Project Management CIS 375 Bruce R Maxim UMDearborn
Project Management CIS 375 Bruce R. Maxim UM-Dearborn 1
Management Spectrum • • People Product Process Project 2
People • • • Recruiting Selection Performance management Training Compensation Career development Organization Work design Team/culture development 3
Productivity and People 4
Software Team Roles 5
Matching People to Tasks 6
Software team Organization • Democratic decentralized – rotating task coordinators – group consensus • Controlled decentralized – permanent leader – group problem solving – subgroup implementation of solutions • Controlled centralized – top level problem solving – internal coordination managed by team leader 7
Chief Programmer Team 8
Democratic 9
Factors Affecting Team Organization • • • Difficulty of problem to be solved Size of resulting program Team lifetime Degree to which problem can be modularized Required quality and reliability of the system to be built • Rigidity of the delivery date • Degree of communication required for the project 10
Communication and Coordination • Formal, impersonal approaches – documents, milestones, memos • Formal interpersonal approaches – review meetings, inspections • Informal interpersonal approaches – information meetings, problem solving • Electronic communication – e-mail, bulletin boards, video conferencing • Interpersonal network – discussion with people outside project team 11
Product • • Product objectives Scope Alternative solutions Constraint tradeoffs 12
Product Dimensions • Software scope – – context information objectives function performance • Problem decomposition – partitioning or problem elaboration – focus is on functionality to be delivered and the process used to deliver it 13
Process Framework activities populated with • Tasks milestones • Work products • Quality Assurance points 14
Framework Activities • • • Customer communication Planning Risk analysis Engineering Construction and release Customer evaluation 15
Process Considerations - 1 • Process model chosen must be appropriate for the: – customers – developers – characteristics of the product – project development environment • Project planning begins with melding the product and the process 16
Process Considerations - 2 • Each function to be engineered must pass though the set of framework activities defined for a software organization • Work tasks may vary but the common process framework (CPF) is invariant (e. g. size does not matter) • Software engineer’s task is to estimate the resources required to move each function though the framework activities to produce each work product 17
Project • 90/10 Rule 90% of the effort on project to accomplish 10% of the work • Planning • Monitoring • Controlling 18
Managing the Project • • • Start on the right foot Maintain momentum Track progress Make smart decisions Conduct a postmortem analysis 19
5 WHH Principle • • Why is the system being developed? What will be done and 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 needed? 20
Critical Practices • • • Formal risk management Empirical cost and schedule estimation Metric-based project management Earned value tracking Defect tracking against quality targets People-aware program management 21
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