Submitted by:

M.Tosiq Ahmed(BB-5575)

Course:Software Project Management

Teacher:Miss Nasreen

Q1: What is change management in software project management?

Change management is an umbrella term that covers all types of processes

implemented to prepare and support organizational change. These range from
methodologies applied to resources, business processes, budget allocations and
other operational aspects of a project. Change management in the context of
project management often refers to a change control process when working on
a project. That is, the process of changes in scope to a project are formally
introduced and approved as a change management system.

Change management isn’t solely about projects and organizations. You’re

preparing, equipping and supporting team members, real people, to adopt
change. This drives the organizational success of the project. Yes, while change
can happen anywhere and at any time, and people’s responses can vary,
change management offers a structured method that can reign in the chaos and
control your project. But it takes a strong leader to manage that change

One thing is certain: change is going to happen. It’s an inevitable fact of any
team or project and, therefore, an aspect of any project that must be planned
for. To best plan and respond to change, first a clear definition of change
management must be understood.

Q2: What is cost control software project managment?

This type of software allows businesses to estimate the cost of delivering different types of

projects, identify actual costs, and compare them to calculate profit. Project cost management
software is used by project managers and project control officers to ensure projects do not
exceed estimated costs.

Q3:What is cost variance in project management?

It is a process of evaluating the financial performance of your project. Cost variance compares
your budget set before the project started and what was actually spent. This is calculated by
finding the difference between BCWP (Budgeted Cost of Work Performed) and ACWP
(Actual Cost of Work Performed).

Q4:What is Gantt Chart in software project management?

A Gantt chart is a horizontal bar chart developed as a production control tool in 1917 by Henry

L. Gantt, an American engineer and social scientist. Frequently used in project management,
a Gantt chart provides a graphical illustration of a schedule that helps to plan, coordinate, and
track specific tasks in a project.

Q5:What is pert chart in software project management?

A PERT chart, sometimes called a PERT diagram, is a project management tool used to schedule,
organize and coordinate tasks within a project. ... PERT stands for Program Evaluation Review
Technique, a methodology developed by the U.S. Navy in the 1950s to manage the Polaris submarine
missile program.

Q6:what is road map in project management?

The project roadmap is a graphical, high level overview of the project's goals and deliverables

presented on a timeline. Unlike the project plan where details are fleshed out,
the roadmap should be simple and free of minutiae.

Q7:What is task in project management?

A task is a single unit of work - an action to accomplish in a project, a single step in a multi-step
project. A task is accomplished by a set deadline, and must contribute toward work-related
objectives. Just as project management is the coordination of individual tasks, a task can be
broken down further into subtasks, which should also have clear start and end dates for
completion.

Q8:What is resource allocation in software project management?

Resource allocation is the process of assigning and scheduling available resources in the most
effective and economical manner. Projects will always need resources and resources are
scarce. The task therefore lies with the project manager to determine the proper timing of
those resources within the project schedule

Q9:What is project schedule in software project management?

A project schedule is a document collecting all the work needed to deliver the project on time. ...
Because projects have so many moving parts, and are frequently changing, project scheduling
software automatically updates tasks that are dependent on one another, when
one scheduled task is not completed on time.

Q10:What is risk management in software project management?

It is the process used by project managers to minimize any potential problems that may
negatively impact a project's timetable. Risk is any unexpected event that might affect the
people, processes, technology, and resources involved in a project
 Q11:Mention the working of different software project management tool?

1. Scoro

2. PROOFHUB

3. Basecamp

4. Asana

5. Podio

Q12:How to write projevt management report?

Tips for Writing a Project Management Report

1. Be concise and focus on the results. Don't include the details that stakeholders
don't need or want to know. ...
2. Write for the appropriate audience. ...
3. Always refer to the project plan in the report. ...
4. Make it clear if you need anything from stakeholder

Q13:What is an agile team?

An Agile team is the project team assigned to an Agile project. It's the group of employees,
contractors, or freelancers who are responsible for executing the project. ... For instance, when
using a Scrum framework, an Agile team should have a Scrum Master and a Product Owner, as well
as any other required Team Members

Q14:What is an sprint in Agile project management?

Sprint is one timeboxed iteration of a continuous development cycle. Within a Sprint, planned
amount of work has to be completed by the team and made ready for review. The term is mainly
used in Scrum Agile methodology but somewhat basic idea of Kanban continuous delivery is
also essence of Sprint Scrum.

Q15:What is different between traditional software methods and agile software

development?

The main difference between traditional and agile approaches is the sequence of project phases

– requirements gathering, planning, design, development, testing and UAT. In traditional
development methodologies, the sequence of the phases in which the project is developed is
linear where as in Agile, it is iterative
Q16:suggest the different issues of using SCRUM agile method for Global/Distributed
software Development Projects?

Global Software Development (GSD) is progressively becoming an ordinary practice in the software
business; also there is an increasing awareness in applying agile practices in global and distributed
Software Development (DSD) projects. Global software development aims at bringing together the
current international software industry and to make optimal use of globally existing talent, whereas
possibly reduce cost, time and effort to market. Although the idea seems quite promising at first look
large geographical spread, multiple time zones and cultural differences in global software
development leads to many drastic issues and challenges like team management, collaboration,
communication, infrastructure, cost and quality management etc. Agile methodologies come into
play when dealing with such type of problems. The aim of this paper is to explain the benefits of
using scrum methodology in a distributed software development environment. The paper also
highlights the challenges that are faced by the agile team in the distributed environment of a GSD
project. The provided information can be useful for Global Software Development experts to get
familiarized with various challenging factors that may affect communication, collaboration and
coordination related processes in GSD and also with the use of various Scrum practices.

Q17:Did an agile method worked for your organization to be ambidextrous?

In IT, one of the main requirements for implementing Agile is the understanding of its
phylosophie in comparison with traditional development methodologies/frameworks.
The second requirement is the development of agile teams and make sure they
embrace the culture of Scrum/DevOps or whatever methodology you have in-house
through training and workshops.
Throughout my experience I have encountered the following issues with various
organisations having implemented Scrum methodology:
1- Not sure when to use Scrum or Waterfall. Some organisations just decide to
implement Scrum with all their SW development projects. The approach to decide which
methodology to use is basically on the types of requirements you have for a particular
project. If the requirements are lnown and guaranteed not to change then Waterfall will
be more suited for this project otherwise Scrum/DevOps would be a better choice if
requirements could change while the project is running.
2- User Stories (US) are expected to be just good enough and therefore not detailed
enough and this leads many times to develop features that don't reflect customer needs.
The outcome of this is of course rework, triggering the need for more resources leading
to lengthier project duration and therefore incurring higher costs. It doesn't kill anyone
by having slightly more detailed US's to avoid such scenarios.
3- Quite few organisations don't cater for bug fixing the way they should and therefore
leave these tasks for later sprints which really defeats the objectives for implementing
this methodology.
4- In projects where many product managers are assigned responsibility to scpecific
parts of a big project, working under senior product managers, this could lead to a real
chaos if the organisational structure isn't in place or if it is, it's not fully adhered to.
5- Outsourced development may lead to untested sprints if the customer doesn't provide
test data or a test environment because of data safety reasons. Test data could be
generated before implementation and doesn't need to be production data to test your
sprints.
6- I have encountered this issue with every organisation I worked with for the past 35
years, the requirement phase is never given the time required to do a proper
requirement elicitation and analysis. It's considered most of the time as a part where
one shouldn't invest too much time on it but rather on implementation. The focus here is
most of the time cost saving but it produces the opposite, it increases cost between 10
and sometime up to 50 times the cost if they had spent 30%-50% more time on the
requirement analysis phase from start.
Q18:is Scrum Framework useful for large project?

Basically you just scale up the concept by taking one person per team and assign them
to a higher level Scrum team as well, including a higher level Scrum Master. This Scrum
of Scrum steers the project and can be even scaled further up by adding even more
levels for huge projects.
This should be complemented by virtual teams across the existing scrum teams to
foster knowledge transfer for particular topics like Q&A, architecture, or other important
topics where learning and technical arrangements are crucial. 
Q19:How team motivation can be improved in a scrum team?

Most people have no idea how to motivate agile teams or create high performing teams.
And even if you tell them, they don’t seem to remember or care.
I’ve had more than a few conversations over the last few years that led me to this
conclusion, and I have heard some pretty outlandish and offensive things.

 “the teams are lazy”

 “I know I would treat this with more urgency than they do”
 “can we tell who is working on what?”
 “for what they are paid, they should work a lot harder”
In each case, it started with someone outside the Development Team who was frustrated at
the Team’s pace of delivery. They talked about various approaches they would take to
motivate the agile team. 

I even had a Product Owner demand that a development team work overtime and
weekends to hit a key delivery date that was promised by someone outside the team. That
product Owner didn’t see that the lack of team autonomy directly impacted the team’s
motivation.

In all cases, there was a lack of trust and a desire to push or motivate the team in some
way. The people  outside the team viewed the team as unmotivated and they believed
that they needed to do something to motivate the team. They wanted to either offer a
reward or threaten a punishment. These efforts work to create high-performing teams,
right?

Q20:How to evaluate scrum team?

By defining sprint goals and then measuring how many sprints met the goal, you can get a
qualitative assessment of a scrum team's work. Not just how many story points are completed,
but how frequently the objectives of the business are met.

Q21:How can I calculate the speed of the team on agile team?

Agile reduces the amount of up-front planning needed to get projects underway, so you can
start creating valuable products and services for your users more quickly. However,
organisations that are new to Agile often have concerns about how to make the output of
their teams predictable. Velocity is a great metric for measuring the progress of your Agile
teams. In this post, I’ll explain how to measure velocity and how it can be used to help plan
releases. I’ll also point out its limitations as a predictive tool .