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3.1 THE MANAGEMENTSPECTRUM

Efective so tware projectma a!eme t oc"ses o t#e o"r P$s• T#e Peop%e• T#e Pro&"ct• T#e Process• T#e Project

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THE '(HH PR)NC)P*E• Why is the system being

developed?• What will be done, by when?• Who is responsible for a

function?• Where are they organizationally

located?• How will the job be done

technically and managerially?•

How much of each resource is

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3.+ T#e Peop%e• ) a st"&, p"-%is#e& -, t#e )EEE

CUR//0 t#e e !i eeri ! vicepresi&e ts o t#ree major tec# o%o!,compa ies were as2e& t#e mostimporta t co tri-"tor to a s"ccess "%so tware project. T#e, a swere& i

t#e o%%owi ! wa,

• 4P 1 ) !"ess i ,o" #a& to pic2 o e

t#i ! o"t t#at is most importa t i5 5

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3.+.1 T#e P%a,ers• Senior managers w#o &e8 e t#e -"si ess iss"es t#at o te

#ave si! i8ca t i 9"e ce o t#e project.

• Project (technical managers w#o m"st p%a motivateor!a i6e a & co tro% t#e practitio ers w#o &o so twarewor2.

• Practitioners w#o &e%iver t#e tec# ica% s2i%%s t#at areecessar, to e !i eer a pro&"ct or app%icatio .

• !ustomers w#o speci , t#e re:"ireme ts or t#e so twareto -e e !i eere& a & ot#er stakeholders who have a

peripheral interest in the outcome.

• "nd#users w#o i teract wit# t#e so tware o ce it is re%ease&

or pro&"ctio "se.

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3.+.+ Team *ea&ers• $otivation% T#e a-i%it, to e co"ra!e tec# ica%

peop%e to pro&"ce to t#eir -est a-i%it,.

• &rganization% T#e a-i%it, to mo%& e;isti !processes

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• C#aracteristics t#at &e8 e a efective ess o t#eproject ma a!er emp#asi6es o o"r 2e, traits

•

Problem solving%# A efective so tware projectma a!er ca &ia! ose t#e tec# ica% a &or!a i6atio a% iss"es t#at are most re%eva ts,stematica%%, str"ct"re a so%"tio or proper%,motivate ot#er practitio ers to &eve%op t#eso%"tio app%, %esso s %ear e& rom past projectsto ew sit"atio s a & remai 9e;i-%e e o"!# toc#a !e &irectio i i itia% attempts at pro-%emso%"tio are r"it%ess.

• $anagerial identity%# A !oo& project ma a!erm"st ta2e c#ar!e o t#e project. S#e m"st #avet#e co 8&e ce to ass"me co tro% w#e ecessar,a & t#e ass"ra ce to a%%ow !oo& tec# ica% peop%eto o%%ow t#eir i sti cts.

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3.+.3 T#e So tware Team• T#e o%%owi ! optio s are avai%a-%e or

app%,i ! #"ma reso"rces to aproject t#at wi%% re:"ire n peopleworking for k years:

1. n individuals are assigned to m di erent

functional tasks, relatively little com-i e&wor2 occ"rs@ coor&i atio is t#erespo si-i%it, o a so tware ma a!er w#oma, #ave si; ot#er projects to -eco cer e& wit#.

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T#ere are seve project actors t#at s#o"%&-e co si&ere& w#e p%a i ! t#e str"ct"re

o so tware e !i eeri ! teams

T#e &i c"%t, o t#e pro-%em to -e so%ve&. T#e si6e o t#e res"%ta t pro!ram

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T#ere are o"r >or!a i6atio a% para&i!ms? or so twaree !i eeri ! teams

+% closed paradigm str"ct"res a team a%o ! atra&itio a% #ierarc#, o a"t#orit, . S"c# teams ca wor2we%% w#e pro&"ci ! so tware t#at is :"ite simi%ar to pasteforts -"t t#e, wi%% -e %ess %i2e%, to -e i ovative w#ewor2i ! wit#i t#e c%ose& para&i!m.

+. he random paradigm str"ct"res a team %oose%, a &&epe &s o i &ivi&"a% i itiative o t#e team mem-ers.'#e i ovatio or tec# o%o!ica% -rea2 t#ro"!# isre:"ire& teams o%%owi ! t#e ra &om para&i!m wi%% e;ce%.F"t s"c# teams ma, str"!!%e w#e >or&er%, per orma ce?is re:"ire&.

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3. he open paradigm attempts to str"ct"re a team i ama er t#at ac#ieves some o t#e co tro%s associate& wit#t#e c%ose& para&i!m -"t a%so m"c# o t#e i ovatio t#at

occ"rs w#e "si ! t#e ra &om para&i!m. 'or2 isper orme& co%%a-orative%, wit# #eav, comm" icatio a &co se s"s -ase& &ecisio ma2i ! t#e tra&emar2s o opepara&i!m teams. pe para&i!m team str"ct"res are we%%s"ite& to t#e so%"tio o comp%e; pro-%ems -"t ma, ot

per orm as e cie t%, as ot#er teams.

. he synchronous paradigm re%ies o t#e at"ra%compartme ta%i6atio o a pro-%em a & or!a i6es teammem-ers to wor2 o pieces o t#e pro-%em wit# %itt%e active

comm" icatio amo ! t#emse%ves.

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• "lectronic communication e compasses e%ectro icmai% e%ectro ic -"%%eti -oar&s a & -, e;te sio vi&eo-ase& co ere ci ! s,stems.

• 'nterpersonal networ.ing i c%"&es i orma% &isc"ssio swit# team mem-ers a & t#ose o"tsi&e t#e project w#oma, #ave e;perie ce or i si!#t t#at ca assist teammem-ers.

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3.3 T#e Pro&"ct• 3.3.1 So tware Scope• !onte/t% How &oes t#e so tware to -e -"i%t 8t i to a

%ar!er s,stem pro&"ct or -"si ess co te;t a & w#atco strai ts are impose& as a res"%t o t#e co te;tI

• 'nformation objectives% '#at c"stomer visi-%e &atao-jects are pro&"ce& as o"tp"t rom t#e so twareI '#at&ata o-jects are re:"ire& or i p"tI

• -unction and performance% '#at " ctio &oes t#eso tware per orm to tra s orm i p"t &ata i to o"tp"tI Area , specia% per orma ce c#aracteristics to -e a&&resse&I

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3. THE PR JECT• Fe%ow me tio e& si! s i &icate t#at

a i ormatio s,stems project is oti proper or&er

1. So tware peop%e &o $t " &ersta &t#eir c"stomer$s ee&s.+. T#e pro&"ct scope is poor%, &e8 e&.3. C#a !es are ma a!e& poor%,.

. T#e c#ose tec# o%o!, c#a !es.(. F"si ess ee&s c#a !e or are i%%&e8 e&0.K. Dea&%i es are " rea%istic.

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3.( CR)T)CA* PRACT)CES• -ormal ris. management . '#at are t#e top te

ris2s or t#is projectI Oor eac# o t#e ris2s w#at ist#e c#a ce t#at t#e ris2 wi%% -ecome a pro-%ema & w#at is t#e impact i it &oesI

• "mpirical cost and schedule estimation% '#atis t#e c"rre t estimate& si6e o t#e app%icatioso tware

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• "arned value trac.ing% Do ,o" report mo t#%,ear e& va%"e metricsI ) so are t#ese metrics

comp"te& rom a activit, etwor2 o tas2s or t#ee tire efort to t#e e;t &e%iver,I• *efect trac.ing against 0uality targets% Do

,o" trac2 a & perio&ica%%, report t#e "m-er o&e ects o" & -, eac# i spectio < orma% tec# ica%review= a & e;ec"tio test rom pro!ram i ceptioa & t#e "m-er o &e ects c"rre t%, c%ose& a &ope I

• People#aware program management% '#at is

t#e avera!e staf t"r over or t#e past t#reemo t#s or eac# o t#e s"pp%iers &eve%opersi vo%ve& i t#e &eve%opme t o so tware or t#iss,stemI

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MEASURES METR)CS AND)ND)CAT RS

• Meas"re provi&es a :"a titative i &icatio o t#ee;te t amo" t &ime sio capacit, or si6e osome attri-"te o a pro&"ct or process.

• A so tware metric re%ates t#e i &ivi&"a% meas"resi some wa,

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• Project i &icators e a-%e a so twareproject ma a!er to critica% ? < =a&j"st wor2 9ow or tas2s a &

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So tware ProjectEstimatio s

• Estimatio o reso"rces cost a &sc#e&"%e o so tware &eve%opme tare ver, importa t. To ma2e a!oo& estimate re:"ires e;perie cea & e;pertise to co vert :"a%itativemeas"res to :"a titative orm.

Oactors %i2e Project si6e Amo" t oris2 i vo%ve& etc are afecti ! t#eacc"rac, a & e cac, o estimates.

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"stimation echni0ues

T#e o%%owi ! are t#e &ifere ttec# i:"es or estimatio

• Decompositio Tec# i:"e• Empirica% Estimatio Mo&e%s• A"tomate& Estimatio Too%s

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*ecompositionechni0ue

• Here we s"-&ivi&e t#e pro-%em i tosma%% pro-%ems. '#e a%% t#e sma%%pro-%ems are so%ve& t#e maipro-%em is so%ve&.

• *i es o Co&e• O" ctio Poi t• * C

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"mpirical "stimation$odels

Estimatio mo&e%s "ses empirica%%,&erive& orm"%as to pre&ict t#eestimates. Here we co &"ct a st"&, osome comp%ete& projects. Orom t#oseo-servatio we orm some statistica%

orm"%as. 'e ca "se t#is orm"%as toestimate t#e cost o ot#er projects.

T#e str"ct"re o empirica% estimatiomo&e%s is a orm"%a &erive& rom &ataco%%ecte& rom past so tware projects

t#at "ses so tware si6e to estimate

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C C M• Sta &s or C str"ctive C st M &e%• ) tro&"ce& -, Farr, Foe#m i 1 /1 i #is -oo2

>So tware E !i eeri ! Eco omics?• Fecame o e o t#e we%% 2 ow a & wi&e%, "se&

estimatio mo&e%s i t#e i &"str,•

)t #as evo%ve& i to a more compre#e siveestimatio mo&e% ca%%e& C C M ))• C C M )) is act"a%%, a #ierarc#, o t#ree

estimatio mo&e%s• As wit# a%% estimatio mo&e%s it re:"ires si6i !

i ormatio a & accepts it i t#ree orms o-jectpoi ts " ctio poi ts a & %i es o so"rce co&e

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utomated "stimationools

• T#e &ecompositio tec# i:"es a &t#e empirica% estimatio mo&e%s ca-e imp%eme te& "si ! so tware.

T#ese a"tomate& too%s a%%ow t#ep%a er to estimate t#e cost a &efort a & wi%% a%so !ive importa t

i ormatio %i2e &e%iver, &atesta !.

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Ma2e F", Decisio• )t is o te more cost efective to ac:"ire rat#er t#a &eve%op

so tware• Ma a!ers #ave ma , ac:"isitio optio s

So tware ma, -e p"rc#ase& O"%% e;perie ce? or >partia% e;perie ce? so tware

compo e ts ma, -e ac:"ire& a & i te!rate& to meetspeci8c ee&sSo tware ma, -e c"stom -"i%t -, a o"tsi&e co tractor tomeet t#e p"rc#aser$s speci8catio s

• T#e ma2e -", &ecisio ca -e ma&e -ase& o t#e o%%owi !co &itio s

'i%% t#e so tware pro&"ct -e avai%a-%e soo er t#ai ter a%%, &eve%ope& so twareI'i%% t#e cost o ac:"isitio p%"s t#e cost o c"stomi6atio-e %ess t#a t#e cost o &eve%opi ! t#e so tware i ter a%%,I'i%% t#e cost o o"tsi&e s"pport

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Software ProjectPlanning

P%a i ! provi&es a roa& map ort#e so tware &eve%opme t process.•

• -jective o So tware ProjectP%a i !

• So tware Scope•

Reso"rces• &bjective of Software Project

Planning•

T#e o-jective o so tware project

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Software Scope• T#e 8rst activit, i so tware

project p%a i ! is t#e&etermi atio o so tware scope. Aso tware project scope m"st -e

" am-i!"o"s a & " &ersta &a-%eat t#e ma a!eme t a & tec# ica%%eve%s. T#e so tware scope mea st#e act"a% operatio t#at is !oi !to carrie& o"t -, t#e so tware a &its p%"s poi ts a & %imitatio s.

2esources

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Project Sc#e&"%i ! Trac2i !

• Compartme ta%i6atio t#e pro&"ct a & process m"st -e&ecompose& i to a ma a!ea-%e "m-er o activities a &tas2s

• ) ter&epe &e c, tas2s t#at ca -e comp%ete& i para%%e%m"st -e separate& rom t#ose t#at m"st comp%ete& seria%%,

• Time a%%ocatio ever, tas2 #as start a & comp%etio &atest#at ta2e t#e tas2 i ter&epe &e cies i to acco" t

• Efort va%i&atio project ma a!er m"st e s"re t#at o a ,!ive &a, t#ere are e o"!# staf mem-ers assi! e& tocomp%ete& t#e tas2s wit#i t#e time estimate& i t#e projectp%a

• De8 e& Respo si-i%ities ever, sc#e&"%e& tas2 ee&s to -eassi! e& to a speci8c team mem-er

• De8 e& o"tcomes ever, tas2 i t#e sc#e&"%e ee&s to#ave a &e8 e& o"tcome

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Ris2 Ma a!eme t• Ris2 a%wa,s i vo%ves two

c#aracteristics U certai t, *oss. )t#e ris2 -ecomes a rea%it, " wa te&%oss wi%% occ"r.

• So tware project Ris2• Tec# ica% Ris2•

F"si ess Ris2• Software project 2is.• So tware project Ris2 t#reate t#e

project p%a .) t#e project ris2

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echnical 2is. Tec# ica% Ris2 t#reate :"a%it, o t#eso tware to -e pro&"ce&. T#e tec# ica%ris2 occ"r w#e t#e pro-%em is #ar&erto so%ve t#a we t#o"!#t.

• 3usiness 2is. •

F"si ess Ris2 t#reate t#e via-i%it, ot#e so tware to -e -"i%t. ie -"i%&i !a e;ce%%e t pro&"ct t#at o o erea%%, wa ts i t#e mar2et. F"i%&i ! apro&"ct t#at o %o !er 8t i to t#e

4

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s 4 s$itigation, $onitoring

and $anagement2is. $itigation• Ris2 miti!atio is to avoi& t#e ris2 a &

is t#e -est strate!,. Here we s#o"%&ta2e m"c# care to avoi& t#epossi-i%it, o ris2.

• 2is. $onitoring•

As t#e project procee&s t#e ris2mo itori ! activit, starts. T#is is to8 & t#e occ"rre ce o ris2.

•

2is. $anagement•

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C C M orm"%a• E a- * C --• D c- E &-• w#ere ! is t#e efort app%ie& i

perso mo t#s " is t#e &eve%opme ttime i c#ro o%o!ica% mo t#s a &

* C is t#e estimate& "m-er o

&e%ivere& %i es o co&e or t#e project

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• E ai * C -i ; EAO• w#ere ! is t#e efort app%ie& i

perso mo t#s a & #$%& is t#eestimate& "m-er o &e%ivere& %i eso co&e or t#e project

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A a%,sis Pri cip%e

Re:"ireme ts a a%,sis is a so twaree !i eeri ! tas2 t#at -ri&!es t#e !ap-etwee s,stem %eve% re:"ireme ts

e !i eeri ! a & so tware &esi!pro-%em reco! itio eva%"atio a & s, t#esismo&e%i !

speci8catioreview

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UN)T

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2e0uirement"ngineering tas.s

'nception • ) ceptio mea s speci ,i ! -e!i i !

o project. Most o so tware project!ets starte& -eca"se o -"si ess

ee& or w#e ew mar2et is

&iscovere&.• Here sta2e#o%&ers rom -"si ess

comm" it, &e8 e -"si ess case or

i&ea a & tr, to 8 & -rea&t# a & &ept#

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"licitation • ) E%icitatio re:"ireme ts are e%ict

rom c"stomers "sers a & ot#ers.A%so it wi%% -e 8 & o"t romc"stomers "sers a & ot#ers w#at are

t#e pro&"ct o-jectives w#at is to -e&o e to accomp%is# t#ese o-jectives.• Moreover it is ecessar, to 2 ow #ow

pro&"ct 8ts i to -"si ess ee&s a ow t#e pro&"ct is "se& o a &a, to&a, -asis.

• Re:"ireme t e%icitatio is &i c"%t &"eto o%%owi ! reaso s. Pro-%ems o

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"laboration• T#e i ormatio o-tai e& rom t#e

c"stomer &"ri ! i ceptio a &e%icitatio is e;pa &e& a & re8 e&&"ri ! e%a-oratio .

• E%a-oratio Ooc"ses o &eve%opi ! are8 e& tec# ica% mo&e% o so tware

" ctio s eat"res a & co strai ts.•

)t is &rive -, t#e creatio a &re8 eme t o "ser sce arios.

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5egotiation•

) e!otiatio p#ase reco ci%i ! oco 9icti ! re:"ireme t ee& to -ecarrie& o"t. Here c"stomer as2e& to

ra 2 t#eir re:"ireme ts accor&i ! tot#eir priorit,.• Usi ! iterative approac#

re:"ireme ts are prioriti6e&.• At t#e e & t#ere$s o wi er a & %oser

a ter comp%etio o e!otiatioactivit,.

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Speci6cation• Speci8catio mea s &ifere t t#i ! to

&ifere t peop%e.• )t ca -e writte &oc"me t a set o

!rap#ica% mo&e%s a orma%

mat#ematica% mo&e% a co%%ectio o"sa!e sce arios a protot,pe or a ,com-i atio o t#ese.

• )t is t#e 8 a% wor2 pro&"ct pro&"ce&-, t#e re:"ireme ts e !i eer.

• )t serves as t#e o" &atio ors"-se:"e t so tware e !i eeri !activities.

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7alidation• 'or2 pro&"cts pro&"ce& are assesse&

or :"a%it, i t#is step.• A tas2 w#ic# e;ami es t#e

speci8catio to e s"re t#at a%%

so tware re:"ireme ts #ave -eestate& " am-i!"o"s%,.• T#at i co siste cies omissio s a &

errors #ave -ee &etecte& a &correcte&.

• T#at wor2 pro&"cts co orm to t#esta &ar&s esta-%is#e& or t#e processproject a & t#e pro&"ct.

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2e0uirements $anagement• D"ri ! re:"ireme ts ma a!eme t t#e

project team per orms a set o activities toi&e ti , co tro% a & trac2 re:"ireme tsa & c#a !es to t#e re:"ireme ts at a ,time as t#e project procee&s

•

Eac# re:"ireme t is assi! e& a " i:"ei&e ti8er• T#e re:"ireme ts are t#e p%ace& i to o e

or more tracea-i%it, ta-%es• T#ese ta-%es ma, -e store& i a &ata-ase

t#at re%ates eat"res so"rces&epe &e cies s"-s,stems a & i ter acesto t#e re:"ireme ts.

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Re:"ireme t Mo&e%i !• Scenario based modeling• 3ehavioral $odeling• !lass#3ased $odeling• -low#oriented modeling

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Scenario based modeling

Sce ario -ase& e%eme ts represe ts #owt#e "ser i teracts wit# t#e s,stem.A & t#e speci8c se:"e ce o activities

t#at occ"r as t#e so tware is "se&.

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3ehavioral $odeling• Fe#aviora% e%eme t &epict #ow

e;ter a% eve ts c#a !e t#e state ot#e s,stem or t#e c%asses t#at resi&ewit#i it.

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!lass#3ased $odeling• C%ass -ase& e%eme t mo&e%i !

represe t t#e o-ject t#e s,stem wi%%ma ip"%ate a & t#e operatio s t#atwi%% -e app%ie& to t#e o-jects t#at t#es,stem wi%% ma ip"%ate.

• A%so it represe t t#e operatio t#at

wi%% -e app%ie& to t#e o-jects to efectt#e ma ip"%atio .• t#er t#a t#is it a%so represe ts

re%atio s#ip -etwee o-jects a &

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-low#oriented modeling

)t represe ts s,stem as a i ormatiotra s orm a & &epicts #ow t#e &atao-jects are tra s orme& as t#e, 9ow

t#ro"!# vario"s s,stem " ctio s.

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