CS413

SOFTWARE ENGINEERING PROJECT MANAGEMENT

SYLLABUS

SPRING 2013

Instructor: Beyhan Akporay

Lecture Classroom: Faculty of Art, Design, and Architecture (FC-Z23C)

Lecture Hours:

Ø  Section 1: Monday (10:40 – 12:30) – Thursday (09:40 – 10:30)

Ø  Section 2: Monday (13:40 – 15:30) – Wednesday (15:40 – 16:30)

Office Hours: C221, East Campus, by appointment

E-Mail:

Web: http://www.bilkent.edu.tr/~bakporay/cs413

Tel: +90 312 290 5236

OBJECTIVES

Software engineering project management ensures the delivery of a quality system on time and within budget. However the management of software development projects is a complex activity; as a result software engineering project manager plays a critical role.

This course teaches students how to apply the knowledge, skills, tools, and techniques to project activities to meet project requirements. Project planning, cost estimation and scheduling; project management tools, productivity metrics, project control techniques, risk management, software contract, teamwork, leadership, communication, and organizational issues are covered.

RECOMMENDED TEXTBOOKS

1.  Managing and Leading Software Projects Richard E. (Dick) Fairley, Wiley-IEEE Computer Society Press (February 9, 2009) ISBN-10: 0470294558 ISBN-13: 978-0470294550

2.  Project Management, Process, Technology, and Practice, Ganesh Vaidyanathan, Pearson 2013 ISBN-10: 0-13-305545-0, ISBN-13: 978-0-13-3005545-0

3.  Software Engineering, “A practitioner’s Approach”, Roger S. Pressman, McGraw Hill International Edition Seventh Edition 2010, ISBN: 978-007-126782-3 or MHID 007-126782-4

4.  Object-Oriented Software Engineering, Using UML, Patterns, and Java Bernd Bruegge & Allen H. Dutoit, 2004 Prentice Hall; 2nd edition ISBN-10: 0130471100, ISBN-13: 973-0130471109

ASSESMENTS, GRADING SCALE, AND, FZ & FX RULES

Assessment / Weight / Date
Team Grading %50
Project Charter / %5 / 3rd Week
Software Requirements Specification (SRS) / %10 / 6th Week
Software Project Management Plan (SPMP) – PART A / %10 / 10th Week
Software Project Management Plan (SPMP) – PART B / %15 / 13th Week
Project Presentation / %10 / 15th Week
Individual Grading %50
Midterm / %15 / 8th Week
Final / %25
Performance – attendance, in-class participation, questions answered during project presentation / %10 / 15th Week
Grading Scale
A+:
A: / 91-100
A-: / 87-91
B+: / 83-87
B: / 79-83
B-: / 75-79
C+: / 70-75
C: / 65-70
C-: / 60-65
D+: / 55-60
D: / 50-55
F: / 0-50
FX:
FZ:

A+ grade: Student with extraordinary performance in a course may be granted an A+ grade. However, the number of A+ grades in a given course is limited based on class size: If the class size is less than 25, no A+ grades can be given; if the class size is between 25 and 74, only one A+ grade can be given; if the class size is between 75 and 124, two A+ grades can be given; if the class size is between 125 and 174, three A+ grades can be given; if the class size is between 175 and 225, four A+ grades can be given; if the class size is more than 225, five A+ grades can be given.

There are 3 types of failing grades:

1.  FZ grade is assigned when either one of the following happens by 15th week:

Ø  Lecture attendance is less than 18 hours

Ø  Individual assessment is less than 10 points

Ø  Total achievement from both individual assessment and team assessment is less than 30 points

2.  FX grade is assigned when either one of the following happens:

Ø  Does not take final exam AND:

·  individual assessment is less than 25 points OR total achievement from both individual assessment and team assessment is less than 50 points

Please note that if your individual assessment is greater than 25 points AND your total achievement from both individual assessment and team assessment is greater than 50 points, your grade is assigned according to the above grading scale table.

Ø  Does not take re-take exam

3.  F grade is assigned when:

Ø  Takes the final OR re-take exam AND:

·  individual assessment is less than 25 points OR total achievement from both individual assessment and team assessment is less than 50 points

Course Outline

Introduction Chapter 1

Why managing and leading software projects are difficult, the nature of project constraints, a workflow model for software projects, the work products of software projects, the organizational context of software projects, organizing a software development team, maintaining the project vision and product goals, and the nature of process frameworks, software engineering standards, and process guidelines.

Process Models for Software Development Chapter 2

Elements of the development process framework, distinctions among users, customers, and acquirers, several commonly used process models for software development, and how they influence management of software projects.

Establishing Project Foundations Chapter 3

The nature of requirements engineering, determining the scope of a project, and establishing a contractual agreement

Plans and Planning Chapter 4

The planning process for software projects and description of IEEE template (Standard 1058) Software Project Management Plan (SPMP)

Project Planning Techniques Chapter 5

Rolling-wave planning, developing an architecture decomposition view, Work Breakdown Structure (WBS), project schedule, resource profiles, and resource Gantt charts

Estimation Techniques Chapter 6

Software product size measures, pragmatic, theory-based, and regression based estimation techniques, capabilities of estimation tools

Measuring and Controlling Work Products Chapter 7

Product measures for different kinds of work products, the role Configuration Management in measurement and control of work products, the roles of inspections, walkthroughs, and developer testing, ways to document and analyze defects and defect repairs

Managing and Controlling Work Processes Chapter 8

Measure and analyze original effort, schedule, and work products, Earned Value techniques to forecast estimated actual cost and completion date for software projects

Managing Project Risk Chapter 9

Methods and techniques used to identify, analyze, prioritize, and mitigate risk factors, risk mitigation strategies of avoidance, transfer, acceptance, immediate action, and contingency plans

Teamwork, Leadership, and Communication Chapter 10

Managing versus leading, the nature of teams and teamwork, techniques for maintaining morale and motivation, and personality styles

Organizational Issues Chapter 11

Elements of corporate cultures, mission and vision statements, intellectual capital, key personnel roles, responsibility versus authority, reward structure, and ethical behavior

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