Object-Oriented Software Engineering

Object-Oriented Software Engineering
Practical Software Development using UML and Java

Chapter11:
ManagingtheSoftwareProcess
The most likely way for the world to be destroyed, most experts
agree, is by accident. That's where we come in; we're computer
professionals. We cause accidents."
Timing: 90 minutes
Alotofcomputersciencepeoplethink:
Idontwanttocodefortherestofmylife.Maybe
Iwouldenjoymanagingtheproject.
Whatdoyouthinkaresomeofthetasksyouwouldbe
doingifyouwereaprojectmanager?Wouldyoustill
code?Wouldyoumisscoding?Isitimportantthe
projectmanagerbeabletocode?
Lethbridge/Laganire2005
Chapter11:ManagingtheSoftwareProcess
11.1 What is Project Management?

Projectmanagementencompassesalltheactivities
neededtoplanandexecuteaproject:
Decidingwhatneedstobedone
Estimatingcosts
Ensuringtherearesuitablepeopletoundertakethe
project
Definingresponsibilities
Scheduling
Makingarrangementsforthework
continued...
What is Project Management?

Directing
Beingatechnicalleader
Reviewingandapprovingdecisionsmadebyothers
Buildingmoraleandsupportingstaff
Monitoringandcontrolling
Coordinatingtheworkwithmanagersofotherprojects
Reporting
Continuallystrivingtoimprovetheprocess
Can you think of any Canadian software

projects that have gone horribly wrong?
GunRegistryInCanada
http://www.cbc.ca/news/story/2004/02/13/gunregistry_rdi040213.html
11.2 Software Process Models

Softwareprocessmodelsaregeneralapproachesfor
organizingaprojectintoactivities.
Helptheprojectmanagerandhisorherteamtodecide:
Whatworkshouldbedone;
Inwhatsequencetoperformthework.
Themodelsshouldbeseenasaidstothinking,notrigid
prescriptionsofthewaytodothings.
Eachprojectendsupwithitsownuniqueplan.
The opportunistic approach
First
Prototype
Modify
Until
Satisfied
Think of Idea
for
Improvement
The opportunistic approach

iswhatoccurswhenanorganizationdoesnotfollow
goodengineeringpractices.
Itdoesnotacknowledgetheimportanceofworkingout
therequirementsandthedesignbeforeimplementinga
system.
Thedesignofsoftwaredeterioratesfasterifitisnotwell
designed.
Sincetherearenoplans,thereisnothingtoaimtowards.
Thereisnoexplicitrecognitionoftheneedfor
systematictestingandotherformsofqualityassurance.
Theaboveproblemsmakethecostofdevelopingand
maintainingsoftwareveryhigh.
The waterfall model
The waterfall model

TheclassicwayoflookingatS.E.thataccountsforthe
importanceofrequirements,designandqualityassurance.
Themodelsuggeststhatsoftwareengineersshouldworkin
aseriesofstages.
Beforecompletingeachstage,theyshouldperformquality
assurance(verificationandvalidation).
Thewaterfallmodelalsorecognizes,toalimitedextent,that
yousometimeshavetostepbacktoearlierstages.
QUESTION:Whatiswrongwithgettingallthe
requirementscompletedupfront(likeIhavedonefor
youwithourproject)?
10
Limitations of the waterfall model

Themodelimpliesthatyoushouldattempttocompletea
givenstagebeforemovingontothenextstage
Doesnotaccountforthefactthatrequirements
constantlychange.
Italsomeansthatcustomerscannotuseanything
untiltheentiresystemiscomplete.
Themodelmakesnoallowancesforprototyping.
Itimpliesthatyoucangettherequirementsrightby
simplywritingthemdownandreviewingthem.
Themodelimpliesthatoncetheproductisfinished,
everythingelseismaintenance.
11
Agile Software Development

AgileDevelopment:
basedoniterativeandincrementaldevelopment,where
requirementsandsolutionsevolvethroughcollaboration
betweenselforganizing,crossfunctionalteams.It
promotesadaptiveplanning,evolutionarydevelopment
anddelivery,atimeboxediterativeapproach,and
encouragesrapidandflexibleresponsetochange.
12
AGILE Method and XP

(Extreme Programming)
Question:HasanyoneheardoftheAgilemethodology?
http://en.wikipedia.org/wiki/Agile_software_development
Video
13
Reengineering
Periodicallyprojectmanagersshouldsetasidesome
timetoreengineerpartorallofthesystem
Theextentofthisworkcanvaryconsiderably:
Cleaningupthecodetomakeitmorereadable.
Completelyreplacingalayer.
Refactoringpartofthedesign.
Ingeneral,theobjectiveofareengineeringactivityisto
increasemaintainability.
14
11.3 Cost estimation

Toestimatehowmuchsoftwareengineeringtimewillbe
requiredtodosomework.
Elapsedtime
Thedifferenceintimefromthestartdatetotheend
dateofataskorproject.
Developmenteffort
Theamountoflabourusedinpersonmonthsor
persondays.
Toconvertanestimateofdevelopmentefforttoan
amountofmoney:
Youmultiplyitbytheweightedaveragecost(burdenedcost)
ofemployingasoftwareengineerforamonth(oraday).
15
Question
AssumethatIgaveyourgroupthetaskoffiguringout
howmuchtimeyouneededtocodeyourprojectbecause
youweregoingsellitonline.
Whataresometechniques/ideas/concerns/thoughtsyou
haveforestimatingthetimingofalargeproject?
i.e.Howdoyoudecide/figureouthowlongittakesyouto
doanassignment?
16
Principles of effective cost estimation

Principle1:Divideandconquer.
Tomakeabetterestimate,youshoulddividetheproject
upintoindividualsubsystems.
Thendivideeachsubsystemfurtherintotheactivities
thatwillberequiredtodevelopit.
Next,youmakeaseriesofdetailedestimatesforeach
individualactivity.
Andsumtheresultstoarriveatthegrandtotalestimate
fortheproject.
17

Principle2:Includeallactivitieswhenmaking
estimates.
Thetimerequiredforalldevelopmentactivitiesmustbe
takenintoaccount.
Including:
Prototyping
Design
Inspecting
Testing
Debugging
Writinguserdocumentation
Deployment.
18

Principle3:Baseyourestimatesonpastexperiencecombined
withknowledgeofthecurrentproject.
Ifyouaredevelopingaprojectthathasmanysimilaritieswith
apastproject:
Youcanexpectittotakeasimilaramountofwork.
Baseyourestimatesonthepersonaljudgementofyour
experts
or
Usealgorithmicmodelsdevelopedinthesoftwareindustryas
awholebyanalyzingawiderangeofprojects.
Theytakeintoaccountvariousaspectsofaprojectssize
andcomplexity,andprovideformulastocompute
anticipatedcost.
19
Algorithmic models
Allowyoutosystematicallyestimatedevelopmenteffort.
Basedonanestimateofsomeotherfactorthatyoucan
measure,orthatiseasiertoestimate:
Thenumberofusecases
Thenumberofdistinctrequirements
Thenumberofclassesinthedomainmodel
Thenumberofwidgetsintheprototypeuser
interface
Anestimateofthenumberoflinesofcode
20
Algorithmic models
Atypicalalgorithmicmodelusesaformulalikethe
following:
COCOMO:
E = a + bNc
FunctionsPoints:
S = W1F1 + W2F2 +W3F3 +
21

Principle4:Besuretoaccountfordifferenceswhen
extrapolatingfromotherprojects.
Differentsoftwaredevelopers
Differentdevelopmentprocessesandmaturitylevels
Differenttypesofcustomersandusers
Differentscheduledemands
Differenttechnology
Differenttechnicalcomplexityoftherequirements
Differentdomains
Differentlevelsofrequirementstability
22

Principle5:Anticipatetheworstcaseandplanfor
contingencies.
Developthemostcriticalusecasesfirst
Iftheprojectrunsintodifficulty,thenthecritical
featuresaremorelikelytohavebeencompleted
Makethreeestimates:
Optimistic(O)
Imaginingaeverythinggoingperfectly
Likely(L)
Allowingfortypicalthingsgoingwrong
Pessimistic
Accountingforeverythingthatcouldgowrong
23

Principle6:Combinemultipleindependentestimates.
Useseveraldifferenttechniquesandcomparetheresults.
Iftherearediscrepancies,analyzeyourcalculationsto
discoverwhatfactorscausingthedifferences.
UsetheDelphitechnique.
Severalindividualsinitiallymakecostestimatesin
private.
Theythensharetheirestimatestodiscoverthe
discrepancies.
Eachindividualrepeatedlyadjustshisorher
estimatesuntilaconsensusisreached.
24

Principle7:Reviseandrefineestimatesaswork
progresses
Asyouadddetail.
Astherequirementschange.
Astheriskmanagementprocessuncoversproblems.
25
11.4 Building Software Engineering Teams

Softwareengineeringisahumanprocess.
Choosingappropriatepeopleforateam,andassigning
rolesandresponsibilitiestotheteammembers,is
thereforeanimportantprojectmanagementskill
Softwareengineeringteamscanbeorganizedinmany
differentways
a) Egoless
b) Chief programmer
c) Strict hierarchy
26
Software engineering teams

Egolessteam:
Insuchateameverybodyisequal,andtheteamworks
togethertoachieveacommongoal.
Decisionsaremadebyconsensus.
Mostsuitedtodifficultprojectswithmanytechnical
challenges.
27

Hierarchicalmanagersubordinatestructure:
Eachindividualreportstoamanagerandisresponsible
forperformingthetasksdelegatedbythatmanager.
Suitableforlargeprojectswithastrictschedulewhere
everybodyiswelltrainedandhasawelldefinedrole.
However,sinceeverybodyisonlyresponsiblefortheir
ownwork,problemsmaygounnoticed.
28

Chiefprogrammerteam:
Midwaybetweenegolessandhierarchical.
Thechiefprogrammerleadsandguidestheproject.
Heorsheconsultswith,andrelieson,individual
specialists.
29
Choosing an effective size for a team

Foragivenestimateddevelopmenteffort,inperson
months,thereisanoptimalteamsize.
Doublingthesizeofateamwillnothalvethe
developmenttime.
Subsystemsandteamsshouldbesizedsuchthatthetotal
amountofrequiredknowledgeandexchangeof
informationisreduced.
Foragivenprojectorprojectiteration,thenumberof
peopleonateamwillnotbeconstant.
Youcannotgenerallyaddpeopleifyougetbehind
schedule,inthehopeofcatchingup.
30
Skills needed on a team

Architect
Projectmanager
Configurationmanagementandbuildspecialist
Userinterfacespecialist
Technologyspecialist
Hardwareandthirdpartysoftwarespecialist
Userdocumentationspecialist
Tester
31
11.5 Project Scheduling and Tracking

Schedulingistheprocessofdeciding:
Inwhatsequenceasetofactivitieswillbe
performed.
Whentheyshouldstartandbecompleted.
Trackingistheprocessofdetermininghowwellyouare
stickingtothecostestimateandschedule.
32
Some Basic Project Management Terminology

Deliverable:someconcretethingwhichistobedelivered,totheclientor
internallytothedevelopmentteam;e.g.
Specificationsreports
Executableprogram
Sourcecode
Task/Activity:somethingwehavetododuringtheproject;e.g.
Defininguserrequirements
Codingamodule
Doingsystemtesting
Eachtaskoractivitywilltakesomelengthoftime
Referredtoasdurationoftask
Sometimesmeasuredindays,weeks,etc.
Sometimesmeasuredinpersondays,personweeks,etc.
Personday=numberofpeopleXnumberofdays
Example:12persondaysforwritingallcodecouldmean1person12daysor4
people3days
Note:notalwaystruethatataskthattakes1programmer12dayswouldtake12
programmers1day
UWO
ComputerScienceDepartment
33
Dependencies and Milestones

Foragiventaskoractivity,maybeimpossibletostartitwithout
someothertask(s)oractivity(ies)havingbeencompleted;e.g.
Cannotstartcodingwithoutcompletingdesign
Cannotstartsystemtestingwithoutcompletingcodeintegrationand
testplan
IftaskBcannotstartwithoutAbeingcompleted,wesay
BdependsonA
ThereisadependencybetweenAandB
Milestone:someachievementwhichmustbemadeduringthe
project;e.g.
Deliveringsomedeliverable
Completingsometask
Note,deliveringadeliverablemaybeamilestone,butnotall
milestonesareassociatedwithdeliverables
UWO
34
Setting and Making Deadlines

Deadlinetimebywhichmilestonehastobemet
Somedeadlinesaresetbytheclient
Othersaresetbyusonprojecttomakesureprojectstaysontrack
TosetadeadlineforcompletingtaskT,wemustconsiderhowlongitwill
taketo:
CompletethetasksthattaskTdependson
CompletetaskTitself
Ifwemissadeadline,wesay(euphemistically)thedeadlinehasslipped
Thisisvirtuallyinevitable
Importanttasksforprojectmanagers
Monitorwhetherpastdeadlineshaveslipped
Monitorwhetherfuturedeadlinesaregoingtoslip
Allocateorreallocateresourcestohelpmakedeadlines
PERTchartandGanttchartshelpprojectmanagersdothesethings
(amongothers)
UWO
35
PERT Charts
PERT=ProjectEvaluationandReviewTechnique
PERTchart=graphicalrepresentationoftheschedulingofeventsinaproject
SamplePERTChart:
0
4
A
1
2 4
4
0
APERTchartisagraph
B
2
6
3 10
C
7
D
3
4 7
Edgesaretasks/activitiesthatneedtobedone
3
E
3
10
5 10
13
6 13
3
Nodesaretheeventsormilestones
TaskedgeTfromeventnodeE1toeventnodeE2signifies:
UntileventE1happens,taskTcannotbestarted
UntiltaskTfinishes,eventE2cannothappen
Eventsoftensimplyrepresentcompletionoftasksassociatedwitharrows
enteringit
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36
PERT Chart Task Edges

Partsofatask/activityedge
Task letter
D
5
Task duration
Taskletter:
Oftenkeyedtoalegendtotellwhichtaskitrepresents
Taskduration=howlong(e.g.days,hours)taskwilltake
UWO
37
PERT Chart Event Nodes
Event Number:
Sequence number
assigned
Only task edges
indicate
dependencies
9
19
Earliest Completion
Time (ECT):
Earliest time this event
can be achieved, given
durations and
dependencies
Latest Completion Time (LCT):

Latest time that this event could be safely achieved
UWO
38
Building a PERT Chart

Steps:
1.
2.
Makealistofallprojecttasks(andeventsifpossible).
Findinterrelatedtaskdependencies(whattaskhastobe
completedbeforeothertasks)
DrawinitialPERTwithoutdurations,ECTsorLCTs
Estimatedurationofeachtask
Fillindurations
CalculateECTsandLCTs
3.
4.
5.
6.
We will do this for an example system:

Generic software system with 3 modules
UWO
39
Example: Generic Software Project

TASK ID
Task Description
A
Specification
B
High Level Design
C
Detailed Design
D
Code/Test Main module
E
Code/Test DB module
F
Code/Test UI module
G
Write test plan
H
Integrate/System Test
I
Write User Manual
J
Typeset User Manual
To start PERT chart: identify dependencies between tasks
UWO
40
Dummy Tasks
Sometimesitisnecessarytousedummytasks:
Showsthedependencybetween2eventswherenoactivityis
performed
Example:
Events3,4signifythecompilationofseparatemodules.
Createanevent5tosignifyallmodulescompiledtogether.
Denotedummytasksusingdashlines
9
10
5
4
UWO
9
12
9
12
T
3
41
Example: Tasks with Dependencies

TostartthePERT,identifythedependenciesamongsttasks
TASK ID
A
B
C
D
E
F
G
Task Description
Preceed ID
H
I
Specification
High Level Design
Detailed Design
Code/Test Main
Code/Test DB
Code/Test UI
Write test plan
Dummy Task
Dummy Task
Dummy Task
Integrate/System Test
Write User Manual
Typeset User Manual
UWO
1
2
3
4
4
4
4
5
6
7
8
8
10
Succ. ID
2
3
4
5
6
7
8
8
8
8
9
10
9
42
Software Example: Skeleton PERT Chart

5
D
1
F
7
Note: dummy tasks connecting events 5, 6 and 7 to

8
UWO
43
Estimating Durations
Suggestionsforestimatingdurationsoftasks:
Dontjustmakeupanumber
Lookatprevioussimilartasksfromotherprojectsandusethoseas
guidelines
Trytoidentifyfactorssuchasdifficulty,skilllevel
Eachweightingfactorwillhelpyoumakeabetterestimate
Factorstoconsider:
Difficultyoftask
Sizeofteam
Experienceofteam
Number,attitudeandavailabilityofendusers
Managementcommitment
Otherprojectsinprogress
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44
PERT Chart With Durations

D
1
A
2
3
B
2
C
4
2
7
E
6 6
F
3
H
5 9
2I
G
2
Say we have estimated durations of all tasks (in days)

New PERT chart, with durations filled in:
Note, dummy tasks (dashed lines) always have a duration of zero
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45
Calculating
ECTs
ECT=earliesttimeeventcanbecompleted
Tocalculate:
Foraneventnotdependingonothers:ECT=0
Usuallythisisthefirstevent
ForaneventEdependingononeormoreothers:
CalculateECTsofevent(s)thatEdependson
Addduration(s)oftask(s)leadingtoE
IfEdependsonmorethanoneevent,takeMAX
Proceedlefttoright()throughthechart
Exercise:calculatetheECTforourexample.
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46
Calculating LCT
LCT=latesttimeeventcanbecompleted,whilestillfinishinglastaskatindicated
time
Tocalculate:
Foraneventwhichnoothereventsdependon:LCT=ECT
Generallytherewillonlybeonesuchevent
ForaneventEwhichoneormoreothersdependon:
CalculateLCTsofevent(s)thatdependonE
Subtractduration(s)oftask(s)leadingfromE
IfmorethanoneeventdependsonE,takeMINIMUM
Proceedrighttoleft()throughPERTchart
Exercise:calculateLCTforourexample
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47
Critical Path
Red line is the critical path

What does it represent?
UWO
48
Uses
of
PERT
Charts
WecanusePERTchartsfor:
Determiningtheestimatedtimetocompleteaproject
Derivingactualprojectdates
Allocatingresources
Identifyingpotentialandcurrentproblems(isonetaskbehindschedule?,canwe
shufflepeople?)
CriticalPath:Paththroughchartsuchthatifanydeadlineslips,thefinaldeadline
slips(wherealleventshaveECT=LCT(usuallythereisonlyone)
Insoftwareexample:
TaskIisnotonthecriticalpath:evenifwedontfinishituntiltime18,were
stillokay
TaskDisonthecriticalpath:ifwedontfinishituntilforexample,time16,
then:
WecantstarttaskH(duration3)untiltime16
SowecantcompletetaskHuntiltime21
WecanusePERTchartsfor
Identifyingthecriticalpath
Reallocatingresources,e.g.fromnoncriticaltocriticaltasks.
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49
PERT Chart Exercise

Task
Prec Tasks Description
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
none
A
A
C
D
D
E
F
H, G
B
J, I
K
K
L
M
UWO
decide on date for party

book bouncy castle
send invitations
receive replies
buy toys and balloons
buy food
blow up balloons
make food
decorate
get bouncy castle
have party
clean up
send back bouncy castle
send thank you letters
donate unwanted gifts
Time(hrs)
1
1
4
7
1
3
2
1
1
1
1
4
1
3
3
50
PERT Chart Exercise

DrawthePERTchartfortheprecedingslideandidentifythecriticalpath
UWO
51
Gantt Charts
GraphicalRepresentationofaschedule
Helpstoplan,coordinateandtrackspecifictasksina
project
NamedafterHenryGanttwhoinventedthemin1917
DepictssomeofthesameinformationasonaPERTchart
Alsodepictsnewinformation
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52
Example Gantt Chart

TASKS
A
Study current email system
B Define end-user requirements
C
Design Class diagram
D
Acquire computer technology
E
Plan & code email modules
F
Acceptance test new system
G
Deliver new system
Questions: From the above, can you guess:
1 2 3 4 5 6 7 8 9 10
Today
11 12
Which, if any, tasks should have been completed by today and arent
even started? ______
Which, if any, tasks have been completed? ______
Which, if any, tasks have been completed ahead of schedule:? ______
Which, if any, tasks are on or ahead of schedule? _________
Which, if any, tasks are behind schedule? ________
UWO
53
Building and Using a Gantt Chart

StepsforbuildingaGanttChart
1.
2.
3.
4.
5.
Identifythetaskstobescheduled
Determinethedurationsofeachtask
Listeachtaskdowntheverticalaxisofchart
1. Ingeneral,listtaskstobeperformedfirstatthetopandthen
movedownwardasthetaskswillhappen
Usehorizontalaxisforthedates
Determinestartandfinishdatesforactivities
1. Considerwhichtasksmustbecompletedorpartially
completedbeforethenexttask
TousetheGanttcharttoreportprogress:
Ifthetaskhasbeencompleted,completelyshadeinthebar
correspondingtothetask
Ifthetaskhasbeenpartiallycompleted,shadeinthepercentage
ofthebarthatrepresentsthepercentageofthetaskthathasbeen
completed
Unshadedbarsrepresentstasksthathavenotbeenstarted.
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54
Gantt Chart: Exercise

Task
A
B
C
D
E
F
G
H
I
J
K
L
M
N
O
Prec Tasks Description

none
A
A
C
D
D
E
F
H, G
B
J, I
K
K
L
M
UWO
decide on date for party

book bouncy castle
send invitations
receive replies
buy toys and balloons
buy food
blow up balloons
make food
decorate
get bouncy castle
have party
clean up
send back bouncy castle
send thank you letters
donate unwanted gifts
Time(hrs)
1
1
4
7
1
3
2
1
1
1
1
4
1
3
3
55
Gantt Chart: Exercise

DrawtheGanttchartusingthefollowingcriteria:
labelhours0to30acrossthehorizontalaxis
Markareviewstageathour14tomonitortheprogress
AssumeandillustratethattasksA,B,CandDhavebeencompleted
athour14
Statewhichtasksareaheadandwhichtasksarebehindschedule
NOTE:ifyouareusingMSProjectandwantadifferentunitof
time,justtype2hours(insteadof2days).ALSO,ifyouwantto
haveamilestone,likeHandinginGroupAssignment1,thengiveit
aZEROduration.
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56
Your Gantt chart:
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57
PERT vs. Gantt

PERTchart
Allustoshowdependenciesexplicitly
Allowustocalculatecriticalpath
Cantellushowonetaskfallingbehindaffectsothertasks
Ganttcharts
Allowustorecordprogressofproject
Allowustoseewhattasksarefallingbehind
Allowustorepresentoverlappingtasks
ProjectManagementTools,e.g.MSProject
Allowustospecifytasks,dependencies,etc
Allowustospecifyprogressontasks,etc
CangenerateeitherPERTorGanttcharts(whicheverwewant)
fromdataentered
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58
Bouncy Castle PERT Example using MS Project
59
Bouncy Castle Gantt Example using MS Project
InMSProjectsetthetasklengthtobe0togetamilestone
60
11.7 Difficulties and Risks in Project

Management
Accuratelyestimatingcostsisaconstantchallenge
Followthecostestimationguidelines.
Itisverydifficulttomeasureprogressandmeet
deadlines
Improveyourcostestimationskillssoastoaccount
forthekindsofproblemsthatmayoccur.
Developacloserrelationshipwithothermembersof
theteam.
Berealisticininitialrequirementsgathering,and
followaniterativeapproach.
Useearnedvaluechartstomonitorprogress.
61
Difficulties and Risks in Project

Management
Itisdifficulttodealwithlackofhumanresourcesor
technologyneededtosuccessfullyrunaproject
Whendeterminingtherequirementsandtheproject
plan,takeintoconsiderationtheresourcesavailable.
Ifyoucannotfindskilledpeopleorsuitabletechnology
thenyoumustlimitthescopeofyourproject.
62

Management
Communicatingeffectivelyinalargeprojectishard
Takecoursesincommunication,bothwrittenand
oral.
Learnhowtoruneffectivemeetings.
Reviewwhatinformationeverybodyshouldhave,
andmakesuretheyhaveit.
Makesurethatprojectinformationisreadily
available.
Usegroupwaretechnologytohelppeople
exchangetheinformationtheyneedtoknow
63

Management
Itishardtoobtainagreementandcommitmentfrom
others
Takecoursesinnegotiatingskillsandleadership.
Ensurethateverybodyunderstands
Thepositionofeverybodyelse.
Thecostsandbenefitsofeachalternative.
Therationalebehindanycompromises.
Ensurethateverybodysproposedresponsibilityis
clearlyexpressed.
Listentoeverybodysopinion,buttakeassertive
action,whenneeded,toensureprogressoccurs.
64
Review
DrawaPERTChartforthefollowingactivities:
Activity
Description
Predecessor
Drivehome
None
Estimated
Time
0.5
WashClothes
4.0
Pack
0.5
Gotobank
1.0
Paybill
0.5
Packcar
C,E
0.5
Drivetobus
0.5
65

Object-Oriented Software Engineering

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Object-Oriented Software Engineering

Practical Software Development using UML and Java

11.1 What is Project Management?

What is Project Management?

Can you think of any Canadian software

11.2 Software Process Models

The opportunistic approach

The opportunistic approach

The waterfall model

The waterfall model

Limitations of the waterfall model

Agile Software Development

AGILE Method and XP

11.3 Cost estimation

Principles of effective cost estimation

Principles of effective cost estimation

Principles of effective cost estimation

Principles of effective cost estimation

Principles of effective cost estimation

Principles of effective cost estimation

Principles of effective cost estimation

11.4 Building Software Engineering Teams

Software engineering teams

Software engineering teams

Software engineering teams

Choosing an effective size for a team

Skills needed on a team

11.5 Project Scheduling and Tracking

Some Basic Project Management Terminology

Dependencies and Milestones

Setting and Making Deadlines

PERT Chart Task Edges

PERT Chart Event Nodes

Latest Completion Time (LCT):

Building a PERT Chart

We will do this for an example system:

Example: Generic Software Project

Example: Tasks with Dependencies

Typeset User Manual

Software Example: Skeleton PERT Chart

Note: dummy tasks connecting events 5, 6 and 7 to

PERT Chart With Durations

Say we have estimated durations of all tasks (in days)

Red line is the critical path

PERT Chart Exercise

Prec Tasks Description

decide on date for party

PERT Chart Exercise

Example Gantt Chart

Questions: From the above, can you guess:

Building and Using a Gantt Chart

Gantt Chart: Exercise

Prec Tasks Description

decide on date for party

Gantt Chart: Exercise

Your Gantt chart:

PERT vs. Gantt

Bouncy Castle PERT Example using MS Project

Bouncy Castle Gantt Example using MS Project

11.7 Difficulties and Risks in Project

Difficulties and Risks in Project

Difficulties and Risks in Project

Difficulties and Risks in Project