Engineers management software

They should also possess some target domain knowledge. Likewise, it is also helpful if managers of complex projects and programs in which software is a component of the system architecture are aware of the differences that software processes introduce into project management and project measurement. Other aspects of organizational management exert an impact on software engineering for example, organizational policies and procedures that provide the framework in which software engineering projects are undertaken.

These policies and procedures may need to be adjusted by the requirements for effective software development and maintenance. In addition, a number of policies specific to software engineering may need to be in place or established for effective management of software engineering at the organizational level.

For example, policies are usually necessary to establish specific organization-wide processes or procedures for software engineering tasks such as software design, software construction, estimating, monitoring, and reporting.

Such policies are important for effective long-term management of software engineering projects across an organization for example, establishing a consistent basis by which to analyze past project performance and implement improvements. Another important aspect of organizational management is personnel management policies and procedures for hiring, training, and mentoring personnel for career development, not only at the project level, but also to the longer-term success of an organization.

Software engineering personnel may present unique training or personnel management challenges for example, maintaining currency in a context where the underlying technology undergoes rapid and continuous change. Communication management is also often mentioned as an overlooked but important aspect of the performance of individuals in a field where precise understanding of user needs, software requirements, and software designs is necessary.

Furthermore, portfolio management, which provides an overall view, not only of software currently under development in various projects and programs integrated projects , but also of software planned and currently in use in an organization, is desirable.

Also, software reuse is a key factor in maintaining and improving productivity and competitiveness. Effective reuse requires a strategic vision that reflects the advantages and disadvantages of reuse. In addition to understanding the aspects of management that are uniquely influenced by software projects, software engineers should have some knowledge of the more general aspects of management that are discussed in this KA even in the first few years after graduation.

Each of these guides includes ten project management KAs: project integration management, project scope management, project time management, project cost management, project quality management, project human resource management, project communications management, project risk management, project procurement management, and project stakeholder management.

Additional information is also provided in the other references and further readings for this KA. This Software Engineering Management KA consists of the software project management processes in the first five topics in Figure 7. While project management and measurement management are often regarded as being separate, and indeed each does possess many unique attributes, the close relationship has led to combined treatment in this KA. Unfortunately, a common perception of the software industry is that software products are delivered late, over budget, of poor quality, and with incomplete functionality.

Measurement-informed management—a basic principle of any true engineering discipline see Measurement in the Engineering Foundations KA —can help improve the perception and the reality. In essence, management without measurement qualitative and quantitative suggests a lack of discipline, and measurement without management suggests a lack of purpose or context.

Effective management requires a combination of both measurement and experience. The software engineering project management sections in this KA make extensive use of the software engineering measurement section. Measurement section of this KA. In addition, the concepts and techniques presented in the Statistical Analysis section of the Engineering Foundations KA apply directly to many topics in this KA.

Because most software development life cycle models require similar activities that may be executed in different ways, the breakdown of topics is activity-based. That breakdown is shown in Figure 7. The elements of the top-level breakdown shown in that figure are the activities that are usually performed when a software development project is being managed, independent of the software development life cycle model see Software Life Cycle Models in the Software Engineering Process KA that has been chosen for a specific project.

There is no intent in this breakdown to recommend a specific life cycle model. The breakdown implies only what happens and does not imply when, how, or how many times each activity occurs. The seven topics are:. The focus of these activities is on effective determination of software requirements using various elicitation methods and the assessment of project feasibility from a variety of standpoints.

Once project feasibility has been established, the remaining tasks within this section are the specification of requirements and selection of the processes for revision and review of requirements. Determining and negotiating requirements set the visible boundaries for the set of tasks being undertaken see the Software Requirements KA.

Activities include requirements elicitation, analysis, specification, and validation. Methods and techniques should be selected and applied, taking into account the various stakeholder perspectives.

This leads to the determination of project scope in order to meet objectives and satisfy constraints. An initial project and product scope statement, project deliverables, project duration constraints, and an estimate of resources needed should be prepared. Resources include a sufficient number of people who have the needed skills, facilities, infrastructure, and support either internally or externally.

Feasibility analysis often requires approximate estimations of effort and cost based on appropriate methods see section 2.

Given the inevitability of change, stakeholders should agree on the means by which requirements and scope are to be reviewed and revised for example, change management procedures, iterative cycle retrospectives. If changes are accepted, then some form of traceability analysis and risk analysis should be used to ascertain the impact of those changes see section 2.

A managed-change approach can also form the basis for evaluation of success during closure of an incremental cycle or an entire project, based on changes that have occurred along the way see topic 5, Closure.

The first step in software project planning should be selection of an appropriate software development life cycle model and perhaps tailoring it based on project scope, software requirements, and a risk assessment. Other factors to be considered include the nature of the application domain, functional and technical complexity, and software quality requirements see Software Quality Requirements in the Software Quality KA.

Software quality management processes see Software Quality Management Processes in the Software Quality KA should be determined as part of the planning process and result in procedures and responsibilities for software quality assurance, verification and validation, reviews, and audits see the Software Quality KA.

Processes and responsibilities for ongoing review and revision of the project plan and related plans should also be clearly stated and agreed upon. Predictive SDLCs are characterized by development of detailed software requirements, detailed project planning, and minimal planning for iteration among development phases.

Adaptive SDLCs are designed to accommodate emergent software requirements and iterative adjustment of plans. Adaptive SDLCs are characterized by iterative development cycles. SDLCs in the mid-range of the SDLC continuum produce increments of functionality on either a preplanned schedule on the predictive side of the continuum or as the products of frequently updated development cycles on the adaptive side of the continuum.

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Identify the type of discipline a deliverable is for and budget the hours or time to produce, assign, and measure the progress for that deliverable. Engineering Project Management Software. PRISM Engineering PRISM Engineering software is an effective tool for measuring engineering progress— it is an earned value engineering progress solution designed for budgeting and monitoring hours by engineering tasks, deliverables, and packages.

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