Chapter 1 - Introduction to Software Project Management from Book E. M. Bennatan-On Time, Within Budget Software Project Management Practices and Techniques-John Wiley & Sons Inc (1995)

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2. Presentation by
Waqar Ali
Usman Khan
INTRODUCTION TO SOFTWARE
PROJECT MANAGEMENT

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• The increasing demand for software
• The role of management in software development
• Gaining acceptance for new development procedures
• Measuring your software organization
• Summary

4.  Software are everywhere ….This includes
 Automobiles, aircraft, and satellites, as well as elevators, fax
machines, televisions and electronic
 Runs the social security system, corporate payroll systems,
the credit card system.
 Software was used to write and print this book.
 The rise in demand for software has become a critical
problem
 required to be more productive, reliable, and generally more
successful.
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5.  These new requirements cannot be met with the crude
development methods of the early days of computers.
 New methods have had to be devised to improve
significantly the way software is developed.
 A number of companies and international consortiums
have been established in the United States, Japan and
Europe, with considerable budgets dedicated to finding
methods to alleviate the problem.
 The trend toward CASE tool has produced many
automatic development tools but unfortunately these
tools often take up more time than they are worth.
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6. The IEEE standards provide the following
definition of software project management:
“ Software project management is the process of
planning, organizing, staffing, monitoring,
controlling, and leading a software project.”
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7.  For effective and efficient of Software
Development need effective project
management
 Effective project management requires many
talents and skills.
 It is no longer sufficient to be a good software
developer in order to be a good software
project manager.
 Should have management Skills
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8.  Specific management skills are required from
the initial stages of the project, in such areas
as
1. Supervision and control
2. Planning
3. Customer Relation
4. Technical Leadership
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9.  The objective of this section is to assist the project
manager in gaining acceptance from higher
management for the application of new methods.
 One of the obstacles that project managers often
lack of support from higher management for
modern development methods.
 Applying effective methodologies is not easy when
higher management disputes their need.
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10.  Higher management (and sometimes other software
engineers) occasionally use the following arguments
against the use of modern software development
methodologies:
1. These methods are all theoretical; in the 'real world' things
are done differently.
2. Project managers are too formalistic; they request
everything in writing and make an issue out of every small
change.
3. We don't have time for all this paperwork.
4. We can't afford the luxury of these lengthy procedures.We
have always developed software without all this overhead.
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11. 5. This is a business, not a university. We will lose
money and customers if we start wasting
time on all these methods.
6. The methods are good, but unfortunately, now is
not the right time to implement them.We hope to
be able to use them some day, but not just yet.
7. None of our engineers is familiar with these new
methods. It will take too long and will cost too much
to start retraining them.
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12. 1.The record of software development in the real
world has not been too good. In fact, the old
methods have only too often led to disaster.
There have been successes, but the hit rate of
successes versus failures is much too low.
 These methods have been successfully applied
by other similar companies, and have produced a
significant rise in the quality of software.
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13. 2. Keeping Record in written form is beneficial for
everyone: the development team, the
customer, and higher management.
 It assures that verbal communications have been
understood correctly.
 If changes and other instructions are not
documented and approved, then the development
may proceed in the wrong direction.
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14. 3.This may be a valid claim; paperwork should be
kept to a minimum. However, surprisingly
enough, paperwork in moderation actually saves
time and does not waste it.
 For example, undocumented decisions often
need to be repeated .
 The lack of documentation is usually most time-
consuming during the integration and test
phases, when the system design is recorded only
in the mind of the developers.
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15. 4.This argument is best challenged
 Prepared a file of information that documents
the problems the company has experienced with
previous projects.
 The objective is to prove that a new approach to
software development is not a luxury but a
necessity.
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16. 5. Arguments are most difficult to challenge when
there is an element of truth in them,
specifically when a company intends to develop its
own new methodology.
 Customers are lost not only due to an extended
development schedule, but also due to poor quality
and unsatisfied technical needs.
 Short development schedules are often misleading,
 Additional time required to correct a poor software
product after its first release.
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17. 6. Why not just yet? Is there any real basis for the
claim that a more suitable time will appear later?
 On the contrary, the more time and effort
invested in poor development methods, the
more difficult they are to change.
 The best way to respond to this argument is to
provideThe prepared file, mentioned in the
response to argument 4, will be helpful, together
with information collected from other
companies.
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18.  The importance of investing in training rarely
needs to be established; this is a widely
accepted notion.This argument may be
difficult to challenge when new development
methods are presented as a major change of
direction.
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19.  All arguments against new development
methodologies should only be challenged after
adequate preparation.This usually means:
1. Collecting data on previous software development
projects within the company
2. Collecting data on similar companies that have
adopted new development methods
3. Collecting documented reports, texts, and other
written evidence
4. Obtaining the support of other software
development experts, either from within the
company, or from without
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