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1. Chapter 1
Conventional Software
Management

2. Key Attributes of a project
Purpose
Goal
Time frame
Interrelated task and resources
Ownership
Risk and Assumption

3. Key players in a project
Project manager
Project sponsor
Subject matter expert
Project team member

4. Expenditures per activity for a
Conventional Software Project
Activity Cost
Management 5%
Requirements 5%
Design 10%
Code and unit test 30%
Integration and Test 40%
Deployment 5%
Environment 5%
Total 100%
 Lots of time spent on ‘perfecting the software design’ prior to
commitment to code.
 Typically had: requirements in English, design in flowcharts, detailed
design in pdl, and implementations in Fortran, Cobol, or C
Waterfall model  late integration and performance showstoppers.
Could only perform testing ‘at the end’ (other than unit testing)
Testing ‘should have’ required 40% of life-cycle resources: often didn’t!!

5. Need/Necessity for project
management
To control scope of project and manage
changes.
To deliver projects on time and within
budget.
To ensure he focus of the project team.
To collect user requirement from the
sources.
To define the critical path to optimally
complete the project.

6. To provide a process for estimating project
resources, time and cost.
To communicate project progress, risks and
changes.
To explore project assumption.
To prepare for unexpected project issues.
To document the knowledge gained from
the project.

7. Difference between Project Management
and Operation Management :
Project Management : Project Management,
as name suggests, is simply management and
control of project activities i.e. product
innovative and new products, services.
Operation Management : Operation
Management, as name suggests, is simple
management and control of operations and
functions i.e. managing, running, and
controlling all operations of organization.

8. Project Management Operation Management
It mainly focuses on
management and control of
project.
It mainly focuses on
management and control of
operations.
Project management team
have to perform activities like
managing projects, streamline
works, cost management, etc.
Operation management team
have to perform activities like
producing products and
provide services.
It is a unique task but
temporary.
It is a unique task but
permanent as it is an on-going
process.

9. Project managers have
responsibility of managing starting
and closing of project, monitoring
different phases of development,
etc.
Operations managers have
responsibility of delivering services
or products for customers in more
efficient way.
Focus of project managers changes
according to each project
requirements and desired results are
also unique.
Focus of operations manager does
not change, their main focus is to
run business operations efficiently
and in productive manner.
Project management is quite easy
than operation management as
responsibilities are less in project
management.
Operation management is quite
difficult one as responsibilities are
more in project management.

10. Project manager is also
responsible for planning,
initiating, executing and
closing project.
Operation manager is also
responsible for making sure
that business is running
smoothly without any
problem to meet goal.
Project management brings
change in organization by
bringing new products, meet
customer demands.
Operation management
deliver same product but with
new improvements and
features as they continuously
improve process.

11. Activities covered under SPM
The project plan
Project plan execution
Project closure
Project evaluation

12. Plans , Method, Methodology