SPM Unit-1 Final.pptx

Thiruvalluvar University
Model Constituent College of Arts and Science, Tittagudi-606106
Department of Computer Science
MCS 32 – Software Project Management
Software Project Management
Dr. S. P. Ponnusamy
Assistant Professor
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Unit -1

Paper Type : Core Theory
Credit : 3
Hours/Week : 4
Internal Mark : 25
External Mark : 75
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Text Book :
1. James A O’Brien, George M maracas, Ramesh Behl, “Management Information Systems”,
McGraw Hill.
2. Walker Royce: Pearson Education, 2005: Software Project Management.
3. Indu Chhabra, “Software Engineering: A Concise Study”, Publishers, 1st Edition.

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Syllabus
UNIT I
Project Management-Introduction to Project and Project management- problems with software projects - Project Management Knowledge Area and Framework-
Stages of project - Feasibility study -cost-benefit analysis - Planning - project execution - project and product lifecycle - Project Stakeholders - All Parties of
project - role of project manager - Exploration of Open Source Software tools for project management. Checkpoints And Processes of Project -Major Milestones-
Minor Milestones- Periodic status assessments. Project Processes- Initiating Processes- Planning Processes- Control Processes- Executing Processes- Closing
Processes- Process Groups- Process Interactions.
UNIT II
Project Planning -Integration Management - Introduction - Project plan development – Plan Execution - Scope Management - Introduction - methods for
selecting projects - project charter - scope statement - work breakdown structure - Stepwise Project Planning -Overview - Main steps in project planning. Project
Scheduling-Time Management- Importance of project schedules- Schedules and activities - Sequencing and scheduling activity - Project Network Diagrams -
Network planning models- Duration Estimating and schedule development- Critical path analysis- Program evaluation and review Techniques.
UNIT III
Technical Metrics For Software-Software Process and Project Metrics- Size Oriented Metrics- Function-Oriented Metrics- Extended Function Point Metrics- A
Framework for Technical Software Metrics- Metrics for Requirement Specification Quality- Metrics for Analysis- Metrics for Design- Metrics for Source Code-
Metrics for Testing- Metrics for Maintenance. Technical Metrics For Object-Oriented Systems-Intent of Object-Oriented Metrics- Characteristics of Object-
Oriented Metrics - Metrics for OO Design Model- Class-Oriented Metrics- Operation-Oriented Metrics- Metrics for Object-Oriented Testing- Metrics for Object-
Oriented Projects.
UNIT IV
Overview- Benefits- Technologies related to ERP- E R P packages- Business Process Re-engineering- Implementation Life Cycle of ERP- Training - Team
Training- End User Training- Post Implementation (Maintenance Mode) - Implementation in large-scale organization- Applications of ERP in functional areas-
Marketing- Personnel- Financial & Production..
UNIT V
Decision structure- Decision Support Trends- DSS Components- Using DSS- What-if analysis- sensitivity analysis- Goal Seeking Analysis- Optimization
Analysis- Executive Information Systems- Enterprise portals and decision support- knowledge management systems.

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Introduction
Project and Project Management

Introduction to Project and Project management
• What is Project?
• What is Project Management?
• Characteristics
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Introduction – Project
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o General- a new endeavor with specific objective.
o Common definition
 Project is a temporary endeavor undertaken to create a unique product or service or result.
(AMERICAN National Standard ANSI/PMI99-001-2004)
 Project is a unique process, consist of a set of coordinated and controlled activities with
 start and finish dates,
 undertaken to achieve an objective confirming to specific requirements,
 including the constraints of time cost and resource.

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o Examples
 Developing a watershed,
 Creating irrigation facility,
 Developing new variety of a crop,
 Developing new breed of an animal,
 Developing agro-processing center,
 Construction of farm building,
 sting of a concentrated feed plant etc.
o It may be noted that each of these projects differ in composition, type, scope, size
and time.

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o Characteristics
 Unique in nature.
 Have definite objectives (goals) to achieve.
 Requires set of resources.
 Have a specific time frame for completion with a definite start and finish.
 Involves risk and uncertainty.
 Requires cross-functional teams and interdisciplinary approach.

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o Key aspects of Success
 Plan: The planning and forecasting activities.
 Process: The overall approach to all activities and project governance.
 People: Including dynamics of how they collaborate and communicate.
 Power: Lines of authority, decision-makers, organograms, policies for implementation and the like.

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o Project Performance Dimensions
 Any change in any one of dimensions would affect the other.
 Mathematically
• Performance = f(Scope, Cost, Time)

Introduction – Project Management
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o Management - the process of leading the work of a team to achieve goals and meet
success criteria at a specified time.
o Objective - to produce a complete project which complies with the client's objectives.
o Primary challenge - to achieve all of the project goals within the given constraints.
o Secondary challenge - to optimize the allocation of necessary inputs and apply them to
meet pre-defined objectives
o Primary constraints are scope, time, quality and budget.

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o A project manager,
o The project team
o and the project management system.
o The project management system comprises
 organization structure,
 information processing and
 Decision making and the procedures that facilitate integration of horizontal and vertical elements
of the project organization.

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o A project manager,
o The project team
o and the project management system.
o The project management system comprises
 organization structure,
 information processing and
 Decision making and the procedures that facilitate integration of horizontal and vertical elements
of the project organization.

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o Benefits of Project Management Approach
 help in handling complex, costly and risky assignments by providing interdisciplinary approach in
handling the assignments.
 Example: R&D organizations.
 Help in handling assignments in a specified time frame with definite start and completion points
 handling customer orders by Industries involved in production of capital goods.
 Provide task orientation to personnel in an Organization in handling assignments.
 Organizations in IT sector handling software development assignments for clients.

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Problems with Software Projects

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o Insufficient planning o Too “rosy” assumptions
o Poor communication o Changes to the requirements
o Changes in the context (funding, priorities)
o Doing something without a clear customer base
o Competition
o Entrepreneurial nature of software
o Cost overruns
Problems with software projects

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o Changing of requirements
o Misunderstanding of requirements
o Poor understanding of goals
o Over-ambitious goals
o Lack of clear specification
o Poor planning/research
o Lack of a reasonable & structured software/feature plan
o No commercial market for end product

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o The majority of software projects fail…
 not because of technical deficiencies or problems
 but because of underestimating the human aspects of development, including:
 the relationship with the customers
 regular and explicit communication between all stakeholders – managers, developers, testers, marketing, sales,
customers

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Project Management Knowledge Area
and Framework

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o Project Integration Management – various elements of the project are properly
coordinated.
o Project Scope Management – includes all the work required, to complete the project
successfully.
o Project Time Management – ensure timely completion of the project.
o Project Cost Management – completed within the approved budget.
o Project Quality Management – project will satisfy the needs for which it was
undertaken
Project Management Knowledge Area and Framework

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o Project Human Resource Management – to make the most effective use of the
people involved with the project.
o Project Communications Management – to ensure timely and appropriate
generation, collection, dissemination, storage, and ultimate disposition of project
information.
o Project Risk Management – identifying, analyzing, and responding to project risk.
o Project Procurement Management – to acquire goods and services from outside the
performing organization.

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o Application area knowledge, standards and regulations.
 Functional Departments and supporting disciplines
 Technical elements
 Management specializations
 Industry groups
o Each application areas generally have a set of accepted standards and practices.

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o Understanding Project environment
1. Cultural and social
2. International and political
3. Physical environment

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o General management knowledge and skills
1. Planning
2. Organizing
3. Staffing
4. Executing
5. Control the operations
6. Supporting disciplines

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o Interpersonal Skills
1. Effective communication
2. Influencing the organization
3. Leadership
4. Motivation
5. Negotiation & conflict resolution
6. Problem solving

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o Standard
o Document approved by a recognized body - a required or agreed level of quality or attainment
o for common and repeated use,
o rules,
o guidelines,
o or characteristics for products,
o processes or services
o compliance is not mandatory.”
o Standards start out as guidelines and later with widespread adaptation becomes accepted as if
they were regulations.
o Regulation -a rule or directive made and maintained by an authority
o a “document, which lays down product, process or service characteristics, including the applicable
administrative provisions, with which compliance is mandatory.

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Stages of a Project

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o Any project is carried out in phases.
o The number of phases in a project will vary according to the project's type and the manager's
techniques
o May range from four to six steps
o grouped into four phases
o Initiation and planning,
o Execution,
o Monitoring and control,
o Closing
Stages of a Project

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o Initiation and planning
o budget outlines,
o the timeline needed for project delivery,
o overall goal of the project.
o The phase is essentially about laying out the project's mission.
o In sum, it is a formalization of the project's core idea
Stages of a Project

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o Initiation and planning
o Managers will consider what specific steps and tasks needed for project delivery
o Each step and task will have its own estimated costs and timeline
o Although these estimations don't need to be entirely accurate, it gives project managers a general idea about
the project's feasibility and delivery time
Stages of a Project

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o Execution
o The execution phase is the real start of the project's implementation.
o Strict budget management comes into play here, as the project has left the planning phase and is now in full
swing.
o Managers will want to be consistently updated on the project’s - project managers will constantly
communicate with their employees, receiving not only updates but also problems that the project
encounters.
o Project managers are also constantly in touch with their clients at this stage, as during the execution phase
investors are most concerned about the project's development
Stages of a Project

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o Monitoring and Control
o Managers making sure that task deadlines are met and costs are within the allocated budgets.
o Most projects will encounter problems along the way, and such problems are rectified at this stage.
o The manager will also ensure that the project's original plan is adhered to.
Stages of a Project

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o Closing
 No matter how many phases there are in a project, the closing stage is always the
last.
 The phase involves two elements.
1. Making a report that details how the project ran over the previous three phases. The report will
analyze the project's initial goals compared to its current state and identify any problems
encountered along the way and what steps were taken to address these problems.
2. Project review, which is the project team meeting where team members can put in their own
input regarding the project's implementation.
Stages of a Project

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o Waterfall Methodology
Stages of a Project
Courtesy : https://blog.ganttpro.com/

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o Phases of project
Stages of a Project

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o Chart Model
Stages of a Project

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o Hospital Management System
Stages of a Project
Courtesy : https://existek.com/

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Stages of a Project

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Stages of a Project

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Feasibility Study

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o When the client approaches the organization for getting the desired product
developed,
o it comes up with rough idea about what all functions the software must perform and
which all features are expected from the software.
o Referencing to this information, the analysts does a detailed study about whether
the desired system and its functionality are feasible to develop.
Feasibility Study

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o When the client approaches the organization for getting the desired product developed,
o It comes up with rough idea about what all functions the software must perform and which all features are
expected from the software.
o Referencing to this information, the analysts does a detailed study about whether the desired system and its
functionality are feasible to develop.
o whether the software product can be practically materialized in terms of
 implementation, contribution of project to organization, cost constraints and as per values and objectives of the
organization.
o It explores technical aspects of the project and product such as usability, maintainability, productivity and
integration ability.
o The output of this phase should be a feasibility study report that should contain adequate comments and
recommendations for management about whether or not the project should be undertaken.
Feasibility Study

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o Economic and Market Analysis
o Technical Analysis
o Market Analysis
o Financial Analysis
o Economic Benefits
o Project Risk and Uncertainty
o Management Aspects
Feasibility Study

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o Economic and Market Analysis
Feasibility Study
 Demand projections are to be made keeping in view all possible developments
 many projects have failed not because of technological and financial problems but ignored customer
requirements and market forces.
 In market analysis a number of factors need to be considered covering
 product specifications,
 pricing,
 channels of distribution,
 trade practices,
 threat of substitutes,
 domestic and international competition,
 opportunities for exports
 Aim at providing analysis of future market scenario so that the decision on project investment can be taken

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Feasibility Study
 Based on the description of the product and specifications and also the requirements of quality standards
 Technology
 Availability
 Alternatives
 Latest / state-of-art
 Other implications
 Plant Capacity
 Market Demand
 Inputs
 Raw materials
 Components
 Power
 Water
 Fuel

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Feasibility Study
 Availability skilled man power
 Location Logistics
 Environmental consideration – pollution, etc.,
 Requirement buildings/ foundation
 Other relevant details

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Feasibility Study
 Availability skilled man power
 Location Logistics
 Environmental consideration – pollution, etc.,
 Requirement buildings/ foundation
 Other relevant details

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o Financial Analysis
Feasibility Study
 The Financial Analysis, examines the viability of the project from financial or commercial considerations
and indicates the return on the investments
 Commonly used techniques
 Pay-back period.
 Return on Investment (ROI)
 Net Present Value (NPV)
 Profitability Index(PI)/Benefit Cost Ratio
 Internal Rate of Return (IRR)

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o Economic Benefits
Feasibility Study
 Employment generation
 Economic development of the area where the project is located
 Foreign exchange savings in case of import substitutes
 Earning of foreign exchange in case of export oriented projects and others

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o Risk and Uncertainty
Feasibility Study
 Risk is related to occurrence of adverse consequences and is quantifiable (analyzed through probability
of occurrences)
 Uncertainty refers to inherently unpredictable dimensions and is assessed through sensitivity analysis
 Technical – relates to project scope, change in technology, quality and quantity of inputs, activity times,
estimation errors etc.
 Economical – pertains to market, cost, competitive environment, change in policy, exchange rate etc.
 Socio-political – includes dimensions such as labour, stakeholders etc.
 Environmental – factors could be level of pollution, environmental degradation etc.

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o Management Aspects
Feasibility Study
 Background of promoters
 Management philosophy
 Organization set up and staffing for project implementation phase as well as operational phase
 Aspects of decentralization and delegation
 Systems and procedures
 Method of execution
 Accountability

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Cost-Benefit Analysis (CBA)

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Cost-Benefit Analysis
 Systematic approach to estimate the strengths and weaknesses of alternatives
 Used to determine options that provide the best approach to achieve benefits while
preserving savings
 Also defined as a systematic process for calculating and comparing benefits and costs of
a decision, policy (with particular regard to government policy) or (in general) project.
 CBA has two main purposes:
 To determine if an investment/decision is sound (justification/feasibility) – verifying whether its
benefits outweigh the costs, and by how much;
 To provide a basis for comparing projects – which involves comparing the total expected cost of each
option against its total expected benefits

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Cost-Benefit Analysis
 cost-effectiveness analysis
 cost–utility analysis
 risk–benefit analysis
 economic impact analysis
 fiscal impact analysis
 and social return on investment (SROI) analysis

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Planning

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Planning
 It is witnesses the concentrated activity where the plans are put into operation.
 Each activity is monitored, controlled and coordinated to achieve project objectives.
 Important activities in this phase are
 Communicating with stakeholders
 Reviewing progress
 Monitoring cost and time
 Controlling quality
 Managing changes
o Execution Phase

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Planning
 Entire cycle that enraptures a project
 It means the different phases that take place within a
project.
 Five different processes take place in a project
 Initiation
 Planning
 Executing
 Monitoring and Control
 Closing
o Project Life Cycle
 Monitoring and control is a part of every process at different levels.
 It needs to be done even after closing of the project towards smooth and fluent project delivery

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Planning
o Project Life Cycle

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Planning
 Defines the different stages that enrapture the growth of a product.
 A product typically goes through the below mentioned stages
 Introduction – researching, developing and then launching the product
 Growth – when sales are increasing at their fastest rate
 Maturity – sales are near their highest, but the rate of growth is slowing down, e.g. new
competitors in market or saturation
 Decline – final stage of the cycle, when sales begin to fall
o Product Life Cycle

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Planning

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Planning
Extending the Product Life Cycle
 Extension strategies extend the life of the product before it goes into decline.
 Again businesses use marketing techniques to improve sales.
 Examples of the techniques are:
 Advertising – try to gain a new audience or remind the current audience
 Price reduction – more attractive to customers
 Adding value – add new features to the current product, e.g. improving the specifications on a
smartphone
 Explore new markets – selling the product into new geographical areas or creating a version
targeted at different segments
 New packaging – brightening up old packaging or subtle changes

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Project Stakeholders

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 Can be single individuals or entire organizations who are affected by the execution
or outcome of a project.
 Doesn’t matter whether the project affects them negatively or positively. If they’re
affected, they’re a stakeholder.
 Project stakeholders are entities that have an interest in a given project.
 These stakeholders may be inside or outside an organization

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 Project leader
 Senior management
 Project team members
 Project customer
 Resource Managers
 Line Managers
 Product user group
 Project testers
 Any group impacted by the project as it progresses
 Any group impacted by the project when it is completed
 Subcontractors to the project
 Consultants to the project

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 Project leader
 Senior management
 Project team members
 Project customer
 Resource Managers
 Line Managers
 Product user group
 Project testers
 Internal customers
 Mangers from other departments
o Internal Stakeholders

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 Customers
 Contractors and Subcontractors
 Suppliers
 The Government
 Project sponsers
o External Stakeholders

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All Parties of Project

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All parties of Project
 Project Company.
 The project company is the legal entity that will own, develop, construct, operate and maintain
the project. A project company can be created in one of two ways:
• when the host government solicits bids and selects the best candidate among the bidders;
• or a company or group of companies may initiate a project on their own, with or without soliciting host
government involvement.
 Sponsors.
 The equity investor(s) and owner(s) of the Project Company can be a single party, or more
frequently, a consortium :
• Industrial sponsors, who see the initiative as linked to their core business
• Public sponsors (central or local government, municipalities, or municipalized companies), whose aims center on
social welfare
• Contractor/sponsors, who develop, build, or run plants and are interested in participating in the initiative by
providing equity and/or subordinated debt
• Purely financial investors

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 Lenders.
 Typically including one or more commercial banks and/or multilateral agencies and/or export
credit agencies and/or bond holders.
 Host Government.
 It is the government of the country in which the project is located.
 The host government is typically involved as an issuer of permits, licenses, authorizations and concessions.
 It also might grant foreign exchange availability projections and tax concessions.
 It might also be involved as an off-take purchaser or as a supplier of raw materials or fuel.
 Offtaker.
 More typically found in utility, industrial, oil & gas and petrochemical projects.
 One or more parties will be contractually obligated to ‘offtake’ (purchase) some or all of the product or
service produced by the project.

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 Suppliers.
 One or more parties provide raw materials or other inputs to the project in return for payment.
 Contractors.
 The substantive performance obligations of the Project Company to design and build (D&B), and operate
the project will usually be done through engineering procurement and construction (EPC) and operations
and maintenance (O&M) contracts

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Role of Project Manager

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 Responsible for making decisions, both large and small problems
 Make sure they control risk and minimise uncertainty
 Every decision the project manager makes must directly benefit their project.
o Project Manager

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• Leader
 A project manager must lead his team towards success.
 He should provide them direction and make them understand what is expected of them.
 Clearly explain the roles of each member of the team.
 He must build a team comprising of individuals with different skills so that each member contributes effectively to the best of their
abilities.
• Liaison
 The project manager is a link between his clients, his team and his own supervisors.
 He must coordinate and transfer all the relevant information from the clients to his team and report to the upper management.
 He should work closely with analysts, software designers and other staff members and communicate the goals of the project.
He monitors the progress of the project, taking action accordingly.
• Mentor
 He must be there to guide his team at every step and ensure that the team has cohesion.
 He provides advice to his team wherever they need it and points them in the right direction.
o Roles of Project Manager

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• Tracking the progress
 The project manager should keep an eye on the progress of the project.
 A project manager must track whether the project is going as per plan or not.
 If any problem arises, then take necessary action to solve the problem. Moreover, check whether the product is developed by maintaining
correct coding standards or not.
• Documenting project report
 The project manager prepares the documentation of the project for future purpose.
 The reports contain detailed features of the product and various techniques.
 These reports help to maintain and enhance the quality of the project in the future.
o Roles of Project Manager

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• Knowledge of project estimation techniques
• Good decision-making abilities at the right time
• Previous experience of managing a similar type of projects
• Good communication skill to meet the customer satisfaction
• A project manager must encourage all the team members to successfully develop the product
• He must know the various type of risks that may occur and the solution for these problems
o Necessary skills of Software Project Manager

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• Planning
 Scope- Identifying and specifying the critical activities of the project and then equally delegating the roles to each
member of the team.
 Charting - list all the activities in a chart and allot time frames for their completion
 Potential Risk
 Design variations
 Variations by the client
 Occurrence of dispute and fixing any discrepancies arising due to personal conflicts between the team members.
 Incomplete or inaccurate cost estimate
 He must be the one to take the decision of handling any free riders in the team and decide on how they are to be handled.
 If the project has been delayed then he must try to fix the gap brought about by the delay.
• Setting Goals
• Time Management
• Budget Allocation and Cost Estimates
• Implementation and Monitoring
o Responsibilities of a Project Manager

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o Responsibilities of a Project Manager

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Exploration of Open Source Software
Tools for Project Management

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Open Source Project Management Tools
• Open source project management tools help to support Scrum, Kanban, and other agile methods.
• List of open source Project Management tools are:
 MyCollab
 It is a suite of three collaboration modules for small and midsize businesses: project
management, customer relationship management (CRM), and document creation and
editing software.
 There are two licensing options: a commercial "ultimate" edition, and the open source
"community edition”.
 The source code for the latest version of MyCollab is available on GitHub.
 It is licensed under AGPLv3 and requires a Java runtime and MySQL stack to operate.
 It's available for download for Linux, Unix, Windows, and MacOS.

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 OpenProject
 It is a powerful open source project management tool that is ease of use and rich project
management and team collaboration features.
 Its modules support project planning, scheduling, roadmap and release planning, time
tracking, cost reporting, budgeting, bug tracking, and agile and Scrum.
 It also offers options for paid hosting and support with an enterprise edition.
 It is licensed under GPLv3 with source code available on GitHub.
 Gitlab
 Gitlab is known as a website hosting open source projects in Git repositories.
 But within the walls of companies and organizations, Gitlab is possibly better known as an
open source, locally installed web application for software development and project
management.
 All tasks, from assigning tasks and planning sprints to accepting merge requests and deleting
branches, can be done from within the Gitlab UI.

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 Odoo
 Odoo is more than project management software; it's a full, integrated business application
suite that includes accounting, human resources, website and e-commerce, inventory,
manufacturing, sales management (CRM), and other tools.
 The free and open source community edition has limited features.
 The project management tool also includes Gantt charts, tasks, issues, graphs, and more.
 It is licensed under GPLv3 and requires Python and PostgreSQL.
 It is available for download for Linux, Windows, and Red Hat Package Manager, as a Docker
image, and as source on GitHub.

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 Taiga
 It focuses on Scrum and Agile development, with features including a Kanban board, tasks,
sprints, issues, backlog, and epics.
 Other features include ticket management, multi-project support, wiki pages, and third-
party integrations.
 It also offers a free mobile app for Android, iOS, and Windows devices, and provides import
tools that make it easy to migrate from other popular project management applications.
 Taiga is free for public projects, with no restrictions on either the number of projects or the
number of users.
 For private projects, there is a wide range of paid plans but the software's features are the
same regardless of what plan you choose.
 Taiga is licensed under GNU Affero GPLv3, and requires a stack that includes Nginx, Python,
and PostgreSQL.
 The latest release is available from GitHub.

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 Tuleap
 Tuleap is an application lifecycle management (ALM) platform that aims to manage projects
for every type of team—small, midsize, large, waterfall, agile, or hybrid—but its support for
agile teams is prominent.
 Notably, it offers support for Scrum, Kanban, sprints, tasks, reports, continuous integration,
backlogs, and more.
 Other features include issue tracking, document tracking, collaboration tools, and
integration with Git, Jenkins, SVN, all of which make it an appealing choice for open source
software development projects.
 Tuleap is licensed under GPLv2 and is available on Github.

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Check Points and Processes of Project

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 It is always important to have visible milestones in the life cycle where various
stakeholders meet, face to face, to discuss progress and plans.
 The purpose of these events is not only to demonstrate how well a project is
performing but also to achieve the following:
 Synchronize stakeholder expectations and achieve concurrence on three evolving perspectives: the
requirements, the design, and the plan
 Synchronize related artifacts into a consistent and balanced state
 Identify the important risks, issues, and out-of-tolerance conditions

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 Key Points
 Three sequences of project checkpoints are used to synchronize stakeholder expectations throughout
the life cycle:
 major milestones,
 minor milestones,
 and status assessments.
 The most important major milestone is usually the event that transitions the project from the
elaboration phase into the construction phase.
 The format and content of minor milestones are highly dependent on the project and the
organizational culture.
 Periodic status assessments are crucial for focusing continuous attention on the evolving health of the
project and its dynamic priorities.
 Perform a global assessment for the whole life cycle, not just the current situation of an individual
perspective or intermediate product
 Milestones must have well-defined expectations and provide tangible results.

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 Key Points
 Three types of joint management reviews are conducted throughout the process:
• Major milestones. These systemwide events are held at the end of each development phase.
They provide visibility to systemwide issues, synchronize the management and engineering
perspectives, and verify that the aims of the phase have been achieved.
• Minor milestones. These iteration-focused events are conducted to review the content of an
iteration in detail and to authorize continued work.
• Status assessments. These periodic events provide management with frequent and regular
insight into the progress being made.

90
 Key Points
 Each of the four phases—inception, elaboration, construction, and transition— consists of
one or more iterations and concludes with a major milestone when a planned technical
capability is produced in demonstrable form.
 An iteration represents a cycle of activities for which there is a well-defined intermediate
result—a minor milestone—captured with two artifacts: a release specification (the
evaluation criteria and plan) and a release description (the results).
 The level of ceremony and the number of milestones will vary depending on several
parameters, such as scale, number of stakeholders, business context, technical risk, and
sensitivity of cost and schedule perturbations.

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 Major Milestones

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 Minor Milestones
 For most iterations, which have a one-month to six-month duration, only two minor milestones are
needed.
• Iteration Readiness Review – this informal milestone is conducted at the start of each iteration
 to review the detailed iteration plan and the evaluation criteria that have been allocated to this iteration .
• Iteration Assessment Review – this informal milestone is conducted at the end of each iteration
 to assess the degree to which the iteration achieved its objectives and satisfied its evaluation criteria,
 to review iteration results,
 to review qualification test results (if part of the iteration),
 to determine the amount of rework to be done,
 and to review the impact of the iteration results on the plan for subsequent iterations.
 The format and content of these minor milestones tend to be highly dependent on the project and the
organizational culture.

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 Minor Milestones – typical minor milestone in the life cycle of an iteration

94
 Periodic Status Assessments (PSA)
 PSA are management reviews conducted at regular intervals (monthly, quarterly)
 to address progress and quality indicators,
 ensure continuous attention to project dynamics,
 and maintain open communications among all stakeholders.
 Periodic status assessments serve as project snapshots
 Status assessments provide the following:
 A mechanism for openly addressing, communicating, and resolving management issues, technical
issues, and project risks.
 Objective data derived directly from on-going activities and evolving product configurations.
 A mechanism for disseminating process, progress, quality trends, practices, and experience
information to and from all stakeholders in an open forum.

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 Periodic Status Assessments (PSA)
 The default content of periodic status assessments should include the topics identified in the following
table

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Project Processes

97
Project Processes
 Most management models identify three basic management processes that serve to
organize the ongoing activity of the enterprise:
 Planning – devising a workable scheme to accomplish an objective
 Executing – carrying out the plan
 Controlling—measuring progress and taking corrective action when necessary
 These processes occur at all levels of the enterprise, in many different forms, and under
many different names.
 Projects, however, are temporary; they have both an identifiable starting point and an
emphasis on timely future termination.
 Projects thus include two additional basic management processes:
 Initiating—setting overall project direction and defining project objectives
 Closing—formalizing acceptance of the product of the project and bringing the project itself to an
end

98
Project Processes

99
Project Processes

100
Project Processes
Basic Project Management Processes Over Time

101
Project Processes
 This is where all projects begin.
 The value of the project is determined, as well as its feasibility.
 Before the project is approved or rejected, these two documents are created to sell the
work to stakeholders or sponsors:
 Business Case: Here is where you justify the need of the project, which includes analyzing return on
investment.
 Feasibility Study: You need to evaluate what the project’s goals are, the timeline to completion and
how much the whole endeavor will cost. You also note what resources will be required to fulfil the
project, and if it makes financial and business sense.
1. Initiation

102
Project Processes
 If the project is approved, then the next step is to assemble a project team and to start
planning how to manage the project so it can achieve its goals within budget and on
time.
 The project plan will include what resources are needed, financing and materials.
 The plan also gives your team direction and the following:
 Scope: There will be a written scope statement that reiterates the need for the project, and what its
deliverables and objectives are.
 Definition: Here you break down the larger deliverables into smaller ones, which will help with
managing them.
 Tasks: Identify what tasks are necessary to produce the deliverables, figure out if any tasks are
dependent on other tasks.
2. Planning

103
Project Processes
 Schedule: Determine the duration of the tasks and set dates for their completion.
 Cost: Estimate the costs involved across the project and formulate a budget.
 Quality: Make sure the quality objectives are met throughout the project.
 Organization: Note how the project will be organized, including reporting on progress.
 Staff: Determine roles and responsibilities of the project team.
 Communications: Decide how information will be disseminated, to whom and with what frequency.
 Risk: Determine what risks are likely, how they’ll impact the project and then plan how to resolve
them. Try our free risk register template if you need help getting started with risk management.
 Procurement: Decide what work or materials will be contracted. Define those contracts and who
they’ll go to.
2. Planning

104
Project Processes
 Gantt Charts for Planning & Scheduling
 A Gantt chart is the most dependable tool for project planning.
 A Gantt chart is a visual representation of all your project tasks and deadlines, laid out in a timeline
format.
2. Planning

105
Project Processes
2. Planning

106
Project Processes
 Now that you’ve done your planning, it’s time to start the project.
 Executing the Plan: Follow the plan you created, assign the tasks to team members and manage
and monitor their progress with project management tools, like a project dashboard.
 Administrate: Manage the contracts secured in the project.
3. Execution

107
Project Processes
 To ensure that the project plan is being actualized, all aspects of the project must be
monitored and adjusted as needed.
 To do this, follow these processes:
 Reporting: Have a metric to measure project progress and an instrument to deliver this
information.
 Scope: Monitor scope and control changes.
 Quality: Measure the quality of deliverables and make sure that the planned quality is being
met. If not, evaluate how to improve the quality.
 Schedule: Keep track of delays or blocks that impact the timeline of the project and adjust to
stay on track.
 Cost: Monitor expenses and control cost changes.
 Risk: Note changes in risk throughout the project and respond accordingly.
4. Monitor and Control

108
Project Processes
4. Monitor and Control

109
Project Processes
 The project isn’t over once the project goals and objectives have been met.
 The last phase of the project is closing it out.
 This involves another set of processes:
 Scope: Make sure the project deliverables have been completed as planned.
 Administration: Close out all outstanding contracts and administrative matters, archive the
paperwork and disseminate to proper parties.
 Contract close-out—resolution of any outstanding administrative matters and archiving of
contract documentation
 Project closure—gathering and disseminating information to formalize project completion
5. Close

110
Project Groups

111
Project Groups
 Leading effective projects requires not only strong general leadership skills, but also a
methodological and responsive set of core processes and abilities.
 Success on one project can be duplicated in subsequent projects and may lead to more contacts and
additional opportunities.
 The integrative approach of five essential process groups yields positive results for project leaders
 Project leaders take the time to understand how the five different process groups overlap and
support success throughout all phases of the project.
 Initiating Process group
 Planning group
 Executing group
 Controlling and monitoring process group
 Closing process group

112
Project Groups
 The initiating process group is generally when a project is formally approved and
assigned a project manager.
 The group includes two primary processes
 Developing the project charter
 Identifying the project stakeholders.
 The two outcomes of this process group are
 the project charter document
 the stakeholder register.
1. Initiating Process group

113
Project Groups
 The two outcomes of this process group are
 the project charter document
• include the business case for the project (why it should be completed), as well as a high-level overview of the
project’s scope, deliverables, and objectives.
• Project charter includes
• Resources required
• Key stakeholders
• A high-level timeline with key milestones
• A high-level cost estimate
• Any known risks, issues, or dependencies
 the stakeholder register.
• lists who the project stakeholders are, what their stake in the project is, and what they expect in regards to
frequency and form of communication.
1. Initiating Process group

114
Project Groups
 It is the largest of the five process groups, consisting of 24 processes in total.
 This group of processes is designed to help you plan your entire project in detail, from the
scope, schedule, and budget, through to how you will manage the key stakeholders.
 The primary outcome of this planning stage is a project management plan (PMP).
 For larger projects, the PMP may have sub-plans to further outline some of the critical
areas, such as the project schedule or quality management.
 For smaller projects, processes may simply be covered in separate subsections or fleshed
out in an appendix.
 The PMP is a “living document” that is updated and revised throughout the project as
changes occur.
2. Planing group

115
Project Groups
 The executing group is where most of the action happens on a project.
 It is also where most of the budget is spent and where the actual project deliverables are
produced.
 It is primarily focused around managing project activities and tasks to ensure progress is
occurring, communications are happening, risk responses are being implemented, and
stakeholders are being engaged.
 The responsibility of project manager during this phase is directing and managing the
project work and managing the project knowledge (requirements documentation, meeting
minutes, lessons learned).
 Other typical responsibilities of the project manager include acquiring project resources,
developing and managing the project team, and managing communications.
3. Executing group

116
Project Groups
 The controlling and monitoring process group is the second largest, containing several project
processes.
 These processes happen throughout the entire project and are in place to ensure there is sufficient
oversight.
 This will also help identify and mitigate any potential issues.
 Inevitably, something unexpected will come up during the project life cycle.
 The processes in this process group are designed to help you update the plan, modify your team’s
activities, and get everything back on track.
 One of the essential processes in this group is monitoring the project work.
 This requires the tracking of the overall project and its key aspects.
 This process is critical in limiting overages and project errors.
4. Controlling and Monitoring Process group

117
Project Groups
 It only has one primary process: close out the project or phase.
 This process involves ensuring the customer has accepted all final phase or project deliverables.
 Documentation should also be completed and stored and any loose ends of the project or phase
should be tied up.
5. Closing Process group

118
Process Interactions

119
 Within each process group, the individual processes are linked by their inputs and outputs.
 By focusing on these links, we can describe each process in terms of its:
 Inputs—documents or documentable items that will be acted upon.
 Tools and techniques—mechanisms applied to the inputs to create the outputs.
 Outputs—documents or documentable items that are a result of the process.

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 The single process in this process group.
 Initiation —committing the organization to begin the next phase of the project.
1. Initiating Processes

121
 Planning is of major importance to a project because the project involves doing something which has
not been done before.
 Planning processes are subject to frequent iterations prior to completing the plan.
 For example, if the initial completion date is unacceptable, project resources, cost, or even scope
may need to be redefined. In addition, planning is not an exact science—two different teams could
generate very different plans for the same project.
 Core processes.
 Some planning processes have clear dependencies that require them to be performed in essentially the same order on
most projects.
 For example, activities must be defined before they can be scheduled or costed.
 Facilitating processes.
 Interactions among the other planning processes are more dependent on the nature of the project.
 For example, on some projects there may be little or no identifiable risk until after most of the planning has been done
and the team recognizes that the cost and schedule targets are extremely aggressive and thus involve considerable risk.
2. Planning Processes

122
2. Planning Processes
Relationships Among the
Planning Processes

123
 The executing processes
include core processes
and facilitating processes.
3. Executing Processes
Executing Processes

124
 Project performance must be measured regularly to identify variances from the plan.
 Variances are fed into the control processes in the various knowledge areas.
 To the extent that significant variances are observed (i.e., those that jeopardize the project
objectives), adjustments to the plan are made by repeating the appropriate project planning
processes.
 For example,
 a missed activity finish date may require adjustments to the current staffing plan,
 reliance on overtime,
 or trade-offs between budget and schedule objectives.
 Controlling also includes taking preventive action in anticipation of possible problems.
4. Controlling Processes

125
4. Controlling Processes
Controlling Processes

126
5. Closing Processes
Relationships Among the Closing Processes

127

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