Software Project Management(Unit-1). ppt

This is unit 1 of software project management subject

1. 1
Software Project Management

2. •UNITI
IntroductiontoSoftwareProjectManagement:Introductiontoprojectmanagement,softwareproject
characteristics,projectlifecyclemodels(ch4),projectstakeholders,projectconstraints,roleof
projectmanager.
•UNITII
ProjectPlanningandEstimation:Projectinitiation,scopedefinition,workbreakdownstructure
(WBS),(ch3)estimationtechniques(e.g.,COCOMO,FunctionPoints),(ch5)schedulingtechniques
(e.g.,PERT,Ganttcharts)(ch3,7),resourceallocation(chp8bob),projectbudgeting(ch5).
•UNITIII
ProjectExecutionandControl:Projectexecutionmethodologies(e.g.,Agile,Waterfall),team
organizationandroles(ch12),projecttrackingandcontrol(bobch9),changemanagement(ch9),
configurationmanagement(ch9),qualityassurance(ch13),riskidentificationandmitigation(ch7).
•UNITIV
ProjectCommunicationandStakeholderManagement(ch10,13schwalbe):Effectivecommunication
strategies,stakeholderidentification(SHCWLABE13)andanalysis,managingconflicts,negotiation
skills,projectreporting,statusmeetings,customerrelationshipmanagement.
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3. Textbooks:
1.KathySchwalbe,"InformationTechnologyProjectManagement",9thEdition,CengageLearning,
2020.
2.BobHughesandMikeCotterell,"SoftwareProjectManagement",6thEdition,McGraw-Hill
Education,2018.
References:
1.RogerS.PressmanandBruceR.Maxim,"SoftwareEngineering:APractitioner'sApproach",8th
Edition,McGraw-HillEducation,2014.
2.NormanF.Schneidewind,"SoftwareMeasurementandEstimation:APracticalApproach",Wiley-
IEEEComputerSocietyPress,2006.
3.ScottBerkun,"MakingThingsHappen:MasteringProjectManagement",O'ReillyMedia,2008.
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4. Why is Software Project Management
important?
LargeamountsofmoneyarespentonICT
e.g.UKgovernmentin2003-4spent£2.3billionsoncontractsfor
ICTandonly£1.4billionsonroadbuilding.
Projectoftenfail
StandishGroupclaimonlyathirdofICTprojectsaresuccessful,
82%werelateand43%exceededtheirbudget.
Poorprojectmanagementamajorfactorinthesefailures

5. What is a project?
Some dictionary definitions:
•A specific plan or design.
•A planned undertaking
•A large undertaking.

6. What is a Project?
•An endeavor with specific objectives:
Usually consists of multiple tasks
With defined precedence relationships
With a specific time period for completion
•Non-Software Examples:
A wedding
An MBA degree
A house construction project
A political election campaign

7. 7
Jobs versus projects
Jobs–repetitionofverywell-definedandwellunderstoodtaskswith
verylittleuncertainty.
Exploration–e.g.findingacureforcancer:theoutcomeisvery
uncertain
Projects–inthemiddle!

8. 8
Characteristics of projects
A task is more ‘project-like’ if it is:
•Non-routine
•Planned
•Aiming at a specific target
•Carried out for a customer
•Carried out by a temporary work group
•Involving several specialisms
•Made up of several different phases
•Constrained by time and resources
•Large and/or complex

9. Software project versus others
•Invisibility,progressinsoftwareprojectisnotimmediatelyvisible.
•Complexity.
•Conformity,softwaresystemhastoconformtotherequirementofhuman
clients.
•Flexibility,onestrengthofsoftwareisitsflexibleandeasytochange.
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10. 10
Activities covered by Software Project Management
Feasibility study
Is project technically feasible and worthwhile from a business point of view?
Planning
Only done if project is feasible
Execution
Implement plan, but plan may be changed as we go along

11. What is Project Management?
•ProjectManagementisthedisciplineofplanning,organizing,
motivating,andcontrollingresourcestoachievespecificgoals
•Projectmanagementisamethodicalapproachtoplanningand
guidingprojectprocessesfromstarttofinish.
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12. Keyprojectmanagementresponsibilitiesinclude
Creatingclearandrealisticprojectobjectives
Buildingprojectrequirements
Managingthetripleconstraintforprojects,whichiscost,time,and
scope
•TheTripleConstraint
Thescopeconstraintreferstowhatmustbedonetoproducetheproject's
endresult
Thetimeconstraintreferstotheamountoftimeavailabletocomplete
aproject?
Thecostconstraintreferstothebudgetedamountavailablefor
theproject
•Itistheprojectmanager’sdutytobalancethesethreeoftencompetinggoals

13. Suggested Skills for Project Managers
•Project managers need a wide variety of skills.
Comfortable with change
Understand the organizations they work in
Able to lead teams to accomplish project goals
Need both “hard” and “soft” skills
•Hard skills -product knowledge, knowing the various PM tools and
techniques
•Soft skills -being able to work with people
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14. Suggested Skills for Project Managers
•Suggested Skills:
Communication skills: Listens, persuades.
Organizational skills: Plans, sets goals, analyzes.
Team-building skills: Shows empathy, motivates
Leadership skills: Sets examples, provides vision (big picture), positive,
energetic.
Coping skills: Flexible, creative, patient, persistent.
Technology skills: Experience, project knowledge.
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15. •Theobjectiveofeveryprojectmanageristodelivertheproductontime,
withinbudgetandwiththerequiredquality.
•Responsibilitiesofaprojectmanagerwillvaryfromcompanytocompany
andfromprojecttoproject,theyshouldalwaysincludeplanningand
forecasting.
•Threeadditionalareasofmanagementresponsibilityare:
Interpersonalresponsibilities:
Leadingtheprojectteam
Liaisingwithinitiators,Seniormanagementandsuppliers
Beingthe'figurehead'i.e.settingtheexampletotheprojectteamand
Representingtheprojectonformaloccasions.
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The Role of The Project Manager

16. Informationalresponsibilities:
Monitoringtheperformanceofstaffandtheimplementationofthe
projectplan
Disseminatinginformationabouttaskstotheprojectteam
Disseminatinginformationaboutprojectstatustoinitiatorsandsenior
management
Actingasthespokesmanfortheprojectteam.
•Decisionalresponsibilities:
Allocatingresourcesaccordingtotheprojectplan,andadjustingthose
allocationswhencircumstancesdictate.
Handlingdisturbancestothesmoothprogressoftheprojectsuchas
equipmentfailuresandpersonnelproblems.
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17. Project Manager Job Description
•Projectmanagersareorganized,passionate,andgoal-orientedindividuals
whodrivebusinessresultsbyleadingprojects.
•Theyarealsochangeagentswhoworkwellunderpressureandenjoy
challengingworkenvironments.
•Projectmanagers“smoothlylinkmanagement,clientsandstafftokeep
projectsrolling.
•Responsibilitiesincludebusinessanalysis,requirementsgathering,project
planning,budgetestimating,development,testing,andimplementation.
•Responsibleforworkingwithvariousresourceproviderstoensure
developmentiscompletedinatimely,high-quality,andcost-effective
manner.

18. 18
The software development life-cycle (ISO 12207)

19. 19
ISO 12207 life-cycle
Requirementsanalysis
Requirementselicitation:whatdoestheclientneed?
Analysis:converting‘customer-facing’requirementsintoequivalents
thatdeveloperscanunderstand

20. 20
ISO 12207 life-cycle
•Architecture design
–Based on system requirements
–Defines components of system:
•Code and test
–Of individual components
•Integration
–Putting the components together

21. 21
ISO12207 continued
•Qualificationtesting
–Testingthesystem(notjustthesoftware)
•Installation
–Theprocessofmakingthesystemoperational
–Includessettingupstandingdata,settingsystemparameters,installingon
operationalhardwareplatforms,usertrainingetc
•Acceptancesupport
–Includingmaintenanceandenhancement

22. What is Management?
•Management involves the following activities:
●Planning –deciding what is to be done
●Organizing –making arrangements
●Staffing –selecting the right people for the job etc.
●Directing –giving instructions
●Monitoring –checking on progress
●Controlling –taking action to remedy hold-ups
●Innovating –coming up with new solutions
●Representing –liaising with clients, users, developer, suppliers and other
stakeholders.
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23. •Projectplanningisanimportantresponsibilityoftheprojectmanager.
•Duringprojectplanning,theprojectmanagerneedstoperformafewwell-
definedactivities.
EstimationThefollowingprojectattributesareestimated.
CostHowmuchisitgoingtocosttocompletetheproject?
DurationHowlongisitgoingtotaketocompletetheproject?
EffortHowmucheffortwouldbenecessaryforcompletingtheproject?
SchedulingBasedonestimationsofeffortandduration,theschedulesfor
manpowerandotherresourcesaredeveloped.
StaffingStafforganizationandstaffingplansaremade.
RiskManagementThisactivityincludesriskidentification,analysis,and
abatementplanning.
MiscellaneousPlansThisincludesmakingseveralotherplanssuchas
qualityassuranceplan,configurationmanagementplan,etc
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24. Project Management Processes
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Intheprojectinitiationstage,aninitialplanismade.
Astheprojectstarts,theprojectisexecutedandcontrolledtoproceedas
planned.
Finally,theprojectisclosed.

25. 25
Stakeholders
Thesearepeoplewhohaveastakeorinterestintheproject
Ingeneral,theycouldbeusers/clientsordevelopers/implementers
Theycouldbe:
Withintheprojectteam
Outsidetheprojectteam,butwithinthesameorganization
Outsideboththeprojectteamandtheorganization

26. Project Constraints
•Everyprojectisconstrainedindifferentways,byitsscope,time,andcost
goals.
•Theselimitationsarereferredtoasthetripleconstraint.
•Tocreateasuccessfulproject,aprojectmanagermustconsiderscope,time,
andcostandbalancethese.
Scope:
Whatworkwillbedoneaspartoftheproject?
Whatuniqueproduct,service,orresultdoesthecustomerorsponsor
expectfromtheproject?
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27. Time:
Howlongshouldittaketocompletetheproject?
Whatistheproject’sschedule?
Howwilltheteamtrackactualscheduleperformance?
Whocanapprovechangestotheschedule?
Cost:
Whatshoulditcosttocompletetheproject?
Whatistheproject’sbudget?
Howwillcostsbetracked?
Whocanauthorizechangestothebudget?
Eacharea—scope,time,andcost—hasatargetatthebeginningoftheproject.
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28. •Managingthetripleconstraintinvolvesmakingtrade-offsbetweenscope,
time,andcostgoalsforaproject.
•Forexample,youmightneedtoincreasethebudgetforaprojecttomeet
scopeandtimegoals.
•Alternatively,youmighthavetoreducethescopeofaprojecttomeettime
andcostgoals.
•Experiencedprojectmanagersknowthatyoumustdecidewhichaspectof
thetripleconstraintismostimportant.
•Iftimeismostimportant,youmustoftenchangetheinitialscopeandcost
goalstomeettheschedule.Ifscopegoalsaremostimportant,youmayneed
toadjusttimeandcostgoals.
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29. •Althoughthetripleconstraintdescribeshowthebasicelementsofaproject
interrelate,otherelementscanalsoplaysignificantroles.
•Qualityisoftenakeyfactorinprojects,asiscustomerorsponsor
satisfaction.
•Somepeople,refertothequadrupleconstraintofprojectmanagement,which
includesqualityaswellasscope,time,andcost.
•Aprojectteammaymeetscope,time,andcostgoalsbutmightfailtomeet
qualitystandardsandsatisfythesponsor.

30. •Otherfactorsmightalsobecrucialtoaparticularproject.
•Onsomeprojects,resourcesarethemainconcern.
–Forexample,theentertainmentindustryoftenneedsparticularactorsfor
moviesortelevisionshows.Projectgoalsmustbeadjustedbasedon
whenparticularpeopleareavailable.
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