Homework Title/No.

: 2 Course Code: CAP 412

Course Tutor: Mrs. Amandeep

Date of Allotment: Date of Submission:

Student’s Roll No.: B38 Section No.: D3801

Declaration
I declare that this assignment is my individual work. I have not copied
from any other student’s work or from any other source except where due
acknowledgment is made explicitly in the text, nor has any part been written for
me by another person.

Student Signature: DIPTI MITTAL

Marks Obtained: Out of:

 PART A

Q1:-What is the difference between waterfall model, iterative waterfall

model, prototyping model and spiral model?
Ans: - the difference between waterfall model, iterative waterfall model,
prototyping model and spiral model are:-
Water fall Model: when the customer requirements are clear and complete.
Good when requirements are well understood and have low technical risk.

Prototype Model: when the customer requirements are not clear ambiguous or
our project team is following this model with sample first.

But iterative waterfall models give us more flexibility through giving chance
to revisit early phases.

Spiral model is an adaptive model. When the requirements of the customer are
enhausing:
1. Plan
2. Analyze and Design
3. Construct prototype
4. Test and integrate
these steps iterate till completion of the project.

Q2:-what is step wise project planning? Draw a diagram for an overview of

stepwise planning.
Ans: - Step Wise covers only the planning stages of a project and not
monitoring and control. the Step Wise approach and how it might have to be
adapted to deal with different circumstances, two parallel examples are used.
Let us assume that there are two former Computing and Information Systems
students who now have several years of software development experience under
their belts.

Q3:-What incentive is there for the team to go through the task of creating
a WBS? It looks like a lot of work and some of them won't see why it
needs their involvement.
Ans: - Who wants to commit to a project timeline only to find out later that the
work was misunderstood and grossly underestimated? The WBS can actually be
used as a crucial component of protecting team morale. There is nothing worse
for team members starting a project than the sinking feeling that once again
their management does not understand the work at the team members' level.
Once again, management will set incorrect expectations based on a coarse and
insufficient understanding of what actually has to get done at the team members'
desks and benches. Once again, management will ask them to do the
impossible. Work breakdown structures are simply a way of organizing the
work activities necessary to implement the project into a numbered outline
form. This helps ensure nothing is lost in the cracks. Notice I said traceability
between requirements and implementation work in the WBS.

PART B
Q1:-how the waterfall model and prototyping model can be accommodated
in the spiral process model?
Ans: - 1. Spiral model can be accommodating in prototyping and waterfall
model. It is a model of iterative process as prototyping and also a systematic
approach to solve a problem as in waterfall model.
2. Spiral model take problem as a series of step to solve a problem as in
waterfall, and take the contribution of users or customers in each phase as in
prototyping model.

Q2:- How much detail and how many levels should my work breakdown
structure go to and how do I know if I'm done?

Ans:-The general answer to this question is to go far enough down in levels and
details to be sure your schedule estimates will have a good degree of
accuracy. One rule of thumb is to take the WBS down to activity blocks of
no more than 2-weeks' duration. But the level of detail, and what
constitutes the right degree of accuracy, is ultimately a judgment call for
the project manager.

There are two common pitfalls to creating a WBS:-

1. Level of Work Package Detail

When deciding how specific and detailed to make your work packages, you
must be careful to not get too detailed. This will lead to the project manager to
have to micromanage the project and eventually slow down project progress. On
the other hand, work packages whose details are too broad or large become
impossible for the project manager to manage as a whole.

2. Deliverables Not Activities or Tasks

The WBS should contain a list of broken down deliverables. In other words,
what the customer/stakeholder will get when the project is complete. It is NOT
a list of specific activities and tasks used to accomplish the deliverables. How
the work is completed (tasks and activities) can vary and change throughout the
project, but deliverables cannot without a change request, so you do not want to
list activities and tasks in the WBS.

Q3 Write brief note on the following

i) Risk planning
ii) Risk management

Risk management is the identification, assessment, and prioritization of risks

followed by coordinated and economical application of resources to minimize,
monitor, and control the probability and/or impact of unfortunate events or to
maximize the realization of opportunities. Risks can come from uncertainty in
financial markets, project failures, legal liabilities, credit risk, accidents, natural
causes and disasters as well as deliberate attacks from an adversary. Several risk
management standards have been developed including the Project Management
Institute, the National Institute of Science and Technology, actuarial societies,
and ISO standards.

2. Risk management is not prioritised

The risk planning, analysis, and response planning efforts are rarely integrated
into the overall project plan. As a result, risk management is not a priority for
the project team, and adequate resources (budget and people) are not allocated
to address issues caused by risk events. This "we will deal with those events if
and when they occur" mentality leaves little or no room for error on the project.

3. Risk management earns limited buy-in and support

In many cases, project sponsors and senior management discount risk

management efforts for their projects because the benefits are unclear.
Additionally, senior management, hearing the phrase risk management, might
say, "We have a group that handles our risk management, so why do we need to
have a separate effort on the project. Plus, we are not reducing project costs or
delivery time so why should we invest in risk management?"

As you have likely discovered, the challenges present in project risk

management are just another element to worry about as a project leader. There
are three basic tenets you can incorporate that can turn your risk management
efforts into a consistent and proactive process

1. Risk planning: Creating the risk management plan for a project

The project risk management plan is a formal document used to initiate and
control the risk management process and required for identifying, analyzing,
and mitigating risks and threats to current project. The project risk management
plan determines actions and activities to plan risk responses and monitor the
project.

Successful implementation and realization of the project risk management

plan results in the following:

• Improved planning, prioritization and decision making.

• More efficient allocation of both human and financial resources.
• Minimization of unexpected outcomes and prevention of serious financial
losses.

The project risk management plan is a mix of all the plans developed on earlier
stages of a project. To create such a plan, the project manager together with the
project team needs to use the project scope statement, the cost management
plan, the schedule management plan, and the communications management
plan. By means of group meetings and discussions, the project manager collects,
filters out, and analyzes information in order to build the project risk
management plan considering existing environmental factors. The project team
helps collect and analyze necessary information.