Software project management Philadelphia University软件项目管理费城大学.pptVIP

Software project management - introduction Outline of talk In this introduction the main questions to be addressed will be: What is software project management? Is it really different from ‘ordinary’ project management? How do you know when a project has been successful? For example, do the expectations of the customer/client match those of the developers? What is a project? Some dictionary definitions: “A specific plan or design” “A planned undertaking” “A large undertaking e.g. a public works scheme” Longmans dictionary Key points above are planning and size of task Jobs versus projects ‘Jobs’ – repetition of very well-defined and well understood tasks with very little uncertainty ‘Exploration’ – e.g. finding a cure for cancer: the outcome is very uncertain ‘Projects’ – in the middle! Characteristics of projects A task is more ‘project-like’ if it is: Non-routine Planned Aiming at a specific target Work carried out for a customer Involving several specialisms Made up of several different phases Constrained by time and resources Large and/or complex Are software projects really different from other projects? Not really! …but… Invisibility Complexity Conformity Flexibility make software more problematic to build than other engineered artefacts. Activities covered by project management Feasibility study Is project technically feasible and worthwhile from a business point of view? Planning Only done if project is feasible Execution Implement plan, but plan may be changed as we go along The software development life-cycle (ISO 12207) ISO 12207 life-cycle Requirements analysis Requirements elicitation: what does the client need? Analysis: converting ‘customer-facing’ requirements into equivalents that developers can understand Requirements will cover Functions Quality Resource constraints i.e. costs ISO 12207 life-cycle Architecture design Based on system requirements Defines components of system: hardware, software, organizational Software requir