Software Project Management

1. PROJECT
MANAGEMENT

2. Recommended Books
• [1] “SW Project Management”, BY Bob Hughes
• [2] “IT Project Management” ‘BY Kathy Schwalbe
• [3] “Software Engineering” , BY Roger S. Pressman
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3. Why Study Software Project
Management?
• To understand the processes,
tools, techniques, and areas of
knowledge needed to
successfully manage software
projects.
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4. what is a project
A Project is “a temporary attempt undertaken to create a
unique product, service, or result``.
Project Attributes
• A project has a unique purpose
• A Project is temporary
• A Project is developed using progressive elaboration
• A Project requires resources
• A Project should have a primary customer or sponsor
• A project involves uncertainty
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5. project attriBUtes
a)A project has a unique purpose
Every project should have a well defined objectives since a
project exist to achieve some specific outcomes. For
example: To improve a business process, create a specific
product or achieve a specific skill.
The purpose of a project is defined by the project
requirements.
b) A Project is temporary
A project should have limited time spans: That is, a project
has a start date and a deadline date (End date) for
completion.
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6. project attriBUtes
c) A Project is developed using pregressive elaboration
Projects are often defined broadly when they begin, and as
time passes. The specific details of the project become
clearer. A project team should develop initial plans and then
update them with more detail based on new information.
d) A Project requires resources,
Resources include people, machinery, budget and other
assets. Resources however, are limited and must be used
effectively to meet project and other corporate goals.
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7. project attriBUtes
e) A Project should have a primary customer or sponsor.
A sponsor usually provides the direction and funding for the
project.
f) A Project involves uncertainty
Because every project is unique, it is sometimes difficult to
define its objectives clearly, estimate how long it will take to
complete, or determine how much it will cost. External
factors also cause project uncertainty.
The uncertainty is one of the main reason Project
Management is so challenging especially on projects
involving new technologies. 1-7

8. the triple constraints
of project ManageMent
Every project is constrained in different ways by its:
 Scope goals: What work will be done as part of the project?
 Time goals: How long should it take to complete?
 Cost goals: What should it cost to complete the project ?
 These limitations are sometimes referred to as the Triple
Constraints.
• It is the Project Manager’s duty to balance these three
often-competing goals in order to create a successful
project. 1-8

9. the triple constraint
of project ManageMent
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10. the triple constraints
of project ManageMent.
• Managing the triple constraints involves making trade-offs
between scope, time, and cost goals for a project.
 For example, you might need to increase the Budget for a project to
meet Scope and Time goals.
 You might have to reduce the Scope of a project to meet Time and
Cost (Budget) goal.
 Experienced project managers know that you must decide which
aspect of the triple constraint is most important.
 If Time is most important : Most often the initial project scope and/or Cost
goals need to be changed to meet the project schedule..
 If Scope goals are most important, then the time and /or Cost goals need to be
adjusted
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11. The Triple ConsTrainTs
of projeCT ManageMenT
• The Triple Constraint describes how the basic elements
of a project i.e. Scope, Time and cost interrelate.
However there are other elements such a : Quality,
Customer satisfaction and Sponsor satisfaction that
can also play significant roles.
• The Quadruple Constrains of Project Management
which includes `Quality` as well as Scope, Time, and
Cost is also gaining acceptance in the project
management.
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12. The Quadruple ConsTrains
of projeCT ManageMenT
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13. The Triple ConsTrainTs
of projeCT ManageMenT
• There is a common belief that the Quality considerations , including Customer
and/or Sponsor satisfaction , must be inherent in setting the Project Scope,
Time, and Cost goals of a project.
• A project team may meet Scope, Time and Cost Goals but fail to meet quality
standards or satisfy their sponsor, if they have not adequately addressed
these constraints.
e.g. A Project team may have completed the work on time and within the
cost constraint, but the quality may have been unacceptable.
 A Project manager should be communicating with the project sponsor
throughout the project to make sure that the project meets the sponsor `s
expectation.
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14. The Triple ConsTrainTs
of projeCT ManageMenT
• How can you avoid the problems that occur when meeting
Project Scope, Time, and Cost goals, but lose sight of
quality
or customer satisfaction?
The answer is through a `Good Project Management`,
which includes more than meeting the triple constraint,
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15. WhaT is projeCT ManageMenT
• Project management is “the application of
knowledge, skills, tools and techniques to project
activities to meet project requirements.”
• Project managers must not only strive to meet specific
scopes, time, cost, and quality goals of projects they must
also facilitate the entire process to meet the needs and
expectations of the people involved in or affected i.e.
`Stakeholders` by project activities.
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16. projeCT ManageMenT
fraMeWork
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17. key projeCT ManageMenT
fraMeWork eleMenTs
• The key elements of Project management framework
include:
 Project Stakeholders
 Project Management Knowledge areas
 Project Management Tools and Techniques
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18. key projeCT ManageMenT
fraMeWork eleMenTs
a) Project Stakeholders
Stakeholders are the people involved in or affected by project activities
and include the :
 Project sponsor,
 Project team,
 Project Support staff,
 Customers
 Users,
 Suppliers
 Opponents of the project
The Stakeholders often have very interests. Stakeholders` needs and
expectations are important in the beginning and throughout the life of a
project.
Successful Project managers should develop good relationships with
stakeholders to understand their needs and expectations.
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19. key projeCT ManageMenT
fraMeWork eleMenTs
b) Project Management Knowledge Areas.
Knowledge areas describe the key competencies that
project managers must develop.
 Project Managers must have knowledge and skills in both the Four
Core Knowledge areas as well as in the four Facilitating
Knowledge areas plus in the Overarching knowledge area.
 The Four Core Knowledge Areas that lead to specific
project objectives are:
1. Scope management
2. Time management
3. Cost management,
4. Quality Management. 1-19

20. key projeCT ManageMenT
fraMeWork eleMenTs
1) Scope Management
Project Scope management involves defining and managing all the
work required to complete the project successfully.
2) Time Management
Includes estimating how long it will take to complete the work,
developing and acceptable project schedules , and ensuring timely
completion of the project.
3) Cost Management
Consists of preparing and managing the budget for the project
4) Quality Management
Ensures that the project will satisfy the stated or implied needs for
which it was undertaken. 1-20

21. Key Project ManageMent
FraMeworK eleMents
b) Project Management Knowledge Areas.
 The Four Facilitating Knowledge Areas are the means
through which the project objectives are achieved :
1. Human Resources Management,
2. Communication Management,
3. Risk Management,
4. Procurement Management.
Plus
Project Integration Management,
(the ninth knowledge area which is an overarching area that
affects and is affected by all of the other knowledge areas.
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22. Key Project ManageMent
FraMeworK eleMents
1. Project Human Resources Management
Is concerned with making effective use of people involved with the
project.
2. Project Communication Management
Involves generating, collecting, disseminating , and storing project
information.
3. Project Risk Management
Includes identifying, analyzing and responding to the risk related to
project
4. Project Procurement Management
Involves acquiring or procuring goods and services for a project from
outside the performing organization. 1-22

23. Project ManageMent tools and
techniques
• Project Management Tools and Techniques assist project
managers and their teams in various aspects of project
management.
• Specific tools and techniques include:
 Project charters, Scope statements, and WBS (For scope Mgmt).
 Gantt charts, Network diagrams, Critical Path Analyses, Critical Chain
Scheduling (For Time Management area).
 Cost estimates and earned value management (For Cost
Management area)
There are other tools used specifically in different Knowledge areas,.
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24. saMPle gantt chart
The WBS is shown on the left, and each task’s start and finish dates
are shown on the right. Early Gantt charts were drawn by hand.
Work Breakdown Structure (WBS)
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25. Project success
There are several ways to define Project success.
• A project is considered to be successful if it accomplishes
one of the following criteria:
a) Met its scope, time and cost goals
Several critics raised for this simple definition of project
success and the methods used for collecting data.
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26. Project success
b) Satisfied the customer / sponsor
The customer/sponsor might not be satisfied with the important aspect of the
project despite the fact that project met its scope, time and cost goals In
this event , the project would be deemed a failure.
• Conversely. A project might not meet initial scope, time and cost
goals, but the customer could still be very satisfied.
c) A project may be considered successful by the Sponsor, should the
result of the project met its main objectives, such as saving money,
resulting in a good Return On Investment (ROI) or simply making sponsor
happy regardless of other factors involved (i.e. scope, time and cost
factors)/
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27. Project success Factors
1. Executive support
2. User involvement
3. Experienced project
manager
4. Clear business
objectives
5. Minimized scope
6. Standard software
infrastructure
7. Firm basic requirements
8. Formal methodology
9. Reliable estimates
10. Other criteria,
e.g. Milestones,
proper planning,
competent staff,
ownership.
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28. the role oF the Project
Manager
• A Project Manager (PM) can have many different job
descriptions, which can vary tremendously by industry,
organization and by project. However, there are similar tasks
such as planning, scheduling, coordinating, and working with
people to achieve project goals.
• Remember that 97 percent of successful projects
were led by experienced project managers.
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29. • Define scope of project.
• Identify stakeholders.
• Develop detailed task list (work
Breakdown Structures).
• Estimate time requirements.
• Develop initial project
management flow chart.
• Identify required resources
and budget.
• Evaluate project requirements.
• Identify and evaluate risks.
• Identify interdependencies.
• Identify and track critical
milestones.
• Participate in project phase
review.
• Secure needed resources.
• Manage the change control
process.
• Report project status.
job Functions oF Project
ManageMent
.
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30. hard and soFt sKills
For Project Managers
• Project managers also need “Hard” and “Soft” skills to
achieve high performance on projects..
Soft skills
Otherwise called Human Relations Skills include:
• Effective Communication
• Leadership
• Motivation
• Negotiation
• Problem solving
• Coping Skills (to manage)
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31. Hard and Soft SkillS
for Project ManagerS
Soft skills (Continued)
Why do Project managers need Soft Skills?
 Project managers need soft skills to understand , navigate, and meet
stakeholders needs and expectation, project managers need to lead,
communicate, negotiate, solve problems and influence the organization
at large.
 Managers need to be able to listen actively to what others are saying.
Help develop new approaches for solving problems, and persuade
others to work toward achieving project goals.
 PM must lead project teams by providing vision, delegating work,
creating an energetic and positive environment, and setting an example
of effective behavior. 1-31

32. Hard and Soft SkillS
for Project ManagerS
Why do Project managers need Soft Skills? (Continued)
 PM focus on Teamwork skills to employ people effectively
 PM need to motivate different types of people
 PM also needs strong Coping skills to maintain their sanity and reduce
stress levels to cope with criticism and constant change, since project
work involve changes between competing goals
 PM must be flexible, creative, and sometimes patient in working toward
project goals.
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33. Hard and Soft SkillS
for Project ManagerS
Hard Skills
 PM needs hard skills such as Product knowledge and knowing how to
use various Project Management tools and techniques.
 Due to the nature of the work; PMs make many decisions and deal with
people in a wide variety of disciplines, so it helps tremendously to have a
project manager who is confident in using the special tools and
techniques that are the most effective in particular settings.
 PMs do not normally have to be experts on any specific technology, but
they have to know enough to build a strong team and ask the right
questions to keep things on track.
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34. Hard and Soft SkillS
for Project ManagerS
 For example;
PM for large IT projects do not have to be experts in the field
of IT, but they must have working knowledge of various
technologies and understand how the project would enhance
the business.
Knowledge Programming languages
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35. ten MoSt iMPortant SkillS
for Project ManagerS
 Project management experts from various industries were asked to
identify the ten most important skills for effective Project Managers in
a recent study.
1. Domain Experties
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Strong at building teams
7. Verbal communication
8. Conflict resolution, conflict management
9. Problem solving
10. Understands 1-35

36. MoSt iMPortant SkillS and
coMPetencieS
• All PMs especially those working on technical projects, need
to demonstrate Leadership and Management skills.
• Leadership and Management are terms often used
interchangeable, although there are differences.
• A Leader focus on long-term goals and big-picture objectives,
while inspiring people to reach those goals.
• A Manager often deals with the day-to-day details of
meeting specific goals.
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37. advantageS of USing forMal
Project ManageMent PracticeS
 Improvement in customer satisfaction
 Better cost performance, higher Return On Investment (ROI)
 Better schedule performance, allocation of time commitments,
and utilization of resources, higher productivity
 Increased quality and thus reducing re-work
 Increase in delivering required features
 Will make everyone happier (stakeholders, team members,
management …)
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38. PrograM and Project Portfolio
ManageMent
Program Management
• a program is something which delivers a massive piece of
functionality. Within this program will be a large number of
individual projects each of which will deliver a specific piece of
the functionality. When all these projects have delivered, all
their pieces will make the big deliverable.
• A Program Manager provides :
• Leadership and direction for the Project Managers heading the projects
within the Program.
• Coordinate the efforts of Project teams, functional groups. Suppliers,
and operation staff supporting the projects to ensure that projects and
processes are implemented to maximize benefits.
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39. etHicS in Project ManageMent
Ethic is a set of principles that guide our decision making based on
personal values of what is right and wrong.
• I will not share project information with non related people
• I will practice with fairness and honesty
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40. WHY it ProjectS are different
• Level of uniqueness and complexity of each project due to the rapid
changes in technology
• Difficulty in getting accurate customer requirements
• Rate of change in requirements
• Difficulty in testing all the possible states of software
• Constant training needed to keep team members current with the
technology.
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