What is Software project management?? , What is a Project?, What is a Product?, What is Project Management?, What is Software Project Life Cycle?, What is a Product Life Cycle?, Software Project, Software Triple Constraints, Software Project Manager, Project Planning,
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
The document discusses project planning in software engineering. It defines project planning and its importance. It describes the project manager's responsibilities which include project planning, reporting, risk management, and people management. It discusses challenges in software project planning. The RUP process for project planning is then outlined which involves creating artifacts like the business case and software development plan. Risk management is also a key part of project planning.
This document discusses different process models used in software development. It describes the key phases and characteristics of several common process models including waterfall, prototyping, V-model, incremental, iterative, spiral and agile development models. The waterfall model involves sequential phases from requirements to maintenance without iteration. Prototyping allows for user feedback earlier. The V-model adds verification and validation phases. Incremental and iterative models divide the work into smaller chunks to allow for iteration and user feedback throughout development.
The document discusses important concepts for effective software project management including focusing on people, product, process, and project. It emphasizes that defining project scope and establishing clear objectives at the beginning of a project are critical first steps. Finally, it outlines factors for selecting an appropriate software development process model and adapting it to the specific project.
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
The document discusses organization and team structures for software development organizations. It explains the differences between functional and project formats. The functional format divides teams by development phase (e.g. requirements, design), while the project format assigns teams to a single project. The document notes advantages of the functional format include specialization, documentation, and handling staff turnover. However, it is not suitable for small organizations with few projects. The document also describes common team structures like chief programmer, democratic, and mixed control models.
Introduction to Software Project ManagementReetesh Gupta
This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
The document discusses project planning in software engineering. It defines project planning and its importance. It describes the project manager's responsibilities which include project planning, reporting, risk management, and people management. It discusses challenges in software project planning. The RUP process for project planning is then outlined which involves creating artifacts like the business case and software development plan. Risk management is also a key part of project planning.
This document discusses different process models used in software development. It describes the key phases and characteristics of several common process models including waterfall, prototyping, V-model, incremental, iterative, spiral and agile development models. The waterfall model involves sequential phases from requirements to maintenance without iteration. Prototyping allows for user feedback earlier. The V-model adds verification and validation phases. Incremental and iterative models divide the work into smaller chunks to allow for iteration and user feedback throughout development.
The document discusses important concepts for effective software project management including focusing on people, product, process, and project. It emphasizes that defining project scope and establishing clear objectives at the beginning of a project are critical first steps. Finally, it outlines factors for selecting an appropriate software development process model and adapting it to the specific project.
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
The document discusses organization and team structures for software development organizations. It explains the differences between functional and project formats. The functional format divides teams by development phase (e.g. requirements, design), while the project format assigns teams to a single project. The document notes advantages of the functional format include specialization, documentation, and handling staff turnover. However, it is not suitable for small organizations with few projects. The document also describes common team structures like chief programmer, democratic, and mixed control models.
Introduction to Software Project ManagementSaadi Jadoon
Project management software is software used for project planning, scheduling, resource allocation and change management. It allows project managers (PMs), stakeholders and users to control costs and manage budgeting, quality management and documentation and also may be used as an administration system.
The document discusses software quality and defines key aspects:
- It explains the importance of software quality for users and developers.
- Qualities like correctness, reliability, efficiency are defined.
- Methods for measuring qualities like ISO 9126 standard are presented.
- Quality is important throughout the software development process.
- Both product quality and process quality need to be managed.
The document provides an introduction to software engineering. It discusses that software has a dual role as both a product and vehicle to deliver functionality. It defines software as a set of programs, documents, and data that form a configuration. The document outlines different types of software applications and categories. It also discusses software engineering practices such as communication, planning, modeling, construction, and coding principles.
The document discusses network planning models for project scheduling. It describes two main techniques: CPM (Critical Path Method) and PERT (Program Evaluation Review Technique). Both use an "activity-on-arrow" approach where activities are drawn as arrows between nodes representing start and end times. More recently, precedence networks use an "activity-on-node" approach where activities are represented as nodes and dependencies as lines between nodes. The document provides examples of constructing precedence networks and performing forward and backward passes to determine the critical path and calculate total float for activities.
The document discusses staffing level estimation over the course of a software development project. It describes how the number of personnel needed varies at different stages: a small group is needed for planning and analysis, a larger group for architectural design, and the largest number for implementation and system testing. It also references models like the Rayleigh curve and Putnam's interpretation that estimate personnel levels over time. Tables show estimates for the distribution of effort, schedule, and personnel across activities for different project sizes. The key idea is that staffing requirements fluctuate throughout the software life cycle, with peaks during implementation and testing phases.
Risk management in software engineeringdeep sharma
The document discusses risk management in software engineering. It defines risk as a potential problem that may or may not occur, causing negative impacts. It categorizes risks as project risks, technical risks, and business risks. It outlines the risk management paradigm of identifying, analyzing, planning, tracking, controlling, and communicating risks. It also discusses establishing a risk mitigation, monitoring and management plan to document the risk analysis work. The key is to identify risks early, evaluate and prioritize them, then develop and implement risk mitigation plans.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Finally, it defines important terms related to metrics and measurements for software projects.
This document discusses various topics related to software design including design principles, concepts, modeling, and architecture. It provides examples of class/data design, architectural design, interface design, and component design. Some key points discussed include:
- Software design creates representations and models that provide details on architecture, data structures, interfaces, and components needed to implement the system.
- Design concepts like abstraction, modularity, encapsulation, and information hiding are important to reduce complexity and improve design.
- Different types of design models include data/class design, architectural design, interface design, and component-level design.
- Good software architecture and design lead to systems that are more understandable, maintainable, and of higher quality.
The document discusses different types of software metrics that can be used to measure various aspects of software development. Process metrics measure attributes of the development process, while product metrics measure attributes of the software product. Project metrics are used to monitor and control software projects. Metrics need to be normalized to allow for comparison between different projects or teams. This can be done using size-oriented metrics that relate measures to the size of the software, or function-oriented metrics that relate measures to the functionality delivered.
The document discusses the software development life cycle (SDLC). It describes the typical phases of SDLC including problem definition, program design, coding, debugging, testing, documentation, maintenance, and extension/redesign. It also covers different SDLC models like waterfall, prototyping, and agile development. The SDLC process is best for structured environments while iterative models work better for web and e-commerce projects where frequent stakeholder feedback is needed.
The document discusses key concepts in software engineering. It defines software engineering as applying systematic and technical approaches to develop reliable and efficient computer software. It describes various software development models including waterfall, prototyping, RAD, spiral and evolutionary models. It also discusses software engineering layers, characteristics, applications, and process models. Finally, it covers concepts like fourth generation techniques, software project management, estimation techniques, and risk management.
The document discusses the software development life cycle (SDLC), including its objectives, main phases, and models. The key phases are requirements analysis, design, coding, testing, and operation/maintenance. Common models include waterfall, prototyping, spiral, and rapid application development (RAD). Waterfall is classical but inflexible, while prototyping allows customer feedback. Spiral reduces risks through iterations. RAD emphasizes reuse and rapid iterations. The conclusion recommends the RAD model for mashup development due to its speed, customer involvement, and support for modularized, multi-platform work.
Estimation determines the resources needed to build a system and involves estimating the software size, effort, time, and cost. It is based on past data, documents, assumptions, and risks. The main steps are estimating the software size, effort, time, and cost. Software size can be estimated in lines of code or function points. Effort estimation calculates person-hours or months based on software size using formulas like COCOMO-II. Cost estimation considers additional factors like hardware, tools, personnel skills, and travel. Techniques for estimation include decomposition and empirical models like Putnam and COCOMO, which relate size to time and effort.
This document discusses different types of software metrics including process, product, and project metrics. It defines metrics as quantitative measures of attributes and discusses how they can be used as indicators to improve processes and projects. Process metrics measure attributes of the development process over long periods of time. Product metrics measure attributes of the software at different stages. Project metrics are used to monitor and control projects. The document also discusses size-oriented and function-oriented metrics for normalization and comparison purposes. It provides examples of calculating function points and deriving metrics like errors per function point.
Risk management involves identifying potential problems, assessing their likelihood and impacts, and developing strategies to address them. There are two main risk strategies - reactive, which addresses risks after issues arise, and proactive, which plans ahead. Key steps in proactive risk management include identifying risks through checklists, estimating their probability and impacts, developing mitigation plans, monitoring risks and mitigation effectiveness, and adjusting plans as needed. Common risk categories include project risks, technical risks, and business risks.
Coupling refers to the interdependence between software modules. There are several types of coupling from loose to tight, with the tightest being content coupling where one module relies on the internal workings of another. Cohesion measures how strongly related the functionality within a module is, ranging from coincidental to functional cohesion which is the strongest. Tight coupling and low cohesion can make software harder to maintain and reuse modules.
The COCOMO model is a widely used software cost estimation model developed by Barry Boehm in 1981. It predicts effort, schedule, and staffing needs based on project size and characteristics. The Basic COCOMO model uses three development modes (Organic, Semidetached, Embedded) and a simple formula to estimate effort and schedule based on thousands of delivered source instructions. However, its accuracy is limited as it does not account for various project attributes known to influence costs. Function Point Analysis is an alternative size measurement that counts different types of system functions and complexity factors to estimate effort and cost.
The document discusses the spiral model of software development. The spiral model is an iterative approach that combines prototyping and aspects of the waterfall model. It was defined by Barry Boehm in 1988 as a way to address risks through iterative evaluation and improvement of prototypes. The spiral model is best for medium to high risk projects where requirements are complex or expected to change. It involves evaluating prototypes, defining new prototypes based on learnings, and repeating this process until the final product is delivered.
FREE / OPEN SOURCE SOFTWARE (F/OSS) PROJECTS FOR SOFTWARE ENGINEERINGAndreas Meiszner
This course intends to apply principles of open source communities within an Open Educational Environment within the subject area of computer science
education that will be open to students and free learners outside formal education.
This Free and Open Learning Space will foster participatory learning experiences, involving practical ‘hands-on’ sessions where participants’ learning
activities and the things they create will become learning resources itself. Future learners should be enabled to benefit from earlier achievements and
build upon them, instead of starting from scratch.
Software project managers face unprecedented challenges including a shortage of resources, evolving development paradigms, and changing standards. They must plan, control, and organize projects to deliver on time and on budget by breaking large projects into smaller steps, using techniques to meet customer requirements, and understanding project management methods. Effective project management requires defining objectives and success criteria, creating detailed project plans, estimating costs and resources, involving users, managing risks and changes, testing thoroughly, controlling documentation, and ensuring successful implementation and project closure.
Introduction to Software Project ManagementSaadi Jadoon
Project management software is software used for project planning, scheduling, resource allocation and change management. It allows project managers (PMs), stakeholders and users to control costs and manage budgeting, quality management and documentation and also may be used as an administration system.
The document discusses software quality and defines key aspects:
- It explains the importance of software quality for users and developers.
- Qualities like correctness, reliability, efficiency are defined.
- Methods for measuring qualities like ISO 9126 standard are presented.
- Quality is important throughout the software development process.
- Both product quality and process quality need to be managed.
The document provides an introduction to software engineering. It discusses that software has a dual role as both a product and vehicle to deliver functionality. It defines software as a set of programs, documents, and data that form a configuration. The document outlines different types of software applications and categories. It also discusses software engineering practices such as communication, planning, modeling, construction, and coding principles.
The document discusses network planning models for project scheduling. It describes two main techniques: CPM (Critical Path Method) and PERT (Program Evaluation Review Technique). Both use an "activity-on-arrow" approach where activities are drawn as arrows between nodes representing start and end times. More recently, precedence networks use an "activity-on-node" approach where activities are represented as nodes and dependencies as lines between nodes. The document provides examples of constructing precedence networks and performing forward and backward passes to determine the critical path and calculate total float for activities.
The document discusses staffing level estimation over the course of a software development project. It describes how the number of personnel needed varies at different stages: a small group is needed for planning and analysis, a larger group for architectural design, and the largest number for implementation and system testing. It also references models like the Rayleigh curve and Putnam's interpretation that estimate personnel levels over time. Tables show estimates for the distribution of effort, schedule, and personnel across activities for different project sizes. The key idea is that staffing requirements fluctuate throughout the software life cycle, with peaks during implementation and testing phases.
Risk management in software engineeringdeep sharma
The document discusses risk management in software engineering. It defines risk as a potential problem that may or may not occur, causing negative impacts. It categorizes risks as project risks, technical risks, and business risks. It outlines the risk management paradigm of identifying, analyzing, planning, tracking, controlling, and communicating risks. It also discusses establishing a risk mitigation, monitoring and management plan to document the risk analysis work. The key is to identify risks early, evaluate and prioritize them, then develop and implement risk mitigation plans.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Finally, it defines important terms related to metrics and measurements for software projects.
This document discusses various topics related to software design including design principles, concepts, modeling, and architecture. It provides examples of class/data design, architectural design, interface design, and component design. Some key points discussed include:
- Software design creates representations and models that provide details on architecture, data structures, interfaces, and components needed to implement the system.
- Design concepts like abstraction, modularity, encapsulation, and information hiding are important to reduce complexity and improve design.
- Different types of design models include data/class design, architectural design, interface design, and component-level design.
- Good software architecture and design lead to systems that are more understandable, maintainable, and of higher quality.
The document discusses different types of software metrics that can be used to measure various aspects of software development. Process metrics measure attributes of the development process, while product metrics measure attributes of the software product. Project metrics are used to monitor and control software projects. Metrics need to be normalized to allow for comparison between different projects or teams. This can be done using size-oriented metrics that relate measures to the size of the software, or function-oriented metrics that relate measures to the functionality delivered.
The document discusses the software development life cycle (SDLC). It describes the typical phases of SDLC including problem definition, program design, coding, debugging, testing, documentation, maintenance, and extension/redesign. It also covers different SDLC models like waterfall, prototyping, and agile development. The SDLC process is best for structured environments while iterative models work better for web and e-commerce projects where frequent stakeholder feedback is needed.
The document discusses key concepts in software engineering. It defines software engineering as applying systematic and technical approaches to develop reliable and efficient computer software. It describes various software development models including waterfall, prototyping, RAD, spiral and evolutionary models. It also discusses software engineering layers, characteristics, applications, and process models. Finally, it covers concepts like fourth generation techniques, software project management, estimation techniques, and risk management.
The document discusses the software development life cycle (SDLC), including its objectives, main phases, and models. The key phases are requirements analysis, design, coding, testing, and operation/maintenance. Common models include waterfall, prototyping, spiral, and rapid application development (RAD). Waterfall is classical but inflexible, while prototyping allows customer feedback. Spiral reduces risks through iterations. RAD emphasizes reuse and rapid iterations. The conclusion recommends the RAD model for mashup development due to its speed, customer involvement, and support for modularized, multi-platform work.
Estimation determines the resources needed to build a system and involves estimating the software size, effort, time, and cost. It is based on past data, documents, assumptions, and risks. The main steps are estimating the software size, effort, time, and cost. Software size can be estimated in lines of code or function points. Effort estimation calculates person-hours or months based on software size using formulas like COCOMO-II. Cost estimation considers additional factors like hardware, tools, personnel skills, and travel. Techniques for estimation include decomposition and empirical models like Putnam and COCOMO, which relate size to time and effort.
This document discusses different types of software metrics including process, product, and project metrics. It defines metrics as quantitative measures of attributes and discusses how they can be used as indicators to improve processes and projects. Process metrics measure attributes of the development process over long periods of time. Product metrics measure attributes of the software at different stages. Project metrics are used to monitor and control projects. The document also discusses size-oriented and function-oriented metrics for normalization and comparison purposes. It provides examples of calculating function points and deriving metrics like errors per function point.
Risk management involves identifying potential problems, assessing their likelihood and impacts, and developing strategies to address them. There are two main risk strategies - reactive, which addresses risks after issues arise, and proactive, which plans ahead. Key steps in proactive risk management include identifying risks through checklists, estimating their probability and impacts, developing mitigation plans, monitoring risks and mitigation effectiveness, and adjusting plans as needed. Common risk categories include project risks, technical risks, and business risks.
Coupling refers to the interdependence between software modules. There are several types of coupling from loose to tight, with the tightest being content coupling where one module relies on the internal workings of another. Cohesion measures how strongly related the functionality within a module is, ranging from coincidental to functional cohesion which is the strongest. Tight coupling and low cohesion can make software harder to maintain and reuse modules.
The COCOMO model is a widely used software cost estimation model developed by Barry Boehm in 1981. It predicts effort, schedule, and staffing needs based on project size and characteristics. The Basic COCOMO model uses three development modes (Organic, Semidetached, Embedded) and a simple formula to estimate effort and schedule based on thousands of delivered source instructions. However, its accuracy is limited as it does not account for various project attributes known to influence costs. Function Point Analysis is an alternative size measurement that counts different types of system functions and complexity factors to estimate effort and cost.
The document discusses the spiral model of software development. The spiral model is an iterative approach that combines prototyping and aspects of the waterfall model. It was defined by Barry Boehm in 1988 as a way to address risks through iterative evaluation and improvement of prototypes. The spiral model is best for medium to high risk projects where requirements are complex or expected to change. It involves evaluating prototypes, defining new prototypes based on learnings, and repeating this process until the final product is delivered.
FREE / OPEN SOURCE SOFTWARE (F/OSS) PROJECTS FOR SOFTWARE ENGINEERINGAndreas Meiszner
This course intends to apply principles of open source communities within an Open Educational Environment within the subject area of computer science
education that will be open to students and free learners outside formal education.
This Free and Open Learning Space will foster participatory learning experiences, involving practical ‘hands-on’ sessions where participants’ learning
activities and the things they create will become learning resources itself. Future learners should be enabled to benefit from earlier achievements and
build upon them, instead of starting from scratch.
Software project managers face unprecedented challenges including a shortage of resources, evolving development paradigms, and changing standards. They must plan, control, and organize projects to deliver on time and on budget by breaking large projects into smaller steps, using techniques to meet customer requirements, and understanding project management methods. Effective project management requires defining objectives and success criteria, creating detailed project plans, estimating costs and resources, involving users, managing risks and changes, testing thoroughly, controlling documentation, and ensuring successful implementation and project closure.
The document discusses various topics related to software project management including:
1. Definitions of projects, jobs, and exploration and how software projects have more characteristics that make them difficult than other types of projects.
2. Typical project phases like initiating, planning, executing, controlling, and closing.
3. Distinguishing between different types of software projects and their approaches.
4. Key activities in project management like planning, organizing, staffing, directing, monitoring, and controlling.
The document outlines a project management plan for developing a complex web server application. It describes the project goal of creating a graphical user interface web server. It then details the resources, including the project leader, developers, testers and a budget of $2,500. It outlines the 5 project phases of specifications, design, implementation, verification and final release. It provides a timeline showing the tasks and estimated durations to complete the project by May 10th, within budget. The conclusions note that OpenProj project management software was used to define the tasks, schedule, resources and costs.
Introduction of software project managementREHMAT ULLAH
This document discusses software project management. It defines software project management as a process of managing, allocating, and timing resources to develop computer software that meets requirements. The document outlines the key tasks in software project management, including problem identification, definition, planning, organization, resource allocation, scheduling, tracking, reporting, controlling, and project termination. It emphasizes that software project management plans, implements, monitors, and controls software projects from start to finish.
SWE-401 - 3. Software Project Managementghayour abbas
The document discusses various aspects of software project management including defining a software project, the need for software project management, roles and responsibilities of a project manager, key project management activities like planning, estimation, scheduling, resource management, risk management, execution and monitoring, communication management, configuration management, and change control. It also discusses tools that can help with project management like Gantt charts, PERT charts, resource histograms, and critical path analysis.
This document discusses managing computing projects. It defines what a project and software project are, and explains the need for software project management. It describes triple constraints for software projects involving quality, cost, and schedule. Key software project management activities are outlined, including planning, scope management, estimation, scheduling, resource management, risk management, execution and monitoring. Common project management tools like Gantt charts, PERT charts, and resource histograms are also summarized.
The document discusses software project management. It defines a software project as the complete process of software development from requirements gathering through testing and maintenance. A software project manager closely monitors the development process, prepares plans, arranges resources, and manages communication between team members. Software project management involves planning, scope management, estimation of size, effort, time and cost, and other activities. Estimation techniques include decomposition by functions or activities and empirical models. Lines of code is a common size metric but does not consider complexity. Effort estimation forecasts time required and project estimation uses a stepwise decomposition approach.
The document discusses software project management. It defines a software project as the process of software development from requirements gathering through testing and maintenance according to methodologies within a specified time frame and budget. It notes that software projects require management due to their unique nature, intangible product, and rapidly changing technologies. The responsibilities of a software project manager are outlined as managing people, the project, risks, and acting as a liaison and spokesperson. Key software management activities discussed include project planning, scope management, estimation, tracking resources, scheduling, communication, and configuration management.
Today as we see, software has become an inseparable part of human life. Almost everything we can look around is managed, controlled by software.
The goal of software project management is to understand, plan, measure, and control the project such that it is delivered on time and on budget. This involves gathering requirements, managing risk, monitoring and controlling progress, and following a software development process.
This document discusses software cost estimation. It begins by distinguishing between effort, which is the number of hours of work required, and time, which is the duration from start to finish. It then describes factors that influence cost estimation, such as project type and size, and development team size. Finally, it outlines several techniques used for cost estimation, including algorithmic models, expert judgment, top-down estimation, and bottom-up estimation.
This document summarizes key aspects of project planning and estimation techniques discussed in a lecture. It covers topics like plan-driven vs agile development, project scheduling, estimation models like COCOMO II, and factors that affect estimation accuracy. Project planning involves breaking work into tasks, scheduling, and communicating the plan. Estimation can be experience-based or use algorithmic models factoring in attributes like size, team experience, and complexity.
This document discusses software project scheduling. It explains that project scheduling involves identifying tasks, determining dependencies between tasks, estimating task durations, allocating resources, and determining start and end dates. The critical path is the sequence of tasks that determines the project duration. The document also discusses software prototyping, which involves creating initial prototypes, reviewing them, and revising them based on feedback, to help define requirements before full development. Common prototyping methods include incremental, throwaway, extreme, and evolutionary prototyping.
The chapter discusses project planning, scheduling, and estimation techniques. It covers creating a project plan with tasks, durations, dependencies and resources. Scheduling involves representing the plan with bar charts and staff allocation charts. Estimation is challenging due to uncertainties but becomes more accurate over time. Planning in XP uses story-based planning with iterative selection of stories and releases.
The document outlines an agenda for a project and program management training session. The agenda covers topics from initiation to verification and validation. It includes times for presentations, breaks, lunch and Q&A sessions. Project management concepts like the project life cycle, planning, scheduling and monitoring are to be discussed.
The document discusses various aspects of project management for software development projects. It covers topics like project planning, estimation techniques, scheduling, risk analysis, quality management planning, change management planning, and plan-driven versus agile development approaches. Project planning involves breaking work into tasks, scheduling, and anticipating potential problems. Estimation considers factors like costs, resources, complexity, and historical data from similar projects. Scheduling graphically represents the project plan timeline. Agile methods use iterative development and flexible planning compared to plan-driven approaches.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to break projects into tasks, estimate durations, and identify dependencies. Risk management identifies potential risks, assesses their likelihood and impact, and develops strategies to avoid, minimize, or mitigate risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to breakdown tasks, dependencies, and allocate staff. Risk management identifies potential risks, analyzes their likelihood and impact, and develops plans to avoid, minimize, or mitigate risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to break projects into tasks, estimate durations, and identify dependencies. Risk management identifies potential risks, assesses their likelihood and impact, and develops strategies to avoid, minimize, or mitigate risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to break projects into tasks, estimate durations, and identify dependencies. Risk management identifies potential risks, assesses their likelihood and impact, and develops strategies to avoid, minimize, or mitigate risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to breakdown tasks, dependencies, and allocate staff. Risk management identifies potential risks, analyzes their likelihood and impact, and develops plans to avoid or minimize risks.
Project management involves planning, scheduling, and risk management activities. Planning involves establishing constraints, assessing parameters, defining milestones and deliverables, and revising estimates. Scheduling uses techniques like bar charts and activity networks to break projects into tasks, estimate durations, and identify dependencies. Risk management identifies potential risks, assesses their likelihood and impact, and develops strategies to avoid, minimize, or mitigate risks.
This document provides an outline and summary of topics from lectures on software project management and scheduling. It discusses estimating effort, costs, and resources for a project. Other topics covered include the software equation for estimating effort, make-or-buy decisions, outsourcing, reasons for late delivery, and principles of project scheduling such as interdependencies between tasks. It also describes the relationship between people assigned to a project and effort over time based on the Putnam-Norden-Rayleigh curve.
This document provides an overview of project planning and estimation techniques used in software development. It discusses plan-driven and agile planning approaches. For plan-driven projects, it describes creating a detailed project plan with work breakdown, scheduling, milestones and resource allocation. It also discusses estimation techniques like experience-based estimating and algorithmic models like COCOMO. COCOMO models like application composition, early design, reuse and post-architecture are explained for estimating effort at different stages. Factors affecting accuracy and uncertainty in estimates are also covered.
Software Project Management | An Overview of the Software Project ManagementAhsan Rahim
Management is the process of getting things done through others, it is the process of coordinating people & other resources to achieve the goals of the organization. A project is a set of related tasks that are coordinated to achieve a specific objective in a given time limit. A project is well-defined task, which is a collection of several operations done in order to achieve a goal. Software is the program & all associated documentation & configuration data which is needed to make these programs operate correctly.
A Software Project is the complete procedure of software development from requirement gathering to testing & maintenance, carried out according to the execution methodologies, in a specified period of time to achieve intended software product.
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2. What is a Project?
Any work with a fixed start/end date, is
temporary and unique in nature.
3. What is a Product?
A Product is anything that can be
offered to a market to solve a problem
or satisfy a want or need. It has a life
cycle with multiple stages. A product is
conceived, developed, introduced and
managed in the market, and retired
when the need for it diminishes. A
product can only be developed within
the context of a project, and multiple
projects can occur within a product’s
life cycle.
4. What is Project Management?
Project management is a methodical
approach to planning and
guiding project processes from start
to finish
5. What is Software Project Life
Cycle
Software Project Life Cycle is as
follow:
7. What is Project Management Life
Cycle?
Initiation
Planning
Executing
Monitoring and Controlling
Closing
8. Software Project
A Software Project is the complete
procedure of software development
from requirement gathering to testing
and maintenance, carried out
according to the execution
methodologies, in a specified period of
time to achieve intended software
product.
9. Need of Software Project
Management
Software is said to be an intangible product.
Software development is a kind of all new stream
in world business and there’s very little experience
in building software products. Most software
products are tailor made to fit client’s requirements.
The most important is that the underlying
technology changes and advances so frequently
and rapidly that experience of one product may not
be applied to the other one. All such business and
environmental constraints bring risk in software
development hence it is essential to manage
software projects efficiently.
10. Software Triple Constraints
The image above shows triple constraints for
software projects. It is an essential part of
software organization to deliver quality product,
keeping the cost within client’s budget constrain
and deliver the project as per scheduled. There
are several factors, both internal and external,
which may impact this triple constrain triangle.
Any of three factor can severely impact the other
two.
Therefore, software project management is
essential to incorporate user requirements along
with budget and time constraints.
11. Software Project Manager
A software project manager is a person who
undertakes the responsibility of executing the
software project. Software project manager is
thoroughly aware of all the phases of SDLC that
the software would go through. Project manager
may never directly involve in producing the end
product but he controls and manages the
activities involved in production.
A project manager closely monitors the
development process, prepares and executes
various plans, arranges necessary and adequate
resources, maintains communication among all
team members in order to address issues of
cost, budget, resources, time, quality and
customer satisfaction.
12. Project Manager’s
Responsibilities
Managing People
Act as project leader
Liaison with stakeholders
Managing human resources
Setting up reporting hierarchy etc.
Managing Project
Defining and setting up project scope
Managing project management activities
Monitoring progress and performance
Risk analysis at every phase
Take necessary step to avoid or come out of problems
Act as project spokesperson
13. Software Project Activities
Software project management
comprises of a number of activities,
which contains planning of project,
deciding scope of software product,
estimation of cost in various terms,
scheduling of tasks and events, and
resource management. Project
management activities may include:
Project Planning
Scope Management
Project Estimation
14. Project Planning
Software project planning is task, which is
performed before the production of software
actually starts. It is there for the software
production but involves no concrete activity that
has any direction connection with software
production; rather it is a set of multiple processes,
which facilitates software production.
15. Scope Management
It defines the scope of project; this includes all the
activities, process need to be done in order to make a
deliverable software product. Scope management is
essential because it creates boundaries of the project
by clearly defining what would be done in the project
and what would not be done. This makes project to
contain limited and quantifiable tasks, which can easily
be documented and in turn avoids cost and time
overrun.
During Project Scope management, it is necessary to -
Define the scope
Decide its verification and control
Divide the project into various smaller parts for ease of
management.
Verify the scope
Control the scope by incorporating changes to the
scope
16. Project Estimation
For an effective management accurate
estimation of various measures is a must.
With correct estimation managers can
manage and control the project more
efficiently and effectively.
Project estimation may involve the following:
Software size estimationSoftware size may
be estimated either in terms of KLOC (Kilo
Line of Code) or by calculating number of
function points in the software. Lines of code
depend upon coding practices and Function
points vary according to the user or software
requirement.
17. Effort estimationThe managers estimate efforts in
terms of personnel requirement and man-hour required
to produce the software. For effort estimation software
size should be known. This can either be derived by
managers’ experience, organization’s historical data or
software size can be converted into efforts by using
some standard formulae.
Time estimationOnce size and efforts are estimated,
the time required to produce the software can be
estimated. Efforts required is segregated into sub
categories as per the requirement specifications and
interdependency of various components of software.
Software tasks are divided into smaller tasks, activities
or events by Work Breakthrough Structure (WBS). The
tasks are scheduled on day-to-day basis or in calendar
months.
The sum of time required to complete all tasks in hours
or days is the total time invested to complete the
project.
18. Cost estimationThis might be considered as
the most difficult of all because it depends on
more elements than any of the previous
ones. For estimating project cost, it is
required to consider -
◦ Size of software
◦ Software quality
◦ Hardware
◦ Additional software or tools, licenses etc.
◦ Skilled personnel with task-specific skills
◦ Travel involved
◦ Communication
◦ Training and support
20. Numerical
You have a project to build a new mobile app. The app has
four screens. Each screen is to take one day to build and is
budgeted for $1,000 per screen. The screen are planned to
be completed one after the other. Today is the end of day
three. Calculate PV, EV, AC, BAC, CV, CPI, SV, SPI, EAC,
ETC, and VAC
22. Project Estimation (Costing)
You are the project manager and want
to calculate TCPI based on EAC for
your project. The data you have with
you is BAC: $ 135,000, earned value
for your project : $ 45,000, actual
costs : $ 70,000 and EAC is $130,000.
What is the TCPI that you will get from
these values?
26. In the latest earned value report for
your project, you see the CPI is 1.4,
the SPI is 0.6, the PV is $500,000,
and the SV is -$120,000. You can’t
find the CV in the report, so you need
to calculate it based on the information
given. What is the CV?
28. Project Scheduling
Project Scheduling in a project refers to roadmap
of all activities to be done with specified order
and within time slot allotted to each activity.
Project managers tend to define various tasks,
and project milestones and them arrange them
keeping various factors in mind.
They look for tasks lie in critical path in the
schedule, which are necessary to complete in
specific manner (because of task
interdependency) and strictly within the time
allocated.
Arrangement of tasks which lies out of critical
path are less likely to impact over all schedule of
the project.
29. For scheduling a project, it is necessary
to -
Break down the project tasks into
smaller, manageable form
Find out various tasks and correlate
them
Estimate time frame required for each
task
Divide time into work-units
Assign adequate number of work-units
for each task
Calculate total time required for the
project from start to finish
31. Network diagram shows just
dependencies (logical relationships)
• If activity duration estimates
(estimates) are added, the network
diagram could also show the critical
path
32. Methods to draw Network
Diagram
• In past, the Precedence Diagramming
Method (PDM), the Arrow
Diagramming Method (ADM), and the
GERT method were commonly used
to draw network diagram.
• Today most network diagrams are
created using PDM
33. Types of Dependencies
The sequence of activities is determined based on the
following dependencies:
Mandatory Dependency (Hard Logic): The dependency
is inherent in the nature of the work being done or
required by the contract (e.g., you must design before
construct)
Discretionary dependency (Preferred, Preferential, Soft
Logic): This dependency is determined by the project
team. Discretionary dependency can be changed if
needed, while other types of dependencies cannot be
easily changed. Discretionary dependencies are
important when analyzing how to shorten or re-
sequence the project to decrease the project duration
(fast track the project)
External Dependency: This dependency is based on the
needs or desires of a party outside the project (e.g.,
government or supplier)
34. Leads and Lags in Network
Diagram
• A lead may be added to start an
activity before the predecessor activity
is completed. For example, a coding
might be able to start five days before
the design is finished
• A lag is inserted waiting time between
activities, such as needing to wait
three days after pouring concrete
before constructing the frame for the
house.
36. Example Network Diagram
You are the project manager for a new project
and have figured out the following
dependencies:
Activity 1 can start immediately and has an
estimated duration of 3 weeks
Activity 2 can start after Activity 1 is
completed and has an estimated duration of
3 weeks
Activity 3 can start after Activity 1 is
completed and has an estimated duration of
6 weeks
Activity 4 can start after activity 2 is
completed and has an estimated duration of
8 weeks
Activity 5 can start after Activity 4 is
37. 1. What is the duration of the critical
path? (Ans: 18)
2. What is float of activity 3? (Ans: 5)
3. What is the float of activity 2? (Ans: 0)
4. What is the float of the path with
longest float? (two paths .. 18-13 =5)
38. Three Point/Pert Estimation
Expected Activity Duration:
(P+4M+O)/6
Activity Standard Deviation:
(P-O)/6
Activity Variance:
[(P-O)/6]2
Range for an Individual Activity Estimate:
EAD+/- SD (Start of the range EAD-SD and end
of the range is EAD+SD)
39. Activity P M O Pert
(Expect
ed
Duration
)
Activity
SD
Activity
Variance
Range
of the
estimate
A 47 27 14
B 89 60 41
C 48 44 39
D 42 37 29
40. Activity P M O Pert
(Expect
ed
Duration
)
Activity
SD
Activity
Variance
Range
of the
estimate
A 47 27 14 28.167 5.500 30.250 22.667
to
33.667
or
28.167
+/- 5.500
B 89 60 41 61.667 8.000 64.000 53.667
to
69.667
C 48 44 39 43.833 1.500 2.250 42.333
to
45.333
D 42 37 29 36.500 2.167 4.696 34.333
to
38.667
45. Using the following information:
Activity A has duration of 3 weeks and is the first activity with no
predecessor
Activity D has duration of 4 weeks and is the first activity with no
predecessor
Activity F has duration of 8 weeks and has predecessors Activity A and
D
Activity E has duration of 9 weeks and has predecessor Activity D
Activity B has duration of 4 weeks and has predecessor Activity F
Activity G has duration of 4 weeks and has predecessors Activity E and
F
Activity H has duration of 2 weeks and predecessor Activity G
Activity C has duration of 7 weeks and predecessor Activity H
Draw Network Diagram
Find all the paths and the critical path
Float on Activity A, C, and G
Find the Early Start of Activity H
Find the Late Finish of Activity B
The stakeholders have decided to remove Activity F from the
project, and making Activity B the predecessor of Activity G.
What will be the effect on the project?
48. Draw the Network Diagram.
Find out all the paths and the critical path
What is the duration of the critical path
What is the float of Activity B and Activity C?
The resource working on activity 3 is replaced with
another resource who is less experienced. The activity
will now take 10 Weeks. How will this affect the project?
After some argument between stakeholders, a new
activity ‘F’ is added to the project. It will take 11 Weeks
to complete and must be completed before activity ‘E’
and ‘C’. Management is concerned that adding the
activity will add 11 weeks to the project. Another
stakeholder argues that the time will be less than 11
weeks. Who is correct? Use the original information
(without the change to activity ‘C’ listed in the original
question) to answer this question.
Based on the information in part f), how much longer
will the project take?
49.
50. Activity B: Float 0
Activity C: Float 5
It will have no effect. The length of activities, A, C and E is 13.
Adding 4 more weeks to the length of activity C will make that
path 17. Since that path is still shorter than the critical path,
the critical path does not change. The length of the critical
path is still 18 weeks because activity C is not on the critical
path.
The stakeholder who says the time will be less than 11 weeks
is correct. The new activity will be added to the non-critical
path that has float of 5 weeks. Therefore, adding 11 weeks
will make this path the new critical path. The overall effect of
adding 11 weeks will be a delay to the project of 6 weeks.
The project will take 6 weeks longer.