SOFTWARE PROJECT MANAGEMENT

(Yazılım Proje Yönetimi)

SOFTWARE PROJECT MANAGEMENT

(Yazılım Proje Yönetimi)

Dr. Ahmet TÜMAY, PMP

Bugünün Takvimi• İletişim• Tanışma• Ders İçeriği• Kaynaklar• Ders İşleme Yöntemi• Geçme Kalma

İletişimahmet.tumay@etu.edu.trahmet.tumay@tubitak.gov.tr284 9222 – 2228505 403 2124TÜBİTAK –

Yazılım Teknolojiler Araştırma Enstitüsü

1478. Cadde No:22 Çukurambar

Tanışma• Ad Soyad, • Tecrübeler (İş, Staj)• Dersten beklentiler

– Proje ?– Proje Yönetimi ?

What is Project• A Project is a

– temporary endeavor – to create a unique product, service or

result• Developing in steps and

continuing by increments (progressive elaboration)

What is Project Management• Application of knowledge, skills, tools

and techniques to project activities to meet project requirements.

• Includes:– Identify Reqs.– Establish clear and achievable objectives– Balance scope, time, cost, quality

requirements– Satisfy stakeholders

Ders İçeriği

• Project Management Institute (PMI) Project Management Body Of Knowdledge (PMBOK) 5th Ed.

Niçin PMBOK ?• All of them are generally

recognized as good practice on most projects most of the time

• > 466163 certified PMP as of September 2012

• 5th edition of standard will presented in 2013

Kaynaklar• PMBOK 5th Edition (www.pmi.org)• CMMI v1.3 Level 2 (+3 IPM)

Process Areas (sei.cmu.edu)• ISO 12207, 1058• The Deadline, A Novel About

Project Management Tom DEMARCO

• Silver Bullet,

Ders İşleme Yöntemi• Tekrar saati

– Önceki haftanın özeti– Haftalık ödevlerin gözden geçirilmesi / quiz

• Yeni Ders (Proje Yönetimi Bilgi Alanları / Fazları)

• Ders Dili “Türkçe”• Slaytlar, Notlar, Quiz/Sınav “İngilizce”• Her Hafta bireysel Sunum• Proje Ödevi “Türkçe” / Final Sınavı

Geçme Kalma (?)• 40 Puan Project Assignments• 40 Puan Bireysel Sunum ve Quiz • 20 Puan Final Sınavı• Devam / Devamsızlık / Derslere

Aktif Katılım (Kanaat)

Dersler• 1. Hafta - 04/01/2013Project and Project Management

• 2. Hafta - 11/01/2013Project Life CycleOrganizational Influences

Dersler• 3. Hafta - 18/01/2013Project Management Processes

• 4. Hafta - 25/01/2013Project Management Knowledge

AreasIntegration Management

Dersler• 5. Hafta - 01/02/2013Scope Management

• 6. Hafta - 08/02/2013Time Management

• 7. Hafta - 15/02/2013Cost Management

Dersler• 8. Hafta - 22/02/2013Quality Management

• 9. Hafta - 01/03/2013Human Resources

Management

• 10. Hafta - 08/03/2013Communications

Management

Dersler• 11. Hafta - 15/03/2013Risk Management

• 12. Hafta - 22/03/2013Procurement Management

• 13. Hafta - - 29/03/2013Stakeholder Management

• Final Week - 29/03/2013

Sektör Analizi

Global Marketshare

Gartner Group (April 2009)Worldwide IT spending for 2009 will be $3.2 trillion:

$1,891.2 billion – Telecom,

$324.3 billion – Computing Hardware,

$222.6 billion – Software,

$796.1 billion – IT Services,

all of which is sustained/supported by software.

Gartner, Inc. (NYSE: IT) is among the world’s leading information technology research and advisory companies delivering technology-related insights to corporations and government agencies worldwide.

IT Project Performance - 1

Successful projects delivered on time, on budget, with required features and functions.Challenged projects estimated a 43% average cost overrun, time overruns of 83%, and delivered only 52% of required features and functions (in 2002). Failed projects were cancelled prior to completion or delivered and never used.

(This chart represents over 50,000 IT projects in large, medium, and small cross-industry world-wide companies tested by The Standish Group since

1994. )

IT Project Performance - 2Typical Projects (Standish Group Chaos Report)

Cancelled, 29%

On-Time, 26%Less than 20%

late, 6%

21% - 50% late, 8%

51% - 100% late, 9%

101% - 200% late, 16%

More than 200% late, 6%

IT Project Performance - 3

IT Project Performance – 4

Standish Group’s CHAOS Summary 2009

The Standish Group estimate

IT projects in the US alone:

• $250 billion allocated to project spending,

• Wasted $140 billion due to cost overruns or failed projects.

How can we make sure that our projects succeed?

THE RANDOM APPROACH1. Do the wrong thing wrong2. Do the wrong thing right3. Do the right thing wrong4. Do the right thing right

Project ManagementWhat might be required for:A. Your Stage III Project (4 people)B. AMEC's Agip-Tiffany Project (5000 people)Compare and contrast! SOME WISE WORD

You can let it happen, make it happen, or wonder what happened.

How can we make sure that our projects succeed? *

• Remember that the fastest way through the project is to use good engineering practices– Managers and teams often want to cut

important tasks – especially estimation, reviews, requirements gathering and testing.

– If it were faster to build the software without these practices, we would never use them.

– Every one of these practices is about saving time and increasing quality by planning well and finding defects early. Cutting them out will cost time and reduce quality.

Learning to Manage Projects •PMI – PMBOK General Management Standard. It consist of

best practices.•CMMI process improvement maturity model for development of product and services. It consist of best practices.•TSP uses the Personal Software Process to build the team-working skills that a knowledge worker must have for self-management.•PSP shows software professionals how to

– plan and track their own work– follow a defined and measured process– gather time, size, and defect data– how to measure and manage quality

•They then use these same skills to– plan, track, and manage their work and the team’s work– use data to consistently produce quality products– meet planned commitments– anticipate and correct problems

Learning to Develop Software•Software is currently taught as an individual skill.

– The emphasis is technical– There is little or no attention to disciplined development

practice– There is no coverage of personal management methods– Developers focus on producing programs that run– The emphasis is on individual performance

•In universities, the prevailing software ethic is to– code as quickly as possible– fix the problems in test

•For development teams, team-working skills are needed.– planning and tracking the work– measuring and managing quality– anticipating and correcting problems

Reviews and Inspections Save Time

• Xerox found that TSP quality management practices reduced the cost of poor quality by finding and removing defects earlier when costs are lower.

Defect Removal Time by Phase

5 22 2 25 32

1405

0

200

400

600

800

1000

1200

1400

1600

DesignReview

DesignInspect

CodeReview

CodeInspect

UnitTest

SystemTest

Removal Phase

Min

ute

s

Source: Xerox

Work-Life Balance

•People are your most important resource.•Finding and retaining good people is critical to long-term success.•Intuit found that TSP improved work-life balance, a key factor in job satisfaction.

Source: Intuit

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