Lecture 5: Project Management Software Engineering, SS 06 History - PDF document

Chair of Softw are Engineering Software Engineering Prof. Dr. Bertrand Meyer March 2007 – June 2007 Lecturer: Hermann Lehner (http://sct.inf.ethz.ch/h) Slides: Based on KSE06 – With kind permission of Peter Müller Lecture 5: Project Management Software Engineering, SS 06 History What is a project? Every project has a Extension of PERT Extension of PERT definite beginning 5 7 with a “ Work 1 9 with a “ Work Breakdown Structure ” and a definite end The soviets shoot The soviets shoot Breakdown Structure ” (WBS) Sputnik-1 into Sputnik-1 into (WBS) Definition: earth orbit… earth orbit… A project is a temporary endeavor undertaken to create Invention of the Invention of the a unique product or service “ Program Evaluation “ Program Evaluation 1958 and Review Technique ” and Review Technique ” The United States The United States (PERT)… (PERT)… The product or service Department of Department of is different in some Defense recognizes Defense recognizes distinguishing way the lack of planning the lack of planning on their side… 1958 on their side… from all similar Invention of Invention of products and services the “ Critical the “ Critical Path ” Method Path ” Method � In contrast: Operations are ongoing and repetitive From projects to operations Core activities and project management Project Operation ultimately create management management the product of a project Core Activities Project Operation Ideas, studies (Development) (Production) Project duration Time Project Project Project Management organizes and leads start end the project work � Applications are neither projects nor operations, to meet project but products requirements

PM knowledge areas Project success Definition: PM activities fall into nine Knowledge Areas A project is successful if the specified results are delivered in the required quality and within the Project Management predetermined time and resource limits. Computer scientists tend to focus on scope and quality only � The development of a technically perfect application Project Integration Project Scope Project Time is not a success if the cost exceeds the price clients Management Management Management are willing to pay Project Cost Project Quality Project Human � Excellent project results often are worthless if they Management Management Resource Management come too late (temporary market windows, external Project Communications Project Risk Project Procurement deadlines) Management Management Management Project management life cycle Example: time management Initiating Schedule Processes Development Schedule Task List for Each Updates Team Member Status Reports Schedule Project Plan Control Execution Corrective Actions Process groups Interaction between phases Design Phase Implementation Phase • Project groups are not discrete one-time events • They overlap and occur at varying levels of intensity Initiating Planning Initiating Planning Processes Processes Processes Processes within each phase of the project Controlling Executing Controlling Executing Processes Processes Processes Processes Level of Executing Activity Closing Closing Processes Processes Planning • Input and output of the processes depend on the phase Initiating Controlling Closing in which they are carried out • But processes are not limited to one phase (overlaps) Start Time End

The triple constraint The triple constraint - changes ☺ ☺ Scope Scope � � Time Cost Time Cost ☺ ☺ ☺ ☺ • Project objectives are equally important Tradeoffs among objectives must be managed • Actions in one project area usually affect other areas Priorities are set by customers and management More competing objectives Assumptions Definition: Scope Assumptions are factors that, for planning purposes, are considered to be true, real, or certain Quality Risk • Assumptions affect all aspects of project planning, and are part of the progressive elaboration of the project • Project teams frequently identify, document, and Time Cost validate assumptions as part of their planning process • Assumptions generally involve a degree of risk Customer Satisfaction