Introduction To Software Engineering Project Management (Part 1)

1. Introduction To Software Engineering Project Management(Part 1) Dr.Çağatay ÜNDEĞER Instructor Bilkent University, Computer Engineering Middle East Technical University, Game Technologies & General Manager SimBT Inc. e-mail : cagatay@undeger.com Bilgisayar Mühendisliği Bölümü – Bilkent Üniversitesi – Fall 2009

2. Introduction To Software Engineering Project Management • What is Software Engineering? • By Fritz Bauer • By IEEE • What is a Project? • Introduction • IS Project Failures & Success • Characteristics of an IS project • What is Project Management? • Introduction • Project Management Institute (PMI) • Tools for Project Management

3. Software Engineering (1) • Establishment and use of sound engineering principles • In order to obtain economically software that is reliable and works efficient on real machines (Fritz Bauer).

4. Software Engineering (2) • (1)Application of a systematic, disciplined, quantifiable approach to; • Development, • Operation, and • Maintenance of software (that is the application of engineering to software); • (2)The study of approaches as in (1) (IEEE) • Institute of Electrical and Electronics Engineers (IEEE)

5. Introduction To Software Engineering Project Management • What is Software Engineering? • By Fritz Bauer • By IEEE • What is a Project? • Introduction • IS Project Failures & Success • Characteristics of an IS project • What is Project Management? • Introduction • Project Management Institute (PMI) • Tools for Project Management

6. Introduction (Project) • A package of individual or collaborative investments and activities that are; • Carefully planned and designed • To achieve an objective that has a beginning and end.

7. Introduction (IS Projects) • Information System (IS) projects aim at making ongoing activities of institutions and enterprises; • Faster, • More efficient and • More productive by integrating the information technologies into the process.

8. Introduction (Stakeholders) • People that have an interest in a new or existing project, including; • Project team members, • Project sponsors, • Stockholders, • Employees and • The community.

9. Introduction (Project Sponsors) • Members of the organizations who are responsible for the high-level support of the project.

10. Introduction (Project Manager) • A person who; • Has a diverse set of skills(e.g. good general skills, technical manegement, conflict man., customer relationship man. and leadership skills), and • Responsible for; • initiation, • planning, • executing, • controlling, • monitoring, and • closing down a project.

11. Introduction (Why?) • IS projects are usually undertaken for two reasons; • Solving business problems and • Taking advantage of business opportunities.

12. IS Project Failures • In the world, • The probability of an IS project failure is usually outweighs the probability of an IS project success. • That is also true for our country, and many projects fail in Turkey.

13. IS Project Failures • Don’t think that; • A project failure only occurs when it is cancelled because of not successfully completing it. • A project can be considered as failed when; • The project finished over budget, • The project did not finish on time, • The project did not deliver a system that satisfies the stakeholders expectations, • The project did not deliver a system that satisfies its objectives.

14. IS Project Failures • First step: • Identify causes of project failures, in order to avoid them.

15. Causes of project failures(A survey) • Failed communication among parties (57%), • Lack of planning (39%), • Poor quality control (35%).

16. Causes of project failures(More Detailed) • Lack of executive support: • Lack of top management support and organizational commitment • Lack of user input: • Lack of user participation, user resistant to change, lack of user cooperation, and lack of user commitment

17. Causes of project failures(More Detailed) • Inexperienced project manager: • Lack of leadership skills, project progress not monitored closely, ineffective communication • Inexperienced team members: • Inadequately trained team members, lack of team member commitment to project, frequent turnover within the team

18. Causes of project failures(More Detailed) • Unclear business objectives: • Not well-defined project goals & project success criteria, conflicting system requirements, continually changing project objectives • Unreliable estimates: • Inadequate estimates of project schedule, budget & resource, and unclear project milestones

19. Causes of project failures(More Detailed) • Ineffective project management: • Lack of an effective project management methodology applied throughout the project • New software infrastructure: • Use of new technology that has not been practiced before, and use of immature and highly complex technologies

20. Causes of project failures(More Detailed) • Unstable organizational environment: • Changes in organizational management during the project, and restructuring organization during the project • Unreliable outside suppliers: • Dependence on unreliable suppliers and involvement of many external suppliers

21. Project Success • Well organized application of project management techniques can reduce; • The causes of project failures and • So the risks

22. Characteristics of an IS Project • The technology environment is highly dynamic: • Companies should quickly decide whether; • To move their system to a new technology ahead of their competitive or • To match the level of their competitive or • To keep their state and risk losing a potential competitive advantage

23. Characteristics of an IS Project • Very difficult to hire and retain experienced Information Technology (IT) project employees: • Very difficult to find employees experienced on specific technologies. • Very difficult to retain experienced employees • Since they seek new business opportunities, and other companies may try to recruit them.

24. Characteristics of an IS Project • Hard to manage and keep necessary extensive user involvement in the project. • The user involvement should continue during planning, development, and maintenance. • Many different types of users may be required to involve in the project development to ensure project success. • The users may be; • From very different levels of technical proficiency. • Located in different cities or even in different countries.

25. Characteristics of an IS Project • Deciding on which methodology to use for development and maintenance is difficult • Since there are many alternatives, which may be good or bad depending on the nature of the project.

26. Characteristics of an IS Project • Attempted solutions may never have been tried before. • IT projects may focus on building a new system that has entirely new functionality. • Project team may have very few clues on how to build such a system.

27. Characteristics of an IS Project • Progressive, uncontrolled increase in project scope is very common: • Related with the fact that the end product has never been seen and developed before, • The customer usually does not know what he/she exactly needs.

28. Characteristics of an IS Project • The technology involved in project may change during the project development. • Trying to reach a changing goal makes the management and the development of the project hard. • e.g, a version change of a COTS API used in a project may force the development team to decide on whether to use the new version or not.

29. Introduction To Software Engineering Project Management • What is Software Engineering? • By Fritz Bauer • By IEEE • What is a Project? • Introduction • IS Project Failures & Success • Characteristics of an IS project • What is Project Management? • Introduction • Project Management Institute (PMI) • Tools for Project Management

30. Help me!!!! Introduction (Project Management) • Application of; • Knowledge, skills, tools and techniques to project activities and process • To meet project requirements.

31. scope quality cost time Introduction (Project Management) • Requires to find a balance between; • Scope, • Time, • Cost, • Quality.

32. controlling planning initiating closing executing monitoring Introduction (Project Life Cycle) • Contains the phases (project management process groups) a project goes through from concept to completion. • Project management process groups are; • The major management phases that are commonly accepted as; • Initiating, • Planning, • Executing, • Controlling, • Closing.

33. Introduction (Project Management Process Groups) • Initiating: • Identifies potential projects and evaluates their importance to the organization. • Planning: • Plans the project considering crucial aspects of the project (e.g. scope, time, cost, risk). • Executing: • Executes the plan, and completes the deliverables. • Controlling: • Continuously checking the development process mostly during the execution in order to see if everything goes as planned. • If something goes wrong, necessary steps are planned and taken to correct them. • Closing: • All the final paper work is completed, and • The responsible parties sign off on the project.

34. Characteristics of Life Cycle • In time, • The probability of successful completion of project increases. • The ability of stakeholders to influence project characteristics and cost reduces.

35. Introduction (Work Breakdown Structure) • A hierarchical listing of the activities (e.g. tasks, sub-tasks) necessary for the completion of the project.

36. Introduction (Gantt Chart) • A bar chart showing the start and end dates for the activities of a project.

37. Introduction (Network Diagram) • A schematic display that illustrates the various tasks in a project as well as their sequential relationship.

38. Introduction (Project Management Institute - PMI) • An association that was formed in 1969 to; • Bring together project management professionals, • Systematically capture project management knowledge, and • Provide information and training on project management techniques. • Website: www.pmi.org

39. Introduction (PMBOK) • Project management body of knowledge (PMBOK): • 9 core project management knowledge areas that PMI maintains as a repository.

40. Introduction (PMBOK Areas) • Project Integration Management • Project Scope Management • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resource Management • Project Communication Management • Project Risk Management • Project Procurement Management

41. Tools for Project Management • Tools may have different capabilities: • Allow multiple user access from different computers. • Support activities across the planning, execution and control phases of project management life cycle. • Support work breakdown structures, gantt charts, network diagrams, time-lines, resource assignments, configuration manegement, etc.

42. Tools for Project Management • Copper 2004: • A-low price software for project management • Approximately $199. • Microsoft Project: • Mid-price common used project management software developed by Microsoft. • 2007 version is approximately $440. • Primavera SureTrak Project Manager: • A-high price software for project management • 3.0 version, 10 user license is approximately $3900. • Telelogic Products (Doors, Rapsody) • A-high price software for project management • More than $5000