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Software Project Management Concepts and Challenges

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Savaş Şakar
Savaş Şakar

The document discusses concepts in software project management including people, problems, and processes. Regarding people, it emphasizes that teams must be organized effectively and have good communication. For problems, requirements must be clearly communicated and decomposed. Regarding processes, an appropriate model must be selected and adapted to the people and problem. The document also discusses challenges like thin domain knowledge, fluctuating requirements, and communication breakdowns that project managers may face.

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Software Project Management Concepts Infsy 570 Dr. R. Ocker
project management activity encompasses ,[object Object],[object Object],[object Object],[object Object],[object Object]
consider management techniques required to ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effective SW project management focuses on 3 P’s: ,[object Object],[object Object],[object Object]
1. people ,[object Object],[object Object],[object Object]
2. problem ,[object Object],[object Object],[object Object]
3. process ,[object Object],[object Object],[object Object],[object Object],[object Object]
People
3.2 People ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
3.2 People ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
3.2 People ,[object Object],[object Object],[object Object],[object Object],[object Object]
Organization of SW teams
A. Mantei(81): team structures ,[object Object],[object Object],[object Object]
1. democratic decentralized (DD) (fig. 1) ,[object Object],[object Object],[object Object],[object Object]
2. controlled decentralized (CD) (fig. 3) ,[object Object],[object Object],[object Object],[object Object],[object Object]
3. controlled centralized (CC) - i.e. chief programmer team (fig. 2) ,[object Object],[object Object]
7 project structures to consider when planning structure of swe teams: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project structures ,[object Object],[object Object],[object Object]
B. Constantine organization structures ,[object Object],[object Object]
1. Traditional Hierarchy of Authority ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
2.Innovative Individualism ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
3. Adaptive Collaboration ,[object Object],[object Object],[object Object],[object Object]
4. Harmonious Alignment ,[object Object],[object Object],[object Object],[object Object]
Strengths and Weaknesses (Refer to Table 2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Strengths and Weaknesses (Refer to Table 2) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Team Building (Refer to Table 3) ,[object Object],[object Object],[object Object],[object Object]
Want to achieve a cohesive team: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Project Leadership ,[object Object]
Characteristics of managers by type of team: ,[object Object],[object Object],[object Object],[object Object]
Characteristics of managers by type of team: ,[object Object],[object Object],[object Object],[object Object]
None of the paradigms is ideal for software development. ,[object Object],[object Object],[object Object],[object Object]
Structured Open teams are: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Structured Open teams are: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Problems in SW development
A. Curtis et al. (88) Problems associated with large SW projects ,[object Object],[object Object]
layered behavioral model consists of the following levels: ,[object Object],[object Object],[object Object],[object Object],[object Object]
A. Sample and Study Procedures ,[object Object],[object Object]
B. Analysis of the Interviews ,[object Object],[object Object],[object Object],[object Object]
A. The Thin Spread of Application Domain Knowledge ,[object Object]
Thin spread of knowledge ,[object Object],[object Object]
B. Fluctuating and Conflicting Requirements ,[object Object],[object Object]
C. Communication and Coordination Breakdowns ,[object Object],[object Object]
Implications for Software Tools and Practices ,[object Object],[object Object],[object Object]
Implications for Project Management ,[object Object]
Implications for Software Process Models ,[object Object],[object Object]
B. Kraut & Streeter (95) Coordination and communication issues ,[object Object]
Project coordination techniques used: ,[object Object],[object Object],[object Object]
Implications ,[object Object],[object Object],[object Object]
3.3 Problem ,[object Object],[object Object],[object Object],[object Object]
determine software scope ,[object Object],[object Object],[object Object],[object Object],[object Object]
project decomposition ,[object Object],[object Object]
Process
3.4 Process ,[object Object],[object Object]
project manager ,[object Object],[object Object],[object Object]
Melding the problem and process (cookbook approach) ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Example: ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Example: ,[object Object],[object Object],[object Object],[object Object]
Unit Review: Software Project Management ,[object Object]
Unit Review ,[object Object]
Unit Review ,[object Object],[object Object]
Hints: ,[object Object],[object Object],[object Object]

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