SPM_UNIT-1(1).pptx

software project management unit 1

1. BE Sem – 7 SPM – 3171609 Software Project Management

2. BE Sem – 7 SPM – 3171609 Unit – 1(1) Unit – 1 Introduction to Software Project Management

3. Outline Software Project Management Software Projects vs Other types of Projects Contract Management Activities Covered by SPM Plans, Methods & Methodologies Categorizing Software Projects Project Charter Stakeholders Setting Objectives Project Success & Failure Management Control Project Management Life Cycle Traditional vs Modern project Management Practices

4. Software Project Management Software Project Management (SPM) is a sub-field of Project Management in which software projects are planned, implemented, monitored and controlled. It consists of three terms: Software, Project and Management.

5. What is Software? It’s a collection of Data or Computer instructions that tell the computer how to work. Computer Program that when executed provide desired features, function & performance Data Structure that enable programs to easily manipulate information Descriptive information in both hard and soft copy that describes the operation and use of programs Computer Program Data Structure Documents + +

6. What is Project? It is a Planned Activity. A project is a temporary activity undertaken to create a unique product or service Characteristics of a Project Non-routine tasks are involved Planning is required Specific objectives are to be met or a specific product is to be created The project has a predetermined time span Work is carried out for someone other than yourself Work involves several specialisms People are formed into a temporary work group to carry out the task Work is carried out in several phases The resources that are available for use on the project are constrained The project is large or complex

7. What is Management? Planning - deciding what is to be done Organizing – making arrangements Staffing – selecting 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, developers, suppliers and other stakeholders.

8. Software Project Management Software project management is aimed to ensure that the software is delivered on time, within budget and schedule constraints, and satisfies the requirements of the client. Management of software projects is different from other types of management because: Software is not tangible Software processes are relatively new and still “under trial” Larger software projects are usually “one-off” projects Computer technology evolves very rapidly

9. Time-Cost-Quality There are many constraints of the software projects but the main and fundamental constraints includes: Time, Cost and Quality.

10. BE Sem – 7 SPM – 3171609 Unit – 1(2) Unit – 1 Introduction to Software Project Management

11. Outline Software Project Management Software Projects vs Other types of Projects Contract Management Activities Covered by SPM Plans, Methods & Methodologies Categorizing Software Projects Project Charter Stakeholders Setting Objectives Project Success & Failure Management Control Project Management Life Cycle Traditional vs Modern project Management Practices

12. Ms. Zarana Gajjar (IT-ICT Department) Software Project Management tasks Problem Identification Problem Definition Project Planning Project Organization Resource Allocation Project Scheduling Tracking, Reporting & Controlling Project Termination

13. The Management Spectrum Effective project management focuses on four P’s (in the order): The People: Stakeholders, the team leaders, and the software team Deals with the cultivation of motivated, highly skilled people and teams Includes recruiting, selection, performance management, training, compensation, career development, organization and work design, and team culture development The Problem/ Product: before a project can be planned Its objectives and scope should be established; Alternative solutions should be considered; and Technical and management constraints should be identified. The Process: a software process provides the framework from which a comprehensive plan for software development can be established. The Project: Planning and controlling a software project is done for one primary reason…it is the only known way to manage complexity

14. Software Projects versus other types of Projects Invisibility – With physical artifacts, measuring progress is easy as it can be seen/ felt. However with Software, progress is not immediately visible. Complexity – Software products are, generally, more complex than other engineering artifact of same value. Flexibility - It is easier to change/ modify software systems to meet changing organizational/ product requirement as compared to other engineering artifacts; it may not be possible to modify a physical artifact at all. Conformity – Software developers have to conform to the requirements of human clients; it is not just that individuals can be inconsistent.

15. Contract management The client organization will appoint a project manager to supervise the contract. Project manager will be able to delegate many technical oriented decisions to the contractors. The project manager will not be concerned about estimating the effort needed to write individual software components. The overall project is fulfilled within budget & on time. Supplier side-project managers are concerned with more technical management issues.

16. Activities covered by SPM Feasibility Study Is it worth doing? It has a valid business case Planning How do we do it? Project Execution (Do it) Requirements Analysis Architecture Design Detailed Design Code & Testing Integration Installation Acceptance Support

17. Plans, methods & methodologies A plan for an activity must be based on some idea of a method of work. A method relates to a type of activity in general, a plan takes that method & converts it to real activities, identifying for each activity: Its start & end dates; Who will carry it out; What tools & materials will be used. Materials include information, for example a requirements document. With complex procedures, several methods may be deployed, in sequence or in parallel. The output from one method might be the input to another. Groups of methods or techniques are often referred to as methodologies.

18. Thank You..!

19. BE Sem – 7 SPM – 3171609 Unit – 1(1) Unit – 1 Introduction to Software Project Management

20. Outline Software Project Management Software Projects vs Other types of Projects Contract Management Activities Covered by SPM Plans, Methods & Methodologies Categorizing Software Projects Project Charter Stakeholders Setting Objectives Project Success & Failure Management Control Project Management Life Cycle Traditional vs Modern project Management Practices

21. Categorizing Software Projects It is important to distinguish between the main types of software project because what is appropriate in one context might not be so in another. For example, SSADM, the Structured Systems Analysis and Design Method, is suitable for developing information systems but not necessarily other types of system. Ways of Categorizing Software Project : Information System Vs Embedded System Objective VS Product

22. Information System Vs Embedded System A traditional distinction may be made between information systems and embedded systems. Very crudely, the difference is that in the former case the system interfaces with the organization, whereas in the latter case the system interfaces with a machine! A stock control system would be an information system that controls when the organization reorders stock. An embedded, or process control, system might control the air conditioning equipment in a building. Some systems may have elements of both so that the stock control system might also control an automated warehouse. Question - Would an OS on a computer be an information system or an embedded system?

23. Objective VS Product Projects may be distinguished by whether their aim is to produce a product or to meet certain objectives. A project might be to create a product the details of which have been specified by the client. The client has the responsibility for justifying the product. Other side, the project might be required to meet certain objectives. There might be several ways of achieving these objectives in contrast to the constraints of the product-driven project. Many software projects have two stages. The first stage is an objectives-driven project, which results in a recommended course of action and may even specify a new software application to meet identified requirements. The next stage is a project actually to create the software product.

24. Project Charter A project charter is a short document that explains the project in clear, concise wording for high level management. Project charters outline the entirety of projects to help teams quickly understand the goals, tasks, timelines, and stakeholders. It is a crucial ingredient in planning the project because it is used throughout the project lifecycle. The document provides key information about a project, and also provides approval to start the project - serves as a formal announcement that a new approved project is about to commence. Contained also in the project charter is the appointment of the project manager, the person who is overall responsible for the project.

25. Project Charter cont. The project charter typically documents: Reasons for the project Objectives and constraints of the project The main stakeholders Risks identified Benefits of the project General overview of the budget

26. Stakeholders As a PM, who do you interact with? Internal to Project team – team members External to project team but within the same organization - Project sponsor, Executives, Functional managers External to both the project team and the organization – Customers, Contractors

27. Setting Objectives Who actually own the project? Objectives should define what the project team must to achieve for project success These are post condition of a project Project authority is steering committee It is responsible for setting, monitoring & modifying objectives Project manager is responsible runs the project on a day to day basis

28. Project Success & Failure Reasons why projects succeed Project team participates in planning Organizational structure is suited to the project team. Project team is committed to establishing schedules. Project team is committed to establishing realistic budgets. Project makes proper use of network planning techniques & does not let the plan become an end at itself. Project team works with bureaucracy, politics & procedures & not against them. Project team agrees on specific & realistic project goals. Target public is involved from the start of the project.

29. Thank You..!

30. BE Sem – 7 SPM – 3171609 Unit – 1(1) Unit – 1 Introduction to Software Project Management

31. Outline Software Project Management Software Projects vs Other types of Projects Contract Management Activities Covered by SPM Plans, Methods & Methodologies Categorizing Software Projects Project Charter Stakeholders Setting Objectives Project Success & Failure Management Control Project Management Life Cycle Traditional vs Modern project Management Practices

32. Management Control Management control is defined as a process that helps to achieve organizational goals. The teams or an individual within a business entity is forced to perform specific actions and avoid another set of particular actions so that they can reach their destined target. So, Management control is described as a function that is aimed at achieving defined goals within a set timetable. The process has 3 major components, like taking remedial action, measuring the actual performance, and setting standards.

33. Project Management Life Cycle 5 % 15 % Planning Execution/Control C losi n g Percentages and graph refer to the amount of effort (people) In IT projects = 90-95% of cost! In i tia t ion or Concept Definition Definition Analysis 20 % Design|Build|Test|Accept 60 % Implement| Operation

34. Project Management Life Cycle cont. Initiation – on the first stage, the necessity, feasibility, scope, time, budget and critical success factors of the project are defined along with the approach and methods to be used to deliver the required products and results. Planning – this stage includes a detailed identification of all the project elements and matters including project team, specified allocation of project resources and timeline, assignments of project tasks, evaluation of risks, definition of criteria for quality and successful completion of each deliverable, etc. Execution – this is the working phase where the project plan is implemented through practical actions that lead to successful project accomplishment. It is necessary to control performance and quality of all the required activities to know if they match the project’s requirements. Closure – this stage identifies the project completion including testing, evaluation and formal acceptance of the final product by the customer, learning obtained from project experience, disposing resources, etc.

35. Traditional vs Modern Project Management Practices Traditional Project Management Frequently referred to as the "Waterfall" method, this project management style requires one task to be completed before the next one can begin. Plans are constructed prior to the start of the project date and the sequential phases are mapped out early to provide clarity on the work that needs to be completed to reach the end goal. It's still used by many businesses today and works well for projects with a fixed budget or deadline. 3 advantages of traditional project management are: No surprises Smooth knowledge transfer Sets expectations internally and externally

36. Traditional vs Modern Project Management Practices cont. Modern Project Management Modern project management leverages automated tools to help plan, execute, & organize work. It's also viewed as the more flexible method of the two. More professional service businesses are taking on short-term or even one-time projects, so businesses are looking for alternative to the traditional method. This is where the modern project management method flourishes - in a fast-paced environment that can handle mid-project changes swiftly and efficiently. 3 advantages to modern project management are: Juggle more projects at once Minimize risk and human error Be more flexible with your time

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