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Project management

©Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Slide 1

Objectives




● ●



To explain the main tasks undertaken by project managers To introduce software project management and to describe its distinctive characteristics To discuss project planning and the planning process To show how graphical schedule representations are used byproject management To discuss the notion of risks and the risk management process

©Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Slide 2

Topics covered
● ● ● ●

Management activities Project planning Project scheduling Risk management

©Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Slide 3

Software project management


●Concerned with activities involved in ensuring that software is delivered on time and on schedule and in accordance with the requirements of the organisations developing and procuring the software. Project management is needed because software development is always subject to budget and schedule constraints that are set by the organisation developing the software.

©Ian Sommerville 2004Software Engineering, 7th edition. Chapter 5

Slide 4

Software management distinctions
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The product is intangible. The product is uniquely flexible. Software engineering is not recognized as an engineering discipline with the sane status as mechanical, electrical engineering, etc. The software development process is not standardised. Many software projects are 'one-off' projects.©Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Slide 5

Management activities
● ● ● ● ● ●

Proposal writing. Project planning and scheduling. Project costing. Project monitoring and reviews. Personnel selection and evaluation. Report writing and presentations.

©Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Slide 6

Managementcommonalities






These activities are not peculiar to software management. Many techniques of engineering project management are equally applicable to software project management. Technically complex engineering systems tend to suffer from the same problems as software systems.

©Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Slide 7

Project staffing
●May not be possible to appoint the ideal people to work on a project
• • • Project budget may not allow for the use of highly-paid staff; Staff with the appropriate experience may not be available; An organisation may wish to develop employee skills on a software project.



Managers have to work within these constraints especially when there are shortages of trained staff.

©IanSommerville 2004

Software Engineering, 7th edition. Chapter 5

Slide 8

Project planning






Probably the most time-consuming project management activity. Continuous activity from initial concept through to system delivery. Plans must be regularly revised as new information becomes available. Various different types of plan may be developed to support the main software project plan thatis concerned with schedule and budget.

©Ian Sommerville 2004

Software Engineering, 7th edition. Chapter 5

Slide 9

Types of project plan
Plan Quality plan Validation plan Configuration management plan Maintenance plan Staff plan. Description Describes the quality procedures and standards that will be used in a project. See Chapter 27. Describes the approach, resources and scheduleused for system validation. See Chapter 22. Describes the configuration management procedures and structures to be used. See Chapter 29. Predicts the maintenance requirements of the system, maintenance costs and effort required. See Chapter 21.

development Describes how the skills and experience of the project team members will be developed. See Chapter 25.

©Ian Sommerville 2004

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