Software Project Management Process Planning

Software Project Management
(for BE VII Sem CSE)

By,
Mr. Ayaz Ahmed Shariff K
Asst. Professor (Senior Grade)
BIT – UAE -Campus
Ref: Software Project Management in Practics
(Processes used by Infosys, a high maturity organization, to manage software projects)
- by Pankaj Jalote

CH-1 Managing Software Projects (Ayaz Ahmed Shariff K)

Software Project Management

Chapter 1: MANAGING SOFTWARE
PROJECTS

Unit 2: PROJECT PLANNING
Chapter 2: The Project Planning Infrastructure
Chapter 3: Process Planning
Chapter 4: Effort Estimation and Scheduling


CH-1: Managing Software Projects

Ayaz Ahmed Shariff K
Sr. Faculty, BITIC-RAK-UAE


1.1 Managing Software Projects
 About half million PM execute about a million s/w projects
each year producing s/w worth $600 billion.
 Why do projects fail?
 PM can improve chances of success using effective project
management.


1.2 Process and Project Management
 S/w Project has 2 dimensions
- Engineering
- Project Management
“Project management is the application of knowledge, tools &
techniques to project activities in order to meet project
activities”
“Process is a sequence of steps that should be followed to
execute a task”


Why should PM follow Processes?
 Process represent collective knowledge.
 We can predict much about the outcome of project at every
step.
 Organization can learn effectively to with defined process.
 Lowers anxiety level (checklists covers upto 80% of what
needs to be done)


1.3 CMM
 Objective of CMM is to distinguish b/w mature process
from immature or ad-hoc process.
 CMM for the s/w is a framework that was developed by the
s/w Engineering institute(SEI) at Carneige Mellon
University.
 “the range of results that can be expected when executed
using a defined process is called Process capability”
 “actual result executed using the process is its process
performance”
 “Maturity levels are the path to higher maturity with some
defined plateaus”


Maturity levels
 Level 1 - Initial
 Level 2 - Repeatable
 Level 3 - Defined
 Level 4 - Managed
 Level 5 - Optimizing


Maturity levels
Level 2
 Requirements Management
 S/W project Planning & tracking
 S/w Sub contracts
 SQA & SCM
Level 3
 Organization process focus & definition
 Training program
 Integrated s/w management
 Peer reviews


Maturity Levels
Level 4 – Managed
 S/W Quality management
 Quantitative Process management

Level 5 – Optimizing
 Process change management
 Technology change
 Defect prevention


Goals for KPAs at Level 2 (repeatable)
 Requirement Management: S/W requirements are controlled to
establish a base for SE and management activities
 S/W project planning: Estimates are documented for planning
the project.
 S/W project Tracking: Actual results & performance are tracked
against the documented plans.
 S/W Subcontract: Prime and sub-contractors agree to their
commitments and communicate effectively. Prime contractor
tracks sub-contractor results.
 SQA: SQA activities planned and applied to process standards,
procedures and requirements.
 SCM: SCM activities planned. Applicable to the selected work
products and its changes are controlled.


Goals of KPAs at level 3 (Defined)
 Integrated S/W management(ISM): Project’s defined s/w
process is a tailored version of the organization’s standard
s/w process
 Intergroup Coordination(IC): Groups identify, track, &
resolve intergroup issues.
 Peer Reviews(PR): Peer review activities are planned to
remove defects.


Goals of KPAs at level 4 (managed)
 Quantitative Process management(QPM): QPM activities are
planned and process capability of the organization's standard
s/w process known in quantitative terms.
 S/W Quality Management(SQM): SQM activities planned ,
goals and priorities of quality defined and managed.


1.4 Project Management at Infosys
 S/W house headquartered at Bangalore.
 “to be a globally respected corporation that provides best-of-breed s/w
solutions delivered by best-in-class people” – mission
 Employs global delivery model.
 Currently employs
 Listed on BSE, NSE
 15 development centers in 4 countries with 63 offices across world in 28
countries.
 “Infosys is best-managed company in India” – FinanceAsia poll
 Mr. Narayan Murthy founded Infosys in 1981 and under his leadership, Infosys
listed in NASDAQ in 1999.
 More than 10,000 employees working for Infosys.
 Revenue is $400 million in June 2000, Rs.22000/= cr by end of mar 31, 2010.
 Employs MALCOLM BALRIDGE FRAMEWORK for all round improvements.


1.5 SEPG support to Projects at Infosys
 Quality dept at Infosys contains the Software Engineering
Process Group(SEPG).
 Responsible for coordinating all the process activities
including process definition, process improvement, and
process deployment.
 SEPG facilitates the project team to follow" the right
process.
 SEPG provides a training member who is associated with
project as “software quality advisor” who is well versed of
processes, guidelines, standards etc.


1.5 Project management: Infosys
 Senior Management involvement in Projects: PM reports to
business manager, who in turn reports to Business unit head.
Audits include PRISM and IPM(integrated project
management)
 Training for Project Managers: Induction training program,
technical trainings, soft-skill programs, 5day project
management course, 2 week course on Req Specification and
Req mgmt, PMP certifications etc.
 Project management process: Project planning, project
execution, project closure.


Project Manager: Project planning
activities
 Perform startup and administrative tasks.
 Create project plan and schedule (defect prevention plan,
estimation of effort, HR, milestones, trainings, project-
tracking procedures)
 Perform review of the project plan and schedule.
 Obtain authorization from Senior management.
 Define and review configuration management plan.


Project manager: project execution
 Execute project as per project plan
 Track project status
 Review project status
 Monitor project process
 Analyze defects and perform defect prevention activities.
 Monitor performance


1.6 ACIC Case study
 ACIC corporation is multibillion dollar financial institution.
 Slowly started with web-enabling applications, and it wanted
to start an online service for opening and tracking accounts.
 Infosys in past developed some e-services for ACIC earlier in
project called Synergy.


Unit 2: PROJECT PLANNING

CH 2: The Project Planning
Infrastructure
CH 3: Process Planning
CH 4: Effort Estimation and Scheduling


CH 2 - Project Planning Infrastructure

Asst. Professor, BITIC-RAK-UAE

CH-2 Project Planning Infrastructure (Ayaz Ahmed Shariff
K)

2.1 Key elements of Planning
Infrastructure
1. Process Database (PDB): Captures the performance data of
completed projects.

2. Process Capability Baseline (PCB): Summarizes the
performance across projects.

3. Process Assets: checklists, templates, methodologies, learned
lessons.

K)

2.2. Process Database (PDB)
 Permanent repository of the performance data of completed
projects.
 Can be used for project planning, estimation, analysis,
quality, etc.
 Capture general information like languages used, databases,
tools, size etc.
 PDB is software engineering database to study the processes
at Infosys.

K)

Contents of PDB
 Project characteristics
 Project schedule
 Project Effort
 Size
 Defects

K)

Sample entry (Synergy): general
characteristics

K)

Fig2: Effort Data

K)

Fig3: Defect Data
Req. Design Code Testing
review Review Review
Requirement 0 0 0 1
s
Design 15 3 1
Coding 20 50

K)

Fig4: Size of Data
Language OS Code DBMS Code Measure Actual Size of
Code Code Code
Jave Win - LOC 5005
Persistent Win NT DB2 LCO 10020
Builder

K)

2.3 The Process Capability Baseline
PCB at Infosys contains
 Delivered Quality
 Productivity
 Schedule
 Effort Distribution
 Defect injection rate
 In-process defect removal efficiency
 Cost of quality
 Defect distribution

K)

PCB for Development process

K)

PCB for Development Process
Parameter Outcomes Remarks Baseline
Delivered Quality Delivered Defects/FP Avg of 0.021 Defects/FP
Productivity For 3 GL Avg of 12 FP/person-
months
For 4 GL Avg of 50 FP/person-month
Schedule 81% of projects delivered
within + or – 10% schedule
Build Effort Build effort for Medium Min-Mean-Max
program 2-4-6 person days
Effort Distribution Req. Analysis + Design 1-15-29%
Testing 1-8-20%
Code 14-33-52%
Defect Injection Rate Overall injection rate in Avg of 0.33 Defects/FP
terms of Size
In-process removal For entire life cycle Avg 95%
Deficiency
K)
Cost of Quality Total effort 35%

2.4 Process Assets
 “To facilitate the use of process, guidelines, checklists and
templates often provide useful support. Together these
materials are called process assets.”
 Guidelines: Gives Rules and procedures for executing step.
 Checklists: Activity checklist, Review checklist
 Templates: provide structure of the document to capture
output of a process.

K)

Assets for Project management

K)

2.5 Body Knowledge System
 BOK used to encapsulate experience.
 BOK system can be web-based with keyword or author search facility.
BOK includes:
1. Computer & communication services
2. Requirement specification
3. Build,Tools
4. Methodologies,Techniques
5. Education & Research
6. Design
7. Reviews, inspection & testing
8. QA
9. Project management
K)

CH-3 Process Planning

Asst. Professor, BITIC-RAK-UAE

CH-3 Process Planning (Ayaz Ahmed Shariff K)

3. 1 Infosys Development Process
 PM decides what process should be used for engineering? Its
an crucial issue
(Process models like waterfall, prototype, etc)

Infosys adopted “The Standard process” which resembles the
waterfall model allowing parallel execution of some phases.


3.2 Standard Process Model
Phases of Standard Process model are
 Requirement Analysis
 High-level design
 Detailed Design
 Build
 Unit testing, Integration,
 System testing and Plan
 Warranty support


The standard process: Infosys
Development process


3.3 Process tailoring
 A defined process must be tailored to suit the needs of the
current project.
 “Tailoring is the process of adjusting a previously defined process
of an organization to obtain process that is suitable for business
or technical needs of the project”
 Ex: Tailoring guidelines help a project manager to do the
activity called “do code review” to be performed only for
certain types of programs


3.3.1Summary-level Tailoring
 In summary-level tailoring, depending upon the process
database, the PM applies overall guidelines for tailoring the
standard process.
 The following characteristics are used for tailoring:
 Experience and skill level of team and PM
 Team size
 Clarity of requirements
 Project duration
 Critical issues


3.3.2 Detailed level tailoring
 //refer text book

3.4 Requirement Change Management
 Requirements keep changing.. Any time, any stage in project
lifecycle.
 Severe impact on the project and risk factor
 Impact on cost, schedule and quality of the product.
 Up to 40% of total cost.
 Client may not still satisfied.


The change management process
 PM decides what process model to be followed to handle
change requests.
 Change management process at Infosys has following steps.
1. Log the changes
2. Perform an impact analysis
3. Estimate effort for change requests
4. Re estimate the delivery schedule
5. Perform cumulative cost analysis.
6. Review the impact
7. Obtain customer sign-off
8. Rework


Example


CH-4 Effort Estimation and
Scheduling
Asst. Professor; BITIC-RAK-UAE

CH-4 Effort Estimation & Scheduling (Ayaz Ahmed Shariff
K)

Some facts about Improper estimation
 In early 2000, the newspapers and TV in India
reported with jubilation of the successful test of light
combat aircraft.
 But it was 5 years late then estimated time.
 Nandan Nilikeni, the MD of Infosys, answers, “No
surprises”

K)

Estimation and Scheduling concepts
 Effort estimation takes place in the early stages of a
project, may be redone later as well.
 One can not precisely answer the question, “Is this
estimate accurate?”
 Hence the goal for a PM to obtain “Reasonable
estimate”

K)

4.0 Effort Estimation Models
 “A s/w estimation model defines the project
characteristics whose values (estimates) it needs and
the ways these values are used to compute the effort.”
 Size of the s/q is major factor to determine the effort
needed initially.
 To-down approach (COCOMO), models using
function points, bottom-up approach, use-case
approach.

K)

4.1 The Bottom-up Estimation
Approach
 At Infosys, bottom-up approach is preferred and
recommended.
 Company employs Task-unit approach where PM first divides
the s/w development into major programs (units). Each unit
is then classified as simple, medium, complex based on
criteria. PM then decides standard effort for coding and self-
testing (together called as build effort)

K)

The Bottom-up approach
1. Identify the programs in the system and classify them as simple,
medium, or complex (S/M/C).
1. If project-specific PCB exists, get the average build effort for S/M/C
programs.
2. If PCB does not exist, use other attributes like project type, technology,
language etc to look for similar projects in PDB.
3. If no similar project found in PDB and no specific PCB exists, use the
average build effort for S/M/C programs from General PCB.
2. Use project-specific factors to refine the build effort for S/M/C
and get the total build effort.
3. Using effort distribution given in the PCB or for similar projects
from PDB, estimate the effort for other tasks and total effort.
4. Refine the estimates.

K)

4.2 The top-down Estimation Approach
 Function-point approach is widely used and if LOC is known,
it can be converted into function points.
 The inputs to top-down approach are size estimate and
estimate of productivity.
 The productivity estimate is then used to calculate the total
effort estimate. From total estimate, the estimates for each
task is computed.

K)

The top-down approach
1. Get the estimate of the total size of s/w in function-
points.
2. Using the productivity data from project specific PCB
or general PCB or from similar projects, fix the
productivity level for the project.
3. Obtain the overall effort estimate from productivity
and size estimates.
4. Use effort distribution data from PCB or similar
projects, estimate the effort of various phases.
5. Refine the estimates

K)

4.3 Use-Case points approach
1. Classify each use-case as simple, medium, or complex. Basis for
classification is the number of transactions per use-case (simple use-
case has 3 transactions, complex has >7 and medium have 4 to 7
transactions.
2. Obtain unadjusted use-case points(UUCP) as weighted sum of
factors for use-cases in application. (ie, for each use-case class, get
product of the no. of use-cases and factor of complexity)
3. Compute Technical complexity factor (TCF) as given in table
and rate each factor from 0 to 5. ( 0 means that the factor is no
relevant to project, 5 means the factor is essential)
4. Compute Environmental factor (EF) from table and rating each
factor from 0 to 5.
5. Using these two factors, compute the final use-case points (UCP)
as UCP = UUCP * TCF * EF

K)

Table1: Technical factors and weights

K)

Table2: Environmental factors and
weights

K)

4.4 Effort estimate of ACIC project
 Use-case point approach
 PM has classified the 26 use-cases on classification criteria.
 To estimate build effort, for the different types of use cases,
the PM used data from synergy project. Synergy project has
21 simple, 11 medium, and 8 complex use-cases
 Total build effort was 143 person-days, with average build
effort of 1 person-days, 5 p-d, and 8 p-d for simple, medium
and complex use-cases.

K)

Table3: use-cases for ACIC project

K)

Table4: Build effort for ACIC project
Use-Case type Effort (per use- No. of Units Total Build-effort
case, in person- (person-days)
days)
Simple 1 5 5
Medium 5 9 45
Complex 8 12 96
Total= 146

K)

Table5: Estimated effort for the ACIC
project

K)

4.6 Scheduling
 The scheduling activity at Infosys is broken into two sub-
activities:
- Determining the overall schedule
- Development of detailed schedule of the various tasks

K)

4.6.1 Overall Scheduling
 Project managers often use a rule of thumb, called the Square-
Root check, to check the schedule of medium sized projects.
 Square root of the total effort in person-months;
SQRT(effort)
For ex: if effort estimate is 50 person-months, a schedule of about 7 or 8 months
will be suitable for 7 to 8 resources (people)
Once overall duration of project is fixed, the schedule for the major milestones
must be determined.

K)

Overall Scheduling
 To determine the milestones, manpower ramp-up is to be
understood.
 Rayleigh curve is followed (fig 4.3)
 Peak team size (PTS) may reach during middle of the project.
 Generally design requires about 40% (20% for HLD, 20%
LLD) coding 40 % and Testing 20%

K)

RELAX>>>>>>>>>>>>>>>>>>>>>>>>
3 Cats
A young girl enters a pet shop to buy a cat. The pet shop worker shows her three cats that look identical.

"This cat here costs $1,000," he explains.

"Why does that cat cost so much?" the girl asks.

"This cat knows how to complete legal research," the pet shop worker explains.

The girl asks about the cat in the middle, and the pet shop owner explains that the middle cat costs $2,000
because it knows legal research and can win any case.

The girl is curious and asks about the third cat.

"That one is $5,000.“

"Well, what can this cat do?" asks the girl.

"Honeslty, I have no idea. I have never even seen it do anything at all, but it says it's a Project Manager."

K)

4.6.2 Detailed Scheduling
 Once milestones are fixed, it is time to set detailed
scheduling. PM breaks the tasks into small schedulable
activities in a hierarchical manner.
For each detailed task, the PM estimates the time required to
complete it and assigns a suitable resource to meet overall
schedule.
 Detailed project schedule is never static.

K)

Detailed scheduling
 Factors considered while assigning resources:
i. Leave plans of team members
ii. Personnel growth plans
iii. Career paths
iv. Skill sets and experience
v. Training
vi. Critical factors of the task

If the detailed schedule is not consistent with overall schedule and effort
estimate, she must change the detailed schedule.
Note: For detailed scheduling, PM use Microsoft Project or spreadsheet.

K)

4.6.3 Schedule of ACIC project

K)

Thank You --------
By,
twitter: #ayazahmedsk


Software Project Management Process Planning

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (11)

Similar to Software Project Management Process Planning

Similar to Software Project Management Process Planning (20)

More from Ayaz Shariff

More from Ayaz Shariff (6)

Recently uploaded

Recently uploaded (20)

Software Project Management Process Planning