Software Engineering CSCI Lesson 9 Project Management Part 1- Planning & Estimating. February 23, 2015

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Lesson 9

Project Management Part 1-

Planning & Estimating

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Projects and Project Managers

Project – a [temporary] sequence of unique,

complex, and connected activities having one goal or

purpose and that must be completed by a specific

time, within budget, and according to specification.

Project manager - the person responsible for

supervising a systems project from initiation to

conclusion

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Project Management vs. Process Management

Project management – the process of scoping,

planning, staffing, organizing, directing, and

controlling the development of an acceptable system

at a minimum cost within a specified time frame.

Process management – the activity of documenting,

managing, and continually improving the process of

systems development.

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* Measures of Project Success

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Causes of Project Failure



_{Failure to establish upper-management commitment}

to the project



Lack of organization’s commitment to the

methodology



Taking shortcuts through or around the methodology



Poor expectations management

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* Project Management Functions

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Project Management Tools & Techniques

Gantt chart – a bar chart used to depict project tasks

against a calendar.

PERT chart – a graphical network model used to

depict the interdependencies between a project’s

tasks.

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Gantt Chart

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Microsoft Project Gantt Chart

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PERT Chart

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Microsoft Project PERT Chart

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Project Management Life Cycle

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Activity 1 – Negotiate Scope

Scope – the boundaries of a project – the areas of a business

that a project may (or may not) address. Includes answers to

five basic questions regarding:

Statement of work – a narrative description of the work to

be performed as part of a project. Common synonyms

include scope statement, project definition, project overview,

and document of understanding.

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Statement of Work

I. Purpose

II. Background

A. Problem, opportunity, or directive statement

B. History leading to project request

C. Project goal and objectives

D. Product description

III. Scope

A. Stakeholders

B. Data

C. Processes

D. Locations

IV. Project Approach

A. Route

B. Deliverables

V. Managerial Approach

A. Team building considerations

B. Manager and experience

C. Training requirements

(continued)

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Statement of Work (concluded)

V. Managerial Approach (continued)

D. Meeting schedules

E. Reporting methods and frequency

F. Conflict management

G. Scope management

VI. Constraints

A. Start date

B. Deadlines

C. Budget

D. Technology

VII. Ballpark Estimates

A. Schedule

B. Budget

VIII. Conditions of Satisfaction

A. Success criteria

B. Assumptions

C. Risks

IX. Appendices

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Activity 2 – Identify Tasks

Work breakdown structure

(WBS) – a graphical tool

used to depict the hierarchical

decomposition of the project

into phases, activities, and

tasks.

Milestone – an event

signifying the completion of a

major project deliverable.

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Homework



The linked

Project Schedule Summary

contains a list of Milestones and Deliverables

for the Course Project. You are to use the information in the Project Schedule

Summary to create a Work Breakdown Structure and a Gantt Chart for the course

project which contains a task for each of the deliverables in the Project Schedule

Summary. Your Gantt Chart shall use the milestone due dates specified in the table,

and include intermediate due dates for the tasks listed under each milestone,

indicating dependencies between tasks as appropriate. Your WBS and Gantt chart

shall be created using your choice of Project Management software programs

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Activity 3 – Estimate Task Durations

1. Estimate the minimum amount of time it would take to perform the task

– the optimistic duration (OD).

2. Estimate the maximum amount of time it would take to perform the task

– the pessimistic duration (PD).

3. Estimate the expected duration (ED) that will be needed to perform the

task.

4. Calculate a weighted average of the most likely duration (D) as

follows:

D = (1 x OD) + (4 x ED) + (1 x PD)

6 3.33 days = (1 x 2 days) + (4 x 3 days) + (1 x 6 days)

6 PD

ED

OD

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Metrics for the Size of a Product

Task Duration based on size of product. Various

methods for estimating size of product to be built:



Lines of code (LOC, KDSI, KLOC)



FFP



Function Points



Expert Judgement by Analogy

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* Lines of Code (LOC)



Alternate metric



_{Thousand delivered source instructions (KDSI)}



Problems with using LOC to estimate size of product:



Estimation based on LOC is therefore doubly dangerous



_{To start the estimation process, LOC in the finished product must}

be estimated



The LOC estimate is then used to estimate the cost of the product

— an uncertain input to an uncertain cost estimator

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* FFP Metric



For cost estimation of medium-scale data processing

products



_{The three basic structural elements of data processing}

products:

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FFP Metric (cont.)



Given the number of files (

Fi

), flows (

Fl

), and

processes (

Pr

)



_{The size (}

S

), cost (

C

) are given by

S

=

Fi + Fl + Pr

C

=

b



S



_{The constant}

b

(efficiency or productivity) varies from

organization to organization

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Function Points



Based on the number of inputs (

Inp

), outputs (

Out

),

inquiries (

Inq

), master files (

Maf

), interfaces (

Inf

)



For any product, the size in “function points” is given

by

FP = 4



Inp + 5



Out + 4



Inq + 10



Maf + 7



Inf



_{This is an oversimplification of a 3-step process}

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Analysis of Function Points



Like FFP, maintenance can be inaccurately measured



It is possible to make major changes without

changing:



_{The number of files, flows, and processes; or}



_{The number of inputs, outputs, inquiries, master files,}

and interfaces



_{In theory, it is possible to change every line of code}

without changing the number of lines of code

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Expert Judgment by Analogy



_{Experts compare the target product to completed}

products



Guesses can lead to hopelessly incorrect cost estimates



_{Experts may recollect completed products inaccurately}



_{Human experts have biases}



_{However, the results of estimation by a broad group of}

experts may be accurate

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Bottom-up Approach



Break the product into smaller components



The smaller components may be easier to estimate



However, there are process-level costs



_{When using the object-oriented paradigm}



Independence of classes assists here



_{However, interactions among classes complicate the}

estimation process

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Algorithmic Cost Estimation Models



A metric is used as an input to a model to compute

cost and duration



_{An algorithmic model is unbiased, and therefore}

superior to expert opinion



_{However, estimates are only as good as the underlying}

assumptions



_Examples



_{SLIM Model}



_{Price S Model}



_{COnstructive COst MOdel (COCOMO)}