2. s/w architecture Flashcards
project
3
- Project is a group of tasks that need to complete to recheck clear result
- A project also defines a set of inputs and outputs which are required to achieve a goal
- Described and approved by project manager team executive
- For good project development some teams split the project into some specific tasks so that they can manage their responsibilities and utilise team strength
software project management
- Is an art or discipline of planning and supervising software projects
- Here a software project is planned implemented monitored and controlled
- It is a procedure of managing allocating and timing resources to develop the computer software that fulfils requirements
Needs of software project management(6 factors)
- time
- cost
- quality
- size estimation
- resources
- project scheduling
project manager
- has the overall responsibility for planning designing executing monitoring controlling and closure of the project
- All the decisions are taken by him for both large and small projects
- Manages risks or issues and minimises uncertainty
- Creates the project team and assigns tasks to several team members.
- Monitoring and reporting progress.
role of Project manager
- Leader
- medium
(Between clients and team) - mentor
Cost estimation models
- Static, Single Variable models
(Single variables are Use it to calculate desired value such as cost time efforts etc
equation: C=aL^b
C=cost
L=size
a,b= constants) - Static multivariable models
(All variables are independent and there is no basic variable)
COCOMO Model
- Constructive cost estimation model
- Boehm proposed cocomo
- Most generally used software estimation models which predicts efforts and schedule of a software product based on the size of the software
Necessary steps in this model:
1. Get an initial estimate also (nominal estimate) Of development effort from evaluation of thousands of delivered lives of source code
- Initial estimate is calculated using KDLOC
2. Determine a set of 15 multiplying factors from various attributes of the project
3. Calculate the effort estimate by multiplying the initial estimate with all multiplying factors
Ei=a*(KDLOC)b
Types of cocomo model
- Organic
- Semi detached
- Embedded
- Organic: Project deals with developing well understood application programme
-Size is small
- Team members are experienced in developing similar methods of projects
-Examples simple business systems simple inventory management systems data processing systems - Semi detached: Development consists of mixture of experienced and inexperienced staff with finite experience in related systems but may be unfamiliar with some aspects of order being developed
- eg: Developing a new os dbms or complex inventory management system
- Embedded: Software being developed is strongly coupled to complex hardware or if stringent regulations on the operational method exists
eg: Atm air traffic
cocomo cost estimation stages
- Basic model
- ‘intermediate model
- detailed model
- Basic COCOMO Model: The basic COCOMO model provide an accurate size of the project parameters. The following expressions give the basic COCOMO estimation model:
Effort=a1*(KLOC) a2 PM Tdev=b1*(efforts)b2 Months
where,
KLOC is the estimated size of the software product indicate in Kilo Lines of Code,
putnam model–in notes
in the cls wrk
risk
- Risk is a problem that could cause some loss or threaten the progress of the project but is not yet happened
- These potential issues might harm cost scheduler technical success of the project and the quality of our software device and project team morale
- Risk management is the system of identifying addressing and eliminating these problems before they can damage the proj
- Example staff storage,
we have not been able to select people with right technical skills is the current problem but the threat of our technical persons being hired away by the competition is a risk
risk management
In Order to systematically identify and manage the risk we need to classify them into different classes . the clses are:
1. Project risks
2. technical risks
3. business risks
1. project risks: Concern different forms of budgetary ….esource and customer related problems
-major is shedule slippage
- As software is intangible and it is very tough to control and monitor a software project
2. Technical risks: Concern on potential method, Implementation interfacing testing and maintenance issue
- It also consists of ambiguous specification in complete specification changing specification technical uncertainty and technical obsolence
- most technical risks appear due to development team’s insufficient knowledge about the project
3. Business risks: The risks that contain risks of building an excellent product that no one needs losing budgetary or personnel commitments
oth risks categories:
4. Known risks
5. predictable risks
6. Unpredictable risks
Principle of Risk Management
Principle of Risk Management
Global Perspective: In this, we review the bigger system description, design, and implementation. We look at the chance and the impact the risk is going to have.
Take a forward-looking view: Consider the threat which may appear in the future and create future plans for directing the next events.
Open Communication: This is to allow the free flow of communications between the client and the team members so that they have certainty about the risks.
Integrated management: In this method risk management is made an integral part of project management.
Continuous process: In this phase, the risks are tracked continuously throughout the risk management paradigm.
Risk management activities
A. risk assessment
1. risk identification
2. risk analysis
3. risk prioritizing
B. Risk control:
1. risk manag..t plning
2. risk monitoring
3. risk resol..n
risk assessment
The objective of risk assessment is to divide the risks according to the condition of their amount of loss.. This can be done by rating them in two methods
** Risk prioritising:**
p=r*s
p= Priority which risk must be controlled first
r= Possibility of risk coming true
s= Severity of laws caused due to the risk becoming true(consequences).
Risk identification:
1.Project organiser need to anticipate the risk as early as possible so that impact of the risk can be reduced and make Planning to manage it
2. It is necessary to categorise into different classes:
i. Technology risks(s/w or h/w that r used to develop the sys)
ii. People risks(connected to person in dev..g team)
iii. organisational risks
iv. Tool risks(s/w tools or oth s/w )
v. requirement risks(from changes from customer req )
vi. Estimation risks(management estimates of the resources required to build the system)
**Risk control: **
1. During risk analysis process you have to consider every Identified risk and make a perception of probability and seriousness of that risk as it cannot be done exactly with numerics it only has to be done by previous project knowledge
-The probability of the risk might be determined as very low (0-10%), low (10-25%), moderate (25-50%), high (50-75%) or very high (+75%).
-The effect of the risk might be determined as catastrophic (threaten the survival of the plan), serious (would cause significant delays), tolerable (delays are within allowed contingency), or insignificant.
