This document introduces software project management. It discusses how software projects are a type of project that faces particular challenges related to invisibility, complexity, conformity, and flexibility. The document outlines the typical activities in software project management, including planning, execution, and control. It emphasizes that setting clear, measurable objectives and maintaining management control over projects are essential practices in software project management.
This document outlines the "Step Wise" approach to planning software projects. It discusses 10 main steps: 1) establish project scope and objectives, 2) establish project infrastructure, 3) analyze project characteristics, 4) identify products and activities, 5) estimate effort for each activity, 6) identify activity risks, 7) allocate resources, 8) review and publicize the plan, 9) execute the plan, and 10) create lower level plans. It also provides an example scenario of developing a software package for psychometric testing and walks through applying some of the "Step Wise" planning steps to that scenario.
A Project Management Information System (PMIS) is a computer-based tool that aids project managers in planning, tracking, and controlling projects. A PMIS can calculate schedules, costs, resource allocation, and expected outcomes. It provides automated organization and control of key project management processes. Typical features of a PMIS include work breakdown structure creation, scheduling, resource tracking, reporting, and configuration management.
Programme management and project evaluationtumetr1
This document discusses programme management and project evaluation techniques. It covers programme management, benefits management, cost benefit analysis, cash flow forecasting and project risk evaluation. Key points include defining programme management as coordinating multiple related projects, identifying expected benefits, quantifying and balancing costs and benefits, evaluating risks, and using techniques like net present value, internal rate of return and decision trees to evaluate projects.
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
Information Technology Project Management - part 02Rizwan Khurram
This document discusses key topics from the textbook "Information Technology Project Management, Seventh Edition" including: the systems view of project management and how it applies to IT projects; understanding organizations and their structures/cultures; the importance of stakeholder management and top management commitment; project phases and life cycles; attributes and diversity of IT projects; and recent trends like globalization, outsourcing, virtual teams, and agile project management.
Project planning involves multiple processes that facilitate software production before actual development begins. It establishes the objectives, stakeholders, and infrastructure needed for a project. The key steps in project planning include selecting the project, identifying objectives and measures of success, establishing leadership and communication methods, analyzing the project, and estimating tasks and resources required. An example scenario describes planning the development of a psychometric testing software package to evaluate team compatibility for new projects.
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
This document outlines the "Step Wise" approach to planning software projects. It discusses 10 main steps: 1) establish project scope and objectives, 2) establish project infrastructure, 3) analyze project characteristics, 4) identify products and activities, 5) estimate effort for each activity, 6) identify activity risks, 7) allocate resources, 8) review and publicize the plan, 9) execute the plan, and 10) create lower level plans. It also provides an example scenario of developing a software package for psychometric testing and walks through applying some of the "Step Wise" planning steps to that scenario.
A Project Management Information System (PMIS) is a computer-based tool that aids project managers in planning, tracking, and controlling projects. A PMIS can calculate schedules, costs, resource allocation, and expected outcomes. It provides automated organization and control of key project management processes. Typical features of a PMIS include work breakdown structure creation, scheduling, resource tracking, reporting, and configuration management.
Programme management and project evaluationtumetr1
This document discusses programme management and project evaluation techniques. It covers programme management, benefits management, cost benefit analysis, cash flow forecasting and project risk evaluation. Key points include defining programme management as coordinating multiple related projects, identifying expected benefits, quantifying and balancing costs and benefits, evaluating risks, and using techniques like net present value, internal rate of return and decision trees to evaluate projects.
This document outlines the seven phases of the project life cycle: initiation, planning, execution, monitoring and control, and closeout. It describes the key activities and outputs for each phase. The initiation phase involves selecting a project manager and defining objectives. The planning phase develops detailed plans for tasks, schedule, budget, roles and communication. Execution involves executing the plans, and monitoring and control compares results to metrics and identifies variances. The closeout phase hands over the final product and archives lessons learned.
Chapter 06 of ICT Project Management based on IOE Engineering syllabus. This chapter provides knowledge on project management processes, overlaps of process groups in a phase and mapping of project management.Provided by Project Management Sir of KU.
Information Technology Project Management - part 02Rizwan Khurram
This document discusses key topics from the textbook "Information Technology Project Management, Seventh Edition" including: the systems view of project management and how it applies to IT projects; understanding organizations and their structures/cultures; the importance of stakeholder management and top management commitment; project phases and life cycles; attributes and diversity of IT projects; and recent trends like globalization, outsourcing, virtual teams, and agile project management.
Project planning involves multiple processes that facilitate software production before actual development begins. It establishes the objectives, stakeholders, and infrastructure needed for a project. The key steps in project planning include selecting the project, identifying objectives and measures of success, establishing leadership and communication methods, analyzing the project, and estimating tasks and resources required. An example scenario describes planning the development of a psychometric testing software package to evaluate team compatibility for new projects.
Chap03 the project management process groupsDhani Ahmad
This document discusses the five project management process groups - initiating, planning, executing, controlling, and closing. It provides an overview of each process group and describes how they relate to one another and the knowledge areas. The document then presents a case study of a company applying these process groups to manage an IT project. Key outputs are discussed for each process group stage, such as a project charter, schedule, and risk list. Templates from the case study example are referenced as well.
Project Management Process Groups And Knowledge Areasguestfe6ad
The document outlines the project management process groups and knowledge areas according to the Project Management Body of Knowledge (PMBOK). It lists the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Under each process group are the twelve knowledge areas: integration, scope, time, cost, quality, human resources, communications, risk, procurement, and their associated processes.
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
Project Management Steps And Process Powerpoint Presentation SlideSlideTeam
Acquaint folks with dubious inclinations through our Project Management Steps And Process Powerpoint Presentation Slide. Be able to expose hidden agendas. Project Management Steps And Process Powerpoint Presentation Slide. https://bit.ly/3j6aG0b
The presentation features the comparison of Microsoft Project and Primavera. The presentation would help to influence the decision in terms of product features - when to choose which product.
http://www.advaiya.com/
This chapter introduces key concepts of project management including defining projects and differentiating them from operations. It describes the project life cycle and project management life cycle. It identifies important stakeholders and discusses how organizational structure, such as functional, matrix, and projectized, can influence a project. The chapter aims to explain these fundamental concepts and how they relate to effective project management.
Nigel Bell gave an overview of portfolio management and the work of the APM Portfolio Management SIG at a recent APM East of England branch event. You will learn,
Some portfolio management definitions
Portfolio management principles
Seven simple steps which guarantee portfolio management success in three weeks
portfolio management challenges
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
These slides describe the various steps for project planning. It was prepared by a group of students studying Bachelor of Public Health at Maharajgunj Medical Campus, Institute of Medicine, Nepal.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
Work breakdown structures (WBS) in project planning. What are work breakdown structures, why use them and how to create them. Includes example image of a wbs and links to resources. Slides used for project planning workshop. For more guides to creating a WBS and examples of work breakdowns see https://www.stakeholdermap.com/plan-project/example-work-breakdown-structures.html
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
The document discusses how to create a work breakdown structure (WBS) in project management. A WBS breaks down project deliverables and work into smaller, more manageable components. It divides complex projects into simpler tasks. This allows tasks to be more easily supervised, estimated, and managed. A WBS provides a framework for cost estimating, scheduling, and control. It helps managers plan, budget, define roles, and coordinate project elements.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
This document provides an overview of program management performance domains and their interactions. It defines five key performance domains: program strategy alignment, program benefits management, program stakeholder engagement, program governance, and program life cycle management. It also discusses the linkage between organizational strategy, portfolio management, and program management. The document aims to help the reader understand the different aspects of effective program management.
This document discusses software project management. It defines what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document outlines the typical phases of a software development life cycle according to ISO 12207 standards. It also discusses the importance of setting clear, measurable objectives and establishing management controls to track progress and make adjustments throughout the project.
This document discusses software project management. It defines what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document outlines the typical phases of a software development life cycle according to ISO 12207 standards. It also discusses the importance of setting clear, measurable objectives and establishing management controls to track progress and make adjustments throughout the project.
Project Management Process Groups And Knowledge Areasguestfe6ad
The document outlines the project management process groups and knowledge areas according to the Project Management Body of Knowledge (PMBOK). It lists the five process groups of initiating, planning, executing, monitoring and controlling, and closing. Under each process group are the twelve knowledge areas: integration, scope, time, cost, quality, human resources, communications, risk, procurement, and their associated processes.
The document discusses Work Breakdown Structure (WBS), which is a deliverable-oriented decomposition of a project into smaller, more manageable components. A WBS breaks down the project scope into smaller parts for estimating, scheduling, and monitoring and control. It helps define the total scope of work, assign responsibilities, and track costs, schedule, and deliverables. The key steps to develop a WBS are to identify the main project deliverables and break them down into successively smaller work packages or tasks in a hierarchical manner. This allows estimating time and costs for each component and monitoring project progress.
Project Management Steps And Process Powerpoint Presentation SlideSlideTeam
Acquaint folks with dubious inclinations through our Project Management Steps And Process Powerpoint Presentation Slide. Be able to expose hidden agendas. Project Management Steps And Process Powerpoint Presentation Slide. https://bit.ly/3j6aG0b
The presentation features the comparison of Microsoft Project and Primavera. The presentation would help to influence the decision in terms of product features - when to choose which product.
http://www.advaiya.com/
This chapter introduces key concepts of project management including defining projects and differentiating them from operations. It describes the project life cycle and project management life cycle. It identifies important stakeholders and discusses how organizational structure, such as functional, matrix, and projectized, can influence a project. The chapter aims to explain these fundamental concepts and how they relate to effective project management.
Nigel Bell gave an overview of portfolio management and the work of the APM Portfolio Management SIG at a recent APM East of England branch event. You will learn,
Some portfolio management definitions
Portfolio management principles
Seven simple steps which guarantee portfolio management success in three weeks
portfolio management challenges
Let’s connect:
APM - https://www.apm.org.uk
Google+ - https://plus.google.com/114687352375530136328
Facebook - https://www.facebook.com/AssociationForProjectManagement
Twitter - https://twitter.com/apmprojectmgmt
Linkedin company page - https://www.linkedin.com/company/association-for-project-management
These slides describe the various steps for project planning. It was prepared by a group of students studying Bachelor of Public Health at Maharajgunj Medical Campus, Institute of Medicine, Nepal.
Network analysis techniques such as critical path method (CPM) and program evaluation and review technique (PERT) can be used to plan, manage, and control projects. CPM involves identifying all activities, their durations, and their logical sequence or precedence relationships using a network diagram of nodes and arrows. It allows determining the critical path that dictates the minimum project duration and identifying any activities that could delay the project if they slip. PERT extends CPM by using three time estimates per activity to model the uncertainty in activity durations through probability distributions.
Work breakdown structures (WBS) in project planning. What are work breakdown structures, why use them and how to create them. Includes example image of a wbs and links to resources. Slides used for project planning workshop. For more guides to creating a WBS and examples of work breakdowns see https://www.stakeholdermap.com/plan-project/example-work-breakdown-structures.html
Chapter 09 of ICT Project Management based on IOE Engineering syllabus. This chapter mainly focuses on cost and project, cost management, cost estimating and more related to cost and project. Provided by Project Management Sir of KU
The document discusses how to create a work breakdown structure (WBS) in project management. A WBS breaks down project deliverables and work into smaller, more manageable components. It divides complex projects into simpler tasks. This allows tasks to be more easily supervised, estimated, and managed. A WBS provides a framework for cost estimating, scheduling, and control. It helps managers plan, budget, define roles, and coordinate project elements.
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
This document provides an overview of program management performance domains and their interactions. It defines five key performance domains: program strategy alignment, program benefits management, program stakeholder engagement, program governance, and program life cycle management. It also discusses the linkage between organizational strategy, portfolio management, and program management. The document aims to help the reader understand the different aspects of effective program management.
This document discusses software project management. It defines what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document outlines the typical phases of a software development life cycle according to ISO 12207 standards. It also discusses the importance of setting clear, measurable objectives and establishing management controls to track progress and make adjustments throughout the project.
This document discusses software project management. It defines what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document outlines the typical phases of a software development life cycle according to ISO 12207 standards. It also discusses the importance of setting clear, measurable objectives and establishing management controls to track progress and make adjustments throughout the project.
This document discusses software project management. It defines what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document outlines the typical phases of a software development life cycle according to ISO 12207 standards. It also discusses the importance of setting clear, measurable objectives and establishing management controls to track progress and make adjustments throughout the project.
This document discusses software project management. It begins by defining what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document then outlines the typical phases of a software development life cycle according to the ISO 12207 standard. These phases include requirements analysis, architecture design, coding and testing, integration, and acceptance support. Finally, the document emphasizes that clear objectives, stakeholder communication, and management control are essential for software project success.
This document discusses software project management. It begins by defining what constitutes a project and how software projects differ from other types of projects due to characteristics like invisibility and complexity. The document then outlines the typical phases of a software development life cycle according to the ISO 12207 standard. These phases include requirements analysis, architecture design, coding and testing, integration, and acceptance support. Finally, the document emphasizes that clear objectives, stakeholder communication, and management control are essential for software project success.
The document introduces software project management. It discusses that software projects are a type of project management that faces unique challenges due to the invisible nature and complexity of software. Successful project management requires setting clear and measurable objectives, thorough planning, and active monitoring and control to adapt to inevitable changes. Communication between stakeholders is essential throughout the project life cycle.
The document introduces software project management. It discusses that software projects are a type of project management that faces unique challenges due to the invisible nature and complexity of software. Successful project management requires defining clear and measurable objectives, developing plans, and continuously monitoring and controlling the project to adapt to inevitable changes. Communication between stakeholders is essential throughout the project life cycle.
The document discusses software project management activities and methodologies. It describes the typical activities covered in project management, including feasibility studies, planning, execution, and the software development life cycle. The software development life cycle includes requirements analysis, architecture design, coding and testing, integration, qualification testing, installation, and acceptance support. The document also discusses plans, methods, and methodologies, categorizing different types of projects, and identifying stakeholders.
This document provides an introduction to IT project management. It defines what constitutes a project and distinguishes projects from routine jobs. IT projects present unique challenges related to invisibility, complexity, and need for flexibility. The document outlines the typical project lifecycle including planning, execution, and acceptance. It emphasizes the importance of setting clear, measurable objectives and establishing goals and stakeholders. Effective project management requires defining a business case, collecting data, and implementing controls to monitor progress and make adjustments against objectives.
The document discusses the "Step Wise" approach to planning software projects. It involves 10 main steps: 1) establish project scope and objectives, 2) establish project infrastructure, 3) analyze project characteristics, 4) identify products and activities, 5) estimate effort for each activity, 6) identify activity risks, 7) allocate resources, 8) review and publicize the plan, 9) execute the plan, and 10) create lower level plans. Each step is then explained in more detail with examples provided for clarification.
Chapter 01 - Introduction to Software Project ManagementRohanMistry15
This document provides an introduction to software project management. It discusses the software crisis and factors contributing to it like poor project management and lack of training. It defines what a project and task are, and categorizes different types of software projects. The document introduces the software development life cycle and discusses planning, stakeholders, objectives, and the importance of management in software projects. It provides thoughts on defining success and the role of estimation, scheduling, and risk management in project planning.
This document provides an introduction to software project management. It discusses key concepts like the project life cycle, objectives, goals, stakeholders, and measures of effectiveness. The document outlines the ISO 12207 software development life cycle, which includes requirements analysis, architecture design, coding, testing, integration, qualification testing, installation, and acceptance support. It also discusses defining objectives and goals for a project and ensuring they are specific, measurable, achievable, relevant and time-bound. Finally, the document notes that stakeholders are people who have an interest in the project, both within and outside the project team and organization.
This document outlines the "Step Wise" approach to planning software projects. It describes 10 steps to develop a project plan, including establishing objectives and infrastructure, analyzing project characteristics, identifying products and activities, estimating effort, identifying risks, allocating resources, and reviewing the plan. It provides examples applying these steps to a scenario involving developing a software tool to conduct psychometric testing of employees. Key steps include determining objectives, stakeholders, and risks; identifying products like questionnaires and test results; estimating activity efforts; and allocating resources like personnel and machines.
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.
Project management involves planning, organizing, and controlling resources to achieve specific goals within constraints of time, cost, and scope. A project has defined objectives, timeline, funding, and consumes resources. Successful project management delivers objectives on time, within budget, and to the required performance level while using resources effectively. Project benefits include improved planning, identification of responsibilities and problems, and better estimates for future projects. Project managers must coordinate with line managers who control resources and balance stakeholder interests for project success.
This document provides an overview of key concepts in software project management including project evaluation, planning, categorization of projects, setting objectives, management principles, and stepwise project planning. It discusses the importance of software project management and compares software projects to other types of projects. Various methodologies, activities, life cycles, stakeholders, objectives, and management concepts are defined.
This document provides an overview of key concepts in software project management. It discusses the importance of project management, categorization of software projects, setting objectives, and stepwise project planning. Specific topics covered include project evaluation techniques like cost-benefit analysis, risk evaluation, and strategic program management. The document also provides examples of project management methodologies and definitions of core concepts.
0. Foundations of project management (2).pptAbelMuluqen
The document provides an overview of project management concepts including:
- Projects are temporary endeavors with defined goals and timelines undertaken to create beneficial change.
- Project management involves planning, organizing, securing, and managing resources to achieve project objectives.
- Projects can be classified based on time, type, scope, size, sector, technology, and ownership.
- The project life cycle consists of identification, preparation, planning, implementation, monitoring, evaluation, and closure phases.
- Project organizations can take the form of functional, dedicated project, or matrix structures, each with their own advantages and disadvantages for managing resources and decision making.
Mark Zuckerberg is the founder and CEO of Facebook, based in Palo Alto, California. The document discusses Facebook's business model, which includes brand advertising, self-service ads, and virtual goods revenue. It also covers Facebook's growth through word-of-mouth marketing and its social graph, and compares Facebook's features to its then-competitor MySpace.
This presentation includes basic of PCOS their pathology and treatment and also Ayurveda correlation of PCOS and Ayurvedic line of treatment mentioned in classics.
This slide is special for master students (MIBS & MIFB) in UUM. Also useful for readers who are interested in the topic of contemporary Islamic banking.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
The two key questions are:
What exactly is software project management?
This is going to be tackled by looking firstly at what is meant by ‘project’. We are then going to examine whether ‘software project management’ is really different from ‘normal’ project management. Is there anything special about software as opposed to other engineered artefacts?
2. How do we define whether a project is a success or not?
The point about studying project management is to be able to have successful projects. So how do we know if we have been successful?
Here are some definitions of ‘project’. No doubt there are other ones: for example
‘Unique process, consisting of a set of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to specific requirements, including constraints of time, cost and resources’
BSO ISO 10006: 1997
On the one hand there are repetitive jobs a similar task is carried out repeatedly, for example Kwikfit replacing a tyre on a car or a lecturer giving an introductory talk on project management. The task is well-defined and there is very little uncertainty. In some organizations, software development might tend to be like this – in these environments software process management might be more important than software project management
On the other hand some exploratory activities are very uncertain. Some research projects can be like this – we may not be sure what the outcome will be, but we hope that we will learn some things of importance. It may be very difficult to come up with precise plans, although we would probably have some idea of a general approach.
Projects seem to come somewhere between these two extremes. There are usually well-defined hoped-for outcomes but there are risks and uncertainties about achieving those outcomes.
Exercise 1.1 in the Software Project Management text is a good way of introducing this material if you have time. I have found this exercise to be a good ‘ice-breaker’. Get each student to list the example activities in an order which matches the degree to which they merit the description of ‘project’. You can create a grid on a whiteboard with the projects on the vertical axis and the positions 1st, 2nd, 3rd etc on the horizontal axis. You then go through asking how many put ‘producing a newspaper’ first, second, etc. (Avoid making jokes about this being like the Eurovision song contest). This is time-consuming but it does mean that every student participates in building up a general picture of people’s perceptions, and you can discuss disagreements in perceptions as you go along.
This is based on Fred Brooks’ paper No Silver Bullet: Essence and Accidents of Software Engineering which appeared in IEEE Computer 20(4) pp10-19 April 1987
There are two key points here.
Often you see something like ‘feasibility study’ being put as the first stage of development life cycle, and indeed it might be. However, the outcome of the feasibility study might be not to carry out the proposed project. Planning of the project should therefore take place after the feasibility study (or as a part of the feasibility study perhaps). Clearly the feasibility study itself might need a plan.
All plans are to some extent provisional and subject to change. The key point is that the evolving plan allows us to control the project.
This section of the lecture discusses the software development life cycle. Note that this is a technical model. It identifies the technical constraints on the order activities are done. This does NOT imply that a ‘waterfall’ approach is the only way to organize projects. The technical model could be implemented as increments or in an evolutionary manner.
The key point here is that requirement analysis has to face in (at least) two different directions. It needs to communicate and elicit the requirements of the users, speaking in their language. It needs to organize and translate those requirements into a form that developers can understand and relate to.
The software project will almost certainly be part of a larger project which has non-software elements. In a software engineering environment it could be the software will be embedded in hardware product of some kind. Thus there are system requirements for the product as a whole and software requirements for the software element.
In a business information systems environment, the software development could be a relatively minor part of a much larger organizational change project.
The confusion about what ‘implementation’ really means could be mentioned. Does it mean implementing the design (that is, coding) or implementing the complete system in its user environment? It is best to use ‘installation’ to describe the latter in order to avoid confusion.
With objective-based projects, a general objective or problem is defined, and there are several different ways in which that objective could be reached. The project team have freedom to select what appears to be the most appropriate approach.
With product-based projects, the product is already very strictly defined and the development team’s job is to implement the specification with which they have been presented.
Arguably, information systems projects are more likely to be objective-based than is the case with software engineering.
In many cases, an objective-based project could consider a problem and recommend a solution that is then implemented by a product-based project.
Exercise 1.5 in the text is relevant here.
This list is based on one that can be found in Introduction to Software Project Management and Quality Assurance by Darrel Ince, Helen Sharp and Mark Woodman, McGraw-Hill, 1993.
Exercise 1.6 (a day in the life of a project manager) is of relevance here.
Different people who are involved in a project (Stakeholders) will have different interests in the project and are likely to see different outcomes as being important.
For example, end-users would want a system that is ‘user-friendly’, that is, easy to learn and to use, and a system that helps rather than hinders them from doing their jobs. Their managers may be more interested in whether the new system would allow them to reduce staffing levels.
It is important therefore that a set of clearly defined objectives are identified and published for the project. Some individual or group needs to be pinpointed who acts as the main client for the project.
See Exercise 1.7 in the text.
The focus here needs to be on what the situation will be when the project is completed. In what ways will the world be different? The objectives should avoid describing activities:
e.g. ‘a new payroll application will be operational by 4th April’ not ‘design and code a new payroll application’
I have seen some places where the R is said to stand for ‘resource-constrained’, that is that there is a target cost associated with the achievement of the objective.
Scoring a goal in football is a ‘goal’ or sub-objective on the way to achieving the overall objective of winning the match. Sub-objectives and objectives can be nested in a hierarchy, so that the objective of winning the match could itself be a goal or sub-objective on the way to winning the league etc.
Goals can be formulated in such a way that they represent what an individual or group need to do to contribute to the success of the project’s objectives.
In the example above, the analyst or developer, by themselves, cannot guarantee user satisfaction. However, the analyst can contribute to the achievement of the objective by making sure the users’ requirements are accurately recorded and the developer by making sure that the software is reliable.
See Exercise 1.7 in the text.
See Exercise 1.8 in the text.
Each stakeholder will have their own goals and concerns in relation to the project which may be different from those of the project as a whole. For example, a software developer might work to make a living, pay the mortgage, learn new things, solve interesting problems. The main stakeholders need, however, to understand and accept the overall project objectives.
It is not always possible to put a precise financial on the benefits of a project. The client’s willingness to pay up to a certain price to get a project implemented implies that they have informally identified a value to them of getting that project implemented.
This is explained on the next overhead.
This example is expanded in the text.
The authors’ view is that an initially defective plan can often be remedied by good project control and management. This could be a discussion point.