The document discusses various processes that support software development, including project management, inspection, configuration management, change management, and process management. It provides details on project management, describing the typical roles and responsibilities of a project manager. It also covers the inspection process, noting that inspections are used to detect defects in work products. The key steps in a typical inspection process are outlined, including planning, preparation and overview, the group review meeting, and follow-up.
Slides that helps you to know the major skills of Project Manager, and it describes the fundamentals of Project Management which is a very important part of Software Engineering.
This document provides a template for a project post mortem report to record lessons learned from completed projects. The template includes sections for report details, project parameters, performance including accomplishments and problems, lessons learned, and approval. It is intended to inform future project teams of obstacles, challenges, successes and ways to improve aspects like planning, resources, scope, scheduling and more.
This document discusses key aspects of project management for software projects. It covers that project management involves planning, monitoring, and controlling people, processes, and events throughout the software development lifecycle. Project management focuses on the four Ps - People, Product, Process, and Project. Effective project management requires considering these factors and organizing the project team appropriately to achieve success.
The document discusses various topics related to software project management including:
1. Definitions of projects, jobs, and exploration and how software projects have more characteristics that make them difficult than other types of projects.
2. Typical project phases like initiating, planning, executing, controlling, and closing.
3. Distinguishing between different types of software projects and their approaches.
4. Key activities in project management like planning, organizing, staffing, directing, monitoring, and controlling.
The document discusses the differences between standards and methodologies for IT project management. It provides an overview of the Project Management Institute (PMI), which sets standards for project management. It then describes three common software development lifecycle (SDLC) methodologies - Agile, Waterfall, and ASAP. The document aims to align the phases and processes of PMI's approach with those of the SDLC methodologies. It includes graphics mapping out how the phases of PMI, Rational Unified Process (RUP), Waterfall, and ASAP relate to each other.
The document discusses important concepts for effective software project management including focusing on people, product, process, and project. It emphasizes that defining project scope and establishing clear objectives at the beginning of a project are critical first steps. Finally, it outlines factors for selecting an appropriate software development process model and adapting it to the specific project.
The document discusses key concepts for managing software projects including the four Ps of project management: People, Product, Process, and Project. It describes stakeholders and team structures, and emphasizes establishing clear objectives and scope, tracking progress, and learning lessons through post-mortem reviews. Metrics for both processes and products are discussed to assess status, risks, and quality in order to guide improvement.
Slides that helps you to know the major skills of Project Manager, and it describes the fundamentals of Project Management which is a very important part of Software Engineering.
This document provides a template for a project post mortem report to record lessons learned from completed projects. The template includes sections for report details, project parameters, performance including accomplishments and problems, lessons learned, and approval. It is intended to inform future project teams of obstacles, challenges, successes and ways to improve aspects like planning, resources, scope, scheduling and more.
This document discusses key aspects of project management for software projects. It covers that project management involves planning, monitoring, and controlling people, processes, and events throughout the software development lifecycle. Project management focuses on the four Ps - People, Product, Process, and Project. Effective project management requires considering these factors and organizing the project team appropriately to achieve success.
The document discusses various topics related to software project management including:
1. Definitions of projects, jobs, and exploration and how software projects have more characteristics that make them difficult than other types of projects.
2. Typical project phases like initiating, planning, executing, controlling, and closing.
3. Distinguishing between different types of software projects and their approaches.
4. Key activities in project management like planning, organizing, staffing, directing, monitoring, and controlling.
The document discusses the differences between standards and methodologies for IT project management. It provides an overview of the Project Management Institute (PMI), which sets standards for project management. It then describes three common software development lifecycle (SDLC) methodologies - Agile, Waterfall, and ASAP. The document aims to align the phases and processes of PMI's approach with those of the SDLC methodologies. It includes graphics mapping out how the phases of PMI, Rational Unified Process (RUP), Waterfall, and ASAP relate to each other.
The document discusses important concepts for effective software project management including focusing on people, product, process, and project. It emphasizes that defining project scope and establishing clear objectives at the beginning of a project are critical first steps. Finally, it outlines factors for selecting an appropriate software development process model and adapting it to the specific project.
The document discusses key concepts for managing software projects including the four Ps of project management: People, Product, Process, and Project. It describes stakeholders and team structures, and emphasizes establishing clear objectives and scope, tracking progress, and learning lessons through post-mortem reviews. Metrics for both processes and products are discussed to assess status, risks, and quality in order to guide improvement.
Software Engineering Practice - Project managementRadu_Negulescu
The document discusses project management for a software engineering course. It covers creating a project management plan, which includes defining tasks, scheduling, allocating resources, and managing risks. It also discusses monitoring project progress and closing the project. Key aspects of the plan include the project vision and goals, task breakdown and dependencies, and risk identification and mitigation strategies.
Kelis king - software engineering and best practicesKelisKing
Kelis King offer involve conducting system testing to ensure correct operation, and integration testing to ensure the system integrates correctly with other required systems, such as databases.
This document discusses software project management. It begins with defining software project management as planning, implementing, monitoring and controlling software projects. It describes the need for software project management to incorporate requirements, budget and time constraints given changing technologies. The key steps of software project management are initiation, planning, execution, monitoring, completion and interpersonal communication, risk management, requirements management, change management, configuration management and release management. It also describes the roles and responsibilities of a software project manager and some core activities of software project management including project planning, scope management, estimation and issue management.
This presentation provides an overview of the Capability Maturity Model (CMM) framework for software process improvement. It discusses the five maturity levels in the CMM from Initial to Optimized. Key areas include introducing maturity levels and their goals, key process areas addressed at each level, and key practices required to satisfy process areas. Survey results are also presented from local software companies on their self-assessment of adhering to CMM process areas and factors affecting their process improvement efforts.
This document outlines various artifact sets produced during the software engineering process, including requirement, design, implementation, deployment, test, and management artifacts. It discusses the artifacts in each set and how they evolve over the software lifecycle. The key artifact sets are the requirement set containing the engineering context, the design set representing different abstraction levels, the implementation set with source code, and the deployment set for delivering the software to users. Test artifacts must also be developed concurrently and documented similarly. Management artifacts include documents for planning, tracking status and releases, and defining the development environment.
Ian Sommerville, Software Engineering, 9th Edition Ch 23Mohammed Romi
The document discusses project planning for software development. It covers topics like software pricing, plan-driven development, project scheduling, and estimation techniques. Project planning involves breaking down work, anticipating problems, and preparing tentative solutions. A project plan is created at the start of a project to communicate the work breakdown and help assess progress. Planning is done at various stages including proposals, project startup, and periodically throughout the project. Factors like requirements, costs, and risks are considered in planning.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
This document discusses project management and managing people on software projects. It covers topics like risk management, motivating team members, and dealing with different personality types. It provides an example of an individual motivation issue where a team member has lost interest in the project work and is no longer developing the skills they want. The project manager talks to the team member to understand the problem and find a way to re-engage them by addressing their skill development needs.
The document provides information on scope management processes based on the PMBOK 5th edition. It defines key terms related to scope such as requirements, product scope, and project scope. It then describes the six scope management processes - plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. For each process, it lists the inputs, tools and techniques, and outputs as defined in PMBOK. The document is intended as personal notes for scope management and requests feedback be provided to the specified email.
A project involves a unique temporary endeavor undertaken by a team to create a product or service. It has defined start and end dates and aims to meet established goals. Project management involves planning, scheduling, monitoring, controlling and reporting on a project to ensure its success. Key project roles include the project manager who administratively leads the team, system analysts who work with users to define requirements, programmers who develop the system code, and users who will interact with the completed system. Effective collaboration between all roles is needed for successful project completion.
The document discusses the system development life cycle, which includes five phases: planning, analysis, design, implementation, and support. It describes the activities in each phase, including gathering requirements, designing system components, developing programs, testing the system, and training users. Project management is important throughout the life cycle to plan, schedule, and control the project. Various tools are used for modeling system processes and objects, such as data flow diagrams, entity-relationship diagrams, and data dictionaries.
The document discusses the system development life cycle and its phases. It describes the importance of project management, feasibility assessment, documentation, and data gathering techniques. The phases discussed include planning, analysis, design, implementation, operation, support, and security. Activities like requirements gathering, process modeling, documentation, and alternative solutions are discussed for the analysis phase.
This document covers key topics in software project management including scheduling, work breakdown structures (WBS), estimation, and network diagrams. It discusses estimating techniques like bottom-up and top-down, as well as analogy and expert judgment. Critical path method (CPM) and program evaluation review technique (PERT) network diagrams are explained for determining project schedules. The importance of realistic estimates to avoid project failure is emphasized. Brooks' law about the ineffectiveness of adding people to late projects is also referenced.
The document describes the six phases of the systems development life cycle: 1) preliminary investigation, 2) systems analysis, 3) systems design, 4) systems development, 5) systems implementation, and 6) systems maintenance. Each phase involves specific activities like gathering requirements, designing system components, developing and acquiring software/hardware, testing, training users, and ongoing maintenance. Traceability matrices are used to map requirements to designs and validate that the life cycle process is followed.
Selection of an appropriate project approachtumetr1
This document discusses different approaches for software project management. It describes the waterfall model, prototyping, incremental delivery, and agile methods like Dynamic System Development Method (DSDM) and Extreme Programming (XP). The key factors in selecting an approach are the level of uncertainty in requirements and technologies, the type of application being developed, and project constraints. Evolutionary or incremental approaches are best suited to higher uncertainty, while waterfall can be used for well-defined projects with tight schedules. Agile methods emphasize frequent delivery, collaboration, and responding to changing requirements.
لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=Yq3nz9YaaUU&index=23&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
Feature Driven Development (FDD) is an agile software development process that divides projects into small incremental pieces of work called features. The FDD process involves 5 main steps: developing an overall model, building a features list, designing by feature, coding by feature, and testing by feature. Key roles in FDD include a project manager, chief architect, and development manager who work with chief programmers and class owners to plan and implement features in 2 week iterations. FDD aims to improve communication, reduce complexity, and increase quality through its iterative approach and emphasis on modeling, class ownership, and tracking progress at the feature level.
The document discusses the software development life cycle (SDLC). It describes the typical phases of SDLC including problem definition, program design, coding, debugging, testing, documentation, maintenance, and extension/redesign. It also covers different SDLC models like waterfall, prototyping, and agile development. The SDLC process is best for structured environments while iterative models work better for web and e-commerce projects where frequent stakeholder feedback is needed.
Develop a Logistic Partnership with M2 LogisticsBrad Tiffany
This document provides an overview of Your First Choice In Transportation company. It discusses the company's core values of striving for continuous improvement, empowering employees, and balancing priorities. The company profile notes it is privately held, founded in 2001 and services industries like food, grocery, paper and retail. It offers a range of transportation services including truckload, less than truckload, intermodal and warehouse options. The company believes its strength is its experienced transportation professionals who take ownership to meet customers' expectations.
I have attached my resume, but should you require any more information, I would be glad to provide it to you. I would welcome the opportunity to discuss my qualifications and experience with you in detail.
Software Engineering Practice - Project managementRadu_Negulescu
The document discusses project management for a software engineering course. It covers creating a project management plan, which includes defining tasks, scheduling, allocating resources, and managing risks. It also discusses monitoring project progress and closing the project. Key aspects of the plan include the project vision and goals, task breakdown and dependencies, and risk identification and mitigation strategies.
Kelis king - software engineering and best practicesKelisKing
Kelis King offer involve conducting system testing to ensure correct operation, and integration testing to ensure the system integrates correctly with other required systems, such as databases.
This document discusses software project management. It begins with defining software project management as planning, implementing, monitoring and controlling software projects. It describes the need for software project management to incorporate requirements, budget and time constraints given changing technologies. The key steps of software project management are initiation, planning, execution, monitoring, completion and interpersonal communication, risk management, requirements management, change management, configuration management and release management. It also describes the roles and responsibilities of a software project manager and some core activities of software project management including project planning, scope management, estimation and issue management.
This presentation provides an overview of the Capability Maturity Model (CMM) framework for software process improvement. It discusses the five maturity levels in the CMM from Initial to Optimized. Key areas include introducing maturity levels and their goals, key process areas addressed at each level, and key practices required to satisfy process areas. Survey results are also presented from local software companies on their self-assessment of adhering to CMM process areas and factors affecting their process improvement efforts.
This document outlines various artifact sets produced during the software engineering process, including requirement, design, implementation, deployment, test, and management artifacts. It discusses the artifacts in each set and how they evolve over the software lifecycle. The key artifact sets are the requirement set containing the engineering context, the design set representing different abstraction levels, the implementation set with source code, and the deployment set for delivering the software to users. Test artifacts must also be developed concurrently and documented similarly. Management artifacts include documents for planning, tracking status and releases, and defining the development environment.
Ian Sommerville, Software Engineering, 9th Edition Ch 23Mohammed Romi
The document discusses project planning for software development. It covers topics like software pricing, plan-driven development, project scheduling, and estimation techniques. Project planning involves breaking down work, anticipating problems, and preparing tentative solutions. A project plan is created at the start of a project to communicate the work breakdown and help assess progress. Planning is done at various stages including proposals, project startup, and periodically throughout the project. Factors like requirements, costs, and risks are considered in planning.
Describe the systems view of project management and how it applies to information technology (IT) projects
http://sif.uin-suska.ac.id/
http://fst.uin-suska.ac.id/
http://www.uin-suska.ac.id/
This document discusses project management and managing people on software projects. It covers topics like risk management, motivating team members, and dealing with different personality types. It provides an example of an individual motivation issue where a team member has lost interest in the project work and is no longer developing the skills they want. The project manager talks to the team member to understand the problem and find a way to re-engage them by addressing their skill development needs.
The document provides information on scope management processes based on the PMBOK 5th edition. It defines key terms related to scope such as requirements, product scope, and project scope. It then describes the six scope management processes - plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. For each process, it lists the inputs, tools and techniques, and outputs as defined in PMBOK. The document is intended as personal notes for scope management and requests feedback be provided to the specified email.
A project involves a unique temporary endeavor undertaken by a team to create a product or service. It has defined start and end dates and aims to meet established goals. Project management involves planning, scheduling, monitoring, controlling and reporting on a project to ensure its success. Key project roles include the project manager who administratively leads the team, system analysts who work with users to define requirements, programmers who develop the system code, and users who will interact with the completed system. Effective collaboration between all roles is needed for successful project completion.
The document discusses the system development life cycle, which includes five phases: planning, analysis, design, implementation, and support. It describes the activities in each phase, including gathering requirements, designing system components, developing programs, testing the system, and training users. Project management is important throughout the life cycle to plan, schedule, and control the project. Various tools are used for modeling system processes and objects, such as data flow diagrams, entity-relationship diagrams, and data dictionaries.
The document discusses the system development life cycle and its phases. It describes the importance of project management, feasibility assessment, documentation, and data gathering techniques. The phases discussed include planning, analysis, design, implementation, operation, support, and security. Activities like requirements gathering, process modeling, documentation, and alternative solutions are discussed for the analysis phase.
This document covers key topics in software project management including scheduling, work breakdown structures (WBS), estimation, and network diagrams. It discusses estimating techniques like bottom-up and top-down, as well as analogy and expert judgment. Critical path method (CPM) and program evaluation review technique (PERT) network diagrams are explained for determining project schedules. The importance of realistic estimates to avoid project failure is emphasized. Brooks' law about the ineffectiveness of adding people to late projects is also referenced.
The document describes the six phases of the systems development life cycle: 1) preliminary investigation, 2) systems analysis, 3) systems design, 4) systems development, 5) systems implementation, and 6) systems maintenance. Each phase involves specific activities like gathering requirements, designing system components, developing and acquiring software/hardware, testing, training users, and ongoing maintenance. Traceability matrices are used to map requirements to designs and validate that the life cycle process is followed.
Selection of an appropriate project approachtumetr1
This document discusses different approaches for software project management. It describes the waterfall model, prototyping, incremental delivery, and agile methods like Dynamic System Development Method (DSDM) and Extreme Programming (XP). The key factors in selecting an approach are the level of uncertainty in requirements and technologies, the type of application being developed, and project constraints. Evolutionary or incremental approaches are best suited to higher uncertainty, while waterfall can be used for well-defined projects with tight schedules. Agile methods emphasize frequent delivery, collaboration, and responding to changing requirements.
لمشاهدة ملفات الفيديو
https://www.youtube.com/watch?v=Yq3nz9YaaUU&index=23&list=PL0CTRdzzWSMuvJ9nKHzyxGAYCapJMQ8_Y
للمتابعة في جروب المذاكرة
https://www.facebook.com/groups/PMP.SG
Feature Driven Development (FDD) is an agile software development process that divides projects into small incremental pieces of work called features. The FDD process involves 5 main steps: developing an overall model, building a features list, designing by feature, coding by feature, and testing by feature. Key roles in FDD include a project manager, chief architect, and development manager who work with chief programmers and class owners to plan and implement features in 2 week iterations. FDD aims to improve communication, reduce complexity, and increase quality through its iterative approach and emphasis on modeling, class ownership, and tracking progress at the feature level.
The document discusses the software development life cycle (SDLC). It describes the typical phases of SDLC including problem definition, program design, coding, debugging, testing, documentation, maintenance, and extension/redesign. It also covers different SDLC models like waterfall, prototyping, and agile development. The SDLC process is best for structured environments while iterative models work better for web and e-commerce projects where frequent stakeholder feedback is needed.
Develop a Logistic Partnership with M2 LogisticsBrad Tiffany
This document provides an overview of Your First Choice In Transportation company. It discusses the company's core values of striving for continuous improvement, empowering employees, and balancing priorities. The company profile notes it is privately held, founded in 2001 and services industries like food, grocery, paper and retail. It offers a range of transportation services including truckload, less than truckload, intermodal and warehouse options. The company believes its strength is its experienced transportation professionals who take ownership to meet customers' expectations.
I have attached my resume, but should you require any more information, I would be glad to provide it to you. I would welcome the opportunity to discuss my qualifications and experience with you in detail.
This document discusses the uses of the words "as", "just as", and "since". It provides examples of how each word is used:
- "As" is used to indicate two things happening at the same time or together over a period of time. It can also replace "because" in informal contexts.
- "Just as" emphasizes that two things happened exactly at the same moment.
- "Since" is better used when referring to a period of time, such as "since she moved" or "since we have time".
The document compares the uses of "as" and "when", and provides guidance on the proper contexts to use each word.
Blessed are the Peacemakers Event 2014 & 2015Lisa Ross
This document provides information about an event honoring law enforcement officers. It will include a service at LIFECHURCH to honor active and fallen officers, as well as streaming the national Candlelight Vigil service from Washington DC. Childcare will be provided. The event details include the date, time, location and encouragement for officers to attend in uniform so they can be recognized.
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If you don't then there can be many misunderstandings and fights. Be with them whenever you can and get to know them better. A lot of families now don't get to know each other too well because they're too busy. Plan some family time, like, a movie, or a family game, or even as little as eating dinner together.
Tatjana Vukotic-Milone has over 10 years of experience in education as a substitute teacher and para-professional working with deaf and hard of hearing children. She also has retail experience as a merchandise coordinator and in loss prevention. She holds a Bachelor's degree in Film and Communication from McGill University and an Associate's degree from John Abbott Junior College. She is skilled in cash handling, loss prevention, sign language, and computer programs.
A União Europeia está preocupada com o aumento da desinformação online e propôs novas regras para combater as notícias falsas. As regras exigiriam que as plataformas de mídia social monitorassem conteúdo enganoso e tomassem medidas para reduzir sua disseminação, como adicionar advertências ou removê-lo completamente. No entanto, alguns argumentam que essas regras podem limitar a liberdade de expressão na internet.
Ranveer Singh Sisodia has over 2 years of experience working as a System Engineer at Infosys. He holds a B.Tech in Computer Science from SKIT College in Rajasthan with an aggregate percentage of 76. His skills include Java, JSP, Servlet, RESTful Web services, SQL, and he has experience working on projects involving technologies like HTML, Javascript, and JSF. He is looking to leverage his strong technical skills and project experience designing and developing software applications.
Tipps zur Existenzgründung & Selbstständigkeitlenamueller
eismann hat mit seinem Konzept seit über 40 Jahren Erfolg. Das Unternehmen gibt diese Erfahrungen an unabhängige Verkaufsfahrer weiter, indem diese die bewährten Strategien in die eigene Existenzgründung einbinden.
Dazu gehören u.a. die bei eismann bereits sehr bekannte Marke, als auch die übliche Übernahme eines existierenden Kundenstammes, was den Einstieg in die Unabhängigkeit sehr erleichtert.
The document discusses the project management process and inspection process. It provides details on the typical roles and responsibilities of a project manager, including planning, monitoring, communication facilitation, and postmortem analysis. It also outlines the steps for risk management, including identification, analysis, planning, and review. Finally, it describes the inspection process for reviewing work products, including planning, individual review, group review meetings, rework, and roles like moderator and scribe.
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The document discusses requirements management and software development. It describes common problems like requirements changing over time ("the rock problem") and many projects going over budget or being canceled. Good requirements management is identified as a key success factor. The summary should analyze the problem, understand user needs, define the system requirements, manage scope, and refine the system definition to develop quality software on time and on budget that meets customer needs.
The document discusses key aspects of software project management including the 4Ps - People, Product, Process, Project. It describes how people are the most important factor for success and discusses PM-CMM for enhancing people capabilities. It also discusses defining product scope and decomposing problems. Common process framework activities and different process models are covered. Finally, it discusses signs of project risk and the W5HH principle for project planning.
The document discusses several key concepts in project management:
1) Projects often remain 90% complete for a long time as completion approaches, and things that can go wrong often do.
2) Software project management plans specify the technical and managerial approaches to develop software and include functions, tasks, activities, and a hierarchical structure.
3) Project structures can be hierarchical or project-based; project-based structures reduce bureaucracy but can be harder to manage.
Toyota revolutionized manufacturing starting in the 1980s with their lean manufacturing approach, which aimed to eliminate waste and streamline value chains. Mary and Tom Poppendieck later transferred these lean principles to software development. The document outlines the seven principles of lean - eliminate waste, amplify learning, decide late, deliver fast, empower teams, build integrity, see the whole. It also details 22 lean tools for software development and compares lean to agile methods.
The document provides an overview of the key concepts and topics covered in the IS5540 Project Management & Quality Assurance course, including definitions of projects and project management, the project management process groups and knowledge areas, tools and techniques for managing project scope, time, cost, quality, risk and resources, and factors for project success. It also reviews concepts like the project management plan, quality planning, communication planning, and performance reporting.
The document discusses conducting a post-mortem analysis after a project to learn lessons. It provides context on the benefits of leveraging past project experiences. It then discusses the key aspects of performing a post-mortem analysis including collecting data, facilitating discussions, focusing on issues not people, being factual and brief. An example post-mortem meeting for the Microsoft Word 6 development project is then summarized, noting scheduling was unrealistic, milestones were too long, and proposed features' problems were not obvious until development started.
The document is the agenda for a project management class covering various topics including: defining project management terms and characteristics, discussing project management life cycles and roles, and having group activities on agile, risk, and procurement management issues. The instructor will cover traditional project management, levels of project management, project management life cycles, and roles and responsibilities of team members. Groups will discuss challenges in agile, risk, and procurement management as they relate to their own organizations.
This document discusses key concepts in project management for software engineering projects. It covers the four Ps of project management - people, product, process, and project. It describes stakeholders and considerations for organizing software teams. Factors for selecting a team structure and paradigms are outlined. The document also discusses defining the product scope, decomposing problems, and melding the problem and process. It provides guidelines for a common-sense approach to managing projects.
The document provides an overview of key concepts in software engineering. It discusses the nature of software, different types of software projects, common software engineering activities like requirements, design, and testing, as well as quality attributes and stakeholders. Challenges in software engineering are also reviewed, such as complexity, changing requirements, and deterioration of software design over time. The overall goal of software engineering is to solve problems through systematic development of high-quality software within cost and schedule constraints.
This document provides information about a software project management course taught by Jing Zhang. It includes details about the instructor, course content, textbook, assessment, and a project paper assignment. Students will learn about the key aspects of software project management, including defining the scope, understanding factors the project manager must consider, elaborating the planning, supervision, and control required. The course covers principles of software project management and factors that influence their success or failure.
The document discusses the systems development life cycle (SDLC) which includes 7 phases: planning, analysis, design, development, test, implement, and maintain. It describes the key activities and goals of each phase. For example, in the planning phase the goals are to design the system, set the project scope, and develop a project plan. In the analysis phase, business requirements are gathered through activities like joint application development sessions. The document also discusses knowledge worker roles, reasons for systems failure, and approaches to building systems such as insourcing, outsourcing, self-sourcing, and prototyping.
The document discusses process models in software engineering. It defines process models as a framework that defines the typical activities, actions, and tasks required to build high-quality software. Process models provide stability, control, and organization to the software development process. The document discusses the key components of a generic process model, including the five framework activities of communication, planning, modeling, construction, and deployment. It also discusses process flows, task sets, process patterns, process assessment, and prescriptive process models.
The document provides an overview of software project management concepts including what constitutes a project and program, factors that determine project success or failure, differences between software and other projects, types of software, common problems with software projects, and why projects need management. It also outlines the key activities in software project management including preplanning, planning, scheduling and control, and implementation/termination. Finally, it presents a 10 step process for project planning.
The document provides information on various topics related to software engineering:
1. It defines software engineering and discusses why it is required to manage large, scalable software projects and improve quality and cost management.
2. It describes common software processes like specification, development, validation and evolution and different process models like waterfall, iterative and prototyping.
3. It discusses the "software crisis" due to increasing size, costs and delays in software projects and differentiates between a program and software.
4. It explains popular process models like waterfall, iterative and prototyping in detail outlining their phases, advantages and disadvantages.
This document discusses various process models for software engineering. It begins by defining what a process model is and explaining why they are useful. It then covers traditional sequential models like waterfall and V-model. Iterative and incremental models like prototyping and spiral modeling are described which allow for software to evolve through iterations. Other topics covered include concurrent modeling, component-based development, formal methods, aspects, unified process and personal software process. The document provides details on different process patterns, assessment methods and considerations for evolutionary processes.
Management Information Systems – Week 7 Lecture 2Developme.docxcroysierkathey
Management Information Systems – Week 7 Lecture 2
Development & Improvement
Chapter 13 Systems Development: Design, Implementation, Maintenance,
and Review
You have learned about information systems and seen a little about how the project is run to create a new
system. This week you will focus on the actual systems design process. This will help you whether you
become a programmer, systems analyst or are a department manager. There are countless articles on
this subject on the internet and some great YouTube videos so take a moment to do some extra research
and learn more about systems development.
When an IS manager sits down to design a system they look at several areas and have many special
tools at their disposal.
A systems engineer or senior developer will first look at the logical design. This usually means that they
look at the user request and determine what they really mean! Once they have clarification they will create
a physical design. This might be object-oriented (using code that has already been created) or mock ups
showing interface design and controls. This is sometimes called storyboarding. This image is an example
of creating a new user interface:
System design time is an investment for the business, it will help by preventing, detecting, and correcting
errors prior to the application software being written. It will generate systems design alternatives. One
alternative is to ask software developers to create the application for the business, this is done by creating
a request for proposal (RFP). Software vendors will then propose several options at various price points.
The business can then review the proposals, do a cost benefit analysis and select an appropriate plan of
action.
Once a project has started it is a good idea to freezing design specifications using a contract, and even a
design report called a Functional Design Document. This process is intended to allow the development
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1. Other Processes 1
Project management
Inspection
Configuration management
Change management
Process management
2. Other Processes
Development Process is the central process
around which others revolve
Methods for other processes often influenced
by the dev process
We have looked at various models for dev
process
a “real” process likely derived from a model
Other Processes 2
4. Other Processes
Project management process
Inspection process
Configuration management process
Change management process
Process management process
Will briefly look at these now
Other Processes 4
6. The Typical PMs Role
Overall responsibility for the successful
planning, execution, monitoring, control and
closure of a project.
Primary point of contact with project
sponsors
Key tasks
Plans
Meets
Communicates
Project Management == Leadership
Other Processes 6
7. 10 Qualities of a PM
1. Inspires a Shared Vision
2. Good Communicator
3. Integrity
4. Enthusiasm
5. Empathy
6. Competence
7. Ability to Delegate Tasks
8. Cool Under Pressure
9. Team-Building Skills
10. Problem Solving Skills
Other Processes 7
8. What does a PM do?
Development process divides development
into phases and activities
To execute it efficiently, must allocate
resources, manage them, monitor progress,
take corrective actions, …
These are all part of the PM process
Hence, PM process is an essential part of
executing a project
Other Processes 8
9. PM Process Phases
There are three broad phases
Before: Planning
During
Monitoring and control
Communication facilitation
After: Postmortem analysis
Planning is a key activity that produces a
plan, which forms the basis of monitoring
Other Processes 9
12. Planning
Done before project begins
Key tasks
Cost and schedule estimation
Staffing
Monitoring and risk mgmt plans
Quality assurance plans
Etc.
Will discuss planning in detail later
Other Processes 12
13. Monitoring and control
Lasts for the duration of the project and
covers the development process
Monitors all key parameters like cost, schedule,
risks
Takes corrective actions when needed
Needs information on the dev process – provided
by metrics
Other Processes 13
14. Communication Facilitation
Realistically no plan covers everything!
Additional decisions are made during development
Documents should be updated and communicated
Typical environment
Multiple teams
Multiple user groups
Multiple disciplines
Multiple locations
In many setting PM is center of communication hub
Will discuss in more detail later
Other Processes 14
15. Meeting Types
Project Planning Meetings
Review of progress against schedule
Update plan, identify pain points and
dependencies
Publically call team leads to task
Content Meetings
Regular meetings focused around content topics
E.G. “Reporting”, “Backend API”
Make decision, Record them, Communicate them
Use of the “Rolling Email”
Other Processes 15
16. Meeting Types
Issues Meetings
Regularly schedule meeting (ie. open in everyone’s
schedule)
Issues gathered the day before and distributed
Issue initiator indicates required attendance
QA Meetings
Planning
Discussion with business
Discussion with developers
Regular Review of open tickets
Other Processes 16
17. Meeting Modalities
Modalities
In person
Video Conference
Voice Conference
Shared Desktop + Voice Conference
Pros/Cons of each?
Other Processes 17
18. Postmortem Analysis
Postmortem analysis is performed when the
development process is over
Basic purpose:
to analyze the performance of the process, and
identify lessons learned
Improve predictability and repeatability
Central to a “Learning Organization” or culture
Also called termination analysis
Other Processes 18
20. Other Processes 20
Risk Management
From “KeepYour Projects OnTrack”
http://www.drdobbs.com/184414727
21. Risk Management
Usually performed
1. at the start of a project,
2. at the beginning of major project phases (such as
requirements, design, coding and deployment),
and
3. when there are significant changes (for example,
feature changes, target platform changes and
technology changes).
Other Processes 21
22. Risk Management
Four steps to risk management are
1. risk identification,
2. risk analysis,
3. risk management planning and
4. risk review
Other Processes 22
23. 1) Risk Identification
the brainstorming session, consider :
Weak areas, such as unknown technology.
Aspects that are critical to project success, such as
the timely delivery of a vendor's database
software, creation of translators or a user
interface that meets the customer's needs.
Problems that have plagued past projects, such as
loss of key staff, missed deadlines or error-prone
software
Other Processes 23
24. 1) Risk Identification
Collect up the stakeholder! Who?
Hold a brainstorming session, consider :
Weak areas, such as unknown technology.
Aspects that are critical to project success, such
as the timely delivery of a vendor's database
software, creation of translators or a user
interface that meets the customer's needs.
Problems that have plagued past projects, such
as loss of key staff, missed deadlines or error-
prone software
Other Processes 24
25. 2) Risk Analysis
Make each risk item more specific. Risks like
"Lack of management buy-in" and "People
might leave" are too vague.
Split the risk into smaller, specific risks, such
as
"Manager Jane could decide the project isn't
beneficial,"
"The database expert might leave," and
"The webmaster may be pulled off the project.“
Set priorities
Other Processes 25
26. 2) Risk Analysis
Other Processes 26
Risk Items (Potential Future Problems
Derived from Brainstorming)
Likelihood of
Risk Item
Occurring
Impact to
Project if Risk
Item Does Occur
Priority
(Likelihood *
Impact)
New operating system may be unstable. 10 10 100
Communication problems over system
issues.
8 9 72
We may not have the right requirements 9 6 54
Requirements may change late in the
cycle.
7 7 49
Database software may arrive late. 4 8 32
Key people might leave. 2 10 20
27. 3) Risk Management Planning
Other Processes 27
Risk Items (Potential
Future Problems
Derived from
Brainstorming)
Actions to
Reduce
Likelihood
Actions to
Reduce Impact if
Risk Does Occur
Who Should
Work on
Actions
When
Should
Actions Be
Complete
Status
of
Actions
New operating system
may not be stable.
Test OS more. Identify second
OS.
Joe 3/3/01
Communica-tion
problems over system
issues.
Develop
system
interface
document for
critical
interfaces.
Add replan
milestone to
realign the team's
schedule with
other areas.
Cathy 5/6/01
We may not have the
right requirements.
Build prototype
of UI.
Limit Initial
product
distribution
Lois 4/6/01
28. 4) Risk Review
review your risks periodically,
check how well mitigation is progressing.
change risk priorities, as required
Identify new risks.
rerun the complete risk process if the project
has experienced significant changes.
incorporate risk review into other regularly
scheduled project reviews
Other Processes 28
29. Risk Management
Time Effective!
90 to 120 minutes for projects that are 12 to 60
person-months
Control the length of the session by controlling
the scope you choose,
most sessions usually take less than two hours
Other Processes 29
31. Meeting Types
Project Planning Meetings
Review of progress against schedule
Update plan, identify pain points and
dependencies
Publically call team leads to task
Content Meetings
Regular meetings focused around content topics
E.G. “Reporting”, “Backend API”
Make decision, Record them, Communicate them
Use of the “Rolling Email”
Other Processes 31
32. Meeting Types
Issues Meetings
Regularly schedule meeting (ie. open in everyone’s
schedule)
Issues gathered the day before and distributed
Issue initiator indicates required attendance
QA Meetings
Planning
Discussion with business
Discussion with developers
Regular Review of open tickets
Other Processes 32
33. Meeting Modalities
Modalities
In person
Video Conference
Voice Conference
Shared Desktop + Voice Conference
Pros/Cons of each?
Other Processes 33
34. Face to Face Communication
A verbal message is affected by:
The message itself
Paralingual attributes of the message (ie. the pitch, tone,
and inflections in the speaker's voice)
Nonverbal communication (ie. Posture, facial expression,
shoulders, tugging on the ears, crossed arms, hand
signals)
To be an effective communicator, you must ask
questions.
Do you understand me?
Questions help the project team, ask for clarification, and
achieve an exact transfer of knowledge.
Other Processes 34
35. Writing Email
1) Understand why you’re writing
have explicit answers for two questions:
Why am I writing this?
What exactly do I want the result of this message
to be?
Other Processes 35
36. Writing Email
2) Get what you need
Really just three basic types of business email.
Providing information - “Larry Tate will be in the office
Monday at 10.”
Requesting information - “Where did you put the ‘Larry
Tate’ file?”
Requesting action - “Will you call Larry Tate’s admin to
confirm our meeting on Monday?”
The recipient must immediately know which type of
email it is.
Other Processes 36
37. Writing Email
3) Make One Point per Email
If you need to communicate a number of different
things:
Consider writing a separate email on each subject,
especially if they related to different topics or have
different timescales.
Consider presenting each point in a separate, numbered
paragraph, especially if relate to the same project.
Making each point stand out, significantly
increasing the likelihood that each point will be
addressed.
Other Processes 37
38. Writing Email
3) Write a great Subject line
Help your recipient to
immediately understand why you’ve sent them an email
quickly determine what kind of response or action it
requires
Avoid “Hi,” “One more thing…,” or “FYI,”
Best is a short summary of the most important
points
Lunch resched to Friday @ 1pm
Reminder: Monday is "St. Bono’s Day"–no classes
REQ: Resend Larry Tate zip file?
HELP: I’ve lost the source code?
Thanks for the new liver–works great!
Other Processes 38
39. Writing Email
3) Brevity is the soul of…getting a response
The Long Crafted Email: 1%
Explores nuances
Handling political hot potatoes
The Short Directed Email: 99%
Make it fit on one screen with no scrolling.
Better still in the “review space”
A concise email is much more likely to get action
But be presise…
Other Processes 39
40. Bad Example Good Example
Subject: Proposal
Lynn,
Did you get my proposal last
week? I haven't heard
back and wanted to make
sure.
Can you please call me so we
can discuss?
Thanks!
Peter
Subject: Checking On Reliable Landscapes Proposal
Lynn,
I just wanted to check that you have received the
landscaping proposal I emailed to you last week. I
haven't heard back and wanted to make sure it went
through.
Can you please call me byThursday so we can discuss?
This is when our discount offer expires, and I want to
make sure you don't miss it!
The quickest way to contact me is by cell phone.
Thanks!
Peter Schuell, Owner
Reliable Landscaping, Inc.
555.135.4598 (office)
555.135.2929 (cell)
Other Processes 40
42. Background
Main goal of inspection process is to detect
defects in work products
First proposed by Fagan in 70s
Earlier used for code, now used for all types of
work products
Is recognized as an industry best practice
Data suggests that it improves both Q&P
Other Processes 42
http://en.wikipedia.org/wiki/Fagan_inspection
43. Background
“A defect is an instance in which a requirement
is not satisfied.” [Fagan, 1986]
Defects injected in sw at any stage
Hence must remove them at every stage
Inspections can be done on any document
including design docs and plans
Is a good method for early phases like
requirements and design
Also useful for plans (PM plans, CM plans,
testing plans,…)
Other Processes 43
44. Some Characteristics
Conducted by group of technical people for
technical people (i.e. review done by peers)
Is a structured process with defined roles for the
participants
The focus is on identifying problems, not
resolving them
Review data is recorded and used for monitoring
the effectiveness
Other Processes 44
45. Steps in Typical Review
Process
WorkProductfor
review
Planning Preparation&Overview
Schedule,
ReviewTeam,
Invitation
GroupReviewMeeting
DefectsLog,
Recommendation
Rework&FollowUp
ReviewedWork
Product,Summary
Report
Other Processes 45
46. Planning
Select the group review team – three to five
people group is best
Identify the moderator – has the main
responsibility for the inspection
Prepare package for distribution – work
product for review plus supporting docs
Package should be complete for review
Other Processes 46
47. Overview and Self-Review
A brief meeting – deliver package, explain
purpose of the review, intro,…
All team members then individually review the
work product
Lists the issues/problems they find in the self-
preparation log
Checklists, guidelines are used
Ideally, should be done in one sitting and issues
recorded in a log
Other Processes 47
48. Self-Review Log
Project name:
Work product name and ID:
Reviewer Name:
Effort spent (hours):
Defect list
Other Processes 48
No Location Description Criticality
49. Group Review Meeting
Purpose – define the final defect list
Entry criteria
each member has done a proper self-review
logs are reviewed
Group review meeting
A reviewer goes over the product line by line
At any line, all issues are raised
Discussion follows to identify if a defect
Decision recorded (by the scribe)
Other Processes 49
50. Group Review Meeting…
At the end of the meeting
Scribe presents the list of defects/issues
If few defects, the work product is accepted; else
it might be asked for another review
Group does not propose solutions
though some suggestions may be recorded
A summary of the inspections is prepared
useful for evaluating effectiveness
Other Processes 50
51. Group Review Meeting…
Moderator is in-charge of the meeting and
plays a central role
Ensures that focus is on defect detection and
solutions are not discussed/proposed
Work product is reviewed, not the author of the
work product
Amicable/orderly execution of the meeting
Uses summary report to analyze the overall
effectiveness of the review
Other Processes 51
52. Summary Report Example
Project
Work Product Type
Size of work product
Review team
Effort (person hours)
Preparation
Group meeting
Total
XXXX
Project plan
14 pages
P1, P2, P3
10 (total)
10
20
Other Processes 52
53. Summary Contd.
Defects
No of critical defects
No of major defects
No of minor defects
Total
Review status
Reco for next phase
Comments
0
3
16
19
Accepted
Nil
Nice plan
Other Processes 53
54. Rework and Follow Up
Defects in the defects list are fixed later by
the author
Once fixed, author gets it OKed by the
moderator, or goes for another review
Once all defects/issues are satisfactorily
addressed, review is completed and collected
data is submitted
Other Processes 54
55. Roles and Responsibilities
Main roles
Moderator – overall responsibility
Author –Listen, inform, avoid defensiveness
Reviewer(s) – to identify defects
Reader – not there in some processes, reads line
by line to keep focus
Scribe – records the issues raised
Other Processes 55
56. Guidelines for Work Products
Work
Product
Inspection focus Participants
Req Spec Meet customer needs
Are implementable
Omissions, inconsistencies, ambiguities
Customer
Designer
Tester, Dev
Analyst
HLD Design implements req
Design is implementable
Ommissions, quality of design
Req author
Designer
Developer
Other Processes 56
57. Guidelines for Work Products
Code Code implements design
Code is complete and correct
Defects in code
Other quality issues
Designer
Tester
Developer
Test
cases
Set of test cases test all SRS conditions
Test cases are executable
Are perf and load tests there
Req author
Tester
Proj mgr
Proj
Mgmt
Plan
Plan is complete and specifies all
components of the plan
Is implementable
Omissions and ambiguities
Proj mgr
Another Proj
mgr
Other Processes 57
58. Summary
Purpose of reviews: to detect defects
Structured reviews are very effective - can
detect most of the injected defects
For effective review, process has to be
properly defined and followed
Data must be collected and analyzed
Other Processes 58
60. Background
A software project produces many items -
programs, documents, data, manuals, …
All of these can be changed easily – need to
keep track state of items
Software Configuration Management (SCM)
Systematically control the changes
Focus on changes during normal evolution (req
changes will be handled separately)
CM requires discipline as well as tools
Other Processes 60
61. Background
SCM often independent of dev process
Dev process looks at macro picture, but not on
changes to individual items/files
As items are produced during dev they are
brought under SCM
SCM controls only the products of the
development process
Other Processes 61
63. Need for CM
CM needed to deliver product to the client
What files should comprise the product?
What versions of these files?
How to combine these to make the product?
Just for this, versioning is needed, and state
of different items has to be tracked
There are other functions of CM also
Other Processes 63
64. Functionality Needed
Capture current state of programs
Capture latest version of a program
Undo a change and revert back to a specified
version
Prevent unauthorized changes
Gather all sources, documents, and other
information for the current system
Other Processes 64
65. CM Mechanisms
Configuration identification and baselining
Version control
Access control
These are the main mechanisms, there are
others like
naming conventions,
directory structure,…
Other Processes 65
66. Configuration Items
Sw consists of many items/artifacts
In CM some identified items are placed under
CM control
Changes to these are then tracked
Periodically, system is built using these items
and baselines are established
Baseline – logical state of the system and all
its items; is a reference point
Other Processes 66
67. Version and access control
Key issues in CM
Done primarily on source code through source
code control systems, which also provide access
control
Allows older versions to be preserved and hence
can undo changes
Examples:
CVS – Original open source system (1986)
Subversion – Open source CVS replacement (1999)
Microsoft Visual SourceSafe (VSS) – targeted for
smaller dev projects
IBM Rational ClearCase – Industrial strength solution
Other Processes 67
68. Version and Access
Control When programmer developing code – is in
private area
When code is made available to others, it goes in
an access-controlled library
For making changes to an item in library, it has
to be checked out
Changes made by checking-in the item –
versioning is automatically done
Final system is built from the library
Other Processes 68
69. Version/Access Control
Generally both version and access control
done through CM tools
Tools limit access to specified people - formal
check in, check out procedures
Automatic versioning done when a changed
file is checked-in
Check-in, check-out control may
be restricted to a few people in a project
Require successful compile/build cycle
Other Processes 69
70. CM Process
Defines the activities for controlling changes
Main phases
CM Planning
Executing the CM process
CM audits
Other Processes 70
71. CM Planning
Identify items to be placed under CM
Define library structure for CM
Define change control procedures
Define access control, baselining,
reconciliation, procedures
Define release procedure
Other Processes 71
72. CM Audit
During project execution CM procedures have
to be followed (e.g. moving items between
directories, naming, following change
procedures, …)
Process audit has to be done
CM audit can also check if items are where
they should be
Other Processes 72
73. Summary – CM
CM is about managing the different items in the
product, and changes in them
Developing a CM plan at the start is the key to
successful to CM
CM procedures have to be followed; audits have to
be performed
Requires discipline and tools
Other Processes 73
75. Background
Requirements change at any time during the
development
Changes impact the work products and the
various configuration items
Uncontrolled changes can have a huge
adverse impact on project in cost/sched
Changes have to be allowed, but in a
controlled manner
Other Processes 75
76. A Change Mgmt Process
Log the changes
Perform impact analysis on the work
products and items
Estimate impact on effort and schedule
Review impact with stakeholders
Rework the work products/items
Other Processes 76
77. Changes
Change often triggered by change request
Change req log keeps a record of requests
Impact analysis for a change request involves
identifying the changes needed to diff items,
and the nature of change
The impact of changes on the project is
reviewed to decide whether to go ahead
Cumulative changes also often tracked
Other Processes 77