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Project management
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 1
Objectives
To explain the main tasks undertaken by project managers To introduce software project management and to describe its distinctive characteristics To discuss project planning and the planning process To show how graphical schedule representations are used by project management To discuss the notion of risks and the risk management process
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 7
Project staffing
May not be possible to appoint the ideal people to work on a project
• Project budget may not allow for the use of highly-paid staff; Staff with the appropriate experience may not be available; An organisation may wish to develop employee skills on a software project.
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 5
Management activities
Proposal writing. Project planning and scheduling. Project costing. Project monitoring and reviews. Personnel selection and evaluation. Report writing and presentations.
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 3
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.
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 2
Topics covered
Management activities Project planning Project scheduling Risk management
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 4
Software management distinctions
Βιβλιοθήκη Baidu
The product is intangible. The product is uniquely flexible. Software engineering is not recognized as an engineering discipline with the sane status as mechanical, electrical engineering, etc. The software development process is not standardised. Many software projects are 'one-off' projects.
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 6
Management commonalities
These activities are not peculiar to software management. Many techniques of engineering project management are equally applicable to software project management. Technically complex engineering systems tend to suffer from the same problems as software systems.
•
•
Managers have to work within these constraints especially when there are shortages of trained staff.
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 1
Objectives
To explain the main tasks undertaken by project managers To introduce software project management and to describe its distinctive characteristics To discuss project planning and the planning process To show how graphical schedule representations are used by project management To discuss the notion of risks and the risk management process
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 7
Project staffing
May not be possible to appoint the ideal people to work on a project
• Project budget may not allow for the use of highly-paid staff; Staff with the appropriate experience may not be available; An organisation may wish to develop employee skills on a software project.
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 5
Management activities
Proposal writing. Project planning and scheduling. Project costing. Project monitoring and reviews. Personnel selection and evaluation. Report writing and presentations.
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 3
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.
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 2
Topics covered
Management activities Project planning Project scheduling Risk management
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 4
Software management distinctions
Βιβλιοθήκη Baidu
The product is intangible. The product is uniquely flexible. Software engineering is not recognized as an engineering discipline with the sane status as mechanical, electrical engineering, etc. The software development process is not standardised. Many software projects are 'one-off' projects.
©Ian Sommerville 2004
Software Engineering, 7th edition. Chapter 5
Slide 6
Management commonalities
These activities are not peculiar to software management. Many techniques of engineering project management are equally applicable to software project management. Technically complex engineering systems tend to suffer from the same problems as software systems.
•
•
Managers have to work within these constraints especially when there are shortages of trained staff.