Scribd
Upload
58 views11 pages

Managing Software Development Projects

This document discusses key aspects of software development projects including the 4 P's of people, product, process, and project. It also identifies common factors that influence project results such as size, deadlines, budgets, and user requirements. The document examines why projects fail and considerations for selecting software project teams. It outlines paradigms for structuring teams and emphasizes defining problems, melding problems with processes, and using critical practices like risk analysis and metrics tracking.

Uploaded by

ronaldoatan
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
58 views11 pages

Managing Software Development Projects

This document discusses key aspects of software development projects including the 4 P's of people, product, process, and project. It also identifies common factors that influence project results such as size, deadlines, budgets, and user requirements. The document examines why projects fail and considerations for selecting software project teams. It outlines paradigms for structuring teams and emphasizes defining problems, melding problems with processes, and using critical practices like risk analysis and metrics tracking.

Uploaded by

ronaldoatan
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
  • Introduction
  • The 4 P's
  • Software Projects
  • Project Management Concerns
  • Why Projects Fail?
  • Software Teams
  • Organizational Paradigms
  • Defining the Problem
  • Melding Problem and Process
  • Critical Practices

Software Development

Tools and Methodologies

Software Projects
The 4 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
Software Projects
Factors that influence the end result ...

• size
• delivery deadline
• budgets and costs
• application domain
• technology to be implemented
• system constraints
• user requirements
• available resources
Project Management Concerns
product quality?
risk assessment?
measurement?
cost estimation?
project scheduling?
customer communication?
staffing?
other resources?
project monitoring?
Why Projects Fail?

• an unrealistic deadline is established


• changing customer requirements
• an honest underestimate of effort
• predictable and/or unpredictable risks
• technical difficulties
• miscommunication among project staff
• failure in project management
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
Organizational Paradigms
 closed paradigm—structures a team along a traditional
hierarchy of authority (similar to a CC team)
 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 compartment-
alization of a problem and organizes team members to work on
pieces of the problem with little active communication among
themselves
Defining the Problem

 establish scope—a narrative that bounds the problem


 decomposition—establishes functional partitioning
Melding Problem and Process
To Get to the Essence of a Project

 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 (e.g., people,
software, tools, database) will be needed?
Critical Practices

 Formal risk analysis


 Empirical cost and schedule estimation
 Metrics-based project management
 Earned value tracking
 Defect tracking against quality targets
 People aware project management

Software Development Tools and Methodologies Software Projects
The 4 P’s People — the most important element of a successful project Product — the software to be built Process — the se
Software Projects • size • delivery deadline • budgets and costs • application domain • technology to be implemented • system
Project Management Concerns staffing? cost estimation? project scheduling? project monitoring? other resources? customer comm
Why Projects Fail? • an unrealistic deadline is established • changing customer requirements • an honest underestimate o
Software Teams the difficulty of the problem to be solved the size of the resultant program(s) in lines of code or functio
Organizational Paradigms closed paradigm—structures a team along a traditional hierarchy of authority (similar to a CC tea
Defining the Problem establish scope—a narrative that bounds the problem decomposition—establishes functional partitioning
Melding Problem and Process
To Get to the Essence of a Project Why is the system being developed? What will be done? By when? Who is responsible for a

You might also like