Management Spectrum
BSIT 3-1
Montesa, Judy Lunas, Venus
What is Management Spectrum?
Management Spectrum describes the management of a softare pro!ect or ho to ma"e a pro!ect successfu#$ It focuses on the four %&s' peop#e, product, process and pro!ect$ The People
People of People of a pro!ect inc#udes from manager to de(e#oper, from customer to end user$ But main#y peop#e of a pro!ect high#ight the de(e#opers$ It is so important to ha(e high#y s"i##ed and moti moti(a (ate ted d de(e# de(e#ope opers rs that that the the Soft Softa are re )ngi )nginee neeri ring ng Inst Instit itute ute has has de(e# de(e#ope oped d a %eop %eop#e #e Management *apabi#ity Maturity Mode# +%M-*MM, to enhance the readiness of softare organi organi.at .ation ionss to undert underta"e a"e increa increasin sing#y g#y comp#e comp#e/ / app#ica app#icatio tions ns by he#pin he#ping g to attract attract,, gro, gro, moti(ate, dep#oy, and retain the ta#ent needed to impro(e their softare de(e#opment capabi#ity0$ rgani.ations that achie(e high #e(e#s of maturity in the peop#e management area ha(e a higher #i"e#ihood of imp#ementing effecti(e softare engineering practices$ The Players
The softare process is popu#ated by p#ayers ho can be categori.ed into one of fi(e constituencies2 Senior ior mana manage gers rs ho define 1$ Sen define the busine business ss issues issues that that often often ha(e ha(e signif significa icant nt
inf#uence on the pro!ect$ $ Proj ho must must p#an p#an,, moti moti(a (ate te,, orga organi ni.e .e,, and and Projec ectt (tec (techn hnic ical al)) mana manage gers rs ho contro# the practitioners ho do softare or"$ 3$ Practiti Practitioner onerss ho de#i(er the technica# s"i##s that are necessary to engineer a product or app#ication$ 4$ Customers ho specify the re5uirements for the softare to be engineered and other stakeholders other stakeholders ho ha(e a periphera# interest in the outcome$
Team Leaders
In an e/ce##ent boo" of technica# #eadership, Jerry 6einberg 76)I89: suggests a MI mode# of #eadership2
•
Motivation. The abi#ity to encourage technica# peop#e to produce to their best abi#ity$ rgani!ation. The abi#ity to mo#d e/isting processes +or in(ent ne ones that i##
•
enab#e the initia# concept to be trans#ated into a fina# product$ "deas or innovation. The abi#ity to encourage peop#e to create and fee# creati(e$
•
The So#t$are Team
3 generic team organi.ations2 1$ %emocratic decentrali!ed (%%) & This softare engineering team has no permanent #eader$ ;ather,
Coordination and Communication "ssues
Formal communication is accomp#ished through riting, structured meetings, and other re#ati(e#y noninteracti(e and impersona# communication channe#s0$ Informal communication is more persona#$ Members of a
softare team share ideas on an ad
hoc basis, as" for he#p as prob#ems arise, and interact ith one another on a dai#y basis$
The Product
Product is any softare or pro!ect that has to be de(e#oped$ To de(e#op successfu##y, product ob!ecti(es and scope shou#d be estab#ished, a#ternati(e so#utions shou#d be considered, and technica# and management constraints shou#d be identified$ 6ithout this information, it is impossib#e to define reasonab#e and accurate estimates of the cost, an effecti(e assessment of ris", a rea#istic brea"don of pro!ect tas"s or a manageab#e pro!ect schedu#e that pro(ides a meaningfu# indication of progress$ Problem Decomposition sometimes ca##ed partitioning or problem elaboration, is an acti(ity that sits at the core of softare re5uirements ana#ysis$
The Process
> softare process pro(ides the frameor" from hich a comprehensi(e p#an for softare de(e#opment can be estab#ished$ The pro!ect manager must decide hich process mode# is most appropriate for the customers ho ha(e re5uested the product and the peop#e ho i## do the or" Softare )ngineering %aradigms 2 • • • • • • •
Linear se5uentia# mode# %rototyping mode# ;>= mode# Incrementa# mode# Spira# mode# 6IA6IA spira# mode# *omponent-based de(e#opment mode#
The Project
? *oncurrent de(e#opment mode# ? @orma# methods mode#
The project inc#udes a## and e(erything of the tota# de(e#opment process and to a(oid pro!ect fai#ure the manager has to ta"e some steps, has to be concerned about some common arnings etc$ 1 signs that indicate an information system is in !eopardy 2 •
Softare peop#e don&t understand their customer&s needs$
•
The product scope is poor#y defined$
•
*hanges are managed poor#y$
•
The chosen techno#ogy changes Business needs change 7or are i##-defined:$
•
=ead#ines are unrea#istic$
•
Csers are resistant$
•
Sponsorship is #ost 7or as ne(er proper#y obtained:$
•
The pro!ect team #ac"s peop#e ith appropriate s"i##s$
•
Managers 7and practitioners: a(oid best practices and #essons #earned$
D part commonsense approach to softare pro!ects 2 •
Start on the right #oot - This is accomp#ished by or"ing hard +(er y hard to understand
the prob#em that is to be so#(e$ •
Maintain momentum - To maintain momentum, the pro!ect manager must pro(ide
incenti(es to "eep turno(er of personne# to an abso#ute minimum •
Trac' progress @or a softare pro!ect, progress is trac"ed as or" products are
produced and appro(ed +using forma# technica# re(ies as part of a 5ua#ity assurance acti(ity •
Ma'e smart decisions - In essence, the decisions of the pro!ect manager and the
softare team shou#d be to "eep it simp#e$0 •
Conduct a postmortem analysis
