Software Project Management

Syllabus
Course Contents:

Introduction to Project Management: Project Management Life Cycle

Software Project Planning, Project Activities and Work Breakdown Structure

Project Management Plan, Project Scheduling and Tracking Techniques

Project Economics: Project Costing, Project Estimation Techniques,

Automated Estimation Tools

Risk Analysis and Management, Risk Mitigation and Management, Software Metrics and Project Management

Project Control and Closure, Project Management Issues with regard to New Technologies

Suggested Readings:

1. Effective Project Management, Thompson Press,2007

2. Bob Hughes and Mike Cotterell, “Software Project Management”, Fourth Edition 2006, TMH
2. Pankaj Jalote, “Software Project Management in Practice”, 2002, Pearson Education Asia.
3. Software Project Management- A unified Approach, Walker Royce, Pearson Education
3. Robert T. Futrell, Donald F. Shafer, and Linda I.. Shafer, “Quality Software Project Management” 2002, Pearson Education
Asia.
4. Ramesh Gopalaswamy, “Managing Global Software Projects”, 2003, Tata McGraw-Hill
 What is Software

• Programs, procedures and associated documentation

is called as software
 What is a project?

Some dictionary definitions:

“A specific plan or design”
“A planned undertaking”
“A large undertaking e.g. a public works scheme”
Longmans dictionary

Key points above are planning and size of task

 What is a Project?
A project is a temporary endeavor undertaken to create a unique
product, service or result
Project Characteristics
1. Temporary every project has a definite beginning and a definite end. The
end is reached when the project’s objectives have been achieved or when
it becomes clear that the project objectives will not or cannot be met and
the project is terminated
– Temporary does not necessarily mean short in duration; many
projects last for several years. In every, case, however, the duration of
a project is finite; projects are not ongoing efforts
 Project Characteristics contd..
2. A Project creates unique deliverables, which are products,
services or results
Projects can create:
• A product or artifact that is produced, is quantifiable, and can be either an
end item in itself or a component item
• A capability to perform a service, such as business functions supporting
production or distribution
• A result, such as outcomes or documents. For example, a research project
develops knowledge that can be used to determine whether or not a trend
is present or a new process will benefit society.

Uniqueness is an important characteristic of project deliverables

• The presence of repetitive elements does not change the fundamental
uniqueness of the project work.

3. Progressive Elaboration
• Developing in steps and continuing by increments
 Project Objectives
To have a successful software project, the project
objectives should be clearly defined
S– specific, that is, concrete and well-defined

M– measurable, that is, satisfaction of the objective can be

objectively judged
A– achievable, that is, it is within the power of the individual
or group concerned to meet the target
R– relalistic , the objective must relevant to the true purpose of
the project
T– time constrained: there is defined point in time by which the
objective should be achieved
 What is management?

This involves the following activities:

• Planning – deciding what is to be done
• Organizing – making arrangements
• Staffing – selecting the right people for the job
• Directing – giving instructions
continued…
 What is management?
(continued)

• Monitoring – checking on progress

• Controlling – taking action to remedy hold-ups
• Innovating – coming up with solutions when problems
emerge
• Representing – liaising with clients, users, developers and
other stakeholders
 What is Project Management
Project management is the application of knowledge, skills, tools and
techniques to project activities to meet project requirements.

• Project management is accomplished through the application and

integration of the project management processes of initiating,
planning, executing, monitoring and controlling, and closing.

• The project manager is the person responsible for accomplishing the

project objectives

Managing a Project Includes:

• Identifying requirements
• Establishing clear and achievable objectives
• Balancing the competing demands for quality, scope, time and cost
• Adapting the specifications, plans, and approach to the different
concerns and
• expectations of the various stakeholders.
 Project Management
Project Managers often talk of a “triple constraint”
• Project Scope
• Time and
• Cost

The relationship among these factor is such that if any one of the three factor
changes, at least one other factor is likely to be affected.

Project Managers also Manage projects in response to uncertainty

Project risk is an uncertain event or condition that, if it occurs, has a
positive or negative effect on at least one project objective

The Project Management team has a professional responsibility to its

stakeholders including customers, the performing organization and the
public
 Project Management vs Operational Work
Organizations perform work (task) to achieve a set of objectives.
Generally, work can be categorized as either projects or operations, although
the two sometimes overlap.

They share many of the following characteristics:

• Performed by people
• Constrained by limited resources
• Planned, executed, and controlled.

Projects and operations differ primarily in that operations are ongoing and
repetitive, while projects are temporary and unique.

The objectives of projects and operations are fundamentally different.

The purpose of a project is to attain its objective and then terminate.

Conversely, the objective of an ongoing operation is to sustain the
business.

Project concludes when its specific objectives have been attained, while
operations adopt a new set of objectives and the work continues.
 Projects vs Operational Work
To Sum up
A task is more ‘project-like’ if it is:
• Non-routine
• Planned
• Aiming at a specific target
• Work carried out for a customer
• Involving several specialisms
• Made up of several different phases
• Constrained by time and resources
• Large and/or complex
 Are software projects really different from other
projects?

Not really! …but…

• Invisibility
• Complexity
• Conformity
• Flexibility
make software more problematic to build than other
engineered artefacts.
 Activities covered by 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
Project Management
Knowledge Areas
 Project Management Knowledge Areas

Project Integration Management, describes the processes and activities that

integrate the various elements of project management, which are identified,
defined, combined, unified and coordinated within the Project Management
Process Groups. It consists of the Develop Project Charter, Develop
Preliminary Project Scope Statement, Develop Project Management Plan,
Direct and Manage Project Execution, Monitor and Control Project Work,
Integrated Change Control, and Close Project management processes.

Project Scope Management, describes the processes involved in ascertaining

that the project includes all the work required, and only the work required, to
complete the project successfully. It consists of the Scope Planning, Scope
Definition, Create WBS, Scope Verification, and Scope Control project
management processes.

Project Time Management, describes the processes concerning the timely

completion of the project. It consists of the Activity Definition, Activity
Sequencing, Activity Resource Estimating, Activity Duration Estimating,
Schedule Development, and Schedule Control project management
processes.
 Project Management Knowledge Areas
Project Cost Management, describes the processes involved in planning,
estimating, budgeting, and controlling costs so that the project is completed
within the approved budget. It consists of the Cost Estimating, Cost Budgeting,
and Cost Control project management processes.

Project Quality Management, describes the processes involved in assuring that

the project will satisfy the objectives for which it was undertaken. It consists of
the Quality Planning, Perform Quality Assurance, and Perform Quality Control
project management processes.

Project Human Resource Management, describes the processes that organize

and manage the project team. It consists of the Human Resource Planning,
Acquire Project Team, Develop Project Team, and Manage Project Team
project management processes.

Project Communications Management, describes the processes concerning

the timely and appropriate generation, collection, dissemination, storage and
ultimate disposition of project information. It consists of the Communications
Planning, Information Distribution, Performance Reporting, and Manage
Stakeholders project management processes
 Project Management Knowledge Areas
Project Risk Management, describes the processes concerned with conducting
risk management on a project. It consists of the Risk Management Planning,
Risk Identification, Qualitative Risk Analysis, Quantitative Risk Analysis, Risk
Response Planning, and Risk Monitoring and Control project management
processes.

Project Procurement Management, describes the processes that purchase or

acquire products, services or results, as well as contract management
processes. It consists of the Plan Purchases and Acquisitions, Plan
Contracting, Request Seller Responses, Select Sellers, Contract
Administration, and Contract Closure project management processes.
 Areas of Expertise Needed by the Project Team

Application Area Knowledge, Standards and Regulations

Application areas are categories of projects that have common
elements significant in such projects, but are not needed or
present in all projects. Application areas are usually defined in
terms of:

Functional departments and supporting disciplines, such as legal,

production and inventory management, marketing, logistics, and
personnel

Technical elements, such as software development or

engineering, and sometimes a specific kind of engineering, such
as water and sanitation engineering or construction engineering

Management specializations, such as government contracting,

community development, and new product development

Industry groups, such as automotive, chemical, agriculture, and

financial services.
 Areas of Expertise Needed by the Project Team

•Understanding the Project Environment

Cultural and Social Environment
International and Political Environment
Physical Environment

•General Management Knowledge & Skills

•Interpersonal Skills
Effective Communication
Influencing the Organization
Leadership
Motivation
Negotiation and conflict Management
Problem Solving
 Key points in lecture

• Projects are non-routine - thus uncertain

• The particular problems of projects e.g. lack of visibility
• Clear objectives are essential which can be objectively
assessed
• Stuff happens. Not usually possible to keep precisely plan –
need for control
• Communicate, communicate, communicate!