Chapter_07_Project Scheduling and Tracking.ppt
- 1. 1 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Chapter 7 Chapter 7 Project Scheduling and Project Scheduling and Tracking Tracking
- 2. 2 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Why Are Projects Why Are Projects Late? Late? an unrealistic deadline established by someone outside the an unrealistic deadline established by someone outside the software development group software development group changing customer requirements that are not reflected in schedule changing customer requirements that are not reflected in schedule changes; changes; an honest underestimate of the amount of effort and/or the number an honest underestimate of the amount of effort and/or the number of resources that will be required to do the job; of resources that will be required to do the job; predictable and/or unpredictable risks that were not considered predictable and/or unpredictable risks that were not considered when the project commenced; when the project commenced; technical difficulties that could not have been foreseen in advance; technical difficulties that could not have been foreseen in advance; human difficulties that could not have been foreseen in advance; human difficulties that could not have been foreseen in advance; miscommunication among project staff that results in delays; miscommunication among project staff that results in delays; a failure by project management to recognize that the project is a failure by project management to recognize that the project is falling behind schedule and a lack of action to correct the problem falling behind schedule and a lack of action to correct the problem
- 3. 3 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Scheduling Scheduling Principles Principles compartmentalization—define distinct tasks compartmentalization—define distinct tasks interdependency—indicate task interdependency—indicate task interrelationshipsffort validation—be sure interrelationshipsffort validation—be sure resources are available resources are available defined responsibilities—people must be defined responsibilities—people must be assigned assigned defined outcomes—each task must have an defined outcomes—each task must have an output output defined milestones—review for quality defined milestones—review for quality
- 4. 4 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Defining Task Sets Defining Task Sets determine type of project determine type of project assess the degree of rigor required assess the degree of rigor required identify adaptation criteria identify adaptation criteria compute task set selector (TSS) value compute task set selector (TSS) value interpret TSS to determine degree of rigor interpret TSS to determine degree of rigor select appropriate software engineering select appropriate software engineering tasks tasks
- 5. 5 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Example Example Figure 7.2 Concept development tasks using an evolutionary model Project Definition I.1 Concept scoping Concept Development New Application Development Application Enhancement Application Maintenance I.4 Proof of concept I.5 Concept implementation Planning Release Customer Evaluation Engineering/ Construction I.6 Customer reaction I.2 Preliminary concept planning I.3 Technology risk assessment Reengineering
- 6. 6 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Define a Task Network Define a Task Network I.1 Concept scoping I.3a Tech. Risk Assessment I.3b Tech. Risk Assessment I.3c Tech. Risk Assessment Three I.3 tasks are applied in parallel to 3 different concept functions Three I.3 tasks are applied in parallel to 3 different concept functions I.4 Proof of Concept I.5a Concept Implement. I.5b Concept Implement. I.5c Concept Implement. I.2 Concept planning I.6 Customer Reaction Integrate a, b, c
- 7. 7 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Effort Allocation Effort Allocation 40-50% 40-50% 30-40% 30-40% “ “front end” activities front end” activities customer communication customer communication analysis analysis design design review and modification review and modification construction activities construction activities coding or code generation coding or code generation testing and installation testing and installation unit, integration unit, integration white-box, black box white-box, black box regression regression 15-20% 15-20%
- 8. 8 These courseware materials are to be used in conjunction with Software Engineering: A Practitioner’s Approach, 5/e and are provided with permission by R.S. Pressman & Associates, Inc., copyright © 1996, 2001 Use Automated Tools Use Automated Tools to to Derive a Timeline Chart Derive a Timeline Chart I.1.1 Identify need and benefits Meet with customers Identify needs and project constraints Establish product statement Milestone: product statement defined I.1.2 Define desired output/control/input (OCI) Scope keyboard functions Scope voice input functions Scope modes of interaction Scope document diagnostics Scope other WP functions Document OCI FTR: Review OCI with customer Revise OCI as required; Milestone; OCI defined I.1.3 Define the functionality/behavior Define keyboard functions Define voice input functions Decribe modes of interaction Decribe spell/grammar check Decribe other WP functions FTR: Review OCI definition with customer Revise as required Milestone: OCI defintition complete I.1.4 Isolate software elements Milestone: Software elements defined I.1.5 Research availability of existing software Reseach text editiong components Research voice input components Research file management components Research Spell/Grammar check components Milestone: Reusable components identified I.1.6 Define technical feasibility Evaluate voice input Evaluate grammar checking Milestone: Technical feasibility assessed I.1.7 Make quick estimate of size I.1.8 Create a Scope Definition Review scope document with customer Revise document as required Milestone: Scope document complete week 1 week 2 week 3 week 4 Work tasks week 5