Software Project Management

Transcription

1 Software Project Management Dr. M.E. Fayad, Professor Computer Engineering Department College of Engineering, San José State University One Washington Square, San José, CA /25/10 M.E. Fayad SPM -- Intro L3-S1

2 Session #3 Lesson Title Introduction to Software Project Management 2 8/25/10 M.E. Fayad L3-S2

3 Roadmap Lesson Learning Objectives Project Management Skills Project vs. Program Management Project Management Tools Project Management Institute Knowledge Areas Four Project Dimensions 36 Classic Mistakes 3 8/25/10 M.E. Fayad L3-S3

4 Lesson Learning Objectives Identify the skills required to be a successful SW project management Understand the differences between Project vs. Program. Overview Software Project Management Tools Identify the PMI Knowledge Areas Understand the different project dimensions Identify classical mistakes with SPM. 4 8/25/10 M.E. Fayad L3-S4

5 Project Management Skills (1) Leadership Communications Problem Solving Influencing the Organization Mentoring Process and technical expertise 5 8/25/10 M.E. Fayad L3-S5

6 Project Management Skills (2) Conflict Resolution Creativity and Flexibility Ability to Adjust to Change Good Planning Negotiation win-win versus win-lose 6 8/25/10 M.E. Fayad L3-S6

7 Project Management What s a project? A project is a temporary endeavor undertaken to create a unique product or service Progressively elaborated With repetitive elements A project manager Analogy: conductor, coach, captain 7 8/25/10 M.E. Fayad L3-S7

8 Why the emphasis on project management? Many tasks do not fit neatly into businessas-usual. Need to assign responsibility and authority for achievement of organizational goals. 8 8/25/10 M.E. Fayad L3-S8

9 Characteristics of Projects Unique Specific Deliverable Specific Due Date 9 8/25/10 M.E. Fayad L3-S9

10 Other Common Characteristics of Projects Multidisciplinary Complex Conflict Part of Programs 10 8/25/10 M.E. Fayad L3-S10

11 What are you manage? 3 Goals of a Project 11 8/25/10 M.E. Fayad L3-S11

12 Project vs. Program Management What s a program? Mostly differences of scale Often a number of related projects Longer than projects Definitions vary Ex: Program Manager for MS Word 12 8/25/10 M.E. Fayad L3-S12

13 Interactions / Stakeholders As a PM, who do you interact with? Project Stakeholders Project sponsor Executives Team Customers Contractors Functional managers 13 8/25/10 M.E. Fayad L3-S13

14 PM Tools: Software Low-end Basic features, tasks management, charting MS Excel, Milestones Simplicity Mid-market Handle larger projects, multiple projects, analysis tools MS Project (approx. 50% of market) High-end Very large projects, specialized needs, enterprise AMS Realtime Primavera Project Manager 14 8/25/10 M.E. Fayad L3-S14

15 Tools: Gantt Chart 15 8/25/10 M.E. Fayad L3-S15

16 Tools: Network Diagram 16 8/25/10 M.E. Fayad L3-S16

17 PMI s 9 Knowledge Areas Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement 17 8/25/10 M.E. Fayad L3-S17

18 Basic Principles One size does not fit all Patterns and Anti-Patterns Spectrums Project types Sizes Formality and rigor 18 8/25/10 M.E. Fayad L3-S18

19 Development Strategy Classic Mistake Avoidance Development Fundamentals Risk Management Schedule-Oriented Practices Reuse Stability 19 8/25/10 M.E. Fayad L3-S19

20 Four Project Dimensions People Process Product Technology 20 8/25/10 M.E. Fayad L3-S20

21 Trade-off Triangle Fast, cheap, good. Choose Two Know which of these are fixed & variable for every project 21 8/25/10 M.E. Fayad L3-S21

22 People It s always a people problem Gerald Weinberg, The Secrets of Consulting Developer productivity: 10-to-1 range - Improvements: - Team selection - Team organization Motivation Other success factors Matching people to tasks Career development Balance: individual and team Clear communication 22 8/25/10 M.E. Fayad L3-S22

23 Process Is process stifling? 2 Types: Management & Technical Development fundamentals Quality assurance Risk management Lifecycle planning Avoid abuse by neglect Customer orientation Process maturity improvement Rework avoidance 23 8/25/10 M.E. Fayad L3-S23

24 Product The tangible dimension Product size management Product characteristics and requirements Feature creep management 24 8/25/10 M.E. Fayad L3-S24

25 Technology Often the least important dimension Language and tool selection Value and cost of reuse 25 8/25/10 M.E. Fayad L3-S25

26 Planning Determine requirements Determine resources Select lifecycle model Determine product features strategy 26 8/25/10 M.E. Fayad L3-S26

27 Tracking Cost, effort, schedule Planned vs. Actual How to handle when things go off plan? 27 8/25/10 M.E. Fayad L3-S27

28 Measurements To date and projected Cost Schedule Effort Product features Alternatives Earned value analysis Defect rates Productivity (ex: SLOC) Complexity (ex: function points) 28 8/25/10 M.E. Fayad L3-S28

29 Classic Mistakes Types People-Related (13) Process-Related (14) Product-Related (05) Technology-Related (04) Total (36) 29 8/25/10 M.E. Fayad L3-S29

30 People Related Mistakes (1) Undermined motivation Weak personnel Weak vs. Junior Uncontrolled problem employees Heroics Adding people to a late project Noisy, crowded offices Customer-Developer friction 30 8/25/10 M.E. Fayad L3-S30

31 People Related Mistakes (2) Unrealistic expectations Politics over substance Wishful thinking Lack of effective project sponsorship Lack of stakeholder buy-in Lack of user input 31 8/25/10 M.E. Fayad L3-S31

32 Process Related Mistakes (1) Optimistic schedules Insufficient risk management Contractor failure Insufficient planning Abandonment of plan under pressure Wasted time during fuzzy front end Shortchanged upstream activities 32 8/25/10 M.E. Fayad L3-S32

33 Process Related Mistakes (2) Inadequate design Shortchanged quality assurance Insufficient management controls Frequent convergence Omitting necessary tasks from estimates Planning to catch-up later Code-like-hell programming 33 8/25/10 M.E. Fayad L3-S33

34 Product Related Mistakes Requirements gold-plating Gilding the lily Feature creep Developer gold-plating Beware the pet project Push-me, pull-me negotiation Research-oriented development 34 8/25/10 M.E. Fayad L3-S34

35 Technology Related Mistakes Silver-bullet syndrome Overestimated savings from new tools and methods Fad warning Switching tools in mid-project Lack of automated source-code control 35 8/25/10 M.E. Fayad L3-S35

36 Conclusions Stable Patterns: Analysis: Quality, Evaluation, Lifecycle, Planning, Tracking, Measurement, Management, Design: Project, Program, Interaction, Chart, Scope, Risk, resource, Strategy, Process, Performance, Effort, Schedule, Plan, Defect, Constraint, 36 8/25/10 M.E. Fayad L3-S36

37 Evaluation Stable Analysis Pattern 37 8/25/10 M.E. Fayad L3-S37

38 AnyPerformance Stable Design Pattern 38 8/25/10 M.E. Fayad L3-S38

39 AnyProject Stable Design Pattern 39 8/25/10 M.E. Fayad L3-S39

40 Discussion Questions Questions? 40 8/25/10 M.E. Fayad L3-S40