AITPM - Lecture 04-06 - Sommerville Chapter 22 - Project Management (Key…
AITPM - Lecture 04-06 - Sommerville Chapter 22 - Project Management
Software management challenges
The product is intangible
Large software projects are often "one-off" projects
Software process are variable and organization-specific
Important factors that affect how software projects are managed
Software development processes
Fundamental project management activities that are common to all organizations
22.1 - Risk Management
Classification of risks and what the affect
Figure 22.1 - Examples of common project, product, and business risks page 646
Risk management processes
22.1.1 - Risk Identification
Six types of risk may be included in a risk checklist
22.1.2 - Risk Analysis
Probability & Seriousness
22.1.3 - Risk Planning
22.1.4 - Risk Monitoring
22.2 - Managing People
There are four critical factors that influence the relationship between a manager and the people that he or she manages
22.2.1 - Motivating People
Psychological personality types
22.3 - Teamwork
The best size fora software engineering groups is 4 to 6 members, and they should never have more than 12 members
The benefits of creating a
The group can establish its own quality standards
Individuals learn from and support each other
Knowledge is shared
Refactoring and continual improvement is encouraged
Given a stable organizational and project environment,
the three factors that have the biggest effect on team working are
The people in the group
The way the groups is organized
Technical and managerial communications
22.3.1 - Selecting group members
22.3.2 - Group organization
Agile development teams => informal groups
22.3.3 - Group communications
The effectiveness and efficiency of communications are influenced by
The physical work environment
The available communication channels
Remote members --> Wikis and blogs
■ Good software project management is essential if software engineering projects are to be developed on schedule and within budget.
■ Software management is distinct from other engineering management. Software is intangible. Projects may be novel or innovative, so there is no body of experience to guide their manage- ment. Software processes are not as mature as traditional engineering processes.
■ Risk management involves identifying and assessing major project risks to establish the prob- ability that they will occur and the consequences for the project if that risk does arise. You should make plans to avoid, manage, or deal with likely risks if or when they arise.
■ People management involves choosing the right people to work on a project and organizing the team and its working environment so that they are as productive as possible.
■ People are motivated by interaction with other people, by the recognition of management and their peers, and by being given opportunities for personal development.
■ Software development groups should be fairly small and cohesive. The key factors that influence the effectiveness of a group are the people in that group, the way that it is organized, and the communication between group members.
■ Communications within a group are influenced by factors such as the status of group members, the size of the group, the gender composition of the group, personalities, and available communication channels.