SPM.ppt - Chapter 21 Project Management Concepts The...

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Chapter 21 Project Management Concepts - The Management Spectrum - The People - The Product - The Process - The Project (Source: Pressman, R. Software Engineering: A Practitioner’s Approach . McGraw-Hill, 2005)
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2 The Management Spectrum Effective software project management focuses on these items (in this order) The people Deals with the cultivation of motivated, highly skilled people Consists of the stakeholders, the team leaders, and the software team The product Product objectives and scope should be established before a project can be planned The process The software process provides the framework from which a comprehensive plan for software development can be established The project Planning and controlling a software project is done for one primary reason…it is the only known way to manage complexity In a survey, 26% of software projects failed outright, 46% experienced cost and schedule overruns
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3 People Product Process Project
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4 The People: The Stakeholders Five categories of stakeholders Senior managers – define business issues that often have significant influence on the project Project (technical) managers – plan, motivate, organize, and control the practitioners who do the work Practitioners – deliver the technical skills that are necessary to engineer a product or application Customers – specify the requirements for the software to be engineered and other stakeholders who have a peripheral interest in the outcome End users – interact with the software once it is released for production use
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5 The People: Team Leaders Competent practitioners often fail to make good team leaders; they just don’t have the right people skills Qualities to look for in a team leader Motivation – the ability to encourage technical people to produce to their best ability Organization – the ability to mold existing processes (or invent new ones) that will enable the initial concept to be translated into a final product Ideas or innovation – the ability to encourage people to create and feel creative even when they must work within bounds established for a particular software product or application Team leaders should use a problem-solving management style Concentrate on understanding the problem to be solved Manage the flow of ideas Let everyone on the team know, by words and actions, that quality counts and that it will not be compromised (More on next slide)
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6 The People: Team Leaders (continued) Another set of useful leadership traits Problem solving – diagnose, structure a solution, apply lessons learned, remain flexible Managerial identity – take charge of the project, have confidence to assume control, have assurance to allow good people to do their jobs Achievement – reward initiative, demonstrate that controlled risk taking will not be punished Influence and team building – be able to “read” people, understand verbal and nonverbal signals, be able to react to signals, remain under control in high-stress situations
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