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2017 | OriginalPaper | Buchkapitel

2. Software Project Management

verfasst von : Gerard O’Regan

Erschienen in: Concise Guide to Software Engineering

Verlag: Springer International Publishing

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Abstract

This chapter provides an introduction to project management for traditional software engineering, and we discuss project estimation, project planning and scheduling, project monitoring and control, risk management, managing communication and change and managing project quality.

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Fußnoten
1
These are the risk management activities in the Prince2 methodology.
 
2
This refers to whether the project is technically and financially feasible.
 
3
Organizations have limited resources, and as many projects may be proposed it will not be possible to authorise every project, and so several projects with weak business cases may be rejected.
 
4
For example, it may be decided to outsource the development to a third party provider, purchase an off-the-shelf solution, or develop the solution internally.
 
5
The project scheduling is usually done with the Microsoft Project tool.
 
6
The consequences of under estimating a project include the project being delivered late, with the project team working late nights and weekends to recover the schedule, quality being compromised with steps in the process omitted, and so on.
 
7
Unless “Go Ask Fred” is the name of the estimation methodology or the estimation tool employed.
 
8
This quotation is adapted from Benjamin Franklin (an inventor and signatory to the American declaration of independence).
 
9
The project board in the Prince 2 methodology includes roles such as the project executive, senior supplier, senior user, project assurance, and the project manager. These roles have distinct responsibilities.
 
10
The project plan will usually specify a tolerance level for schedule and spending, where the project may spend (perhaps less than 10%) in excess of the allocated capital for the project before seeking authorization for further capital funding for the project.
 
11
Often, a colour coding mechanism is employed with a red flag indicating a serious issue; amber highlighting a potentially serious issue; and green indicating that everything is ok.
 
Literatur
1.
Zurück zum Zitat Office of Government Commerce, Managing Successful Projects with PRINCE2, 2004 Office of Government Commerce, Managing Successful Projects with PRINCE2, 2004
Metadaten
Titel
Software Project Management
verfasst von
Gerard O’Regan
Copyright-Jahr
2017
DOI
https://doi.org/10.1007/978-3-319-57750-0_2