Dokumen - Tips 1 Lecture 16 Chapter 24 Project Management Concepts Slide Set To Accompany
Dokumen - Tips 1 Lecture 16 Chapter 24 Project Management Concepts Slide Set To Accompany
Dokumen - Tips 1 Lecture 16 Chapter 24 Project Management Concepts Slide Set To Accompany
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1
The Four P’s
People — the most important element
of a successful project
Product — the software to be built
Process — the set of framework
activities and software engineering
tasks to get the job done
Project — all work required to make
the product a reality
2
The people
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Team Leader
The MOI Model
Motivation. The ability to encourage (by “push
or pull”) technical people to produce to their
best ability.
Organization. The ability to mold existing
processes (or invent new ones) that will
enable the initial concept to be translated into
a final product.
Ideas or innovation. The ability to encourage
people to create and feel creative even when
they must work within bounds established for
a particular software product or application.
Problem-solving, Managerial identity,
Achievement, Influence and team building.
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Software
Teams
The following factors must be considered when
selecting a software project team structure ...
the difficulty of the problem to be solved
the size of the resultant program(s) in lines
of code or function points
the time that the team will stay together
(team lifetime)
the degree to which the problem can be
modularized
the required quality and reliability of the
system to be built
the rigidity of the delivery date
the degree of sociability (communication)
required for the project
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Organizational
Paradigms
closed paradigm—structures a team along a
traditional hierarchy of authority
random paradigm—structures a team loosely and
depends on individual initiative of the team
members
open paradigm—attempts to structure a team in
a manner that achieves some of the controls
associated with the closed paradigm but also
much of the innovation that occurs when using
the random paradigm
synchronous paradigm—relies on the natural
compartmentalization of a problem and
organizes team members to work on pieces of
the problemsuggested
with little by Constantine
active [Con93]
communication
among themselves
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Avoid Team “Toxicity”
A frenzied work atmosphere in which team
members waste energy and lose focus on the
objectives of the work to be performed.
High frustration caused by personal, business,
or technological factors that cause friction
among team members.
“Fragmented or poorly coordinated procedures”
or a poorly defined or improperly chosen process
model that becomes a roadblock to
accomplishment.
Unclear definition of roles resulting in a lack of
accountability and resultant finger-pointing.
“Continuous and repeated exposure to failure”
that leads to a loss of confidence and a lowering
of morale.
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Agile Teams
Team members must have trust in one
another.
The distribution of skills must be appropriate
to the problem.
Mavericks may have to be excluded from the
team, if team cohesiveness is to be
maintained.
Team is “self-organizing”
An adaptive team structure
Uses elements of Constantine’s random, open,
and synchronous paradigms
Significant autonomy
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Team Coordination &
Communication
Formal, impersonal approaches include software engineering
documents and work products (including source code),
technical memos, project milestones, schedules, and project
control tools (Chapter 23), change requests and related
documentation, error tracking reports, and repository data
(see Chapter 26).
Formal, interpersonal procedures focus on quality assurance
activities (Chapter 25) applied to software engineering work
products. These include status review meetings and design
and code inspections.
Informal, interpersonal procedures include group meetings
for information dissemination and problem solving and
“collocation of requirements and development staff.”
Electronic communication encompasses electronic mail,
electronic bulletin boards, and by extension, video-based
conferencing systems.
Interpersonal networking includes informal discussions with
team members and those outside the project who may have
experience or insight that can assist team members.
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The Product Scope
Scope
• Context. How does the software to be built fit
into a larger system, product, or business
context and what constraints are imposed as a
result of the context?
• Information objectives. What customer-visible
data objects (Chapter 8) are produced as output
from the software? What data objects are
required for input?
• Function and performance. What function does
the software perform to transform input data
into output? Are any special performance
characteristics to be addressed?
Software project scope must be
unambiguous and understandable at the
management and technical levels.
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Problem
Decomposition
Sometimes called partitioning or problem
elaboration
Once scope is defined …
It is decomposed into constituent functions
It is decomposed into user-visible data objects
or
It is decomposed into a set of problem classes
Decomposition process continues until
all functions or problem classes have
been defined
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The Process
Once a process framework has been
established
Consider project characteristics
Determine the degree of rigor required
Define a task set for each software
engineering activity
• Task set =
• Software engineering tasks
• Work products
• Quality assurance points
• Milestones
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Melding the Problem and the
Process
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The Project
Projects get into trouble when …
Software people don’t understand their customer’s
needs.
The product scope is poorly defined.
Changes are managed poorly.
The chosen technology changes.
Business needs change [or are ill-defined].
Deadlines are unrealistic.
Users are resistant.
Sponsorship is lost [or was never properly obtained].
The project team lacks people with appropriate
skills.
Managers [and practitioners] avoid best practices
and lessons learned.
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Project decomposition
Once the process model has been chosen, the
process framework is adapted to it.
It will work for linear models, iterative, incremental
models, evolutionary models, and even for
concurrent or component assembly models.
Both the small and larger projects perform the
framework activity that we call communication.
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To Get to the Essence of a
Project
Why is the system being developed?
What will be done?
When will it be accomplished?
Who is responsible?
Where are they organizationally
located?
How will the job be done technically
and managerially?
How much of each resource (e.g.,
people, software, tools, database)
Barry Boehm [Boe96]
will be needed?
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Critical
Practices
Formal risk management
Empirical cost and schedule
estimation
Metrics-based project
management
Earned value (of tasks) tracking
Defect tracking against quality
targets
People aware project
management
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