Chapter 1 - Intro to Software Project Management.pdf
- 1. Chapter 1: Introduction to Software Project Management : By Rahat Ansari 1
- 2. Lets Discuss…… • When someone says ‘project’ what comes to mind? • What is your project? • What is the hardest thing about your project? • What has been the biggest surprise about your project? 2
- 3. Introduction to Project Management • Software project management(SPM) is an effort taken to develop a unique software product or service. It involves: Definite timeframe Budget Definite specifications Working in organizational Boundaries • Software project management is the discipline of planning, organizing, directing, and controlling resources and activities to ensure the successful completion of software projects. It involves applying project management principles, techniques, and tools specifically tailored to the unique characteristics of software development projects. 3
- 4. Why is Software Project Management Important? • It is needed to manage business and environment risks that occur during project development process • Many products are client specific which become outdated with the introduction of new and advanced technology in business, as the requirements changes with time the project becomes outdated . • Goal of Project Management is to develop the project within the budget, time and scope. 4
- 5. What is a Project? • Unique process consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost, quality and resources. • In short, a project require: Planned set of activities Specific objectives A timeframe Constrained resources • Examples of Project : • Construction Project like building new office complex, bridge, etc. • Software Development Project like Developing a new mobile app, website, or software application • Event Planning Project like Organizing a conference, concert, wedding, or corporate event • Research Project which includes Conducting scientific research or academic studies involves defining research questions, designing experiments, collecting data, analyzing results, and publishing findings. 5
- 6. Difference between Project and Program Sr. No Feature Project Program 1 Definition Temporary effort to create a unique result Collection of related projects managed together 2 Scope Defined set of objectives and deliverables Broader scope, consisting of multiple projects 3 Duration Typically shorter, with a defined end date Longer-term, ongoing or spanning multiple years 4 Complexity Often less complex, focused on a specific goal Can be more complex, involving multiple interrelated projects 5 Budget Budget allocated for the individual project Budget allocated for the entire program 6 Example Updating all the computers in the hotel with one new version of software The ongoing IT support of all the computers in the hotel 6
- 7. Software Projects versus Other Types of Project Sr. No Aspect Software Projects Other Types of Projects 1 Product Develops software applications or systems Varied products, such as buildings, events, etc. 2 Tangibility Intangible; primarily digital Tangible; physical structures or experiences 3 Lifecycle Iterative, often following Agile methodologies Sequential or phased, depending on the project type 4 Requirements Often subject to changes and iterations Generally stable, with defined requirements 5 Testing Extensive testing required for functionality and performance Testing varies based on project needs 6 Risk Factors Technical challenges, changing technologies Environmental factors, safety regulations, etc. 7 Resource Allocation Emphasis on skilled personnel and technology resources Labor, materials, equipment, and logistics 8 Tools and Technologies Development tools, IDEs, version control systems Construction equipment, project management software, etc. 7
- 8. Sr.No Aspect Software Projects Other Types of Projects 9 Project Management May use Agile methodologies or traditional project management Traditional project management methodologies 10 Documentation Detailed technical documentation required Legal, regulatory, and compliance documentation 11 Flexibility Adaptability to changing requirements and user feedback Less flexible due to physical constraints 8
- 9. Contract Management and Technical Project Management • Both contract management and technical project management involve managing aspects of projects, they focus on different areas and require distinct skill sets and approaches. • Contract management revolves around ensuring compliance and managing legal agreements, while technical project management focuses on overseeing the execution of technical aspects of a project to achieve specific objectives. 9 Sr.No Aspect Contract Management Technical Project Management 1 Focus Managing contracts, agreements, and legal obligations Managing technical aspects and execution of a project 2 Scope Primarily concerned with contract terms, conditions, and performance metrics Concerned with project scope, objectives, deliverables, and technical requirements 3 Responsibilities Ensuring compliance with contract terms and conditions, negotiating changes, and resolving disputes Planning, organizing, executing, and controlling technical aspects of a project, such as development, testing, and implementation 4 Stakeholders Suppliers, vendors, contractors, legal teams Project team members, clients, sponsors, stakeholders 5 Skills Required Legal knowledge, negotiation skills, contract administration Technical expertise in relevant domains, project management skills, communication skills
- 10. Sr.No Aspect Contract Management Technical Project Management 6 Documentation Contracts, agreements, service level agreements (SLAs), change orders Project plans, requirements documents, technical specifications, progress reports 7 Timeline Management Ensuring adherence to contract timelines and milestones Planning and managing project timelines, schedules, and milestones to meet project deadlines 8 Quality Assurance Monitoring contract deliverables and service quality Ensuring technical deliverables meet quality standards and adhere to technical specifications 9 Activities/Responsi bilities Activities of a Contract Manager: - To research on competitive companies with similar projects. - To manage the clerical personnel responsible for filling and editing paperwork(arguments) - To negotiate with stakeholders to ensure a win-win contract. - To explain the risk(if any/0 to clients based on points in the agreement. Activities of a Technical Project Manager: -To develop a document that outlines project details -To report any delays in progress to the client -To work with vendors and third party resources to outsource if required. -To meet all the standards and legal regulations 10
- 11. Activities Covered by Software Project Management • Activities involved in the Project Management : Project Proposal Writing – This is the initial step to software project which includes the objectives and the plan to carry out the project. Project Planning and Scheduling : Involves identification of the activities, milestones, project deliverables to be completed with the estimated time and with good quality. Project costing : Involves estimation of resources which are needed to successfully carry out the project plan. Project Monitoring and Reviews : Involves examining the progress of the project by the project manager. Personnel Selection and evaluation : Involves selection of resources for the project Report writing and presentation : The project manager is responsible maintaining the reports and delivering the presentation to the clients. 11
- 12. Project Manager Role • A Good Project Manager • Takes ownership of the whole project • Is proactive not reactive • Adequately plans the project • Is Authoritative • Is Decisive • Is a Good Communicator • Manages by data and fact. • Leads by example • Has sound Judgement • Is a Motivator • Is Diplomatic • Can Delegate tasks 12
- 13. Project Plan, Methods and Methodologies • Project plan is document that defies the scope(possible functions and limitations of the system), duration(time required for development), cost(estimated budget) and deliverables for the project. • Plan : It includes some planned phases and a method or a procedure of work. Requirement gathering Analyze the requirements Design the test cases Build the code Testing Compare actual and expected results Install and maintain • Methods : The plan converts the methods into real activities to achieve the goal. This includes: activity start and end date, Person responsible to perform the task, Tools and resources required to perform the task. • Methodologies : The output of one method is the input to the other method. Group of such methods or techniques forms a methodology such as OOA( Object Oriented Analysis) and OOD ( Object Oriented Design) 13
- 14. Categorizing Software Projects • Software projects may differ due to the different technical products to be created. Based on different characteristics we ca categorize the projects . • Compulsory v/s Voluntary users : Some tasks are compulsory for the users such as billing the product and in such case developers can get the precise requirements of the task. But there are also task that are voluntary like incase of computer gaming; the developers cannot get the precise requirements • Operating System :The software that boots a digital system, ex Windows OS, Linux OS • Information System v/s Embedded System: Information Sys : System interfaces with the organization like inventory management system Embedded Sys : System that interfaces with the machine like the CCTV camera. • Outsourced Projects: Some parts of the projects are outsourced to other companies in case company doesn’t have the expertise or sufficient resources. Outsourcing is sometimes cost effective and helps in the completion of task within the given time period. • Object driven development v/s Product driven development: Object driven development focuses on identifying the need for a new software system. Product driven development focusses on producing a product based on the details provided by the client in the specifications. 14
- 15. Project Charter • A project charter is a formal document that provides authorization and direction for a project. It outlines the project's objectives, scope, stakeholders, deliverables, and other key aspects. Here are the typical components of a project charter: • Project Title: The identity of the Project. A concise and descriptive name for the project. • Project Time : Start and End date for the project. • People involved in the project • Project objectives and goals • Detailed description of a problem • The ROI expected from the project • Performance • Roles and responsibilities of the participants • List of resources needed to achieve the objectives. • Barriers and risks involved • An effective communication plan. 15
- 16. Stakeholders • A person or group of people who have an interest in the success of an organization and the environment in which the organization operates. Stakeholders can be categorized as : Internal to the project team like the project managers, technical managers, etc. External to the project team but within the same organization like the Company owner, share holders and other employees. External to both the project team and the organization like the Government, military, third-party vendors, etc. • Typical Stakeholders includes: Sponsor Funding Body Customer Suppliers End User Maintenance Team Neighbours/Community/Shareholders 16
- 17. Setting Objectives and The Business Case • Stakeholders are responsible the setting the objectives of the project. • Objectives define what the project team must achieve for the project success. • Objectives should be SMART i.e Specific, measurable, achievable, relevancy and time constrained. • A business case is a document that outlines the reason for initiating a project or investment. It provides a comprehensive analysis of the potential benefits, costs, risks, and alternatives associated with a proposed project, helping stakeholders make informed decisions about whether to proceed with the initiative. 17
- 18. Project Success and Failure • Project success and failure can be influenced by various factors, including but not limited to: • Reasons for Project Success: 1. Clear Objectives: Projects with well-defined and achievable objectives are more likely to succeed. Clear goals provide direction and focus for the project team and stakeholders. 2. Effective Planning: Thorough project planning, including defining scope, schedules, budgets, and resources, lays the foundation for success. A comprehensive plan helps manage expectations, mitigate risks, and ensure alignment with project objectives. 3. Competent Leadership: Strong leadership with effective communication, decision-making, and problem- solving skills is essential for guiding the project team, resolving conflicts, and overcoming challenges. 4. Skilled Team: A skilled and motivated project team with the necessary expertise and experience is critical for executing project tasks efficiently and achieving quality outcomes. 5. Stakeholder Engagement: Engaging stakeholders throughout the project lifecycle, including defining requirements, managing expectations, and providing regular updates, fosters collaboration and ensures stakeholder buy-in. 6. Adaptability: Projects that can adapt to changes in requirements, priorities, and external factors are more likely to succeed. Flexibility and agility enable teams to respond effectively to evolving circumstances and customer needs. 18
- 19. 7. Effective Communication: Open and transparent communication among project team members, stakeholders, and other relevant parties facilitates collaboration, fosters trust, and prevents misunderstandings. 8. Risk Management: Proactive identification, assessment, and mitigation of project risks help minimize their impact on project outcomes and increase the likelihood of success. 9. Quality Assurance: Implementing robust quality assurance processes and standards throughout the project lifecycle ensures that deliverables meet or exceed stakeholder expectations and adhere to quality standards. 10. Resource Management: Efficient allocation and utilization of project resources, including personnel, budget, equipment, and materials, contribute to project success by optimizing productivity and minimizing waste. • Reasons for Project Failure: 1. Unclear Objectives: Projects with vague, ambiguous, or constantly changing objectives are at risk of failure due to lack of direction and focus. 2. Poor Planning: Inadequate or incomplete project planning, including insufficient scope definition, inaccurate estimations, and unrealistic schedules, can lead to delays, cost overruns, and scope creep. 3. Inadequate Leadership: Weak or ineffective project leadership, characterized by poor communication, indecisiveness, and lack of accountability, can undermine team morale, cohesion, and performance. 4. Lack of Skills or Experience: Inadequate skills, expertise, or experience among project team members can impede project progress and compromise the quality of deliverables. 5. Stakeholder Disengagement: Disengaged or uncooperative stakeholders who fail to provide support, feedback, or resources can hinder project success and lead to conflicts or delays. 19
- 20. 6. Inflexibility: Projects that are rigid and resistant to change may struggle to adapt to evolving requirements, market conditions, or technological advancements, leading to obsolescence or irrelevance. 7.Poor Communication: Ineffective or insufficient communication among project stakeholders, including miscommunication, poor coordination, and lack of transparency, can result in misunderstandings, conflicts, and delays. 8.Risk Mismanagement: Failure to identify, assess, or mitigate project risks can result in unexpected issues, setbacks, or failures that could have been prevented or minimized with proactive risk management. 9.Quality Issues: Inadequate quality assurance practices, such as insufficient testing, poor quality control, or inadequate validation, can lead to defects, errors, or subpar deliverables that fail to meet stakeholder expectations. 10.Resource Constraints: Limited or misallocated project resources, including insufficient budget, understaffing, or lack of necessary equipment or materials, can impede project progress and compromise deliverables. 20
- 21. Four P’s of Project Management 21 The "Four P's" of project management that are essential for successful project management. They are: 1.People: People are at the heart of every project. This includes project team members, stakeholders, sponsors, and other individuals involved in or impacted by the project. 2.Process: Process refers to the methodologies, procedures, and workflows used to plan, execute, and control the project. This includes project management processes such as initiating, planning, executing, monitoring and controlling, and closing. 3.Product: Product represents the tangible outcomes or deliverables of the project. This could be a software application, a building, a marketing campaign, or any other result that the project aims to produce. It is important to clearly define the scope and specifications of the product to ensure that it meets the needs and expectations of stakeholders 4.Project Environment: Project environment encompasses the internal and external factors that can influence the project. This includes organizational culture, governance structures, industry regulations, market conditions, and technological trends. Understanding and adapting to the project environment is essential for successful project management. It requires assessing risks, identifying opportunities, and implementing strategies to address challenges and capitalize on favorable conditions.
- 22. Management Control • Management control means setting objectives for a system and then monitoring the performance of the system. • Management control is essential for ensuring that organizations operate effectively, efficiently, and in accordance with their strategic objectives. It provides managers with the tools and mechanisms to monitor performance, identify issues, and take timely actions to drive organizational success. • It Includes : Setting Objectives Establishing Standards Performance Measurement Variance Analysis Feedback and Reporting Corrective Actions Continuous Improvement 22
- 23. Project Management Life Cycle 23 The project management life cycle refers to the series of phases or stages that a project goes through from initiation to closure. While specific terminology and the number of phases may vary depending on the project management methodology used, a typical project management life cycle includes the following stages: 1.Initiation: The initiation phase marks the beginning of the project. It involves defining the project's purpose, objectives, and scope, as well as identifying key stakeholders and obtaining approval to proceed with the project. The initiation phase may also include conducting feasibility studies, risk assessments, and developing a project charter.
- 24. 2. Planning: • The planning phase involves developing a detailed project plan that outlines the tasks, resources, timelines, and budget required to execute the project successfully. Key activities in this phase include defining project scope, creating a work breakdown structure (WBS), estimating resources and costs, developing schedules, identifying risks, and establishing communication and quality management plans. 3.Execution: • The execution phase is where the actual work of the project takes place. Project teams execute the tasks outlined in the project plan, allocate resources, manage stakeholders, and monitor progress against the project baseline. This phase involves coordination, communication, and collaboration among team members to deliver project deliverables according to specifications and quality standards. 4.Monitoring and Controlling: • The monitoring and controlling phase involves tracking project performance, identifying variances from the project plan, and taking corrective actions to keep the project on track. Project managers use performance metrics, such as schedule variance, cost variance, and quality metrics, to monitor progress and make informed decisions. 5. Closing: • The closing phase marks the formal conclusion of the project. It involves completing all project deliverables, obtaining acceptance from stakeholders, and transitioning the project's outputs to end- users or clients. Key activities in this phase include conducting project reviews, documenting lessons learned, obtaining project closure approvals, and archiving project documentation and assets. 24
- 25. Traditional versus Modern Project Management Practices Sr. No Aspect Traditional Project Management Modern Project Management 1. Approach Sequential, linear (Waterfall model) Iterative, flexible (Agile methodologies) 2. Planning Comprehensive upfront planning Adaptive planning, continuously refined based on feedback 3. Organizational Structure Hierarchical structure with clear lines of authority Cross-functional teams with collaborative decision-making 4. Documentation Extensive project documentation, created throughout the project Emphasis on lightweight documentation, focusing on value delivery 5. Execution Sequential execution of project phases Iterative development with frequent feedback loops 6. Communication Formal, vertical communication channels Open, transparent communication among team members and stakeholders 7. Risk Management Risk management is planned upfront and documented Continuous risk management with proactive identification and mitigation 25
- 26. Sr.No Aspect Traditional Project Management Modern Project Management 8. Decision Making Decisions made by project managers and senior leadership Decisions made collaboratively by the team with input from stakeholders 9. Adaptability Less adaptable to changes in requirements or circumstances Highly adaptable to changes, with a focus on responding quickly 10. Continuous Improvement Improvement is limited to lessons learned at the end of the project Continuous improvement is a core principle, with feedback loops throughout 26
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