missing Ready for Sale or Move in 4

The Project Triangle Scope Features, Functionality, Performance Quality Cost Resources, Budget Time Schedule, Deadlines The Project Management Triangle (called also Triple Constraint

5 The Project Triangle Scope Features, Functionality, Performance Quality Cost Resources, Budget Time Schedule, Deadlines The Project Management Triangle (called also Triple Constraint or the Iron Triangle) is a model of the constraints of project management. Each side represents a constraint. One side of the triangle cannot be changed without affecting the others. 5

6 How to work in the project period Project Management Working with Project Tasks Documentation (Report, etc.) Start Finish Important: Work with these activities in parallel!!! 6

7 Software Development Plan Hans-Petter Halvorsen, M.Sc.

8 Software Development Plan (SDP) Also refered to as the Communication Plan or just Project Plan A document that describes the project, resources, communication, schedule (e.g. Gantt chart), etc. 8

9 Software Development Plan (SDP) A Software Development Plan (SDP) is all about the Internal Communication within the Development Team and how it Communicates with rest of the Organization, the Customers, etc.

10 Software Development Plan (SDP) A Project Plan normally include the following sections: 1. Introduction: This briefly describes the objectives of the project and set out the constraints (e.g., budget, time, etc.) that affects the management of the project 2. Project Orgianization (Team Description) This section describes how the development team is organized, the peaople involved and their roles in the team. Software Process Model Description (Scrum, XP, Waterfall,...), etc. 3. Risk Analysis 4. Hardware and Software Resource Requirements 5. Work Breakdown (WBS, Work Breakdown Structure): Break down the project in into activities and identifies milestones 6. Project Schedule: Shows dependencies between activities, the estimated time required to reach each milestone, allocation of people to activities. (5) and (6) is typically done in a Gantt Chart (created in e.g. Microsoft Project) 7. Monitoring and Reporting Mechanisms: Definition of the Management Report that should be produced, when thes should be produced, etc. 8. Tools that you are using Example 1 I. Sommerville, Software Engineering: Pearson,

11 Here is another Example of SDP: Example 2 Software Development Plan (SDP) A. Product Description B. Team Description C. Software Process Model Description D. Project Definition E. Project Organization F. Validation Plan G. Configuration/Version Control H. Tools For more details, see Essentials of Software Engineering, Frank Tsui; Orlando Karam; Barbara Bernal, 3 ed., Jones & Bartlett Learning

12 Project Planning Hans-Petter Halvorsen, M.Sc.

13 Project Management Key factors: Kick-off and Brainstorming Planning and Estimation Project Tracking Communication and Collaboration Meetings Using proper Tools, such as e.g., TFS 13

14 Kick-off and Brainstorming A Project should always start with a Kick-off/Brainstorming Involve all in the group Discuss what you are going to do in the project How are you going to solve the project? etc. 14

15 Estimation How many hours does it take to do a spesific Task? The Features and Requirements need to be broken down into managable tasks by the team. Each Tasks then needs to be estimated. 15

16 Estimation Estimation is an iterative process. The Estimates change as more information comes out and we get a better understanding of the task. Since high-priority tasks are often better understood, usually the associated estimates is more accurate. It is important to remember that estimates in the product backlog is not absolute. The estimate does not say, This is the time you have to build this functionality - no more. The Estimate is a starting point, a educated guess. 16

17 Planning and Tracking: Gantt Chart 17

no/tegneserie/lunch/ Problems inside the team?

18 Communication! C-o-m-mu-n-i-c-at-i-o-n is the key to success! B. Lund. (2013). Lunch. Available: Problems inside the team? Discuss it immediately within the team! - If no improvements involve the supervisor as soon as possible!

19 Collaboration Everyone must participate!! B. Lund. (2013). Lunch. Available:

20 Project Meetings Important place in the project for Communication and Collaboration Each team member should come to the meetings prepared!

21 Typical Meetings Kickoff and Planning Meetings Organize your Project orgianization, reasources Create Gantt Chart Create Requirements and Design Daily Scrum Meetings 3 Questions Project Meetings Typically, the Developent Team, Stakeholders, Product Manager, etc. have weekly/monthly status meetings. In this course the Team will have formal Meetings with the Supervisor every ~4. Week (in addition to informal meetings and guidance when needed). Short Notice of Meeting + Minutes of Meeting The Development Team should of course have internal meetings on a regular basis. Review Meetings Show the Customer and Stakeholders the work that the team has accomplished and reeive feedback Planning Meetings Planning next Sprint/Iteration

22 Meetings Guidelines The meeting agenda should be clear. If team members start a discussion that does not address the purpose of the meeting, the members should take the discussion offline, to be completed later. The Meeting Leader should identify and indicate when team members should take a discussion offline. All meetings should follow the basic structure that is described for that meeting. Meetings should start on time, even if some team members are late. Team members should be on time except in rare, unavoidable cases. If your schedule prevents you from being on time regularly, the conflict should be resolved as soon as possible. If necessary, the Meeting Leader should adjust the meeting time to resolve the conflict if the change does not unfairly inconvenience another member of the team. Each team member should come to the meeting prepared. Meetings should finish on time. Always write a Minutes of Meetings 22

Minutes of Meetings Write a Minutes of Meeting (send on e-mail to team members and supervisor the same day!).

23 Minutes of Meetings Write a Minutes of Meeting (send on to team members and supervisor the same day!).the purpose of this is twofold: Important decisions or agreements are recorded, so they are not forgotten! The second purpose is to record unsolved issues that require follow up action, so-called action items. Each action item is assigned to one (prefered) or more team members with a specific deadline for completion. Action List: Task Responsible - Deadline

24 Project Management using TFS Example of Project Management features in TFS: Work Items and Tasks (They can be Assigned to persons and Estimated) MS Project Add-on Tasks can be created in TFS and exported to a Gantt Chart A Gantt Chart in MS Project can be imported into TFS Task Board Burndown Chart 24

Agile Project Management B. Lund. (2013). Lunch. Available: http://www.

25 Agile Project Management B. Lund. (2013). Lunch. Available: Hans-Petter Halvorsen, M.Sc.

26 Agile Project Planning and Tracking Successful projects often have the following characteristics: The needs of the customers drive the project. The team creates a high-level plan for delivering the project. The team develops the product over several iterations and refines the high-level plan over time. The team has effective tools for adapting to changes that occur. 26

27 Agile Project Planning and Tracking 27

28 Agile Project Planning and Tracking 28

29 Task board Tasks Not Started Tasks In Progress Tasks Finished Each task needs to be estimated Used for Tracking and Estimation 29

30 Burndown Chart Remaining Work (Hours) Ideal Burndown Actual Burndown Tracking the Progress Sprint Start Also available in TFS Days Sprint Finished 30

31 Summary Software Project Management is important in order to keep the project on track Agile Project Management = less documentation Useful tools are: Gantt Chart, Task board, Burndown Chart 31

32 Project Management 32

References I. Sommerville, Software Engineering: Pearson, 2010. E. J. Braude and M. E.Bernstein, Software Engineering: Modern Approaches, 2 ed.

Scrum Development. Available: http://en.wikipedia.org/wiki/scrum_(development) S. Adams. Dilbert. Available: http://dilbert.com O. Widder. (2013).

33 References I. Sommerville, Software Engineering: Pearson, E. J. Braude and M. E.Bernstein, Software Engineering: Modern Approaches, 2 ed.: Wiley, F. Tsui, O. Karam, and B. Bernal, Essentials of Software Engineering, 3 ed.: Jones & Barlett Learning, Wikipedia. (2013). Scrum Development. Available: S. Adams. Dilbert. Available: O. Widder. (2013). geek&poke. Available: B. Lund. (2013). Lunch. Available:

Hans-Petter Halvorsen, M.Sc. University College of Southeast Norway www.

34 Hans-Petter Halvorsen, M.Sc. University College of Southeast Norway Blog:

Agile Software Development

Agile Software Development S. Adams. Dilbert. Available: http://dilbert.com Hans-Petter Halvorsen Agile? I ll go up and find out what they need and the rest of you start coding! 3 Typical Job Ad Agile