Software_project_managemen t and development of softwares with websites knowlwge replacement checkert.pdf

project management is fully explained.

1. 1
Project Evaluation and Project Planning:
Importance of Software Project Management -Activities -Methodologies -
Categorization of Software Projects -Setting objectives -Management Principles
-Management Control -Project portfolio Management -Cost-benefit evaluation
technology -Risk evaluation -Strategic program Management -Stepwise Project
Planning.
Lloyd Institute of Engineering & Technology,
Greater Noida
URL: https://aktu.ac.in/syllabus%202020-2021.html
Syllabus
UNIT-I

2. 2 Lloyd Institute of Engineering & Technology,
Greater Noida
SoftwareProjectManagement(SPM)isaproperwayofplanningandleading
softwareprojects.Itisapartofprojectmanagementinwhichsoftwareprojectsare
planned,implemented,monitoredandcontrolled.
Need of Software Project Management:
Softwareisannon-physicalproduct.Softwaredevelopmentisanewstreamin
businessandthereisverylittleexperienceinbuildingsoftwareproducts.Mostof
thesoftwareproductsaremadetofitclient’srequirements.
Themostimportantisthatthebasictechnologychangesandadvancessofrequently
andrapidlythatexperienceofoneproductmaynotbeappliedtotheotherone.
Suchtypeofbusinessandenvironmentalconstraintsincreaseriskinsoftware
developmenthenceitisessentialtomanagesoftwareprojectsefficiently.
Itisnecessaryforanorganizationtodeliverqualityproduct,keepingthecostwithin
client’sbudgetconstrainanddelivertheprojectasperscheduled.Henceinorder,
softwareprojectmanagementisnecessarytoincorporateuserrequirementsalong
withbudgetandtimeconstraints.
SOFTWARE PROJECT MANAGEMENT

3. 3 Lloyd Institute of Engineering & Technology,
Greater Noida
ACTIVITIES
1.Thefeasibilitystudyassesseswhetheraprojectisworthstarting-thatithasa
validbusinesscase.Informationisgatheredabouttherequirementsofthe
proposedapplication.Requirementselicitationcan,atleastinitially,becomplex
anddifficult.
2.PlanningIfthefeasibilitystudyindicatesthattheprospectiveprojectappears
viable,thenprojectplanningcanstart.Forlargerprojects,wewouldnotdoall
ourdetailedplanningatthebeginning.Wecreateanoutlineplanforthewhole
projectandadetailedoneforthefirststage.Becausewewillhavemore
detailedandaccurateprojectinformationaftertheearlierstagesoftheproject
havebeencompleted,planningofthelaterstagesislefttonearertheirstart.

4. 4 Lloyd Institute of Engineering & Technology,
Greater Noida
3.ProjectexecutionTheprojectcannowbeexecuted.Theexecutionofa
projectoftencontainsdesignandimplementationsub-phases.Studentsnewto
projectplanningoftenfindthattheboundarybetweendesignandplanningcan
behazy.Designismakingdecisionsabouttheformoftheproductstobe
created.Thiscouldrelatetotheexternalappearanceofthesoftware,thatis,the
userinterface,ortheinternalarchitecture.Theplandetailstheactivitiestobe
carriedouttocreatetheseproducts.Planninganddesigncanbeconfused
becauseatthemostdetailedlevel,planningdecisionsareinfluencedbydesign
decisions.Thusasoftwareproductwithfivemajorcomponentsislikelyto
requirefivesetsofactivitiestocreatethem.

5. 5 Lloyd Institute of Engineering & Technology,
Greater Noida
METHODOLOGIES
Whileamethodrelatestoatypeofactivityingeneral,aplantakesthatmethod
(andperhapsothers)andconvertsittorealactivities,identifyingforeachactivity:
-itsstartandenddates;
-whowillcarryitout;
-whattoolsandmaterials-includinginformation-willbeneeded.
Theoutputfromonemethodmightbetheinputtoanother.Groupsofmethodsor
techniquesareoftengroupedintomethodologiessuchasobject-orienteddesign.

6. 6 Lloyd Institute of Engineering & Technology,
Greater Noida
CATEGORIZATION OF SOFTWARE PROJECTS
Compulsoryversusvoluntaryusers
Inworkplacestherearesystemsthatstaffhavetouseiftheywanttodosomething,suchas
recordingasale.However,useofasystemisincreasinglyvoluntary,asinthecaseof
computergames.Hereitisdifficulttoelicitpreciserequirementsfrompotentialusersas
wecouldwithabusinesssystem.Whatthegamewilldowillthusdependmuchonthe
informedingenuityofthedevelopers,alongwithtechniquessuchasmarketsurveys,focus
groupsandprototypeevaluation.
Informationsystemsversusembeddedsystems
Atraditionaldistinctionhasbeenbetweeninformationsystemswhichenablestafftocarry
outofficeprocessesandembeddedsystemswhichcontrolmachines.Astockcontrol
systemwouldbeaninformationsystem.Anembedded,orprocesscontrol,systemmight
controltheairconditioningequipmentinabuilding.Somesystemsmay
haveelementsofbothwhere,forexample,thestockcontrolsystemalsocontrolsan
automatedwarehouse.

7. 7 Lloyd Institute of Engineering & Technology,
Greater Noida
Outsourcedprojects
Whiledevelopingalargeproject,sometimes,itmakesgoodcommercialsensefora
companytooutsourcesomepartsofitsworktoothercompanies.Therecanbeseveral
reasonsbehindsuchadecision.Forexample,acompanymayconsideroutsourcingasa
goodoption,ifitfeelsthatitdoesnothavesufficientexpertisetodevelopsomespecific
partsoftheproductorifitdeterminesthatsomepartscanbedevelopedcost-effectively
byanothercompany.Sinceanoutsourcedprojectisasmallpartofsomeproject,itis
usuallysmallinsizeandneedstobecompletedwithinafewmonths.Consideringthese
differencesbetweenanoutsourcedprojectandaconventionalproject,managingan
outsourcedprojectentailsspecialchallenges.
Indiansoftwarecompaniesexcelinexecutingoutsourcedsoftwareprojectsandhave
earnedafinereputationinthisfieldallovertheworld.Oflate,theIndiancompanieshave
slowlybeguntofocusonproductdevelopmentaswell.
Thetypeofdevelopmentworkbeinghandledbyacompanycanhaveanimpactonits
profitability.Forexample,acompanythathasdevelopedagenericsoftwareproduct
usuallygetsanuninterruptedstreamofrevenueoverseveralyears.However,outsourced
projectsfetchonlyonetimerevenuetoanycompany.

8. 8 Lloyd Institute of Engineering & Technology,
Greater Noida
Objective-drivendevelopment
Projectsmaybedistinguishedbywhethertheiraimistoproduceaproductorto
meetcertainobjectives.
Aprojectmightbetocreateaproduct,thedetailsofwhichhavebeenspecifiedby
theclient.Theclienthastheresponsibilityforjustifyingtheproduct.
Ontheotherhand,theprojectrequirementmightbetomeetcertainobjectives
whichcouldbemetinanumberofways.Anorganizationmighthaveaproblemand
askaspecialisttorecommendasolution.

9. 9 Lloyd Institute of Engineering & Technology,
Greater Noida
SETTING OBJECTIVES
Stakeholderssettheobjectivesoftheproject.
Theobjectivesshoulddefinewhattheprojectteammustachieveforprojectsuccess.
Althoughdifferentstakeholdershavedifferentmotivations,theprojectobjectives
identifythesharedintentionsfortheproject.
Theremaybeseveralstakeholders,includingusersindifferentbusinessareas,who
mighthavesomeclaimtoprojectownership.Insuchacase,aprojectauthority
needstobeexplicitlyidentifiedwithoverallauthorityovertheproject.
Thisauthorityisoftenaprojectsteeringcommittee(orprojectboardorproject
managementboard)withoverallresponsibilityforsetting,monitoringandmodifying
objectives.Theprojectmanagerrunstheprojectonaday-to-daybasis,butregularly
reportstothesteeringcommittee.

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Lloyd Institute of Engineering & Technology,
Greater Noida
MANAGEMENT PRINCIPLES
Managementinvolvesthefollowingactivities:
•planning-decidingwhatistobedone;
•organizing-makingarrangements;
•staffing-selectingtherightpeopleforthejobetc.;
•directing-givinginstructions:
•monitoring-checkingonprogress;
•controlling-takingactiontoremedyhold-ups;
•innovating-comingupwithnewsolutions;
•representing-liaisingwithclients,users,developer,suppliersandother
stakeholders.

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Lloyd Institute of Engineering & Technology,
Greater Noida
MANAGEMENT CONTROL
The effectiveness of all activities such as scheduling and staffing,
which are planned at a later stage, depends on the accuracy with
which the below project parameters have been estimated.
•CostHow much is it going to cost to complete the project?
•DurationHow long is it going to take to complete the project?
•EffortHow much effort would be necessary for completing the
project?
•Scheduling Based on estimations of effort and duration, the
schedules for manpower and other resources are developed.
•StaffingStaff organization and staffing plans are made.
•Risk Management This activity includes risk identification,
analysis, and abatement planning.
•Miscellaneous Plans This includes making several other plans
such as quality assurance plan. configuration management plan,
etc.

12. 12 Lloyd Institute of Engineering & Technology,
Greater Noida
MANAGEMENT CONTROL
Management,ingeneral,involvessetting
objectivesforasystemandthen
monitoringtheperformanceofthesystem.
Especiallyinthecaseoflargeundertakings,
therewillbealotgoingonaboutwhich
managementshouldbeaware.
Thiswillinvolvethelocalmanagersindata
collection.Baredetails,suchas"locationX
hasprocessed2000documents',willnot
beveryusefultohighermanagement:data
processingwillbeneededtotransformthis
rawdataintousefulinformation.This
mightbeinsuchformsas"percentageof
recordsprocessed"."averagedocuments
processedperdayperperson'and
"estimatedcompletiondate".

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Lloyd Institute of Engineering & Technology,
Greater Noida
PROJECT PORTFOLIO MANAGEMENT
Portfolioprojectmanagementprovidesanoverviewofalltheprojectsthatan
organizationisundertakingorisconsidering.Itprioritizestheallocationofresourcesto
projectsanddecideswhichnewprojectsshouldbeacceptedandwhichexistingones
shouldbedropped.
Theconcernsofprojectportfoliomanagementinclude:
•identifyingwhichprojectproposalsareworthimplementation.
•assessingtheamountofriskoffailurethatapotentialprojecthas.
•decidinghowtosharelimitedresources,includingstafftimeandfinance,between
projects-oneproblemcanbethattoomanyprojectsarestartedgiventheresources
availablesothatinevitablysomeprojectswillmissplannedcompletiondates.
•beingawareofthedependenciesbetweenprojects,especiallywhereseveral
projectsneedtobecompletedforanorganizationtoreapbenefits;
•ensuringthatprojectsdonotduplicatework;
•ensuringthatnecessarydevelopmentshavenotbeeninadvertentlybeenmissed.
Thethreekeyaspectsofprojectportfoliomanagementareportfoliodefinition,
portfoliomanagementandportfoliooptimization.Anorganizationwouldundertake
portfoliodefinitionbeforeadoptingportfoliomanagementandthenproceedingto
optimization.

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Lloyd Institute of Engineering & Technology,
Greater Noida
COST-BENEFIT EVALUATION TECHNOLOGY
It consider
-the timing of the costs and benefits
-the benefits relative to the size of the investment
Common method for comparing projects on the basic of their cash flow
forecasting.
•Net profit
=Total income -Total costs
•Payback period
= Time taken to break even
•Return on Investment (ROI)
=
averageannualprofit
totalinvestment
×100%
•Net present Value
•Internal rate of return

15. 15 Lloyd Institute of Engineering & Technology,
Greater Noida
Inanyprojectevaluationweshouldidentifytherisksandquantifytheireffects.
Oneapproachistoconstructaprojectriskmatrixutilizingachecklistofpossible
risksandclassifyingrisksaccordingtotheirrelativeimportanceandlikelihood.
Importanceandlikelihoodneedtobeseparatelyassessed-wemightbeless
concernedwithsomethingthat,althoughserious,isveryunlikelytooccurthan
withsomethinglessseriousthatisalmostcertain.Tablebelowillustratesabasic
projectriskmatrixlistingsomeofthebusinessrisksforaproject,withtheir
importanceandlikelihoodclassifiedashigh(H),medium(M),low(L)or
exceedinglyunlikely(-).Sothatprojectsmaybecompared,thelistofrisksmustbe
thesameforeachprojectassessed.Itislikely,inreality,thatitwouldbelonger
thanshownandmoreprecise.Risk Importance Likelihood
Client rejects proposed look and feel of site H −
Competitors undercut prices H M
Warehouse unable to deal with increased demand M L
Online payment has security problems M M
Maintenance costs higher than estimated L L
Response times deter purchasers M M

RISK EVALUATION

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Lloyd Institute of Engineering & Technology,
Greater Noida
STRATEGIC PROGRAM MANAGEMENT
Strategic project management identifies and implements the organisation’s long-
terms goals and objectives into the project. With top tier management involvement,
it explains why the organisation exists and the context within which it operates.
There are three common components which drive the project to its ultimate goal for
the company:
1. Strategic analysis
This forms the basis for which projects an organisation chooses to undertake. Each
project needs to link to the organisation’s mission and be key to meeting long-term
objectives.
However, bearing in mind that strategic management is about the big picture, it also
addresses external factors that could affect progress. Thus, project managers often
use strategic analysis tools such as PESTLE to identify potential issues and minimise
their impact.

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Lloyd Institute of Engineering & Technology,
Greater Noida
2.Strategicchoice
Justhowdoesacompanydecidewhichprojectstobeinvolvedwith?Managingmultiple
projectsisacomplextask,andsomethingthatprojectmanagersdointheirdailyroutine.
Butdecidingonthe‘right’projectsisanimportantstepwhichrequiresastrategicchoice.
Essentially,itmeansidentifyingprojectsthatmeettheaspirationsandexpectationsof
stakeholders,whilealsoplayingtothecompany’sstrengths.There’salsoaneedto
identifyandtakeadvantageofexternalopportunities,whileavoidingexternalthreats.
3.Strategicimplementation
Withthesceneset,thethirdstageofstrategicmanagementisimplementation.Here,
strategicprojectmanagementsetsoutthelong-,medium-andshort-termgoalsfor
projectsandprogrammes.
Everycompanywantstogrow.Sotheyneedtotakeadvantageofopportunitiesthey
createforthemselvesandoptimiseexternalinfluences.Strategicimplementation
examinesallkindsofbenefits,including:
•Theuseandbenefitsofcollaborativetoolsinprojects
•Howpeopleandresourcesareassigned
•The‘why?’ofprojects,notjustatabaselevel,butfromthetopofacompany.

18. 18 Lloyd Institute of Engineering & Technology,
Greater Noida
STEPWISE PROJECT PLANNING

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Important Questions
Lloyd Institute of Engineering & Technology,
Greater Noida
1.Define Management and mention the activities involved in it.
2.Mention some ways of categorizing software projects.
3.Define stakeholders and how they set the objectives?
4.Mention some of the cost-benefit evaluation techniques.
5.How the risk is evaluated in the software project?