SlideShare une entreprise Scribd logo
1  sur  45
Télécharger pour lire hors ligne
Chapter  24 Project Scheduling and Tracking   Software Engineering: A Practitioner’s Approach, 6th edition by Roger S. Pressman
Why Are Projects Late? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Your Response per Napoleon ,[object Object]
How to Change an Unrealistic Deadline ,[object Object],[object Object],[object Object],[object Object]
Scheduling Principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Effort and Delivery Time
Empirical Relationship: P vs E ,[object Object],[object Object],[object Object],[object Object],[object Object]
Effort Allocation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],40-50% 30-40% 15-20%
Defining Task Sets ,[object Object],[object Object],[object Object],[object Object],[object Object]
Task Set Refinement 1.1 Concept scoping  determines the overall scope of the project. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],is refined to
Define a Task Network
Timeline Charts Tasks Week 1 Week 2 Week 3 Week 4 Week n Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Task 9 Task 10 Task 11 Task 12
Use Automated Tools to Derive a Timeline Chart
Schedule Tracking ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Progress on an OO Project-I ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Progress on an OO Project-II ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Earned Value Analysis (EVA) ,[object Object],[object Object],[object Object],[object Object]
Computing Earned Value-I ,[object Object],[object Object],[object Object],[object Object],[object Object]
Computing Earned Value-II ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Computing Earned Value-III ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Problem 24.12 ,[object Object]
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Compute the SPI, schedule variance, percent scheduled for completion, percent complete, CPI, and cost variance for the project.
Chapter  25   Risk Management   Software Engineering: A Practitioner’s Approach, 6th edition by Roger S. Pressman
Project Risks What can go wrong? What is the likelihood? What will the damage be? What can we do about it?
Reactive Risk Management ,[object Object],[object Object],[object Object],[object Object]
Proactive Risk Management ,[object Object],[object Object],[object Object],[object Object],[object Object]
Seven Principles ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Risk Management Paradigm RISK control identify analyze plan track
Risk Identification ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Assessing Project Risk-I ,[object Object],[object Object],[object Object],[object Object],[object Object]
Assessing Project Risk-II ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Risk Components ,[object Object],[object Object],[object Object],[object Object]
Risk Projection ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Building a Risk Table Risk Probability Impact RMMM Risk Mitigation Monitoring &  Management
Building the Risk Table ,[object Object],[object Object],[object Object],[object Object],[object Object]
Risk Exposure (Impact) The overall  risk exposure,  RE, is determined using the following relationship [HAL98]: RE =  P  x  C where  P  is the probability of occurrence for a risk, and  C  is the cost to the project should the risk occur.
Risk Exposure Example ,[object Object],[object Object],[object Object],[object Object]
Risk Mitigation, Monitoring, and Management  ,[object Object],[object Object],[object Object]
Risk Due to Product Size •  estimated size of the product in LOC or FP? •  estimated size of product in number of programs,  files, transactions? •  percentage deviation in size of product from  average for previous products? •  size of database created or used by the product? •  number of users of the product? •  number of projected changes to the requirements  for the product? before delivery? after delivery? •  amount of reused software? Attributes that affect risk:
Risk Due to Business Impact •  affect of this product on company revenue? •  visibility of this product by senior management? •  reasonableness of delivery deadline? •  number of customers who will use this product  •  interoperability constraints •  sophistication of end users? •  amount and quality of product documentation that  must be produced and delivered to the customer? •  governmental constraints •  costs associated with late delivery? •  costs associated with a defective product? Attributes that affect risk:
Risks Due to the Customer •  Have you worked with the customer in the past? •  Does the customer have a solid idea of requirements? •  Has the customer agreed to spend time with you?  •  Is the customer willing to participate in reviews? •  Is the customer technically sophisticated? •  Is the customer willing to let your people do their  job—that is, will the customer resist looking over your  shoulder during technically detailed work? •  Does the customer understand the software  engineering process? Questions that must be answered:
Risks Due to Process Maturity •  Have you established a common process framework?  •  Is it followed by project teams? •  Do you have management support  for  software engineering  •  Do you have a proactive approach to SQA?  •  Do you conduct formal technical reviews? •  Are CASE tools used for analysis, design and  testing? •  Are the tools integrated with one another? •  Have document formats been established? Questions that must be answered:
Technology Risks •  Is the technology new to your organization? •  Are new algorithms, I/O technology required? •  Is new or unproven hardware involved? •  Does the application interface with new software? •  Is a specialized user interface required?  •  Is the application radically different? •  Are you using new software engineering methods? •  Are you using unconventional software development  methods, such as formal methods, AI-based approaches,  artificial neural networks? •  Are there significant performance constraints? •  Is there doubt the functionality requested is "do-able?" Questions that must be answered:
Staff/People Risks •  Are the best people available? •  Does staff have the right skills? •  Are enough people available? •  Are staff committed for entire duration? •  Will some people work part time?  •  Do staff have the right expectations? •  Have staff received necessary training? •  Will turnover among staff be low? Questions that must be answered:
Recording Risk Information Project:   Embedded software for XYZ system Risk type:  schedule risk Priority (1 low ... 5 critical):   4 Risk factor:   Project completion will depend on tests which require  hardware component under development. Hardware component  delivery may be delayed Probability:   60 % Impact:  Project completion will be delayed for each day that  hardware is unavailable for use in software testing Monitoring approach:   Scheduled milestone reviews with hardware group Contingency plan: Modification of testing strategy to accommodate delay using software simulation Estimated resources:  6 additional person months beginning 7-1-96

Contenu connexe

Tendances

Lecture 02 Software Process Model
Lecture 02 Software Process ModelLecture 02 Software Process Model
Lecture 02 Software Process ModelAchmad Solichin
 
INTRODUCTION TO SOFTWARE ENGINEERING
INTRODUCTION TO SOFTWARE ENGINEERINGINTRODUCTION TO SOFTWARE ENGINEERING
INTRODUCTION TO SOFTWARE ENGINEERINGProf Ansari
 
What Is the Rational Unified Process
What Is the Rational Unified ProcessWhat Is the Rational Unified Process
What Is the Rational Unified ProcessRobson Silva Espig
 
Pressman ch-3-prescriptive-process-models
Pressman ch-3-prescriptive-process-modelsPressman ch-3-prescriptive-process-models
Pressman ch-3-prescriptive-process-modelszeal123123
 
Phased life cycle model
Phased life cycle modelPhased life cycle model
Phased life cycle modelStephennancy
 
Software Process Models
Software Process ModelsSoftware Process Models
Software Process ModelsHassan A-j
 
Software engineering a practitioners approach 8th edition pressman solutions ...
Software engineering a practitioners approach 8th edition pressman solutions ...Software engineering a practitioners approach 8th edition pressman solutions ...
Software engineering a practitioners approach 8th edition pressman solutions ...Drusilla918
 
Quality and productivity factors
Quality and productivity factorsQuality and productivity factors
Quality and productivity factorsNancyBeaulah_R
 
Introduction to Software Engineering
Introduction to Software EngineeringIntroduction to Software Engineering
Introduction to Software EngineeringMajane Padua
 
Lect3 conventional vs modern spm
Lect3 conventional vs modern spmLect3 conventional vs modern spm
Lect3 conventional vs modern spmmeena466141
 

Tendances (20)

Lecture 02 Software Process Model
Lecture 02 Software Process ModelLecture 02 Software Process Model
Lecture 02 Software Process Model
 
Slides chapter 2
Slides chapter 2Slides chapter 2
Slides chapter 2
 
Chapter 15
Chapter 15Chapter 15
Chapter 15
 
INTRODUCTION TO SOFTWARE ENGINEERING
INTRODUCTION TO SOFTWARE ENGINEERINGINTRODUCTION TO SOFTWARE ENGINEERING
INTRODUCTION TO SOFTWARE ENGINEERING
 
What Is the Rational Unified Process
What Is the Rational Unified ProcessWhat Is the Rational Unified Process
What Is the Rational Unified Process
 
Chapter 01
Chapter 01Chapter 01
Chapter 01
 
SECh123
SECh123SECh123
SECh123
 
Pressman ch-3-prescriptive-process-models
Pressman ch-3-prescriptive-process-modelsPressman ch-3-prescriptive-process-models
Pressman ch-3-prescriptive-process-models
 
Phased life cycle model
Phased life cycle modelPhased life cycle model
Phased life cycle model
 
Slides chapter 1
Slides chapter 1Slides chapter 1
Slides chapter 1
 
Software Process Models
Software Process ModelsSoftware Process Models
Software Process Models
 
Software engineering a practitioners approach 8th edition pressman solutions ...
Software engineering a practitioners approach 8th edition pressman solutions ...Software engineering a practitioners approach 8th edition pressman solutions ...
Software engineering a practitioners approach 8th edition pressman solutions ...
 
Quality and productivity factors
Quality and productivity factorsQuality and productivity factors
Quality and productivity factors
 
Introduction to Software Engineering
Introduction to Software EngineeringIntroduction to Software Engineering
Introduction to Software Engineering
 
Slides chapters 26-27
Slides chapters 26-27Slides chapters 26-27
Slides chapters 26-27
 
Software development process models
Software development process modelsSoftware development process models
Software development process models
 
Lect3 conventional vs modern spm
Lect3 conventional vs modern spmLect3 conventional vs modern spm
Lect3 conventional vs modern spm
 
Generic process model
Generic process modelGeneric process model
Generic process model
 
Unit2
Unit2Unit2
Unit2
 
Sa03 tactics
Sa03 tacticsSa03 tactics
Sa03 tactics
 

Similaire à Slides chapters 24-25

Lecture 9 (02-06-2011)
Lecture 9 (02-06-2011)Lecture 9 (02-06-2011)
Lecture 9 (02-06-2011)love7love
 
Spm project planning
Spm project planning Spm project planning
Spm project planning Kanchana Devi
 
MC0084 – Software Project Management & Quality Assurance - Master of Computer...
MC0084 – Software Project Management & Quality Assurance - Master of Computer...MC0084 – Software Project Management & Quality Assurance - Master of Computer...
MC0084 – Software Project Management & Quality Assurance - Master of Computer...Aravind NC
 
Lecture6
Lecture6Lecture6
Lecture6soloeng
 
Software Engineering (Project Scheduling)
Software Engineering (Project Scheduling)Software Engineering (Project Scheduling)
Software Engineering (Project Scheduling)ShudipPal
 
Chapter 5-Project Management.pptx
Chapter 5-Project Management.pptxChapter 5-Project Management.pptx
Chapter 5-Project Management.pptxBahredinAbdella1
 
How should we estimates agile projects (CAST)
How should we estimates agile projects (CAST)How should we estimates agile projects (CAST)
How should we estimates agile projects (CAST)Glen Alleman
 
SE - Lecture 11 - Software Project Estimation.pptx
SE - Lecture 11 - Software Project Estimation.pptxSE - Lecture 11 - Software Project Estimation.pptx
SE - Lecture 11 - Software Project Estimation.pptxTangZhiSiang
 
dcvdhusdbsduvb0sdyvbsdyvbsdvysdvysdbvsydvdbvbyubdvbdvhvhvhvh
dcvdhusdbsduvb0sdyvbsdyvbsdvysdvysdbvsydvdbvbyubdvbdvhvhvhvhdcvdhusdbsduvb0sdyvbsdyvbsdvysdvysdbvsydvdbvbyubdvbdvhvhvhvh
dcvdhusdbsduvb0sdyvbsdyvbsdvysdvysdbvsydvdbvbyubdvbdvhvhvhvhWrushabhShirsat3
 
Primavera6.0
Primavera6.0Primavera6.0
Primavera6.0niict
 
Info461ProjectCharterEskridgeAs08
Info461ProjectCharterEskridgeAs08Info461ProjectCharterEskridgeAs08
Info461ProjectCharterEskridgeAs08Greg Eskridge
 

Similaire à Slides chapters 24-25 (20)

Lecture 9 (02-06-2011)
Lecture 9 (02-06-2011)Lecture 9 (02-06-2011)
Lecture 9 (02-06-2011)
 
notes_Lecture7.ppt
notes_Lecture7.pptnotes_Lecture7.ppt
notes_Lecture7.ppt
 
Spm project planning
Spm project planning Spm project planning
Spm project planning
 
MC0084 – Software Project Management & Quality Assurance - Master of Computer...
MC0084 – Software Project Management & Quality Assurance - Master of Computer...MC0084 – Software Project Management & Quality Assurance - Master of Computer...
MC0084 – Software Project Management & Quality Assurance - Master of Computer...
 
Lecture6
Lecture6Lecture6
Lecture6
 
Software Engineering (Project Scheduling)
Software Engineering (Project Scheduling)Software Engineering (Project Scheduling)
Software Engineering (Project Scheduling)
 
MIS Project management
MIS Project managementMIS Project management
MIS Project management
 
Chapter 5-Project Management.pptx
Chapter 5-Project Management.pptxChapter 5-Project Management.pptx
Chapter 5-Project Management.pptx
 
Project Scheduling
Project SchedulingProject Scheduling
Project Scheduling
 
How should we estimates agile projects (CAST)
How should we estimates agile projects (CAST)How should we estimates agile projects (CAST)
How should we estimates agile projects (CAST)
 
DPPM1
DPPM1DPPM1
DPPM1
 
Project Planning
Project PlanningProject Planning
Project Planning
 
SE - Lecture 11 - Software Project Estimation.pptx
SE - Lecture 11 - Software Project Estimation.pptxSE - Lecture 11 - Software Project Estimation.pptx
SE - Lecture 11 - Software Project Estimation.pptx
 
Planning.ppt
Planning.pptPlanning.ppt
Planning.ppt
 
dcvdhusdbsduvb0sdyvbsdyvbsdvysdvysdbvsydvdbvbyubdvbdvhvhvhvh
dcvdhusdbsduvb0sdyvbsdyvbsdvysdvysdbvsydvdbvbyubdvbdvhvhvhvhdcvdhusdbsduvb0sdyvbsdyvbsdvysdvysdbvsydvdbvbyubdvbdvhvhvhvh
dcvdhusdbsduvb0sdyvbsdyvbsdvysdvysdbvsydvdbvbyubdvbdvhvhvhvh
 
5-ProjPlanning.ppt
5-ProjPlanning.ppt5-ProjPlanning.ppt
5-ProjPlanning.ppt
 
Chapter 3
Chapter 3Chapter 3
Chapter 3
 
Planning
PlanningPlanning
Planning
 
Primavera6.0
Primavera6.0Primavera6.0
Primavera6.0
 
Info461ProjectCharterEskridgeAs08
Info461ProjectCharterEskridgeAs08Info461ProjectCharterEskridgeAs08
Info461ProjectCharterEskridgeAs08
 

Plus de Priyanka Shetty (13)

Slides chapters 13-14
Slides chapters 13-14Slides chapters 13-14
Slides chapters 13-14
 
Slides chapters 6-7
Slides chapters 6-7Slides chapters 6-7
Slides chapters 6-7
 
Slides chapter 19
Slides chapter 19Slides chapter 19
Slides chapter 19
 
Slides chapter 17
Slides chapter 17Slides chapter 17
Slides chapter 17
 
Slides chapter 16
Slides chapter 16Slides chapter 16
Slides chapter 16
 
Slides chapter 12
Slides chapter 12Slides chapter 12
Slides chapter 12
 
Slides chapter 11
Slides chapter 11Slides chapter 11
Slides chapter 11
 
Slides chapter 10
Slides chapter 10Slides chapter 10
Slides chapter 10
 
Slides chapter 9
Slides chapter 9Slides chapter 9
Slides chapter 9
 
Slides chapter 8
Slides chapter 8Slides chapter 8
Slides chapter 8
 
Slides chapter 3
Slides chapter 3Slides chapter 3
Slides chapter 3
 
Slides chapters 28-32
Slides chapters 28-32Slides chapters 28-32
Slides chapters 28-32
 
Personal Hygiene
Personal HygienePersonal Hygiene
Personal Hygiene
 

Slides chapters 24-25

  • 1. Chapter 24 Project Scheduling and Tracking Software Engineering: A Practitioner’s Approach, 6th edition by Roger S. Pressman
  • 2.
  • 3.
  • 4.
  • 5.
  • 7.
  • 8.
  • 9.
  • 10.
  • 11. Define a Task Network
  • 12. Timeline Charts Tasks Week 1 Week 2 Week 3 Week 4 Week n Task 1 Task 2 Task 3 Task 4 Task 5 Task 6 Task 7 Task 8 Task 9 Task 10 Task 11 Task 12
  • 13. Use Automated Tools to Derive a Timeline Chart
  • 14.
  • 15.
  • 16.
  • 17.
  • 18.
  • 19.
  • 20.
  • 21.
  • 22.
  • 23. Chapter 25 Risk Management Software Engineering: A Practitioner’s Approach, 6th edition by Roger S. Pressman
  • 24. Project Risks What can go wrong? What is the likelihood? What will the damage be? What can we do about it?
  • 25.
  • 26.
  • 27.
  • 28. Risk Management Paradigm RISK control identify analyze plan track
  • 29.
  • 30.
  • 31.
  • 32.
  • 33.
  • 34. Building a Risk Table Risk Probability Impact RMMM Risk Mitigation Monitoring & Management
  • 35.
  • 36. Risk Exposure (Impact) The overall risk exposure, RE, is determined using the following relationship [HAL98]: RE = P x C where P is the probability of occurrence for a risk, and C is the cost to the project should the risk occur.
  • 37.
  • 38.
  • 39. Risk Due to Product Size • estimated size of the product in LOC or FP? • estimated size of product in number of programs, files, transactions? • percentage deviation in size of product from average for previous products? • size of database created or used by the product? • number of users of the product? • number of projected changes to the requirements for the product? before delivery? after delivery? • amount of reused software? Attributes that affect risk:
  • 40. Risk Due to Business Impact • affect of this product on company revenue? • visibility of this product by senior management? • reasonableness of delivery deadline? • number of customers who will use this product • interoperability constraints • sophistication of end users? • amount and quality of product documentation that must be produced and delivered to the customer? • governmental constraints • costs associated with late delivery? • costs associated with a defective product? Attributes that affect risk:
  • 41. Risks Due to the Customer • Have you worked with the customer in the past? • Does the customer have a solid idea of requirements? • Has the customer agreed to spend time with you? • Is the customer willing to participate in reviews? • Is the customer technically sophisticated? • Is the customer willing to let your people do their job—that is, will the customer resist looking over your shoulder during technically detailed work? • Does the customer understand the software engineering process? Questions that must be answered:
  • 42. Risks Due to Process Maturity • Have you established a common process framework? • Is it followed by project teams? • Do you have management support for software engineering • Do you have a proactive approach to SQA? • Do you conduct formal technical reviews? • Are CASE tools used for analysis, design and testing? • Are the tools integrated with one another? • Have document formats been established? Questions that must be answered:
  • 43. Technology Risks • Is the technology new to your organization? • Are new algorithms, I/O technology required? • Is new or unproven hardware involved? • Does the application interface with new software? • Is a specialized user interface required? • Is the application radically different? • Are you using new software engineering methods? • Are you using unconventional software development methods, such as formal methods, AI-based approaches, artificial neural networks? • Are there significant performance constraints? • Is there doubt the functionality requested is "do-able?" Questions that must be answered:
  • 44. Staff/People Risks • Are the best people available? • Does staff have the right skills? • Are enough people available? • Are staff committed for entire duration? • Will some people work part time? • Do staff have the right expectations? • Have staff received necessary training? • Will turnover among staff be low? Questions that must be answered:
  • 45. Recording Risk Information Project: Embedded software for XYZ system Risk type: schedule risk Priority (1 low ... 5 critical): 4 Risk factor: Project completion will depend on tests which require hardware component under development. Hardware component delivery may be delayed Probability: 60 % Impact: Project completion will be delayed for each day that hardware is unavailable for use in software testing Monitoring approach: Scheduled milestone reviews with hardware group Contingency plan: Modification of testing strategy to accommodate delay using software simulation Estimated resources: 6 additional person months beginning 7-1-96