This document discusses key aspects of software project management. It covers management activities like planning, scheduling, risk management. Effective project planning is important as it involves estimating tasks, organizing work, identifying dependencies, and monitoring progress. Scheduling tools like bar charts and activity networks are used to represent the project schedule graphically. Estimating work and unexpected events present challenges to project planning and scheduling.
This document summarizes key topics in software project management from a chapter of a software engineering textbook, including: the objectives of software project management; management activities like planning, scheduling, and risk management; distinctions of software projects; the project planning and scheduling processes; and techniques for representing schedules and identifying/managing risks. It provides an overview of these topics through text and examples across 27 slides.
This document discusses key aspects of software project management from Ian Sommerville's Software Engineering textbook. It covers objectives of project management, including planning, scheduling, and risk management. It also describes distinctive characteristics of software projects, such as intangible products and flexible requirements. Project management aims to deliver software on time and on budget by establishing plans, estimating timelines, and identifying/mitigating risks.
This document discusses project scheduling for software engineering projects. It covers key topics such as:
- The importance of scheduling for establishing a roadmap and tracking progress on large, complex software projects.
- Basic principles of software project scheduling including compartmentalizing work, indicating interdependencies, allocating time and resources, and assigning responsibilities.
- Methods for defining tasks, networks, and timelines to plan and track schedules.
- Techniques for monitoring schedule performance such as status meetings, milestone tracking, and earned value analysis.
- Factors that influence schedules such as risks, changing requirements, estimates, and technical difficulties.
Credible Plans, Integrated Reporting, and Control SystemsGlen Alleman
Project success starts with a credible plan for delivering the needed capabilities as planned. This starts with knowing what Done looks like in units of measure meaningful to the decision makers.
The document discusses some key issues with conventional software management approaches like the waterfall model. It notes that software development is unpredictable and that management discipline is more important for success than technology. Some problems with the waterfall model are late risk resolution, adversarial stakeholder relationships due to rigid documentation requirements, and a focus on documents over engineering work. The document also provides metrics on the relative costs of development versus maintenance and how people are a major factor in productivity.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Finally, it defines important terms related to metrics and measurements for software projects.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
This document provides an overview of software project management and processes at Infosys. It discusses how Infosys uses a project database, process capability baseline, process assets, and body of knowledge to build an infrastructure for project planning and management. This infrastructure aims to capture lessons learned from past projects to help plan and execute new projects more effectively. The document also describes Infosys' standard development process and how projects tailor this process.
This document summarizes key topics in software project management from a chapter of a software engineering textbook, including: the objectives of software project management; management activities like planning, scheduling, and risk management; distinctions of software projects; the project planning and scheduling processes; and techniques for representing schedules and identifying/managing risks. It provides an overview of these topics through text and examples across 27 slides.
This document discusses key aspects of software project management from Ian Sommerville's Software Engineering textbook. It covers objectives of project management, including planning, scheduling, and risk management. It also describes distinctive characteristics of software projects, such as intangible products and flexible requirements. Project management aims to deliver software on time and on budget by establishing plans, estimating timelines, and identifying/mitigating risks.
This document discusses project scheduling for software engineering projects. It covers key topics such as:
- The importance of scheduling for establishing a roadmap and tracking progress on large, complex software projects.
- Basic principles of software project scheduling including compartmentalizing work, indicating interdependencies, allocating time and resources, and assigning responsibilities.
- Methods for defining tasks, networks, and timelines to plan and track schedules.
- Techniques for monitoring schedule performance such as status meetings, milestone tracking, and earned value analysis.
- Factors that influence schedules such as risks, changing requirements, estimates, and technical difficulties.
Credible Plans, Integrated Reporting, and Control SystemsGlen Alleman
Project success starts with a credible plan for delivering the needed capabilities as planned. This starts with knowing what Done looks like in units of measure meaningful to the decision makers.
The document discusses some key issues with conventional software management approaches like the waterfall model. It notes that software development is unpredictable and that management discipline is more important for success than technology. Some problems with the waterfall model are late risk resolution, adversarial stakeholder relationships due to rigid documentation requirements, and a focus on documents over engineering work. The document also provides metrics on the relative costs of development versus maintenance and how people are a major factor in productivity.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Finally, it defines important terms related to metrics and measurements for software projects.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
This document provides an overview of software project management and processes at Infosys. It discusses how Infosys uses a project database, process capability baseline, process assets, and body of knowledge to build an infrastructure for project planning and management. This infrastructure aims to capture lessons learned from past projects to help plan and execute new projects more effectively. The document also describes Infosys' standard development process and how projects tailor this process.
What is Software project management?? , What is a Project?, What is a Product?, What is Project Management?, What is Software Project Life Cycle?, What is a Product Life Cycle?, Software Project, Software Triple Constraints, Software Project Manager, Project Planning,
Project management involves planning, organizing, and managing resources to successfully complete specific project goals and objectives. A project is considered successful if it meets time, quality and budget objectives. Key aspects of project management include defining goals and objectives, creating an action plan and timeline, identifying stakeholders, establishing a project manager and team roles, and monitoring progress and making adjustments throughout the project lifecycle.
This chapter discusses project management techniques including project planning, scheduling, and controlling. It covers key concepts such as work breakdown structures, critical paths, PERT charts, and crashing projects. Project management is important for coordinating large, complex projects with many interdependent tasks and activities. Techniques like PERT and CPM help project managers analyze schedule contingencies and identify critical paths.
The document discusses software project management. It defines what a project and project management are, and describes the key characteristics of a software project. It outlines several software development lifecycles and methodologies including waterfall, prototype, spiral, agile, Scrum, extreme programming (XP), and rapid application development (RAD). It also discusses software project roles, risk management, project monitoring, defining a lifecycle model, software team organization structures, communication and coordination practices, and factors to consider when selecting a lifecycle model.
The document summarizes the theory behind the traditional waterfall model of software development and suggests updates to it. It discusses five major problems with how the waterfall model was commonly practiced: 1) protracted integration and late design breakage, 2) late risk resolution, 3) requirements-driven functional decomposition, 4) adversarial stakeholder relationships, and 5) a focus on documents and review meetings over producing working software. It also reviews basic software economics principles from the 1980s that still generally hold true today.
The WBS is the touchstone of all work activities, cost, schedule, and technical performance on the program.
It describes technical, process, and programmatic deliverables over the life of the program
It describes how these deliverables are related through a well formed tree structure – parents and children – defined by MIL-STD-881C
It describes how costs are assigned to this work and these costs roll up to their parents in Control Account and CLINS to the Performance Measurement Baseline (PMB)
The document outlines a project plan structure covering 5 sections: 1) the software engineering process model and team roles, 2) risk analysis and management methods, 3) tasks and scheduling, 4) resources, costs and estimates, and 5) monitoring and management methods to track the project. A sample project plan is attached for reference.
Definition of Project, Difference between Project and Program, PMLC, Project Management Life Cycle, Project Manager Vs Line Managers, Challenges in International Projects
The integrated master plan and integrated master scheduleGlen Alleman
The Integrated Master Plan (IMP) and Integrated Master Schedule( (IMS) provide a strategy for the incremental delivery of program outcomes through increasing maturity assessments with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.
These assessment assure the needed capabilities of the project are met at each assessment point to confirm physical percent complete as planned in the Integrated Master Plan
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
The document discusses project management concepts including defining a project, project management, and structuring projects. It defines a project as a series of related jobs directed towards an output that requires significant time. Project management is defined as planning, directing, and controlling resources to meet technical, cost, and time constraints. There are different ways to structure projects including pure projects, functional projects, and matrix projects, each with their own advantages and disadvantages.
This document discusses how principles of the Capability Maturity Model Integration (CMMI) can be joined with practices of Agile software development to create an integrated software development system. It provides learning outcomes which are to understand how Agile and CMMI can be joined in a single approach, how connections between Agile disciplines and CMMI process areas will be shown, and how this can be demonstrated through an example project. The document then maps specific Agile practices, such as those from Scrum, to CMMI process areas at maturity level 2, such as project planning and project monitoring and control.
Estimating and Reporting Agile ProjectsGlen Alleman
The use agile software development in the Federal Government is now standard practice. The SRDR is the means of providing the estimates needed to make decisions for those projects
This briefing is an overview of the probabilistic risk analysis processes that can be applied to our program. Although it may not appear to be a “simple” overview, this material is the tip of the iceberg of this complex topic.
Just schedule analysis has been addressed in detail here. The cost aspects of forecasting and simulation must be addressed as well to complete the connections between schedule and cost.
Probabilistic cost will be surveyed here, but an in depth review is for a later time.
The document describes common causes of software project failures and techniques for project scheduling and monitoring. It lists unrealistic deadlines, changing requirements, underestimating effort, unforeseen risks and difficulties, and miscommunication as potential causes of failure. It emphasizes the importance of defining tasks, dependencies, timelines, responsibilities, and milestones to effectively schedule and track progress to recognize and address delays.
1. The document discusses various phases in software project planning and management. It describes the concept exploration phase where initial project ideas are collected and justified.
2. The requirements phase is described as particularly important, where the requirements document is created that specifies what the system must do. This requires requirements gathering, documentation, approval, and sign-off.
3. The document also discusses analysis and design phases, where the requirements are analyzed and a design for the solution is created. Meetings in early phases help clarify goals, scope, assumptions and refine estimates.
This document provides an overview of project management processes for spacecraft development. It discusses the characteristics of projects and project management. The general project management process involves initiation, planning, development/execution, controlling, and closing phases. The planning process specifically involves developing specifications, work breakdown structures (WBS), schedules, organization charts, and financial and procurement plans.
Performance-Based Management
integrates Principles, Practices, and Processes
– to assure actionable information is provided to the decision makers that can increase the Probability Of Program Success.
Successful projects deliver capabilities:
§ Not work efforts,
§ Not cost expenditures,
§ Not documentation, test results, or the processes.
§ These all needed, but they’re not the deliverables.
§ For success projects must deliver tangible beneficial outcomes, assessed in units of measure meaningful to the decision makers.
This slide deck is an extract from the Book of the same name https://www.amazon.com/Performance-Based-Project-Management-Increasing-Probability/dp/0814433308
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
What is Software project management?? , What is a Project?, What is a Product?, What is Project Management?, What is Software Project Life Cycle?, What is a Product Life Cycle?, Software Project, Software Triple Constraints, Software Project Manager, Project Planning,
Project management involves planning, organizing, and managing resources to successfully complete specific project goals and objectives. A project is considered successful if it meets time, quality and budget objectives. Key aspects of project management include defining goals and objectives, creating an action plan and timeline, identifying stakeholders, establishing a project manager and team roles, and monitoring progress and making adjustments throughout the project lifecycle.
This chapter discusses project management techniques including project planning, scheduling, and controlling. It covers key concepts such as work breakdown structures, critical paths, PERT charts, and crashing projects. Project management is important for coordinating large, complex projects with many interdependent tasks and activities. Techniques like PERT and CPM help project managers analyze schedule contingencies and identify critical paths.
The document discusses software project management. It defines what a project and project management are, and describes the key characteristics of a software project. It outlines several software development lifecycles and methodologies including waterfall, prototype, spiral, agile, Scrum, extreme programming (XP), and rapid application development (RAD). It also discusses software project roles, risk management, project monitoring, defining a lifecycle model, software team organization structures, communication and coordination practices, and factors to consider when selecting a lifecycle model.
The document summarizes the theory behind the traditional waterfall model of software development and suggests updates to it. It discusses five major problems with how the waterfall model was commonly practiced: 1) protracted integration and late design breakage, 2) late risk resolution, 3) requirements-driven functional decomposition, 4) adversarial stakeholder relationships, and 5) a focus on documents and review meetings over producing working software. It also reviews basic software economics principles from the 1980s that still generally hold true today.
The WBS is the touchstone of all work activities, cost, schedule, and technical performance on the program.
It describes technical, process, and programmatic deliverables over the life of the program
It describes how these deliverables are related through a well formed tree structure – parents and children – defined by MIL-STD-881C
It describes how costs are assigned to this work and these costs roll up to their parents in Control Account and CLINS to the Performance Measurement Baseline (PMB)
The document outlines a project plan structure covering 5 sections: 1) the software engineering process model and team roles, 2) risk analysis and management methods, 3) tasks and scheduling, 4) resources, costs and estimates, and 5) monitoring and management methods to track the project. A sample project plan is attached for reference.
Definition of Project, Difference between Project and Program, PMLC, Project Management Life Cycle, Project Manager Vs Line Managers, Challenges in International Projects
The integrated master plan and integrated master scheduleGlen Alleman
The Integrated Master Plan (IMP) and Integrated Master Schedule( (IMS) provide a strategy for the incremental delivery of program outcomes through increasing maturity assessments with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.
These assessment assure the needed capabilities of the project are met at each assessment point to confirm physical percent complete as planned in the Integrated Master Plan
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
The document discusses project management concepts including defining a project, project management, and structuring projects. It defines a project as a series of related jobs directed towards an output that requires significant time. Project management is defined as planning, directing, and controlling resources to meet technical, cost, and time constraints. There are different ways to structure projects including pure projects, functional projects, and matrix projects, each with their own advantages and disadvantages.
This document discusses how principles of the Capability Maturity Model Integration (CMMI) can be joined with practices of Agile software development to create an integrated software development system. It provides learning outcomes which are to understand how Agile and CMMI can be joined in a single approach, how connections between Agile disciplines and CMMI process areas will be shown, and how this can be demonstrated through an example project. The document then maps specific Agile practices, such as those from Scrum, to CMMI process areas at maturity level 2, such as project planning and project monitoring and control.
Estimating and Reporting Agile ProjectsGlen Alleman
The use agile software development in the Federal Government is now standard practice. The SRDR is the means of providing the estimates needed to make decisions for those projects
This briefing is an overview of the probabilistic risk analysis processes that can be applied to our program. Although it may not appear to be a “simple” overview, this material is the tip of the iceberg of this complex topic.
Just schedule analysis has been addressed in detail here. The cost aspects of forecasting and simulation must be addressed as well to complete the connections between schedule and cost.
Probabilistic cost will be surveyed here, but an in depth review is for a later time.
The document describes common causes of software project failures and techniques for project scheduling and monitoring. It lists unrealistic deadlines, changing requirements, underestimating effort, unforeseen risks and difficulties, and miscommunication as potential causes of failure. It emphasizes the importance of defining tasks, dependencies, timelines, responsibilities, and milestones to effectively schedule and track progress to recognize and address delays.
1. The document discusses various phases in software project planning and management. It describes the concept exploration phase where initial project ideas are collected and justified.
2. The requirements phase is described as particularly important, where the requirements document is created that specifies what the system must do. This requires requirements gathering, documentation, approval, and sign-off.
3. The document also discusses analysis and design phases, where the requirements are analyzed and a design for the solution is created. Meetings in early phases help clarify goals, scope, assumptions and refine estimates.
This document provides an overview of project management processes for spacecraft development. It discusses the characteristics of projects and project management. The general project management process involves initiation, planning, development/execution, controlling, and closing phases. The planning process specifically involves developing specifications, work breakdown structures (WBS), schedules, organization charts, and financial and procurement plans.
Performance-Based Management
integrates Principles, Practices, and Processes
– to assure actionable information is provided to the decision makers that can increase the Probability Of Program Success.
Successful projects deliver capabilities:
§ Not work efforts,
§ Not cost expenditures,
§ Not documentation, test results, or the processes.
§ These all needed, but they’re not the deliverables.
§ For success projects must deliver tangible beneficial outcomes, assessed in units of measure meaningful to the decision makers.
This slide deck is an extract from the Book of the same name https://www.amazon.com/Performance-Based-Project-Management-Increasing-Probability/dp/0814433308
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Online meeting and learning DRAFT work in progressJo Flick
This document provides information about three online meeting and training tools: GoToWebinar, GoToMeeting, and GoToTraining. It also provides tips for participating in online meetings and trainings. GoToWebinar allows presentations to up to 100 participants, GoToMeeting allows collaborative meetings for up to 25 people, and GoToTraining focuses on training sessions for up to 25 participants. The document recommends being prepared with questions, participating actively, and using a headset to avoid issues. It also notes some free alternatives like Google Hangout and Webex.
A presentation for WebJunction, the collaborative training resource for public libraries. Presented 2.27.2013 This presentation represents half of the Webinar and is in DRAFT form.
Dokumen tersebut berisi soal-soal ujian akhir semester mata kuliah Kalkulus I dari tahun 2009 hingga 2006 yang mencakup materi integral, turunan, dan daerah luas. Soal-soal tersebut meliputi penentuan daerah luas yang dibatasi kurva, hitung integral definif dan tak definif, serta penentuan turunan dan batas fungsi.
This document discusses software project management and covers topics like management activities, project planning, project scheduling, and risk management. It provides objectives for the chapter, lists management tasks and activities. It describes the distinctive characteristics of software projects and discusses project planning processes. It also shows how graphical representations like bar charts and activity networks are used for project scheduling. Finally, it discusses the risk management process of identifying, analyzing, planning for, and monitoring risks throughout the software development project.
This document discusses software project management and covers topics like management activities, project planning, project scheduling, and risk management. It explains that project management aims to deliver software on time and on budget according to requirements. Software projects have distinctive characteristics as the product is intangible and flexible. Project planning involves establishing constraints, assessing parameters, defining milestones, and regularly revising plans. Risk management involves identifying risks, analyzing their likelihood and impact, planning strategies to mitigate risks, and monitoring risks throughout the project.
This document summarizes a chapter on software project management from a software engineering textbook. It discusses the objectives of project management, which include delivering software on time and on budget. It also describes some distinctions of managing software projects compared to other engineering disciplines. Additionally, it covers key project management activities like planning, scheduling, and risk management. Graphical representations are used to illustrate project schedules and dependencies between tasks.
This document discusses key topics in software project management including management activities, project planning, project scheduling, and risk management. It provides details on the objectives and topics covered in a chapter on software project management. Specific management activities are outlined, including proposal writing, planning, costing, monitoring, and reporting. Project planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising plans over time. Project scheduling involves breaking work into tasks, estimating durations, identifying dependencies, and using bar charts and activity networks to represent the schedule. Risk management involves identifying potential risks, analyzing risks, developing risk management strategies, and monitoring risks over the project.
This document discusses the key topics of software project management including project planning, scheduling, and risk management. It covers the objectives of project management in ensuring software is delivered on time and within budget. Project planning is an iterative process involving establishing constraints, assessing parameters, defining milestones, and regularly revising schedules. Risk management involves identifying potential risks, analyzing their likelihood and impact, planning strategies to mitigate risks, and monitoring risks throughout the project.
This document discusses the key topics of software project management including project planning, scheduling, and risk management. It provides objectives for project managers to explain main tasks, introduce software project management, describe its characteristics, discuss planning processes and use of graphical schedules, and manage risks. Specific management activities are outlined, as well as commonalities with engineering project management. Project planning, scheduling, and risk identification, analysis, planning, and monitoring processes are defined.
This chapter discusses software project management. It covers topics such as management activities, project planning, project scheduling, and risk management. Project management is needed to ensure software is delivered on time, on schedule, and according to requirements. It involves organizing, planning and scheduling software projects. The chapter discusses the distinctive characteristics of software projects and compares them to other engineering projects. It also explains the project planning process, different types of project plans, scheduling techniques like bar charts and activity networks, and the risk management process of identifying, analyzing, planning for, and monitoring risks.
This document summarizes key points from Chapter 4 of Ian Sommerville's Software Engineering textbook. It discusses project management, including planning, scheduling, risk management, and the distinctive challenges of managing software projects. Specifically, it notes that good project management is essential for success, planning and estimating are iterative processes, and risk management involves identifying and mitigating potential threats to the project.
This document provides an overview of software cost estimation. It discusses software productivity measures like lines of code and function points. It describes factors that affect productivity and different techniques for software estimation like algorithmic cost modeling, expert judgment, and analogy. It also explains the COCOMO model, an empirical cost estimation model, and its evolution from the initial COCOMO-81 to the current COCOMO 2 model, which can accommodate different development approaches.
The document introduces software engineering and discusses its importance. It explains that software engineering is concerned with the theories, methods and tools for professional software development. It also discusses key questions about software engineering, including definitions of software and the software engineering process. Professional and ethical responsibilities of software engineers are also covered.
This document provides an introduction to software engineering. It discusses what software engineering is, how it differs from computer science and systems engineering, common software engineering processes and methods, costs associated with software engineering, and challenges facing the discipline. The key topics covered are definitions of software and software engineering, differences between related fields, typical software development activities and lifecycles, cost distribution over the development process, and methods, tools and important quality attributes for software.
This document introduces software engineering and discusses its importance. It explains that software engineering is concerned with the systematic development of software and aims for cost-effective and reliable results. It addresses common questions about software, processes, methods and challenges. It emphasizes that software engineers have ethical responsibilities to act with integrity, protect intellectual property and not misuse systems.
The document introduces software engineering and discusses its objectives, topics covered, and key concepts. It aims to define software engineering, explain why it is important, and introduce professional responsibilities. Some key points covered include defining software and the software engineering process, discussing costs and challenges, and introducing ethics codes.
This document summarizes key topics from Chapter 1 of Ian Sommerville's Software Engineering textbook, 7th edition. It introduces software engineering, explaining that it is concerned with theories, methods and tools for professional software development. It also addresses frequently asked questions about software engineering, including definitions of software, the software engineering process, costs of software engineering, and challenges in the field.
This document discusses principles of software process improvement. It explains that process improvement aims to understand existing processes and introduce changes to improve quality, reduce costs, or accelerate schedules. The document outlines topics like process measurement, analysis and modeling, and the CMMI process improvement framework. It also discusses how process attributes like defects, costs, and schedule influence product quality and how to develop simple process models.
This document summarizes the key topics from the first chapter of Ian Sommerville's Software Engineering textbook. It introduces software engineering and explains its importance in developed economies. It discusses what software engineering entails, how it differs from computer science and system engineering. It also covers software processes and models, costs of software development, methods and CASE tools. Finally, it discusses professional responsibilities and ethical issues for software engineers.
This document discusses software process models and activities. It introduces three generic process models: waterfall, evolutionary development, and component-based development. It also describes the Rational Unified Process model and the spiral model. The key activities discussed are requirements engineering, software design, implementation, validation, and evolution. Iterative development approaches like incremental delivery and extreme programming are also covered.
This document summarizes key topics from Chapter 4 of Ian Sommerville's Software Engineering textbook, including software process models, generic process models like waterfall, evolutionary development and component-based development, process activities like requirements engineering, design, implementation, validation and evolution. It also describes the Rational Unified Process model and the role of computer-aided software engineering tools in supporting software processes.
This document provides an overview of software cost estimation and the COCOMO model. It discusses objectives of estimation, different estimation techniques like algorithmic modeling and expert judgment. Productivity measures like function points and object points are introduced. The COCOMO 2 model is described, including its application composition, early design, reuse, and post-architecture models to provide increasingly detailed estimates. Multipliers in the early design model are outlined. The reuse model accounts for black-box and white-box code integration.
This document summarizes key topics from the first chapter of Ian Sommerville's Software Engineering textbook, 7th edition. It introduces software engineering, explaining its importance and how economies depend on software. Software engineering aims to develop software using systematic methods and tools. The document discusses what software is, differences between software engineering and computer science, software processes and models, costs of software engineering, and professional responsibilities of software engineers.