The document contains slides from supplementary materials for a software engineering textbook. The slides cover topics related to project management, including the four elements of a project (people, product, process, project), factors that influence software project outcomes, common causes of project failure, considerations for structuring a software team, defining the problem scope and functional decomposition, aligning the problem and software development process, essential questions to understand a project, and critical project management practices.

1. Supplementary Slides for
Software Engineering:
A Practitioner's Approach, 5/
e
copyright © 1996, 2001
R.S. Pressman & Associates, Inc.
For University Use Only
May be reproduced ONLY for student use at the university level
when used in conjunction with Software Engineering: A Practitioner's Approach.
Any other reproduction or use is expressly prohibited.
This presentation, slides, or hardcopy may NOT be used for
short courses, industry seminars, or consulting purposes.
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
1

2. Chapter 3
Project
Management
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
2

3. The 4 P’s
t People — the most important element of a
successful project
t Product — the software to be built
t Process — the set of framework activities and
software engineering tasks to get the job
done
t Project — all work required to make the
product a reality
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
3

4. Software
Projects
Factors that influence the end result ...
• size
• delivery deadline
• budgets and costs
• application domain
• technology to be implemented
• system constraints
• user requirements
• available resources
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
4

5. Project Management
Concerns
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
5

6. Why Projects
Fail?
• an unrealistic deadline is established
• changing customer requirements
• an honest underestimate of effort
• predictable and/or unpredictable risks
• technical difficulties
• miscommunication among project staff
• failure in project management
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
6

7. Software
Teams
The following factors must be considered when selecting a
software project team structure ...
t the difficulty of the problem to be solved
t the size of the resultant program(s) in lines of code or
function points
t the time that the team will stay together (team lifetime)
t the degree to which the problem can be modularized
t the required quality and reliability of the system to be built
t the rigidity of the delivery date
t the degree of sociability (communication) required for the
project
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
7

8. Organizational
Paradigms
t closed paradigm—structures a team along a traditional
hierarchy of authority (similar to a CC team)
t random paradigm—structures a team loosely and depends
on individual initiative of the team members
t open paradigm—attempts to structure a team in a manner
that achieves some of the controls associated with the
closed paradigm but also much of the innovation that
occurs when using the random paradigm
t synchronous paradigm—relies on the natural compartment-
alization of a problem and organizes team members to work
on pieces of the problem with little active communication
among themselves
suggested by Constantine [CON93]
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
8

9. Defining the Problem
t establish scope—a narrative that bounds
the problem
t decomposition—establishes functional
partitioning
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
9

10. .
Melding Problem and
Process
COMMON PROCESS customer risk
FRAMEWORK ACTIVITIES planning analysis
communication engineering
Software Engineering Tasks
Product Functions
Text input
Editing and formating
Automatic copy edit
Page layout capability
Automatic indexing and TOC
File management
Document production
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
10

11. To Get to the Essence of a
Project
t Why is the system being developed?
t What will be done? By when?
t Who is responsible for a function?
t Where are they organizationally located?
t How will the job be done technically and
managerially?
t How much of each resource (e.g., people,
software, tools, database) will be needed?
Barry Boehm
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
11

12. Critical
Practices
t Formal risk analysis
t Empirical cost and schedule estimation
t Metrics-based project management
t Earned value tracking
t Defect tracking against quality targets
t People aware project management
These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach,
5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001
12