This document discusses project management for software development projects. It covers topics such as the need for project management due to budget and schedule constraints. It also discusses distinguishing aspects of software project management compared to other engineering disciplines. Additional topics covered include project planning activities like proposal writing, scheduling, and reviews. It discusses challenges like estimating tasks, scheduling dependencies, and allocating staff. It also covers risk management activities like identifying risks, analyzing risks, planning strategies to address risks, and monitoring risks throughout the project.
Beit 381 se lec 3 - 46 - 12 feb14 - sd needs teams to develop introbabak danyal
The document summarizes key aspects of software engineering processes and lifecycles. It discusses:
- The typical phases of the software development lifecycle including requirements, design, implementation, testing, deployment and maintenance.
- The software engineering approach focuses on achieving high quality and productivity through effective software processes and managing process quality.
- Effective processes are phased, with defined stages executed in order to better manage and control software projects.
- The costs of software, including development costs which are a function of program size, productivity and salaries. Maintenance costs are higher than initial development.
- Error correction becomes significantly more expensive in later stages, so earlier stages require more attention and error removal.
This document provides information about system engineering. It defines system engineering as an approach to design, implement, and evaluate complex systems. It lists several jobs that system engineers can have, such as system engineer, safety engineer, and space craft system engineer. It describes some of the duties of system engineers, which include ensuring everything works properly, creating new ideas, and coordinating with others. The document discusses elements of computer-based systems, including software, hardware, people, databases, documentation, and procedures. It also covers topics like system modeling, business process engineering, system architectures, product engineering, and requirements engineering.
The document provides an overview of software engineering and different software development life cycle (SDLC) models. It discusses the waterfall, iterative, spiral, and agile SDLC models. The waterfall model follows a linear sequence of stages from requirements to maintenance. The iterative model is repetitive, allowing new versions with each cycle. The spiral model combines architecture and prototyping in risk-analysis-focused stages. Different models suit different types of projects based on requirements clarity and risk.
Life-Cycle Phases
Engineering and Production Stages
Inception Phase
Elaboration Phase
Construction Phase
Transition Phase
Artifacts of the Process
The Artifact Sets
Management Artifacts
Engineering Artifacts
Pragmatic Artifacts
Model-based software Architectures
Architecture: A Management Perspective
Architecture: A Technical Perspective
Workflows of the Process
Software Process Workflows
Iteration Workflows
Checkpoints of the Process
Major Milestones
Minor Milestones
Periodic Status Assessments
The document discusses several software development process models including:
- The waterfall model which separates development into distinct phases but is inflexible to change.
- Evolutionary development which interleaves specification, development and validation but can lack structure.
- Component-based development which focuses on reuse but requires component standards.
- Iterative models like incremental delivery and spiral development which incorporate feedback loops and risk analysis to accommodate changing requirements.
This document discusses software engineering processes and quality. It states that for a quality software product, both the quality of the product itself and the quality of the software process are important. It also notes that fixing problems later in the development process costs significantly more than earlier phases, so more attention should be paid early on. The document then summarizes Boehm's "Industrial Software Metrics Top 10 List" and discusses Pareto analysis and principles of software maintenance and processes.
Other software processes (Software project Management)Ankit Gupta
This document discusses various other processes that support software development processes, including project management, inspection, configuration management, change management, and process management. It provides details on the typical roles and responsibilities of a project manager, including planning, monitoring and controlling the project, and facilitating communication. It also discusses different meeting types, communication modalities, risk management processes, and the importance of communication facilitation for successful project execution.
The document discusses object oriented analysis and design using the iterative development approach. It describes the iterative development process, which involves short, fixed-length iterations to incrementally develop a software system. Each iteration includes requirements analysis, design, implementation, and testing activities. The Rational Unified Process (RUP) framework is discussed as an example of an iterative development methodology. RUP includes phases like inception, elaboration, construction, and transition with iterations conducted within each phase. The benefits of the iterative approach over the traditional sequential waterfall model are highlighted.
Beit 381 se lec 3 - 46 - 12 feb14 - sd needs teams to develop introbabak danyal
The document summarizes key aspects of software engineering processes and lifecycles. It discusses:
- The typical phases of the software development lifecycle including requirements, design, implementation, testing, deployment and maintenance.
- The software engineering approach focuses on achieving high quality and productivity through effective software processes and managing process quality.
- Effective processes are phased, with defined stages executed in order to better manage and control software projects.
- The costs of software, including development costs which are a function of program size, productivity and salaries. Maintenance costs are higher than initial development.
- Error correction becomes significantly more expensive in later stages, so earlier stages require more attention and error removal.
This document provides information about system engineering. It defines system engineering as an approach to design, implement, and evaluate complex systems. It lists several jobs that system engineers can have, such as system engineer, safety engineer, and space craft system engineer. It describes some of the duties of system engineers, which include ensuring everything works properly, creating new ideas, and coordinating with others. The document discusses elements of computer-based systems, including software, hardware, people, databases, documentation, and procedures. It also covers topics like system modeling, business process engineering, system architectures, product engineering, and requirements engineering.
The document provides an overview of software engineering and different software development life cycle (SDLC) models. It discusses the waterfall, iterative, spiral, and agile SDLC models. The waterfall model follows a linear sequence of stages from requirements to maintenance. The iterative model is repetitive, allowing new versions with each cycle. The spiral model combines architecture and prototyping in risk-analysis-focused stages. Different models suit different types of projects based on requirements clarity and risk.
Life-Cycle Phases
Engineering and Production Stages
Inception Phase
Elaboration Phase
Construction Phase
Transition Phase
Artifacts of the Process
The Artifact Sets
Management Artifacts
Engineering Artifacts
Pragmatic Artifacts
Model-based software Architectures
Architecture: A Management Perspective
Architecture: A Technical Perspective
Workflows of the Process
Software Process Workflows
Iteration Workflows
Checkpoints of the Process
Major Milestones
Minor Milestones
Periodic Status Assessments
The document discusses several software development process models including:
- The waterfall model which separates development into distinct phases but is inflexible to change.
- Evolutionary development which interleaves specification, development and validation but can lack structure.
- Component-based development which focuses on reuse but requires component standards.
- Iterative models like incremental delivery and spiral development which incorporate feedback loops and risk analysis to accommodate changing requirements.
This document discusses software engineering processes and quality. It states that for a quality software product, both the quality of the product itself and the quality of the software process are important. It also notes that fixing problems later in the development process costs significantly more than earlier phases, so more attention should be paid early on. The document then summarizes Boehm's "Industrial Software Metrics Top 10 List" and discusses Pareto analysis and principles of software maintenance and processes.
Other software processes (Software project Management)Ankit Gupta
This document discusses various other processes that support software development processes, including project management, inspection, configuration management, change management, and process management. It provides details on the typical roles and responsibilities of a project manager, including planning, monitoring and controlling the project, and facilitating communication. It also discusses different meeting types, communication modalities, risk management processes, and the importance of communication facilitation for successful project execution.
The document discusses object oriented analysis and design using the iterative development approach. It describes the iterative development process, which involves short, fixed-length iterations to incrementally develop a software system. Each iteration includes requirements analysis, design, implementation, and testing activities. The Rational Unified Process (RUP) framework is discussed as an example of an iterative development methodology. RUP includes phases like inception, elaboration, construction, and transition with iterations conducted within each phase. The benefits of the iterative approach over the traditional sequential waterfall model are highlighted.
This document provides an overview of software configuration management (SCM) concepts and definitions. It discusses SCM as the discipline for systematically controlling changes to software systems throughout the software life cycle. The key activities of SCM are identified as configuration identification, configuration change control, configuration status accounting, and configuration auditing. Baselines, configuration items, and the importance of SCM are also summarized.
The document outlines the various workflows that make up the software development process, including management, environment, requirements, design, implementation, assessment, and deployment workflows. It describes the key activities for each workflow, such as controlling the process, evolving requirements and design artifacts, programming components, assessing product quality, and transitioning the product to users. The document also notes that iterations consist of sequential activities that vary depending on where an iteration falls in the development cycle.
This document provides an overview of agile software development methods. It discusses how agile methods focus on rapid development and delivery through iterative development with customer involvement. Extreme programming (XP) is introduced as a prominent agile method that emphasizes small, frequent releases and practices like test-driven development, pair programming, and refactoring. The document also covers testing approaches in XP like test-first development and automation, as well as challenges with testing and other XP practices.
The Rational Unified Process (RUP) is an iterative software development framework that includes four phases: Inception, Elaboration, Construction, and Transition. Each phase contains iterative cycles where requirements, design, and code are developed and tested. RUP emphasizes iterative development, managing requirements and risk, visual modeling, early testing, and architecture-centric design. It is a flexible framework that can be tailored for different project sizes and domains.
CP7301 Software Process and Project Management notesAAKASH S
UNIT I DEVELOPMENT LIFE CYCLE PROCESSES 9
Overview of software development life cycle – introduction to processes – Personal Software
Process (PSP) – Team software process (TSP) – Unified processes – agile processes –
choosing the right process Tutorial: Software development using PSP
20
UNIT II REQUIREMENTS MANAGEMENT 9
Functional requirements and quality attributes – elicitation techniques – Quality Attribute
Workshops (QAW) – analysis, prioritization, and trade-off – Architecture Centric
Development Method (ACDM) – requirements documentation and specification – change
management – traceability of requirements
Tutorial: Conduct QAW, elicit, analyze, prioritize, and document requirements using ACDM
UNIT III ESTIMATION, PLANNING, AND TRACKING 9
Identifying and prioritizing risks – risk mitigation plans – estimation techniques – use case
points – function points – COCOMO II – top-down estimation – bottom-up estimation – work
breakdown structure – macro and micro plans – planning poker – wideband delphi –
documenting the plan – tracking the plan – earned value method (EVM)
Tutorial: Estimation, planning, and tracking exercises
UNIT IV CONFIGURATION AND QUALITY MANAGEMENT 9
identifying artifacts to be configured – naming conventions and version control –
configuration control – quality assurance techniques – peer reviews – Fegan inspection –
unit, integration, system, and acceptance testing – test data and test cases – bug tracking –
causal analysis
Tutorial: version control exercises, development of test cases, causal analysis of defects
UNIT V SOFTWARE PROCESS DEFINITION AND MANAGEMENT 9
Process elements – process architecture – relationship between elements – process
modeling – process definition techniques – ETVX (entry-task-validation-exit) – process
baselining – process assessment and improvement – CMMI – Six Sigma
Tutorial: process measurement exercises, process definition using ETVX
The document discusses software process models and characteristics. It describes the waterfall model as one of the first process development models, consisting of linear sequential phases from requirements to deployment with no feedback. The V-model is presented as a variation that uses unit and integration testing to verify design and acceptance testing to validate requirements. Key advantages of the waterfall model include its structure and management control, while disadvantages are the upfront requirements and lack of iterations. Prototyping is also briefly mentioned.
The Rational Unified Process (RUP) is an iterative and incremental software development framework. It includes artifacts, roles, activities and workflows. Projects using RUP go through inception, elaboration, construction and transition phases with iterations within each phase. The goals are to develop software iteratively while managing requirements, using component architectures, modeling software visually, verifying quality and controlling changes.
The document discusses several key challenges in software engineering (SE). It notes that SE approaches must address issues of scale, productivity, and quality. Regarding scale, it states that SE methods must be scalable for problems of different sizes, from small to very large, requiring both engineering and project management techniques to be formalized for large problems. Productivity is important to control costs and schedule, and SE aims to deliver high productivity. Quality is also a major goal, involving attributes like functionality, reliability, usability, efficiency and maintainability. Reliability is often seen as the main quality criterion and is approximated by measuring defects. Addressing these challenges of scale, productivity and quality drives the selection of SE approaches.
The Rational Unified Process (RUP) is a software development process framework created by Rational Software (now part of IBM). It is an iterative process with four phases - Inception, Elaboration, Construction, and Transition. The RUP focuses on architecture, is customizable, and aims to deliver high quality software that meets customer needs. Unlike the Waterfall model, the RUP allows for changes and corrections throughout development. It emphasizes collaboration, demonstrating value iteratively, and continuous quality improvement through practices like testing.
The document discusses various software process life cycle models, including:
- Waterfall model which progresses in linear stages from requirements to maintenance. It values predictability but is inflexible to changes.
- Prototyping model which adds prototyping stages to explore risks before full development.
- V model which mirrors each development phase with a testing phase. It emphasizes verification and validation.
- Iterative and incremental models like RUP which develop software iteratively in phases and increments, releasing early and often. This is more flexible and reduces risks compared to waterfall.
- Agile methods are also iterative and incremental but emphasize lightweight processes, adaptation, and flexibility over heavy documentation.
The
The document discusses various software production process models, including traditional waterfall models, iterative models like the spiral model, and agile methodologies. Waterfall models involve sequential phases from requirements to maintenance but lack flexibility. Iterative models divide the process into increments with feedback between phases. Agile methods like Scrum, Extreme Programming, and Smart emphasize rapid, incremental delivery, automating processes, and customer involvement. The choice of model depends on factors like requirements volatility, team experience, and project priorities.
The document discusses different prescriptive process models for software engineering projects. It describes the waterfall model as the oldest and most basic sequential model. Incremental process models like the incremental model and RAD model deliver functionality in increments to get early user feedback. Evolutionary models like prototyping and the spiral model are iterative and allow for changes through repeated prototype revisions or spiral loops of risk analysis, development and validation.
The document discusses time boxing and agile models. Time boxing involves fixing an iteration duration and dividing each iteration into stages of approximately equal duration, with each stage performing a clearly defined task. This allows iterations to be executed in a pipelined manner to improve delivery times. Agile models use iterative and incremental development with short iterations to focus on quickly delivering working software. Popular agile methods discussed include extreme programming (XP), which uses user stories, estimation, frequent small releases and acceptance testing.
The document describes the key activities and concepts in software development processes including requirements analysis, specification, architecture, design, implementation, testing, deployment, and maintenance. It discusses various process models like waterfall, agile, iterative, RAD, and XP. It also covers supporting disciplines such as configuration management, documentation, quality assurance, and project management as well as development tools.
Software Engineering (Software Process: A Generic View)ShudipPal
This document provides an overview of software processes and engineering. It defines a software process as a series of predictable steps that lead to a timely, high-quality product. The document then discusses the generic process framework activities of communication, planning, modeling, construction, and deployment. It also covers umbrella activities like project management, reviews, and quality assurance that span the entire software process. Finally, it introduces the Capability Maturity Model Integration for assessing software processes and describes its five maturity levels from initial to optimized.
The document provides an overview of the Unified Software Process (UP). It discusses the history and development of UP over decades. Key aspects of UP include being use-case driven, architecture-centric, and iterative and incremental. UP recognizes four important aspects of software development: people, project, product, and process. Use cases drive the entire development process. UP emphasizes iterative development and producing incremental working software. The Rational Unified Process (RUP) provides additional tools and content to support applying UP.
Unit4 Proof of Correctness, Statistical Tools, Clean Room Process and Quality...Reetesh Gupta
Program testing seeks to show that input values produce acceptable output values but can never prove the absence of errors. Proof of correctness uses formal logic to prove that if input values satisfy constraints, output values will satisfy specific properties. Total quality control is a management framework that links different business functions through information sharing to ensure continuous excellence. It involves applying tools like control charts, histograms, Pareto charts, fishbone diagrams, and scatter diagrams to identify and address quality issues.
This document discusses key aspects of project management for software development projects. It covers objectives of project management including planning, scheduling, and risk management. Software project management aims to deliver software on time and on budget. The document outlines management activities, software project distinctions, and introduces concepts like project planning, scheduling using bar charts and networks, risk identification and analysis, and risk management strategies.
This document discusses software project management. It covers topics such as project planning, scheduling, risk management, and staff allocation. Specifically, it describes the common management activities involved in software projects, including proposal writing, planning, costing, monitoring, and reporting. It emphasizes that project planning is an ongoing and iterative process from initial concept through system delivery. Risk management aims to identify potential risks and develop contingency plans to minimize their impact. The document provides examples of risk analysis and how to assess the probability and potential effects of different risks.
This document provides an overview of software configuration management (SCM) concepts and definitions. It discusses SCM as the discipline for systematically controlling changes to software systems throughout the software life cycle. The key activities of SCM are identified as configuration identification, configuration change control, configuration status accounting, and configuration auditing. Baselines, configuration items, and the importance of SCM are also summarized.
The document outlines the various workflows that make up the software development process, including management, environment, requirements, design, implementation, assessment, and deployment workflows. It describes the key activities for each workflow, such as controlling the process, evolving requirements and design artifacts, programming components, assessing product quality, and transitioning the product to users. The document also notes that iterations consist of sequential activities that vary depending on where an iteration falls in the development cycle.
This document provides an overview of agile software development methods. It discusses how agile methods focus on rapid development and delivery through iterative development with customer involvement. Extreme programming (XP) is introduced as a prominent agile method that emphasizes small, frequent releases and practices like test-driven development, pair programming, and refactoring. The document also covers testing approaches in XP like test-first development and automation, as well as challenges with testing and other XP practices.
The Rational Unified Process (RUP) is an iterative software development framework that includes four phases: Inception, Elaboration, Construction, and Transition. Each phase contains iterative cycles where requirements, design, and code are developed and tested. RUP emphasizes iterative development, managing requirements and risk, visual modeling, early testing, and architecture-centric design. It is a flexible framework that can be tailored for different project sizes and domains.
CP7301 Software Process and Project Management notesAAKASH S
UNIT I DEVELOPMENT LIFE CYCLE PROCESSES 9
Overview of software development life cycle – introduction to processes – Personal Software
Process (PSP) – Team software process (TSP) – Unified processes – agile processes –
choosing the right process Tutorial: Software development using PSP
20
UNIT II REQUIREMENTS MANAGEMENT 9
Functional requirements and quality attributes – elicitation techniques – Quality Attribute
Workshops (QAW) – analysis, prioritization, and trade-off – Architecture Centric
Development Method (ACDM) – requirements documentation and specification – change
management – traceability of requirements
Tutorial: Conduct QAW, elicit, analyze, prioritize, and document requirements using ACDM
UNIT III ESTIMATION, PLANNING, AND TRACKING 9
Identifying and prioritizing risks – risk mitigation plans – estimation techniques – use case
points – function points – COCOMO II – top-down estimation – bottom-up estimation – work
breakdown structure – macro and micro plans – planning poker – wideband delphi –
documenting the plan – tracking the plan – earned value method (EVM)
Tutorial: Estimation, planning, and tracking exercises
UNIT IV CONFIGURATION AND QUALITY MANAGEMENT 9
identifying artifacts to be configured – naming conventions and version control –
configuration control – quality assurance techniques – peer reviews – Fegan inspection –
unit, integration, system, and acceptance testing – test data and test cases – bug tracking –
causal analysis
Tutorial: version control exercises, development of test cases, causal analysis of defects
UNIT V SOFTWARE PROCESS DEFINITION AND MANAGEMENT 9
Process elements – process architecture – relationship between elements – process
modeling – process definition techniques – ETVX (entry-task-validation-exit) – process
baselining – process assessment and improvement – CMMI – Six Sigma
Tutorial: process measurement exercises, process definition using ETVX
The document discusses software process models and characteristics. It describes the waterfall model as one of the first process development models, consisting of linear sequential phases from requirements to deployment with no feedback. The V-model is presented as a variation that uses unit and integration testing to verify design and acceptance testing to validate requirements. Key advantages of the waterfall model include its structure and management control, while disadvantages are the upfront requirements and lack of iterations. Prototyping is also briefly mentioned.
The Rational Unified Process (RUP) is an iterative and incremental software development framework. It includes artifacts, roles, activities and workflows. Projects using RUP go through inception, elaboration, construction and transition phases with iterations within each phase. The goals are to develop software iteratively while managing requirements, using component architectures, modeling software visually, verifying quality and controlling changes.
The document discusses several key challenges in software engineering (SE). It notes that SE approaches must address issues of scale, productivity, and quality. Regarding scale, it states that SE methods must be scalable for problems of different sizes, from small to very large, requiring both engineering and project management techniques to be formalized for large problems. Productivity is important to control costs and schedule, and SE aims to deliver high productivity. Quality is also a major goal, involving attributes like functionality, reliability, usability, efficiency and maintainability. Reliability is often seen as the main quality criterion and is approximated by measuring defects. Addressing these challenges of scale, productivity and quality drives the selection of SE approaches.
The Rational Unified Process (RUP) is a software development process framework created by Rational Software (now part of IBM). It is an iterative process with four phases - Inception, Elaboration, Construction, and Transition. The RUP focuses on architecture, is customizable, and aims to deliver high quality software that meets customer needs. Unlike the Waterfall model, the RUP allows for changes and corrections throughout development. It emphasizes collaboration, demonstrating value iteratively, and continuous quality improvement through practices like testing.
The document discusses various software process life cycle models, including:
- Waterfall model which progresses in linear stages from requirements to maintenance. It values predictability but is inflexible to changes.
- Prototyping model which adds prototyping stages to explore risks before full development.
- V model which mirrors each development phase with a testing phase. It emphasizes verification and validation.
- Iterative and incremental models like RUP which develop software iteratively in phases and increments, releasing early and often. This is more flexible and reduces risks compared to waterfall.
- Agile methods are also iterative and incremental but emphasize lightweight processes, adaptation, and flexibility over heavy documentation.
The
The document discusses various software production process models, including traditional waterfall models, iterative models like the spiral model, and agile methodologies. Waterfall models involve sequential phases from requirements to maintenance but lack flexibility. Iterative models divide the process into increments with feedback between phases. Agile methods like Scrum, Extreme Programming, and Smart emphasize rapid, incremental delivery, automating processes, and customer involvement. The choice of model depends on factors like requirements volatility, team experience, and project priorities.
The document discusses different prescriptive process models for software engineering projects. It describes the waterfall model as the oldest and most basic sequential model. Incremental process models like the incremental model and RAD model deliver functionality in increments to get early user feedback. Evolutionary models like prototyping and the spiral model are iterative and allow for changes through repeated prototype revisions or spiral loops of risk analysis, development and validation.
The document discusses time boxing and agile models. Time boxing involves fixing an iteration duration and dividing each iteration into stages of approximately equal duration, with each stage performing a clearly defined task. This allows iterations to be executed in a pipelined manner to improve delivery times. Agile models use iterative and incremental development with short iterations to focus on quickly delivering working software. Popular agile methods discussed include extreme programming (XP), which uses user stories, estimation, frequent small releases and acceptance testing.
The document describes the key activities and concepts in software development processes including requirements analysis, specification, architecture, design, implementation, testing, deployment, and maintenance. It discusses various process models like waterfall, agile, iterative, RAD, and XP. It also covers supporting disciplines such as configuration management, documentation, quality assurance, and project management as well as development tools.
Software Engineering (Software Process: A Generic View)ShudipPal
This document provides an overview of software processes and engineering. It defines a software process as a series of predictable steps that lead to a timely, high-quality product. The document then discusses the generic process framework activities of communication, planning, modeling, construction, and deployment. It also covers umbrella activities like project management, reviews, and quality assurance that span the entire software process. Finally, it introduces the Capability Maturity Model Integration for assessing software processes and describes its five maturity levels from initial to optimized.
The document provides an overview of the Unified Software Process (UP). It discusses the history and development of UP over decades. Key aspects of UP include being use-case driven, architecture-centric, and iterative and incremental. UP recognizes four important aspects of software development: people, project, product, and process. Use cases drive the entire development process. UP emphasizes iterative development and producing incremental working software. The Rational Unified Process (RUP) provides additional tools and content to support applying UP.
Unit4 Proof of Correctness, Statistical Tools, Clean Room Process and Quality...Reetesh Gupta
Program testing seeks to show that input values produce acceptable output values but can never prove the absence of errors. Proof of correctness uses formal logic to prove that if input values satisfy constraints, output values will satisfy specific properties. Total quality control is a management framework that links different business functions through information sharing to ensure continuous excellence. It involves applying tools like control charts, histograms, Pareto charts, fishbone diagrams, and scatter diagrams to identify and address quality issues.
This document discusses key aspects of project management for software development projects. It covers objectives of project management including planning, scheduling, and risk management. Software project management aims to deliver software on time and on budget. The document outlines management activities, software project distinctions, and introduces concepts like project planning, scheduling using bar charts and networks, risk identification and analysis, and risk management strategies.
This document discusses software project management. It covers topics such as project planning, scheduling, risk management, and staff allocation. Specifically, it describes the common management activities involved in software projects, including proposal writing, planning, costing, monitoring, and reporting. It emphasizes that project planning is an ongoing and iterative process from initial concept through system delivery. Risk management aims to identify potential risks and develop contingency plans to minimize their impact. The document provides examples of risk analysis and how to assess the probability and potential effects of different risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to breakdown tasks, dependencies, and allocate staff. Risk management identifies potential risks, analyzes their likelihood and impact, and develops plans to avoid, minimize, or mitigate risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to break projects into tasks, estimate durations, and identify dependencies. Risk management identifies potential risks, assesses their likelihood and impact, and develops strategies to avoid, minimize, or mitigate risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to break projects into tasks, estimate durations, and identify dependencies. Risk management identifies potential risks, assesses their likelihood and impact, and develops strategies to avoid, minimize, or mitigate risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to breakdown tasks, dependencies, and allocate staff. Risk management identifies potential risks, analyzes their likelihood and impact, and develops plans to avoid or minimize risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to break projects into tasks, estimate durations, and identify dependencies. Risk management identifies potential risks, assesses their likelihood and impact, and develops strategies to avoid, minimize, or mitigate risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to break projects into tasks, estimate durations, and identify dependencies. Risk management identifies potential risks, assesses their likelihood and impact, and develops strategies to avoid, minimize, or mitigate risks.
The document discusses key aspects of project management including planning, scheduling, risk management, and progress reporting. It emphasizes that good project management is essential for success, and that planning and estimating are iterative processes throughout a project's lifecycle. Project milestones represent formal progress reports, scheduling involves graphical representations of activities and durations, and risk management identifies and plans for potential threats.
This document discusses risk management in software engineering projects. It defines three categories of risks: project risks that affect schedule or resources, product risks that affect software quality or performance, and business risks that affect the developing organization. The risk management process involves identifying risks, analyzing their likelihood and consequences, planning strategies to avoid or minimize risks, and monitoring risks throughout the project. Several examples of common software project risks and their potential effects are provided.
The chapter discusses project planning, scheduling, and estimation techniques. It covers creating a project plan with tasks, durations, dependencies and resources. Scheduling involves representing the plan with bar charts and staff allocation charts. Estimation is challenging due to uncertainties but becomes more accurate over time. Planning in XP uses story-based planning with iterative selection of stories and releases.
This document outlines a proposed software project management tool. It describes modules for business development officers, project managers, developers, HR managers, and clients. It identifies common problems like underqualified staff, unclear requirements, and changing tools mid-project. The proposed system would allow online project status inquiries, manage projects and validate requirements. It would generate reports on clients, employees, projects, and tasks. The system aims to improve project management and be user friendly.
The document discusses various aspects of project management for software development projects. It covers topics like project planning, estimation techniques, scheduling, risk analysis, quality management planning, change management planning, and plan-driven versus agile development approaches. Project planning involves breaking work into tasks, scheduling, and anticipating potential problems. Estimation considers factors like costs, resources, complexity, and historical data from similar projects. Scheduling graphically represents the project plan timeline. Agile methods use iterative development and flexible planning compared to plan-driven approaches.
This document provides an overview of project planning and estimation techniques used in software development. It discusses plan-driven and agile planning approaches. For plan-driven projects, it describes creating a detailed project plan with work breakdown, scheduling, milestones and resource allocation. It also discusses estimation techniques like experience-based estimating and algorithmic models like COCOMO. COCOMO models like application composition, early design, reuse and post-architecture are explained for estimating effort at different stages. Factors affecting accuracy and uncertainty in estimates are also covered.
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.
This document discusses key aspects of project management for software development projects. It covers topics like risk management, managing people, and teamwork. For risk management, it describes identifying, analyzing, planning for, and monitoring risks. It provides examples of common project, product, and business risks. For managing people, it discusses motivating individuals and teams. It also covers the importance of teamwork and creating cohesive teams. The overall summary is that project management is important for delivering software on time and on budget by addressing risks, motivating people, and fostering effective teamwork.
The document discusses various techniques for project planning and cost estimation in software development projects. It covers topics such as project planning, scheduling, risk analysis, cost estimation models like COCOMO, and agile planning techniques like release planning in XP. Project planning involves breaking work into tasks, assigning resources, anticipating risks. Cost is estimated using experience-based techniques or algorithmic models that take into account factors like size, reuse, and team capabilities. Agile methods use iterative planning to select stories for increments based on priorities and progress.
This document discusses managing computing projects. It defines what a project and software project are, and explains the need for software project management. It describes triple constraints for software projects involving quality, cost, and schedule. Key software project management activities are outlined, including planning, scope management, estimation, scheduling, resource management, risk management, execution and monitoring. Common project management tools like Gantt charts, PERT charts, and resource histograms are also summarized.
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,
The document discusses stacks, which are data structures that follow the LIFO (last in, first out) principle. It describes basic stack operations like push, pop, and peeking at the top element. Stacks can be implemented using arrays, vectors, or linked lists. In assembly language, the stack segment register SS and stack pointer SP are used to manage the call stack, temporarily storing return addresses and register values. PUSH adds an item to the top of the stack, while POP removes the top item.
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2. Concerned with activities involved in ensuring
that software is delivered on time and on
schedule and in accordance with the
requirements of the organisations developing
and procuring the software.
Project management is needed because software
development is always subject to budget and
schedule constraints that are set by the organisation
developing the software.
Software project management
3. The product is intangible.
Software engineering is not recognized as an
engineering discipline with the sane status as
mechanical, electrical engineering, etc.
The software development process is not
standardised.
Software management distinctions
4. Proposal writing.
Project planning and scheduling.
Project costing.
Project monitoring and reviews.
Personnel selection and evaluation.
Report writing and presentations.
Management activities
5. These activities are not peculiar to software
management.
Many techniques of engineering project
management are equally applicable to software
project management.
Technically complex engineering systems tend
to suffer from the same problems as software
systems.
Management commonalities
6. Project staffing
May not be possible to appoint the ideal people to
work on a project
• Project budget may not allow for the use of highly-
paid staff;
• Staff with the appropriate experience may not be
available;
• An organisation may wish to develop employee
skills on a software project.
Managers have to work within these constraints
especially when there are shortages of trained
staff.
7. Project planning
Probably the most time-consuming project
management activity.
Continuous activity from initial concept through
to system delivery. Plans must be regularly revised
as new information becomes available.
Various different types of plan may be developed to
support the main software project plan that is
concerned with schedule and budget.
8. Types of project plan
Plan Description
Quality plan Describes the quality procedures and standards that will be
used in a project. See Chapter 27.
Validation plan Describes the approach, resources and schedule used for
system validation. See Chapter 22.
Configuration
management plan
Describes the configuration management procedures and
structures to be used. See Chapter 29.
Maintenance plan Predicts the maintenance requirements of the system,
maintenance costs and effort required. See Chapter 21.
Staff development
plan.
Describes how the skills and experience of the project team
members will be developed. See Chapter 25.
9. Project planning process
Establish the project constraints
Make initial assessments of the project parameters
Define project milestones and deliverables
while project has not been completed or cancelled loop
Draw up project schedule
Initiate activities according to schedule
Wait ( for a while )
Review project progress
Revise estimates of project parameters
Update the project schedule
Re-negotiate project constraints and deliverables
if ( problems arise ) then
Initiate technical review and possible revision
end if
end loop
10. The project plan
The project plan sets out:
• The resources available to the project;
• The work breakdown;
• A schedule for the work.
11. Project plan structure
Introduction.
Project organisation.
Risk analysis.
Hardware and software resource
requirements.
Work breakdown.
Project schedule.
Monitoring and reporting mechanisms.
12. Activity organization
Activities in a project should be organised to
produce tangible outputs for management to
judge progress.
Milestones are the end-point of a process
activity.
Deliverables are project results delivered to
customers.
The waterfall process allows for the
straightforward definition of progress
milestones.
13. Milestones in the RE process
Evaluation
repor t
Prototype
de velopment
User
requirements
Requirements
analysis
Feasibility
repor t
Feasibility
stud y
Architectural
design
Design
stud y
System
requirements
Requir ements
specification
ACTIVITIES
MILESTONES
Evalua tion
repor t
Prototype
de velopment
User
requirements
Requirements
analysis
Feasibility
report
Feasibility
stud y
Architectural
design
Design
stud y
System
requirements
Requir ements
specification
ACTIVITIES
MILESTONES
14. Project scheduling
Split project into tasks and estimate time and
resources required to complete each task.
Organize tasks concurrently to make optimal
use of workforce.
Minimize task dependencies to avoid delays
caused by one task waiting for another to
complete.
Dependent on project managers intuition
and experience.
15. The project scheduling process
Estimate resources
for activities
Identify activity
dependencies
Identify
activities
Allocate people
to activities
Software
requirements
Activity charts
and bar char ts
Create project
char ts
16. Scheduling problems
Estimating the difficulty of problems and
hence the cost of developing a solution is
hard.
Productivity is not proportional to the number
of people working on a task.
Adding people to a late project makes it later
because of communication overheads.
The unexpected always happens. Always
allow contingency in planning.
17. Bar charts and activity networks
Graphical notations used to illustrate the
project schedule.
Show project breakdown into tasks. Tasks
should not be too small. They should take
about a week or two.
Activity charts show task dependencies and
the the critical path.
Bar charts show schedule against calendar
time.
19. Activity network
star t
T2
M3
T6
Finish
T10
M7T5
T7
M2
T4
M5
T8
4/7 /03
8 da ys
14/7 /03 15 da ys
4/8/03
15 da ys
25/8/03
7 da ys
5/9/03
10 days
19/9/03
15 da ys
11/8/03
25 da ys
10 da ys
20 da ys
5 da ys
25/7 /03
15 da ys
25/7 /03
18/7 /03
10 da ys
T1
M1 T3
T9
M6
T11
M8
T12
M4
21. Staff allocation
4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
T4
T8 T11
T12
T1
T3
T9
T2
T6 T10
T7
T5
Fred
Jane
Anne
Mary
Jim
22. Risk management
Risk management is concerned with
identifying risks and drawing up plans to
minimise their effect on a project.
A risk is a probability that some adverse
circumstance will occur
• Project risks affect schedule or resources;
• Product risks affect the quality or performance
of the software being developed;
• Business risks affect the organisation
developing or procuring the software.
23. Software risks
Risk Affects Description
Staff turnover Project Experienced staff will leave the project before it is finished.
Management change Project There will be a change of organisational management with
different priorities.
Hardware unavailability Project Hardware that is essential for the project will not be
delivered on schedule.
Requirements change Project and
product
There will be a larger number of changes to the
requirements than anticipated.
Specification delays Project and
product
Specifications of essential interfaces are not available on
schedule
Size underestimate Project and
product
The size of the system has been underestimated.
CASE tool under-
performance
Product CASE tools which support the project do not perform as
anticipated
Technology change Business The underlying technology on which the system is built is
superseded by new technology.
Product competition Business A competitive product is marketed before the system is
completed.
24. The risk management process
Risk identification
• Identify project, product and business risks;
Risk analysis
• Assess the likelihood and consequences of
these risks;
Risk planning
• Draw up plans to avoid or minimise the effects
of the risk;
Risk monitoring
• Monitor the risks throughout the project;
25. The risk management process
Riskavoidance
and contingency
plans
Riskplanning
Prioritised risk
list
Riskanalysis
List of potential
risks
Risk
identification
Risk
assessment
Risk
monitoring
27. Risks and risk types
Risk type Possible risks
Technology The database used in the system cannot process as many transactions per second
as expected.
Software components that should be reused contain defects that limit their
functionality.
People It is impossible to recruit staff with the skills required.
Key staff are ill and unavailable at critical times.
Required training for staff is not available.
Organisational The organisation is restructured so that different management are responsible for
the project.
Organisational financial problems force reductions in the project budget.
Tools The code generated by CASE tools is inefficient.
CASE tools cannot be integrated.
Requirements Changes to requirements that require major design rework are proposed.
Customers fail to understand the impact of requirements changes.
Estimation The time required to develop the software is underestimated.
The rate of defect repair is underestimated.
The size of the software is underestimated.
28. Risk analysis
Assess probability and seriousness of each
risk.
Probability may be very low, low, moderate,
high or very high.
Risk effects might be catastrophic, serious,
tolerable or insignificant.
29. Risk analysis (i)
Risk Probability Effects
Organisational financial problems force reductions in
the project budget.
Low Catastrophic
It is impossible to recruit staff with the skills required
for the project.
High Catastrophic
Key staff are ill at critical times in the project. Moderate Serious
Software components that should be reused contain
defects which limit their functionality.
Moderate Serious
Changes to requirements that require major design
rework are proposed.
Moderate Serious
The organisation is restructured so that different
management are responsible for the project.
High Serious
30. Risk analysis (ii)
Risk Probability Effects
The database used in the system cannot process as
many transactions per second as expected.
Moderate Serious
The time required to develop the software is
underestimated.
High Serious
CASE tools cannot be integrated. High Tolerable
Customers fail to understand the impact of
requirements changes.
Moderate Tolerable
Required training for staff is not available. Moderate Tolerable
The rate of defect repair is underestimated. Moderate Tolerable
The size of the software is underestimated. High Tolerable
The code generated by CASE tools is inefficient. Moderate Insignificant
31. Risk planning
Consider each risk and develop a strategy to
manage that risk.
Avoidance strategies
• The probability that the risk will arise is reduced;
Minimisation strategies
• The impact of the risk on the project or product
will be reduced;
Contingency plans
• If the risk arises, contingency plans are plans to
deal with that risk;
32. Risk management strategies (i)
Risk Strategy
Organisational
financial problems
Prepare a briefing document for senior management
showing how the project is making a very important
contribution to the goals of the business.
Recruitment
problems
Alert customer of potential difficulties and the
possibility of delays, investigate buying-in
components.
Staff illness Reorganise team so that there is more overlap of work
and people therefore understand each other’s jobs.
Defective
components
Replace potentially defective components with bought-
in components of known reliability.
33. Risk management strategies (ii)
Risk Strategy
Requirements
changes
Derive traceability information to assess requirements
change impact, maximise information hiding in the
design.
Organisational
restructuring
Prepare a briefing document for senior management
showing how the project is making a very important
contribution to the goals of the business.
Database
performance
Investigate the possibility of buying a higher-
performance database.
Underestimated
development time
Investigate buying in components, investigate use of a
program generator
34. Risk monitoring
Assess each identified risks regularly to
decide whether or not it is becoming less or
more probable.
Also assess whether the effects of the risk
have changed.
Each key risk should be discussed at
management progress meetings.
35. Risk indicators
Risk type Potential indicators
Technology Late delivery of hardware or support software, many reported
technology problems
People Poor staff morale, poor relationships amongst team member,
job availability
Organisational Organisational gossip, lack of action by senior management
Tools Reluctance by team members to use tools, complaints about
CASE tools, demands for higher-powered workstations
Requirements Many requirements change requests, customer complaints
Estimation Failure to meet agreed schedule, failure to clear reported
defects