Software Engineering II - Lecture 1

Software Engineering IILecture 1Dr. Muzafar KhanAssistant ProfessorDepartment of Computer ScienceCIIT, Islamabad.OutlineIntroductionCourse outline / Recommended booksCourse objectivesMarks distribution / ScheduleBasic concepts of SE and PMProject management frameworkSuccess factors2What you have learnedProcess modelsTraditional and agile modelsRequirement engineeringDifferent phases Software DesignConceptual and architectural designModelingUML diagramsSoftware Testing3Course Outline [1/2]TopicsSoftware project managementBasic concepts of project managementProject management process groupsProject management integrationProject scope managementProject time managementProject cost managementProject quality managementProject communication managementProject risk managementSoftware designBasic concepts of software designUser interface designPattern-based designWeb application design4Course Outline [2/2]TopicsQuality managementBasic concepts of software qualityReview techniquesSoftware quality assuranceTesting web applicationsSoftware configuration managementProduct metricsAdvanced software engineeringSoftware process improvementSoftware reengineeringSoftware reuseComponent-based software engineering5Course ObjectivesTo familiarize students with the advanced topics of software engineeringTo develop students’ skills for planning and managing real life software projects successfully6Recommended ResourcesText booksR. S. Pressman, Software Engineering: A Practitioner’s Approach, 7th Edition, McGraw Hill Education, 2010.K. Schwalbe, Information Technology Project Management, 6th Edition, Thomson Course Technology, 2010.Reference bookI. Sommerville, Software Engineering, 9th Edition, Pearson Education, 2011.7Marks DistributionAssessment InstrumentsWeightQuizzes10%Assignments10%Discussions5%First sessional exam10%Second sessional exam15%Terminal exam50%8Schedule [1/2]Assessment throughDue after lecture no.Quiz 16GDB 16Assignment 17First sessional exam10Quiz 212GDB 212Assignment 2149Schedule [2/2]Assessment throughDue after lecture no.Quiz 318GDB 318Second sessional exam20Assignment 321Quiz 424GDB 424Assignment 428Terminal exam3210SoftwareComputer applicationsSet of instructions for desired outputReal time systems, information systems, gamesCommon characteristicsDeveloped, not manufacturedDoes not “wear out”Custom built11Software Engineering“Software engineering: (1) The application of a systematic, disciplined, quantifiable approach to the development, operation, and maintenance of software; that is, the application of engineering to software. (2) The study of approaches as in (1).” [IEEE, 1993]12Software Myths – Management Myths [1/2]We already have a book that's full of standards and procedures for building software. Won't that provide my people with everything they need to know?Standards may existAwareness & practiceComplete & adaptable13Management Myths [2/2]If we get behind schedule, we can add more programmers and catch up.Not a manufacturing processNeed to trained peopleCommunication problemsIf I decide to outsource the software project to a third party, I can just relax and left that firm build it.Organization needs good management skill14Customer MythsA general statement of objectives is sufficient to begin writing programs – we can fill in the details later.Ambiguous requirements: recipe of disasterEffective and continuous communicationSoftware requirements continually change, but change can be easily accommodated because software is flexible.Time of change is important15Practitioner’s Myths [1/2]Once we write the program and get it to work, our job is done.60-80% of all effort expended after software deliveryUntil I get the program "running" I have no way of assessing its quality.SQA practices from very beginning16Practitioner’s Myths [2/2]The only deliverable work product for a successful project is the working program.Other work productsSoftware engineering will make us create voluminous and unnecessary documentation and will invariably slow us down.It is not about documents onlyCreating quality productsUltimately reduced work and faster delivery time17The CHAOS Report – Standish Group1995365 managers, 8380 IT projects16.2 percent – success rate31 percent projects cancelled before completion$ 140 billion loss200635 percent – success rate19 percent projects cancelled$ 53 billion loss18Investment in ProjectsIT projects$ 2.4 trillion in 20088 percent increase from 2007All projects$ 2.3 trillion every year in U.S.25% of U.S. GDP$ 10 trillion (the whole world)19What is the Lesson?Better project managementProject Management Institute (PMI)1969About 300,000 members / many from IT fieldIS Specific Interest GroupPMI Body of Knowledge (BOK) guide2008 editionProject management certificationPMP20ProjectProject is defined as “a temporary endeavor undertaken to create a unique product, service, or result” [PMBOK® Guide, 2008]Key attributesUnique purposeTemporaryProgressive elaborationVarious resourcesPrimary customer/sponsorUncertainty 21First Modern ProjectManhattan Project1946U.S. military projectDevelopment of atomic bombDuration: 03 yearsCost: $ 2 billion22Triple ConstraintCompeting goalsScopeCostTimeTrade-offsQuadruple constraintQuality23Figure source: IT Project Management, K. Schwalbe, 6th ed., p. 9Project ManagementIt is “the application of knowledge, skills, tools and techniques to project activities to meet project requirements.” [PMBOK® Guide, 2008]Project managers striveTo meet scope, time, cost, and quality goalsFacilitate the entire processTo meet needs and expectations of the stakeholders24Project StakeholdersPeople involved or affectedProject sponsorProject teamSupport staffCustomersUsersSuppliersOpponents of project25ProgramProgram is "a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.” [PMBOK® Guide, 2008]Example: multiple applications developmentProgram managerGuide project managersHave review meetingsStrong skills26Project Portfolio ManagementEmerging business strategyPrevious projects and programsWise investment decisionsPortfolio managerNo previous experience of project managerStrong financial and analytical skill27Difference between Project Management and Portfolio Management28Figure source: IT Project Management, K. Schwalbe, 6th ed., p. 18Project Management Framework29Figure source: IT Project Management, K. Schwalbe, 6th ed., p. 10Project SuccessTo meet scope, time, and cost goalsSatisfied customersTo achieve main objectives30Top Factors for Project Success [CHAOS Report, 2001]Executive supportUser involvementExperienced project managerClear business objectivesMinimized scopeStandard software infrastructureFirm basic requirementsReliable estimatesOther criteria e.g. proper planning31Successful Organizations and Project ManagersOrganizationsUse of an integrated toolboxProject leaders growthStreamlined project delivery processProject metricsProject managersProject management knowledgePerformance competencyPersonal competencyUnderstanding changeEffective use of technology32Suggested Skills for Project ManagersProject Management BOKApplication area knowledge, standards, and regulationsProject environment knowledgeGeneral management knowledge and skillsSoft skills 33Importance of People and Leadership SkillsA study conduced by Jennifer Krahn in 2006People skillsLeadershipListeningIntegrity, ethical behavior, consistentStrong at building trustVerbal communicationStrong at building teamsConflict managementCritical thinking 34SummarySoftware/ software engineeringIT project failure / investmentProject / programProject and portfolio managementProject management frameworkProject success factorsSuccessful organizations and managersSuggested skills for project managers35