Software Project Management by Dr. B. J. Mohite
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The document covers essential aspects of software project management, including definitions, phases, key considerations, and the roles involved. It emphasizes the significance of project management in coordinating activities, ensuring project success, and the relationship between project parameters like scope, time, quality, and cost. Additionally, it addresses the challenges faced in international projects and the necessary competencies for effective project management.
Software Project Management by Dr. B. J. Mohite
- 1. Software Project Management (ITC-51) To learn process of software project management, cost estimation, use of project Management tools, configuration management, user roles and software teams By. Dr. B. J. Mohite 9850098225
- 2. Prescribed Refrence/Textbook Sr. No Author Title 1 Waman S. Javadekar Software engineering principles and practice, 2 Robert K. Wysocki Effective software project management 3 Mordechai Ben-Menachem Software quality, producing practical, consistent software 4 Pankaj Jalote Software project management in practice 5 Kshirsagar Naik Software testing and quality assurance , Theory and practice 6 S. A. Kelakar Software project management, A Concise Study 7 Pressman Software Engineering
- 3. Two Important Questions Managing a project is called Project Management. Q1: What is a project? Q2: Why did project management become a separate branch of study, away from the general management?
- 4. Definition of Project A project is a Group of unique, inter-related activities that are planned and executed in a certain sequence to create a unique product or service, within a specific time frame, budget and the clients specifications. According to Project Management Institute’s a Project is defined as “A temporary endeavor undertaken to create a unique product or service” The British standard defines a project as “A unique set of coordinated activities, with definite starting and finishing points, undertaken by an individual or organization to meet specific objectives within defined schedule, cost and performance parameters”.
- 5. Procedures and techniques are merely tools to help the people do their jobs. A project means “Any undertaking that has definite, final objectives representing specified values to be used in the satisfaction of some need or desire” A commercial project involves the following key considerations; What is the cost? What is the time required? What are the capabilities that it provides to the organizations? Whether it will fit into the strategies of the organization?
- 6. Some Of The Project Initiatives Include: Redesigning or relocating a production facility (Manufacturing Project) Implementing a management information system (MIS Project) Developing a new alloy required for a space vehicle. (Spacecraft Project) Constructing national highways (Infrastructure Project) Organizing the Olympics (Sports project) Constructing a dam for better irrigation facilities. (Infrastructure Project) Launching of new product (Advertising and Marketing Project) Implementing a new computer system (IT project or upgrade) Designing and Implementing a new organizational structure (HR Project) Designing and Constructing a house or colony (Construction Project)
- 7. Project Parameters Some common constraints that influence a project are: 1. Scope 2. Quality 3. Cost 4. Time 5. Resources It has a well-defined objective stated in terms of scope, schedule, and costs. When the project is finished it must be evaluated to determine whether it satisfies the objectives and goals.
- 8. Relationship between Project Parameters The scope and quality of a project are influenced by a variety of constraints like Time Cost and Availability of resources S = Wi ri t=1 Where: 1 to 3 = Time, Cost and Performance Wi = Weight assigned to each factor: time, cost and performance Ri = degree of success in each factor 3 Project Success or Failure formula
- 9. Difference between Project and Program Project Program Project is a part of Program It is a main activity Projects is individual activity. A program is a group of projects managed in a coordinated way to obtain benefits not available from managing them individually Project includes all activities to complete a given job. A program is defined as an ongoing process or ongoing operation indefinitely. It has narrow scope and has shorter duration It has broader scope and has longer duration
- 10. What is Management? Management can be defined as all activities and tasks undertaken by one or more persons for the purpose of planning and controlling the activities of others in order to achieve objectives or complete an activity that could not be achieved by others acting independently. Management functions can be categorized as Planning Organizing Staffing Directing Controlling
- 11. Management Functions Planning: Predetermining a course of action for accomplishing organizational Objectives Organizing: Arranging the relationships among work units for accomplishment of objectives and the granting of responsibility and authority to obtain those objectives Staffing: Selecting and training people for positions in the organization Directing: Creating an atmosphere that will assist and motivate people to achieve desired end results Controlling: Establishing, measuring, and evaluating performance of activities toward planned objectives
- 12. What is Project Management? Managing a project is called Project Management. According to PMI “PM is the application of knowledge, skills, tools and techniques to project activities in order to meet stakeholder needs and expectations”. Project management is a system of management procedures, practices, technologies, skills, and experience that are necessary to successfully manage a project A set of skills & methods of planning, organizing & managing a project from inception to its successful completion PM includes defining project goals, specifying how the goals will be accomplished, what resources are needed & relating budgets & time for completion.
- 13. Project Management Objectives Coordinate the various interrelated processes of the project. Ensure project includes all the work required, and only the work required, to complete the project successfully. Ensure that the project is completed on time and within budget. Ensure that the project will satisfy the needs for which it was undertaken. Ensure the most effective use of the people involved with the project. Promote effective communication between the projects team members and key stakeholders. Ensure that project risks are identified, analyzed, and responded.
- 14. Why Project Management? The decision on whether or not to set up a separate project management division is subjective as it depends upon various factors some of them are: Interactions or interdependencies between various departments. Sharing of common resources The importance of the project to the organization Size of the project Degree of unfamiliarity with the work involved and its complexity Changes in the market and The reputation of the organization
- 15. Purposes of a Schedule Provides a commitment about when things will be done Encourage everyone on the project to see their efforts as part of a whole Provides a tool for breaking work into manageable chunks Provides a tool for measuring progress Three Parts of Any Schedule 1. Planning Defining what needs to be done (requirements) Deciding how it will be done (design) 2. Implementation Getting it done 3. Testing and Evaluation Verify that it was done right
- 16. Improving the likelihood of success Socio-technical Approach Project Management Approach processes and infrastructure resources expectations competition efficiency and effectiveness Knowledge Management Approach lessons learned best practices
- 18. Software Project Management Concerned with activities involved in ensuring that software is delivered: on time on schedule in accordance with the requirements of the organization developing and procuring the software
- 19. Risks & Assumptions Internal External Assumptions Interdependent tasks Organizational change Operating Environment Time Frame Purpose Ownership Resources Roles Project Manager Project Sponsor Subject Matter Expert(s) (SME) Technical Expert(s) (TE) Project Attributes
- 20. Four Phases in the Life of a Project The Project Life Cycle refers to a logical sequence of activities to accomplish the project’s goals or objectives. Regardless of scope or complexity, any project goes through a series of stages during its life. Phase I : Conception and Selection Phase II : Planning and Scheduling Phase III : Implementation, Monitoring and Control Phase IV : Evaluation and Termination Project Life Cycle
- 21. Functions Performed in Phase I Conception & Selection Phase II Planning & Scheduling Phase III Implementation, Monitoring & Control Phase IV Evaluation & Termination •Identifying a need for a project •Establishing goals to be achieved by the project. •Estimating the amount that the firm will have to commit for the project. •Presenting the project idea or various alternative ideas to the management and get their approval •Set up a technical team to decide on how the project can be implemented. •Plan for the requirements of personnel, finance, materials etc. •Prepare a schedule. • Procuring materials •Building and testing the tools •Developing support systems •Producing the system that is aimed at. •Verifying whether the performance is up to the laid down standard. •Making modification if required. • Training operational Staff •Transfer of materials •Transferring the responsibilities •Releasing surplus resources, that remain after use •Releasing the project staff for the next assignment.
- 22. Managing the Project Scope The scope of the project determines the boundaries of the project. The scope specifies what features/ a characteristic of the project product is included and what is not included. In project management there are actually two different scopes. Product Scope, which is what the end result of the project will create. The product scope is what customers focus on—what they are envisioning the firm to create. The product scope describes the thing or service that will exist as a result of undertaking the project. Project Scope, on the other hand, describes all the work to create the product scope. It includes all of the work, and only the required work, to complete the project deliverable.
- 23. Project Manager and the client prepares project scope and deliverables. The project manager then prepares a Project Overview Statement based on the list of deliverables. The POS will be sent to the firms top management for approval. The PM prepares a Project Definition Statement with his team members that can be used as a reference in executing the project. Managing the Project Scope Continued….
- 24. Project Management Body of Knowledge
- 25. Who should be the Project Manager? In any organization we find two types of people: 1. Those who give excellent ideas from their knowledge and experience but are not very good at getting things done and 2. Those whose are good at handling men and matters, but are not as sound as the former in technical matters. People who have great ideas are not necessarily good implementers. The manager of a project should be one who can work effectively with different groups of people, interact with various departmental heads, and integrate all the functions to get the project move. Harold Kerzner calls the first type of people ‘ Project Champions’ and the Second ‘Project Manager”. Project manager - the person responsible for supervising a systems project from initiation to conclusion
- 26. Project Manager Vs Line Managers There is always a constant tussle between the line managers and the project manager to share the organizations resources like; Money, Manpower, Equipment, Facilities and Information Technology. Manpower is controlled by Line Managers. Allocation of manpower will be done by Line Managers based on the request made by Project Manager. Employees provided to Project Manager continue to report to Line Manager and give preference to the commands of the Line Manager over the Project Manager. Success of Project depends on good working relationship between PM and LM
- 27. Project Communication Management Effective communication is crucial for the success of a project. Project communication, which includes both formal and informal communication at various levels, involves all the activities and behavior by which information is exchanged between the project manager and his team members. Project Communication Management includes all those processes that are required to ensure that information pertaining to the project is generated, collected, disseminated, stored and ultimately disposed of, in a timely and appropriate manner.
- 28. Project communication planning involves determining the information and communication requirements of the various stakeholders of a project. Steps in communication planning are: Identifying information requirements Choosing the appropriate communication technology Stakeholder analysis Communication management plan
- 29. Internal Reasons of Project failure Disputes with local people on acquisition of land and compensation. Bad choice of technology Non-availability of skilled personnel Lack of proper planning Non-availability of the equipment of required quality at the required time. Poor quality of the inputs purchased Labor disputes Lack of proper handling of organizational issues such as appointment of the project manager Absence of proper co-ordination between different departments involved, such as customs, sales tax. Etc. Lack of proper monitoring and follow up.
- 30. External Reasons of Project failure Funds not being released by the concerned department on time. Changes in foreign exchange rates Inflation Political instability and lack of Political Will to implement projects quickly and efficiently Budget deficits Diversion of funds to other unforeseen uses like meeting a natural calamity.
- 31. Management of International Projects There are 3 basic models of project management based on the project management styles in different geographic locations. The European Model- Fully structured and systematic procedure for handling technical issues The North American Model : The system is not as formal and rigid as it is in Europe. The Japanese Model : They believe that superior technology brings in superior core competency.
- 32. Impact of the Business Environment on International Projects The fundamental difference between an international project and a domestic project is that international projects require an in-depth analysis of the various constituents of the macro and micro environments. The Major constituents are; Language Culture Political Environment Economic conditions Government regulations Availability of infrastructure Human capital The success or failure of an international project is based on the pre- analysis of the micro and macro environment of the country, where the project is to be implemented.
- 33. Challenges in International Projects Political disturbances Economic instability Sudden changes in Tax laws Time consuming government procedures Cultural barriers Patent laws Dispute settlements Lack of physical proximity
- 34. ManagementProjectSoftware 23. Appraising Performance 24. Handling Intellectual Property 25. Holding Effective Meetings 26. Interaction and Communication 27. Leadership 28. Managing Change 29. Negotiating Successfully 30. Planning Careers 31. Presenting Effectively 32. Recruiting 33. Selecting a Team 34. Teambuilding 12. Building a WBS 13. Documenting Plans 14. Estimating Costs 15. Estimating Effort 16. Managing Risks 17. Monitoring Development 18. Scheduling 19. Selecting Metrics 20. Selecting Project Mgmt Tools 21. Tracking Process 22. Tracking Project Progress 1. Assessing Processes 2. Awareness of Process Standards 3. Defining the Product 4. Evaluating Alternative Processes 5. Managing Requirements 6. Managing Subcontractors 7. Performing the Initial Assessment 8. Selecting Methods and Tools 9. Tailoring Processes 10. Tracking Product Quality 11. Understanding Development Activities 34 Competencies Every Software Project Manager Needs to Know PeopleProjectProduct PeopleProject Product 34
- 35. Project Stakeholders Stakeholders are the people involved in or affected by the project actives Stakeholders include The project sponsor and project team Support staff Customers Users Suppliers Opponents to the project
- 36. Business Owner The executive customer of the project who initiates and sponsors the project, communicates the motivation of the project, and defines the project requirements on a high-level
- 37. Content Lead The person who is responsible for acquiring and managing the content for the project; content may include metadata, images, binary data, or instructional content
- 38. Technical Lead The person who owns the technical authority on the project; defines how the project is built, including what technologies are used
- 39. Other Project Team Members