Software Engineering

1. SoftwareEngineering Week 4 – Planning & Managing Projects #1 A.A. GdeBagusAriana, S.T. gungariana@yahoo.com http://gungariana.wordpress.com

2. Content • Management activities • Project planning • Project scheduling • Critical Path Method (CPM) • Program Evaluation and Review Technique (PERT)

3. WHY??? Software project management • Ensuring that software is delivered on time and on schedule • Software development is always subject to budget and schedule constraints

4. Management Activities • Proposal writing. • Project planning and scheduling. • Project costing. • Project monitoring and reviews. • Personnel selection and evaluation. • Report writing and presentations.

5. 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.

6. Types of project plan Quality Plan Describes the quality procedures and standards that will be used in a project. Validation Plan Describes the approach, resources and schedule used for system validation. Configuration Management Plan Describes the configuration management procedures and structures to be used. Maintenance Plan Predicts the maintenance requirements of the system, maintenance costs and effort required. Staff Development Plan Describes how the skills and experience of the project team members will be developed.

8. Project plan structure

9. 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.

10. Activities and Milestones

11. 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.

12. The project scheduling process

13. Work Breakdown

14. STEP 1 ACTIVITY 1.1 ACTIVITY 1.2 ACTIVITY 1.3 : PHASE 1 STEP 2 : ACTIVITY 2.1 ACTIVITY 2.2 ACTIVITY 3.3 : STEP 1 PROJECT PHASE 2 STEP 2 : STEP 1 PHASE n STEP 2 : Anatomy of a Project

15. Anatomy of a Project

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 critical path. • Bar charts show schedule against calendar time.

18. Task durations and dependencies

19. Activity network

20. Activity timeline

21. Staff allocation

22. Project Personnel • Have to consider workforce • Role • Ability • Experience etc… • Task not performed by the same person • Dependent on: • Project size • Staff expertise & experience • Decide roles  decide type of people

23. Work Styles • Extrovert tells others his thoughts • Introvert asks others for suggestions • Intuitive base decisions on feelings & emotions • Rational examine facts & carefully considering all options

24. Work Styles • Rational extroverts • Assert their ideas • Not let “gut feeling” affect their decision • Based on logic & not emotions • Rational introverts • Avoid emotional decisions • Willing to consider all possible courses of action

25. Work Styles • Intuitive extroverts • Based on emotional reaction • Want to tell others about them • No asking of input • Intuitive introverts • Creative • Applies it after lengthy analysis & findings

26. Project Personnel INTUITIVE Intuitive IntrovertIntuitive Extrovert Asks Others Tell Others Acknowledge feelings Acknowledge feelings Rational Introvert Rational Extrovert Asks Others Tells Others Decides logically Decides logically EXTROVERT INTROVERT RATIONAL

27. Critical Path Method (CPM)

28. Critical Path Method • Analysing paths among milestones • Find out minimum completion time • Outlines critical activities • Allows estimation of real time/actual time • estimated amount of time required for the activity to be completed. • Allows identification of available time • amount of time available in the schedule for the activity’s completion • Deterministic method that uses a fixed time estimate for each activity

29. Program Evaluation and Review Technique (PERT)

30. PERT • Program Evaluation and Review Technique (PERT) • network model that allows for randomness in activity completion times • Network of boxes (activities) & arrows (dependencies) • Boxes can be used as milestones • Critical path  similar meaning to CPM

31. Tugas • Membuat Resume ttg CPM dan PERT, tulistangandikertas double folio, bahasaindonesia yang baikdanbenar. • Untukmahasiswa yang mengambil RPL hariSenin, berikutadalahreferensiuntuktugas: • http://www.youtube.com/watch?v=DdDzybQ_9vM • Referensi lain yang berbahasaindonesia yang relevan. • Buattugasdengansebaik-baiknya. • Kumpul : 15 Oktober 2012, tidakadatoleransiketerlambatan. (jikatidakbisahadirkarenasakit/ijin, titipkepadateman)