Project Management

Project Management
1
Topics covered
✧ Risk management
✧ Managing people
✧ Teamwork
2
Software project management
✧ Concerned with activities involved in ensuring

that software is delivered on time and on
schedule and in accordance with the
requirements of the organisations developing
and procuring the software.
✧ Project management is needed because software
development is always subject to budget and schedule
constraints that are set by the organisation developing
the software.
3
Success criteria
✧ Deliver the software to the customer at the agreed time.

✧ Keep overall costs within budget.
✧ Deliver software that meets the customer’s expectations.
✧ Maintain a coherent and well-functioning development
team.
4
Software management distinctions
✧ The product is intangible.

▪ Software cannot be seen or touched. Software project managers
cannot see progress by simply looking at the artefact that is
being constructed.
✧ Many software projects are 'one-off' projects.
▪ Large software projects are usually different in some ways from
previous projects. Even managers who have lots of previous
experience may find it difficult to anticipate problems.
✧ Software processes are variable and organization
specific.
▪ We still cannot reliably predict when a particular software
process is likely to lead to development problems.
5
Factors influencing project management
✧ Company size
✧ Software customers
✧ Software size
✧ Software type
✧ Organizational culture
✧ Software development processes
✧ These factors mean that project managers in different
organizations may work in quite different ways.
6
Universal management activities
✧ Project planning
▪ Project managers are responsible for planning. estimating and
scheduling project development and assigning people to tasks.
▪ Covered in Chapter 23.
✧ Risk management
▪ Project managers assess the risks that may affect a project,
monitor these risks and take action when problems arise.
✧ People management
▪ Project managers have to choose people for their team and
establish ways of working that leads to effective team
performance.
7
Management activities
✧ Reporting
▪ Project managers are usually responsible for reporting on the
progress of a project to customers and to the managers of the
company developing the software.
✧ Proposal writing
▪ The first stage in a software project may involve writing a
proposal to win a contract to carry out an item of work. The
proposal describes the objectives of the project and how it will
be carried out.
8
Risk management
9
Risk management
✧ Risk management is concerned with identifying risks and

drawing up plans to minimise their effect on a project.
✧ Software risk management is important because of the
inherent uncertainties in software development.
▪ These uncertainties stem from loosely defined requirements,
requirements changes due to changes in customer needs,
difficulties in estimating the time and resources required for
software development, and differences in individual skills.
✧ You have to anticipate risks, understand the impact of
these risks on the project, the product and the business,
and take steps to avoid these risks.
10
Risk classification
✧ There are two dimensions of risk classification

▪ The type of risk (technical, organizational, ..)
▪ what is affected by the risk:
✧ Project risks affect schedule or resources;
✧ Product risks affect the quality or performance of the
software being developed;
✧ Business risks affect the organisation developing or
procuring the software.
11
Examples of project, product, and business
risks
Risk Affects Description

Staff turnover Project Experienced staff will leave the project before it
is finished.
Management change Project There will be a change of organizational
management with different priorities.
Hardware unavailability Project Hardware that is essential for the project will not
be delivered on schedule.
Requirements change Project and product There will be a larger number of changes to the
requirements than anticipated.
Specification delays Project and product Specifications of essential interfaces are not
available on schedule.
Size underestimate Project and product The size of the system has been underestimated.
CASE tool Product CASE tools, which support the project, do not
underperformance perform as anticipated.
Technology change Business The underlying technology on which the system
is built is superseded by new technology.
Product competition Business A competitive product is marketed before the
system is completed.
12
The risk management process
✧ Risk identification
▪ Identify project, product and business risks;
✧ Risk analysis
▪ Assess the likelihood and consequences of these risks;
✧ Risk planning
▪ Draw up plans to avoid or minimise the effects of the risk;
✧ Risk monitoring
▪ Monitor the risks throughout the project;
13
The risk management process
14
Risk identification
✧ May be a team activities or based on the individual

project manager’s experience.
✧ A checklist of common risks may be used to identify risks
in a project
▪ Technology risks.
▪ Organizational risks.
▪ People risks.
▪ Requirements risks.
▪ Estimation risks.
15
Examples of different risk types
Risk type Possible risks

Estimation The time required to develop the software is underestimated. (12)
The rate of defect repair is underestimated. (13)
The size of the software is underestimated. (14)
Organizational The organization is restructured so that different management are responsible
for the project. (6)
Organizational financial problems force reductions in the project budget. (7)
People It is impossible to recruit staff with the skills required. (3)
Key staff are ill and unavailable at critical times. (4)
Required training for staff is not available. (5)
Requirements Changes to requirements that require major design rework are proposed. (10)
Customers fail to understand the impact of requirements changes. (11)
Technology The database used in the system cannot process as many transactions per
second as expected. (1)
Reusable software components contain defects that mean they cannot be
reused as planned. (2)
Tools The code generated by software code generation tools is inefficient. (8)
Software tools cannot work together in an integrated way. (9)
16
Risk analysis
✧ Assess probability and seriousness of each risk.

✧ Probability may be very low, low, moderate, high or very
high.
✧ Risk consequences might be catastrophic, serious,
tolerable or insignificant.
17
Risk types and examples
Risk Probability Effects
Organizational financial problems force reductions in the Low Catastrophic

project budget (7).
It is impossible to recruit staff with the skills required for the High Catastrophic
project (3).
Key staff are ill at critical times in the project (4). Moderate Serious
Faults in reusable software components have to be repaired Moderate Serious
before these components are reused. (2).
Changes to requirements that require major design rework Moderate Serious
are proposed (10).
The organization is restructured so that different High Serious
management are responsible for the project (6).
The database used in the system cannot process as many Moderate Serious
transactions per second as expected (1).
18
Risk types and examples
Risk Probability Effects
The time required to develop the software is High Serious

underestimated (12).
Software tools cannot be integrated (9). High Tolerable
Customers fail to understand the impact of requirements Moderate Tolerable
changes (11).
Required training for staff is not available (5). Moderate Tolerable
The rate of defect repair is underestimated (13). Moderate Tolerable
The size of the software is underestimated (14). High Tolerable
Code generated by code generation tools is inefficient (8). Moderate Insignificant
19
Risk planning
✧ Consider each risk and develop a strategy to manage

that risk.
✧ Avoidance strategies
▪ The probability that the risk will arise is reduced;
✧ Minimization strategies
▪ The impact of the risk on the project or product will be reduced;
✧ Contingency plans
▪ If the risk arises, contingency plans are plans to deal with that
risk;
20
What-if questions
✧ What if several engineers are ill at the same time?

✧ What if an economic downturn leads to budget cuts of
20% for the project?
✧ What if the performance of open-source software is
inadequate and the only expert on that open source
software leaves?
✧ What if the company that supplies and maintains
software components goes out of business?
✧ What if the customer fails to deliver the revised
requirements as predicted?
21
Strategies to help manage risk
Risk Strategy
Organizational financial Prepare a briefing document for senior management
problems showing how the project is making a very important
contribution to the goals of the business and presenting
reasons why cuts to the project budget would not be cost-
effective.
Recruitment problems Alert customer to potential difficulties and the possibility of
delays; investigate buying-in components.
Staff illness Reorganize team so that there is more overlap of work and
people therefore understand each other’s jobs.
Defective components Replace potentially defective components with bought-in
components of known reliability.
Requirements changes Derive traceability information to assess requirements
change impact; maximize information hiding in the design.
22
Strategies to help manage risk
Risk Strategy
Organizational Prepare a briefing document for senior management
restructuring showing how the project is making a very important
contribution to the goals of the business.
Database Investigate the possibility of buying a higher-performance
performance database.
Underestimated Investigate buying-in components; investigate use of a
development time program generator.
04/12/2014 Chapter 22 Project management 23

Risk monitoring
✧ Assess each identified risks regularly to decide whether

or not it is becoming less or more probable.
✧ Also assess whether the effects of the risk have
changed.
✧ Each key risk should be discussed at management
progress meetings.
24
Risk indicators
Risk type Potential indicators

Estimation Failure to meet agreed schedule; failure to clear reported defects.
Organizational Organizational gossip; lack of action by senior management.
People Poor staff morale; poor relationships amongst team members; high staff
turnover.
Requirements Many requirements change requests; customer complaints.
Technology Late delivery of hardware or support software; many reported

technology problems.
Tools Reluctance by team members to use tools; complaints about CASE
tools; demands for higher-powered workstations.
25

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Project Management

✧ Concerned with activities involved in ensuring

✧ Deliver the software to the customer at the agreed time.

✧ The product is intangible.

✧ Risk management is concerned with identifying risks and

✧ There are two dimensions of risk classification

Risk Affects Description

✧ May be a team activities or based on the individual

Risk type Possible risks

✧ Assess probability and seriousness of each risk.

Risk Probability Effects

Organizational financial problems force reductions in the Low Catastrophic

Risk Probability Effects

The time required to develop the software is High Serious

✧ Consider each risk and develop a strategy to manage

✧ What if several engineers are ill at the same time?

04/12/2014 Chapter 22 Project management 23

✧ Assess each identified risks regularly to decide whether

Risk type Potential indicators

Organizational Organizational gossip; lack of action by senior management.

Technology Late delivery of hardware or support software; many reported

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