Management

1. Management • Poor management is the downfall of many software projects • Software project management is different from other engineering management • product is intangible • still no clear understanding of the software process or evaluation criteria • most software projects are new and technically innovative • Scheduling and Cost Estimation • Management Structure and Team Organizations • Configuration Management

2. Management Activities • Proposal writing • overview, estimates, justification • Project Costing • software cost estimation • Project planning and scheduling • milestones, options to minimize risks • Project monitoring and reviewing • progress, compare to schedule and planned costs, predict problems • Personnel selection and evaluation • skill, experience, training, resources • Report writing and presentation • primary summary documentation and progress reviews

3. Project Planning and Scheduling • Project planning determines a project schedule based upon • project constraints (delivery, staff, budget) • project parameters (structure, size, functions) • project milestones and deliverables • Planning and scheduling must estimate risk associated with each decision • Project Scheduling involves separating work into tasks and predicting task completion • coordinate parallel tasks to optimize work force • allow for problems • Schedule must be periodically revised with progress

4. Software Cost Estimation • Principal components of project costs derive from hardware, travel and training, and effort • Initial cost estimation should be based on firm, complete requirements • Continual cost estimation is required to ensure that spending is in line with budget • Software Cost Estimation should use multiple techniques to predict costs: • historical cost information relating metrics and costs • analogies to similar systems • expert “guestimation” • hierarchical estimations

5. Algorithmic Cost Modeling • Model built by analyzing the attributes and costs of completed projects • metrics usually measure attributes of finished product (so predictions may be inaccurate) • metrics typically include size or function points (external interactions) • margin of error low if product is well-understood, model well calibrated to local organization,product is similar to previous projects, language and hardware choices are pre-defined • COCOMO Model ... Boehm • basic model uses size and type of software Effort(PM) = A * (KDSI) ** b Time = 2.5 * (PM) ** c (A,b,c constants dependent on type) • intermediate model adds other product attributes as factors: product attributes, computer attributes, personnel attributes, and project attributes • complete model decomposes total system in estimating costs

6. Management Structure • Traditional hierarchical management structure Software Director/VP Program Manager Program Manager Quality Manager Project Manager Project Manager Project Manager Quality Team Leader Quality Team Leader Team Leader Team Leader Team Leader Team Leader

7. Team Organization • Large software systems require a coordinated team of software engineers for effective development • Team organization involves devising roles for individuals and assigning responsibilities • Organizational structure attempts to facilitate cooperation • For long-term projects, job satisfaction is extremely important for reduced turnover • Need mix of senior and junior engineers to facilitate both accomplishing the task and training • Adding people to a project introduces further delays

8. Team Organizations • Hierarchical organizations minimize and discourage communication, while democratic organizations encourage it • Appropriate organization depends on project length and complexity • small teams lead to cohesive design, less overhead, more unity, higher morale • but some tasks too complex • optimal size between 3 and 8 • Appropriate design leads to appropriate assignment of tasks and appropriate team organization