高级软件工程课件第五章ch05

Projectmanagement,Objectives,ToexplainthemaintasksundertakenbyprojectmanagersTointroducesoftwareprojectmanagementandtodescribeitsdistinctivecharacteristicsTodiscussprojectplanningandtheplanningprocessToshowhowgraphicalschedulerepresentationsareusedbyprojectmanagementTodiscussthenotionofrisksandtheriskmanagementprocess,Topicscovered,ManagementactivitiesProjectplanningProjectschedulingRiskmanagement,Concernedwithactivitiesinvolvedinensuringthatsoftwareisdeliveredontimeandonscheduleandinaccordancewiththerequirementsoftheorganisationsdevelopingandprocuringthesoftware.Projectmanagementisneededbecausesoftwaredevelopmentisalwayssubjecttobudgetandscheduleconstraintsthataresetbytheorganisationdevelopingthesoftware.,Softwareprojectmanagement,Theproductisintangible.Theproductisuniquelyflexible.Softwareengineeringisnotrecognizedasanengineeringdisciplinewiththesanestatusasmechanical,electricalengineering,etc.Thesoftwaredevelopmentprocessisnotstandardised.Manysoftwareprojectsareone-offprojects.,Softwaremanagementdistinctions,Proposalwriting.Projectplanningandscheduling.Projectcosting.Projectmonitoringandreviews.Personnelselectionandevaluation.Reportwritingandpresentations.,Managementactivities,Theseactivitiesarenotpeculiartosoftwaremanagement.Manytechniquesofengineeringprojectmanagementareequallyapplicabletosoftwareprojectmanagement.Technicallycomplexengineeringsystemstendtosufferfromthesameproblemsassoftwaresystems.,Managementcommonalities,Projectstaffing,MaynotbepossibletoappointtheidealpeopletoworkonaprojectProjectbudgetmaynotallowfortheuseofhighly-paidstaff;Staffwiththeappropriateexperiencemaynotbeavailable;Anorganisationmaywishtodevelopemployeeskillsonasoftwareproject.Managershavetoworkwithintheseconstraintsespeciallywhenthereareshortagesoftrainedstaff.,Projectplanning,Probablythemosttime-consumingprojectmanagementactivity.Continuousactivityfrominitialconceptthroughtosystemdelivery.Plansmustberegularlyrevisedasnewinformationbecomesavailable.Variousdifferenttypesofplanmaybedevelopedtosupportthemainsoftwareprojectplanthatisconcernedwithscheduleandbudget.,Typesofprojectplan,Projectplanningprocess,EstablishtheprojectconstraintsMakeinitialassessmentsoftheprojectparametersDefineprojectmilestonesanddeliverableswhileprojecthasnotbeencompletedorcancelledloopDrawupprojectscheduleInitiateactivitiesaccordingtoscheduleWait(forawhile)ReviewprojectprogressReviseestimatesofprojectparametersUpdatetheprojectscheduleRe-negotiateprojectconstraintsanddeliverablesif(problemsarise)thenInitiatetechnicalreviewandpossiblerevisionendifendloop,Theprojectplan,Theprojectplansetsout:Theresourcesavailabletotheproject;Theworkbreakdown;Ascheduleforthework.,Projectplanstructure,Introduction.Projectorganisation.Riskanalysis.Hardwareandsoftwareresourcerequirements.Workbreakdown.Projectschedule.Monitoringandreportingmechanisms.,Activityorganization,Activitiesinaprojectshouldbeorganisedtoproducetangibleoutputsformanagementtojudgeprogress.Milestonesaretheend-pointofaprocessactivity.Deliverablesareprojectresultsdeliveredtocustomers.Thewaterfallprocessallowsforthestraightforwarddefinitionofprogressmilestones.,MilestonesintheREprocess,Projectscheduling,Splitprojectintotasksandestimatetimeandresourcesrequiredtocompleteeachtask.Organizetasksconcurrentlytomakeoptimaluseofworkforce.Minimizetaskdependenciestoavoiddelayscausedbyonetaskwaitingforanothertocomplete.Dependentonprojectmanagersintuitionandexperience.,Theprojectschedulingprocess,Schedulingproblems,Estimatingthedifficultyofproblemsandhencethecostofdevelopingasolutionishard.Productivityisnotproportionaltothenumberofpeopleworkingonatask.Addingpeopletoalateprojectmakesitlaterbecauseofcommunicationoverheads.Theunexpectedalwayshappens.Alwaysallowcontingencyinplanning.,Barchartsandactivitynetworks,Graphicalnotationsusedtoillustratetheprojectschedule.Showprojectbreakdownintotasks.Tasksshouldnotbetoosmall.Theyshouldtakeaboutaweekortwo.Activitychartsshowtaskdependenciesandthethecriticalpath.Barchartsshowscheduleagainstcalendartime.,Taskdurationsanddependencies,Activitynetwork,Activitytimeline,Staffallocation,Riskmanagement,Riskmanagementisconcernedwithidentifyingrisksanddrawingupplanstominimisetheireffectonaproject.AriskisaprobabilitythatsomeadversecircumstancewilloccurProjectrisksaffectscheduleorresources;Productrisksaffectthequalityorperformanceofthesoftwarebeingdeveloped;Businessrisksaffecttheorganisationdevelopingorprocuringthesoftware.,Softwarerisks,Theriskmanagementprocess,RiskidentificationIdentifyproject,productandbusinessrisks;RiskanalysisAssessthelikelihoodandconsequencesoftheserisks;RiskplanningDrawupplanstoavoidorminimisetheeffectsoftherisk;RiskmonitoringMonitortherisksthroughouttheproject;,Theriskmanagementprocess,Riskidentification,Technologyrisks.Peoplerisks.Organisationalrisks.Requirementsrisks.Estimationrisks.,Risksandrisktypes,Riskanalysis,Assessprobabilityandseriousnessofeachrisk.Probabilitymaybeverylow,low,moderate,highorveryhigh.Riskeffectsmightbecatastrophic,serious,tolerableorinsignificant.,Riskanalysis(i),Riskanalysis(ii),Riskplanning,Considereachriskanddevelopastrategytomanagethatrisk.AvoidancestrategiesTheprobabilitythattheriskwillariseisreduced;MinimisationstrategiesTheimpactoftheriskontheprojectorproductwillbereduced;ContingencyplansIftheriskarises,contingencyplansareplanstodealwiththatrisk;,Riskmanagementstrategies(i),Riskmanagementstrategies(ii),Riskmonitoring,Assesseachidentifiedrisksregularlytodecidewhetherornotitisbecominglessormoreprobable.Alsoassesswhethertheeffectsoftheriskhavechanged.Eachkeyriskshouldbediscussedatmanagementprogressmeetings.,Riskindicators,Keypoints,Goodproje