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SOFTWARE PROJECT MANAGEMENT ( Yazılım Proje Yönetimi )

SOFTWARE PROJECT MANAGEMENT ( Yazılım Proje Yönetimi ). Dr. Ahmet TÜMAY, PMP. Bugünün Takvimi. İletişim Tanışma Ders İçeriği Kaynaklar Ders İşleme Yöntemi Geçme Kalma. İletişim. ahmet.tumay @ etu . edu .tr a hmet.tumay@tubitak.gov.tr 284 9222 – 2228 505 403 2124 TÜBİTAK –

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SOFTWARE PROJECT MANAGEMENT ( Yazılım Proje Yönetimi )

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  1. SOFTWARE PROJECT MANAGEMENT(YazılımProjeYönetimi) Dr. Ahmet TÜMAY, PMP

  2. Bugünün Takvimi • İletişim • Tanışma • Ders İçeriği • Kaynaklar • Ders İşleme Yöntemi • Geçme Kalma

  3. İletişim ahmet.tumay@etu.edu.tr ahmet.tumay@tubitak.gov.tr 284 9222 – 2228 505 403 2124 TÜBİTAK – Yazılım Teknolojiler Araştırma Enstitüsü 1478. Cadde No:22 Çukurambar

  4. Tanışma • Ad Soyad, • Tecrübeler (İş, Staj) • Dersten beklentiler • Proje ? • Proje Yönetimi ?

  5. Whatis Project • A Project is a • temporary endeavor • to create a unique product, service or result • Developing in steps and continuing by increments (progressive elaboration)

  6. Whatis Project Management • Application of knowledge, skills, tools and techniques to project activities to meet project requirements. • Includes: • Identify Reqs. • Establish clear and achievable objectives • Balance scope, time, cost, quality requirements • Satisfy stakeholders

  7. Ders İçeriği • Project ManagementInstitute (PMI) Project Management Body Of Knowdledge (PMBOK)5thEd.

  8. Niçin PMBOK ? • Allof themaregenerallyrecognized as goodpractice on mostprojectsmost of the time • > 466163 certified PMP as of September 2012 • 5th edition of standardwillpresented in 2013

  9. Kaynaklar • PMBOK 5thEdition (www.pmi.org) • CMMI v1.3 Level 2 (+3 IPM) ProcessAreas (sei.cmu.edu) • ISO 12207, 1058 • TheDeadline, A NovelAbout Project ManagementTom DEMARCO • SilverBullet,

  10. Ders İşleme Yöntemi • Tekrarsaati • Önceki haftanın özeti • Haftalık ödevlerin gözden geçirilmesi / quiz • YeniDers (ProjeYönetimiBilgiAlanları / Fazları) • DersDili “Türkçe” • Slaytlar, Notlar, Quiz/Sınav “İngilizce” • Her Hafta bireysel Sunum • Proje Ödevi“Türkçe” / Final Sınavı

  11. Geçme Kalma (?) • 40 Puan Project Assignments • 40 PuanBireysel Sunum ve Quiz • 20 Puan Final Sınavı • Devam / Devamsızlık / Derslere Aktif Katılım (Kanaat)

  12. Dersler • 1. Hafta - 04/01/2013 Project and Project Management • 2. Hafta - 11/01/2013 Project Life Cycle OrganizationalInfluences

  13. Dersler • 3. Hafta - 18/01/2013 Project ManagementProcesses • 4. Hafta - 25/01/2013 Project ManagementKnowledgeAreas IntegrationManagement

  14. Dersler • 5. Hafta - 01/02/2013 ScopeManagement • 6. Hafta - 08/02/2013 Time Management • 7. Hafta - 15/02/2013 CostManagement

  15. Dersler • 8. Hafta - 22/02/2013 QualityManagement • 9. Hafta - 01/03/2013 HumanResourcesManagement • 10. Hafta - 08/03/2013 CommunicationsManagement

  16. Dersler • 11. Hafta - 15/03/2013 Risk Management • 12. Hafta - 22/03/2013 ProcurementManagement • 13. Hafta - - 29/03/2013 StakeholderManagement • Final Week - 29/03/2013

  17. Sektör Analizi

  18. Global Marketshare GartnerGroup (April 2009) Worldwide IT spendingfor 2009 will be$3.2 trillion: $1,891.2 billion – Telecom, $324.3 billion – ComputingHardware, $222.6 billion – Software, $796.1 billion– ITServices, all of which is sustained/supportedby software. Gartner, Inc. (NYSE: IT) is among the world’s leading information technology research and advisory companies delivering technology-related insights to corporations and government agencies worldwide.

  19. IT Project Performance - 1 • Successful projects delivered on time, on budget, with required features and functions. • Challenged projects estimated a 43% average cost overrun, time overruns of 83%, and delivered only 52% of required features and functions (in 2002). • Failed projects were cancelled prior to completion or delivered and never used. • (This chart represents over 50,000 IT projects in large, medium, and small cross-industry world-wide companies tested by The Standish Group since 1994. )

  20. IT Project Performance - 2

  21. IT Project Performance - 3

  22. IT Project Performance – 4 Standish Group’s CHAOS Summary 2009 • The Standish Group estimate • IT projects in the US alone: • $250 billion allocated to project spending, • Wasted $140 billion due to cost overruns or failed projects.

  23. How can we make sure that our projects succeed? THE RANDOM APPROACH 1. Do the wrong thing wrong 2. Do the wrong thing right 3. Do the right thing wrong 4. Do the right thing right

  24. Project Management What might be required for: A. Your Stage III Project (4 people) B. AMEC's Agip-Tiffany Project (5000 people) Compareandcontrast! SOME WISE WORD You can let it happen, make it happen, or wonder what happened.

  25. How can we make sure that our projects succeed? * • Remember that the fastest way through the project is to use good engineering practices • Managers and teams often want to cut important tasks – especially estimation, reviews, requirements gathering and testing. • If it were faster to build the software without these practices, we would never use them. • Every one of these practices is about saving time and increasing quality by planning well and finding defects early. Cutting them out will cost time and reduce quality.

  26. Learning to Manage Projects PMI – PMBOK General Management Standard. It consist of best practices. CMMI process improvement maturity model for development of product and services. It consist of best practices. TSP uses the Personal Software Process to build the team-working skills that a knowledge worker must have for self-management. PSP shows software professionals how to plan and track their own work follow a defined and measured process gather time, size, and defect data how to measure and manage quality They then use these same skills to plan, track, and manage their work and the team’s work use data to consistently produce quality products meet planned commitments anticipate and correct problems

  27. Learning to Develop Software Software is currently taught as an individual skill. The emphasis is technical There is little or no attention to disciplined development practice There is no coverage of personal management methods Developers focus on producing programs that run The emphasis is on individual performance In universities, the prevailing software ethic is to code as quickly as possible fix the problems in test For development teams, team-working skills are needed. planning and tracking the work measuring and managing quality anticipating and correcting problems

  28. Reviews and Inspections Save Time Xerox found that TSP quality management practices reduced the cost of poor quality by finding and removing defects earlier when costs are lower. Source: Xerox

  29. Work-Life Balance • People are your most important resource. • Finding and retaining good people is critical to long-term success. • Intuit found that TSP improved work-life balance, a key factor in job satisfaction. Source: Intuit

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