tailieunhanh - Lecture Software engineering (9/e): Chapter 22 - Sommerville

Chapter 22 – Project management. The objective of this chapter is to introduce software project management and two important management activities, namely risk management and people management. When you have read the chapter you will: know the principal tasks of software project managers; have been introduced to the notion of risk management and some of the risks that can arise in software projects; understand factors that influence personal motivation and what these might mean for software project managers. | Chapter 22 – Project Management Lecture 1 1 Chapter 22 Project management Topics covered Risk management Managing people Teamwork 2 Chapter 22 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. Software project management 3 Chapter 22 Project management 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 happy and well-functioning development team. 4 Chapter 22 Project management The product is intangible. Software cannot be seen or touched. Software project managers cannot see progress by simply looking at the artefact that is . | Chapter 22 – Project Management Lecture 1 1 Chapter 22 Project management Topics covered Risk management Managing people Teamwork 2 Chapter 22 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. Software project management 3 Chapter 22 Project management 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 happy and well-functioning development team. 4 Chapter 22 Project management 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. Software management distinctions 5 Chapter 22 Project management Project planning Project managers are responsible for planning. estimating and scheduling project development and assigning people to tasks. 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. Risk management Project managers assess the risks that may affect a project, monitor these risks and take action when problems arise. Management activities 6 Chapter 22 Project management Management activities .

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