CEN 4021 Software Engineering II

1. CEN 4021 Software Engineering II • Software Project Planning (POMA) • Project resource planning Instructor: Masoud Sadjadi http://www.cs.fiu.edu/~sadjadi/ sadjadi@cs.fiu.edu

2. Acknowledgements • Dr. Onyeka Ezenwoye • Dr. Peter Clarke

3. Agenda • Software Project Planning (POMA) • Project resource planning

4. Three Types of Resources • Human resources • Processes and Methodologies • Tools and Equipment

5. Three Types of Resources • Once the project deliverables, WBS, tasks, initial schedule and goals are understood the resources required to complete the project must be planned. • The key resource for most software projects is people. • On an organizational level, processes, policies, and specific methodologies need to be available to ensure the successful completion of the project.

6. Human Resources • The number of people, the type of people with different skills, and the point at which these people need to begin working on a project all depend on the tasks that need to be performed and the goals such as schedule, of the project. • Human resources management is concerned with the recruiting, hiring, retaining, growing, coaching, and firing of people.

7. Human Resources • software project manager will focus on the recruiting effort and timing of hire. • Recruitment and hiring proceed in two stages: • Based on the various tasks involved in the software project, a skills matrix is built. Consists of # of people required in each skill category along with information on which persons, by name , are already on board. • Using the skills matrix, a hiring plan is developed.

8. Human Resources • Two types of personnel are needed on a project: • Direct project activities: Activities that lead to a customer deliverable. E.g., personnel to perform the following tasks; requirements specification, design, coding, manual writing, testing , integration, and packaging. • Indirect project activities: Activities that do not lead to customer deliverables. E.g., planning, controlling, and reporting of the project activities.

9. Human Resources • Human Resources Example: • Assume indirect personnel are already in place. Direct software development personnel planning is considered. • Table 4.2. shows an initial skills matrix (next slide). • A gradual hiring pattern is quite realistic for this project. • Table 4.3. shows a people hiring matrix.

10. Table 4.2. Initial Skills Matrix.

11. Human Resources Example cont: • Table 4.2 shows there is a short peak period and the rapid pace at which people leave the project. • Note the personnel for the project is not assigned in isolation. • Economic period has a lot to do with the ease of hiring.

12. Process and Methodologies • Process and Methodologies • Processes and methodologies are viewed as resources. • Recall there is no single process for software development. • Software Project Phases • Requirements processing • Design • Implementation and programming • Testing • Product release

13. Process and Methodologies • Process and Methodologies cont Product release process • Integration, packaging, and installation • Product order, release, and shipment management Other process planning • Configuration management • Outsourcing management • Quality assurance • Project change management

14. Tools and Equipment • Tools and Equipment Hardware requirements • Desktop computers: Specify capabilities in terms of CPU speed, main memory size, disk storage size, number of ports (for printers, communications and connection to other peripherals); specify number of desktop computers • Server computers: Specify capabilities in terms of CPU speed, main memory and auxiliary cache memory sizes, disk storage size, number of ports; specify number of server computers

15. Tools and Equipment • Tools and Equipment cont Hardware requirements cont • Printers: desktop versus shared; specify the number of each kind of printer • Network equipment: controllers, lines, modems; specify number of each Software requirements • Operating system: specify the number of copies required for the desktop and server computers • Database system: specify the number of user seats required

16. Tools and Equipment • Tools and Equipment cont Software requirements cont • Middleware system: specify the type of communication middleware or transaction-processing middleware, set to the needed number of users or to some number of transactions Once the basic hardware and software resources are identified tools are considered

17. Tools and Equipment • Tools and Equipment cont Classification of Tools • Development and implementation tools: libraries of executable code, editors, compilers, and debugging aids; specify the number of copies or the number of user seats for each • Requirements management tools: # of seats • Design tools: # of seats • Documentation tools: # of seats and # of copies

18. Tools and Equipment • Tools and Equipment cont Classification of Tools cont • Test tools: keystroke capture tools, test execution monitor tools, performance measurement tools, code coverage analysis tools: # of seats and # of copies • Support tools: customer call management, release management; # of copies • Management and general-use tools: library systems, configuration management, diagramming and flowcharting tools, word processors, spreadsheets, project schedulers, statistical function packages; # of copies and # of seats

19. Tools and Equipment Combining the resources: • Resource planning is a lengthy but a very important project management activity. • The resources required to satisfy the software project depend on the deliverables, tasks, schedule, and project goals. • See Table 4.5 for a combined resource matrix.

20. Assigning Resources • People management are need here • Interaction and communication skills are vital to selecting the right people for the right activities • You may have to recruit people to your project, through interviews and a personnel-hiring process.

21. Assigning Resources • After customizing the WBS list of activities, resources are assigned to them • For every activity in the project, • Understand what the responsibilities and authority are • determine how the person performing the activity will be held accountable for the results

22. Assigning Resources • the project manager is responsible for the planning necessary to staff the project • Identifying and documenting the project roles and skills needed • Assigning responsibilities to individuals • Establishing reporting relationships

23. Identifying and documenting the project roles and skills needed • Skills needed are weighed against knowledge about each candidate’s career objectives , and ego needs • Example types of roles • Database designers • Configuration management experts • Human interface designers • Webmasters • Quality assurance specialists • Test engineers

24. Identifying and documenting the project roles and skills needed • Recognize some skills that aren’t the usual software engineering sets • People may have some personality or social skills that are necessary catalysts for getting things done • Certain skill promote harmony among the team as well as the “social glue” that is hard to define but absolutely necessary for team productivity

25. Identifying and documenting the project roles and skills needed • The project manager has to decide who does what and who decides what on the project • Balancing learning opportunitiesagainst accomplishing work on time, and managing egos • The specific skill needed for each activity must be considered • Listing skills needed may be necessary if required skills sets are large and diverse

26. Characteristics of Roles • For every activity defined in the project, a set of roles requiring specific skill sets may be defined • E.g., For every role, define three job aspects • Responsibility – the obligation to perform an assigned activity with or without detailed guidance or specific authorization • Authority – the right to perform, command of make the decisions • Accountability – assuming a liability for an activity or something of value in a project

27. Characteristics of Roles • Don’t assign responsibility to people who have no recognized authority within the organization to get it done • Estimates for completion become unreliable because assigned person has an obligation, but no right to perform, in the eyes of others • Be sure that authority and responsibility boundaries are recognized by all

28. Characteristics of Roles • Responsibilities might include • Collaborating with architects and designers • Designing test cases • Generating test data • Running unit and regression test suites • Reporting results

29. Characteristics of Roles • Authority might be granted to include • Participating in design and inspection meetings • Exercising final authority for all test-related tasks • Authorizing component builds • Reporting official test results and product quality metrics

30. Characteristics of Roles • Accountability for test engineers may be defined as quantifiable and easily measured parameters such as • Number of design and inspection meetings attended • Quantity and quality of test prepared and executed • Percentage of successful component builds • Accuracy and timeliness of reported test results and product quality metrics

31. Assigning responsibility • Consider reliability of individuals • Negotiate with resource controllers for the services of people with the needed skill • Comprehend roll-on and roll-off time

32. Characteristics of Roles • Accountability for test engineers may be defined as quantifiable and easily measured parameters such as • Number of design and inspection meetings attended • Quantity and quality of test prepared and executed • Percentage of successful component builds • Accuracy and timeliness of reported test results and product quality metrics