Rekayasa
Perangkat
Lunak
Pertemuan IV
:: Pendahuluan
Manajemen proyek software yang efektif
difokuskan pada 4 P yaitu:
The People
The people management maturity model defines the
following key practice areas for software people:
recruiting, selection,
performance management, training,
compensation,
career development,
The Product
Before a project can be planned,
Product1 objectives and scope should be established, Alternative solutions should be considered, and
Technical and management constraints should be identified.
Without this information, it is impossible to define
reasonable (and accurate) estimates of the cost, an effective assessment of risk,
a realistic breakdown of project tasks, or
a manageable project schedule that provides a meaningful
The Process
A small number of framework activities are applicable to
all software projects, regardless of their size or complexity.
A number of different task sets—tasks, milestones, work
products, and quality assurance points—enable the
framework activities to be adapted to the characteristics of the software project and the requirements of the
project team.
Umbrella activities—such as software quality assurance,
The Project
Industry data indicated that 26 percent of software
projects failed outright and 46 percent experienced cost and schedule overruns.
In order to avoid project failure, a software project
manager and the software engineers who build the product must avoid a set of common warning signs,
understand the critical success factors that lead to good project management, and develop a commonsense
The People
The Players:
1.
Senior Managers
2.
Project (Technical) managers
3.
Practioners
SUMBER DAYA MANUSIA
Senior Managers
Mendefinisikan isu bisnis yang sangat berpengaruh pada proyek. Bisnis adalah kegiatan aktivfitas/project yang
SUMBER DAYA MANUSIA
Project (Technical) managers
SUMBER DAYA MANUSIA
Practioners
Mempunyai skill teknis yang dibutuhkan untuk merekayasa sebuah produk atau aplikasi.
SUMBER DAYA MANUSIA
Customers
SUMBER DAYA MANUSIA
End user
Team Leaders
Model kepemimpinan:
Motivation (membangkitkan semangat tim)
Mampu untuk membangkitkan teknis anggota untuk menghasilkan yang terbaik.
Organization
Kemampuan untuk mengelola proses yang ada (atau menemukan sesuatu yang baru) untuk menterjemahkan suatu konsep menjadi produk akhir.
Ideas atau Innovations
Team Leaders
Problem Solving
mendiagnosa masalah, menyusun solusi, belajar dari pengalaman, berani melawan arus.
Managerial identity
tanggung jawab, percaya diri, insting kuat.
Achievement
pengambilan resiko yang terkendali tidak akan dihukum.
Influence & team building
ORGANISASI TIM SOFTWARE
Secara umum ada 3 macam organisasi tim
software, yaitu:
Democratic Decentralized (DD)
Controlled Decentralized (CD)
ORGANISASI TIM SOFTWARE
Democratic Decentralized (DD)
Tim rekayasa software ini
tidak mempunyai
permanen leader
. Koordinasi ditunjuk untuk
jangka pendek
dan kemudian diganti lainnya
yang mampu mengkoordinasi tugas yang
berbeda. Pengambilan keputusan dilakukan
ORGANISASI TIM SOFTWARE
Controlled Decentralized (CD)
Tim rekayasa software telah menunjuk
seorang
leader
yang mengkoordinir tugas-tugas tertentu
dan
secondary leader
yang bertanggung jawab
atas sub-sub pekerjaan. Solusi permasalahan
dilakukan secara
kelompok
, tetapi implementasi
solusi dibagi-bagi ke
sub-sub kelompok
oleh tim
leader. Komunikasi antar sub kelompok dan
individu dilakukan secara
horisontal
. Komunikasi
ORGANISASI TIM SOFTWARE
Controlled Centralized (CC)
ORGANISASI TIM SOFTWARE
Ada
tujuh faktor
yang perlu dipertimbangkan
pada saat merencanakan struktur tim rekayasa
software yaitu:
1. Tingkat kesulitan problem yang harus diselesaikan. 2. Ukuran program (line of code maupun function point). 3. Tingkatan problem yang bisa dimodulkan (dipecahkan). 4. Waktu tim bisa bekerja bersama-sama (team life time). 5. Kualitas dan reliability sistem yang akan dibuat.
6. Tanggal penyerahan software yang ketat.
ORGANISASI TIM SOFTWARE
KOORDINASI & KOMUNIKASI
Ada beberapa kategori teknik koordinasi proyek:
Formal, Interpersonal Approaches
Formal, interpersonal procedures
Informal, interpersonal procedures
Electronic Communication
Formal, Interpersonal
Approaches
Termasuk didalamnya:
Dokumentasi rekayasa software dan deliverable
(misal: source code).
Memo teknis
Project milestone
Jadwal
Project control
Formal, interpersonal
procedures
Ditekankan pada
kualitas
, termasuk
didalamnya:
Status review meeting
Desain
Informal, interpersonal
procedures
Termasuk didalamnya:
Pertemuan tim
untuk tukar informasi dan
solusi problem.
Electronic Communication
Dilakukan melalui E-mail, electronic
Interpersonal Network
Diskusi informal dengan pihak luar yang
Komunikasi
The Product
A software project manager is confronted with a dilemma
at the very beginning of a software engineering project.
Quantitative estimates and an organized plan are
required, but solid information is unavailable.
A detailed analysis of software requirements would
provide necessary information for estimates, but analysis often takes weeks or months to complete.
Worse, requirements may be fluid, changing regularly as
Batasan software
Aktifitas manajemen proyek yang pertama adalah
menentukan batasan software. Batasan tersebut
bisa diperoleh dengan menjawab pertanyaan
sebagai berikut:
Context
Information objectives
Context
Bagaimana software dibuat untuk
memenuhi sistem yang lebih besar,
Information objectives
Apa saja object data yang customer visible
dihasilkan sebagai output dari software ?
Apa saja object data yang diperlukan
Function and performance
Fungsi apa saja yang harus dilakukan
software untuk mentransformasikan data
input menjadi output?
Apakah terdapat karakter performance
The Process
The generic phases that characterize the software process—
definition, development, and support—are applicable to all software. The problem is to select the process model that is
appropriate for the software to be engineered by a project team.
Software engineering paradigms were discussed: the linear sequential model
the prototyping model the RAD model
the incremental model the spiral model
The project manager must decide which process model
is most appropriate for
(1) the customers who have requested the product and
the people who will do the work, Once the process model is chosen, populate it with the minimum set of work tasks and work products that will result in a high-quality
product—avoid process overkill!
(2) the characteristics of the product itself, and
(3) the project environment in which the software team
Melding the Product and the
Process
Customer communication
Planning
Risk analysis
Engineering
Construction and release
customer communication
activity:
1.
Develop list of clarification issues.
2.
Meet with customer to address clarification
issues.
3.
Jointly develop a statement of scope.
4.
Review the statement of scope with all
concerned.
The Project
In order to manage a successful software
Project’s problems
1. Software people don’t understand their customer’s needs. 2. The product scope is poorly defined.
3. Changes are managed poorly. 4. The chosen technology changes.
5. Business needs change [or are ill-defined]. 6. Deadlines are unrealistic.
7. Users are resistant.
8. Sponsorship is lost [or was never properly obtained]. 9. The project team lacks people with appropriate skills. 10. Managers [and practitioners] avoid best practices and
THE W5HH PRINCIPLE
Why is the system being developed?
What will be done, by when?
The
answers to these questions help the team
to establish a project schedule by
Who is responsible for a function?
Where are they organizationally
How will the job be done technically
and managerially?
Once product scope
is established, a management and
How much of each resource is needed?
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