This document provides an introduction to software project management. It defines what a project and software project management are, and discusses the key characteristics and phases of projects. Software project management aims to deliver software on time, within budget and meeting requirements. It also discusses challenges that can occur in software projects related to people, processes, products and technology. Effective project management focuses on planning, organizing, monitoring and controlling the project work.
What is Software project management?? , What is a Project?, What is a Product?, What is Project Management?, What is Software Project Life Cycle?, What is a Product Life Cycle?, Software Project, Software Triple Constraints, Software Project Manager, Project Planning,
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
What is Software project management?? , What is a Project?, What is a Product?, What is Project Management?, What is Software Project Life Cycle?, What is a Product Life Cycle?, Software Project, Software Triple Constraints, Software Project Manager, Project Planning,
This Presentation will describe you,
01. What is software project management
02. The Role of Software Project Manager
03. Risk Management
04. People Management
not only these point you will have with example.
Unit V
STAFFING IN SOFTWARE PROJECTS
Managing people – Organizational behavior – Best methods of staff selection – Motivation – The Oldham-Hackman job characteristic model – Ethical and Programmed concerns – Working in teams – Decision making – Team structures – Virtual teams – Communications genres – Communication plans.
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
Software Project Management | An Overview of the Software Project ManagementAhsan Rahim
Management is the process of getting things done through others, it is the process of coordinating people & other resources to achieve the goals of the organization. A project is a set of related tasks that are coordinated to achieve a specific objective in a given time limit. A project is well-defined task, which is a collection of several operations done in order to achieve a goal. Software is the program & all associated documentation & configuration data which is needed to make these programs operate correctly.
A Software Project is the complete procedure of software development from requirement gathering to testing & maintenance, carried out according to the execution methodologies, in a specified period of time to achieve intended software product.
UNIT IV
PROJECT MANAGEMENT AND CONTROL
Framework for Management and control – Collection of data Project termination – Visualizing progress – Cost monitoring – Earned Value Analysis- Project tracking – Change control- Software Configuration Management – Managing contracts – Contract Management.
Unit V
STAFFING IN SOFTWARE PROJECTS
Managing people – Organizational behavior – Best methods of staff selection – Motivation – The Oldham-Hackman job characteristic model – Ethical and Programmed concerns – Working in teams – Decision making – Team structures – Virtual teams – Communications genres – Communication plans.
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
Software Project Management | An Overview of the Software Project ManagementAhsan Rahim
Management is the process of getting things done through others, it is the process of coordinating people & other resources to achieve the goals of the organization. A project is a set of related tasks that are coordinated to achieve a specific objective in a given time limit. A project is well-defined task, which is a collection of several operations done in order to achieve a goal. Software is the program & all associated documentation & configuration data which is needed to make these programs operate correctly.
A Software Project is the complete procedure of software development from requirement gathering to testing & maintenance, carried out according to the execution methodologies, in a specified period of time to achieve intended software product.
UNIT IV
PROJECT MANAGEMENT AND CONTROL
Framework for Management and control – Collection of data Project termination – Visualizing progress – Cost monitoring – Earned Value Analysis- Project tracking – Change control- Software Configuration Management – Managing contracts – Contract Management.
ICT Project Management is an IOE syllabus based subject. It provides introductory information about project management, its objectives, classification of project and projectts life cycle.Provided by Project Management Sir of KU.
Project management essentials 3 day training programParamjit Arora
This is an essentials program on project management which I created and imparted to a captive audience in my organisation. The objective is to create an awareness of the essentials / fundamentals of project management within the organisation. Today organisations are increasingly using project management methodologies to conduct their tasks. Hopefully this ppt would help trainers in their endeavour. Thanks
Project Management Fundamentals is a beginner-level Project Management course that is ideal for individuals and enterprises that are looking to gain a fundamental understanding of project management best practices used globally.
This Project Management Fundamentals training course is ideal for anybody whose work directly or indirectly supports projects. (entry-level project/program managers or future project managers who desire an increased understanding of how to successfully manage a project and improve their day-to-day work by applying project management best practices.)
To know more about Project Management Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
ESOFT Metro Campus - Diploma in Software Engineering - (Module VII) Introduction to Project Management
(Template - Virtusa Corporate)
Contents:
What is a Project?
History of the Project Management
Attributes of a Project
What is Project Management?
Why Project Management Important?
The Triple Constraints of a Project
Project Stakeholders
Performing Organizational Structures
Project Management Life Cycle
Project Management Processes
Nine Knowledge Areas
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Human Resource Management
Communication Management
Risk Management
Procurement Management
Episode 20 : PROJECT MANAGEMENT CONTEXT
Project phase and the Project Life Cycle
Project Stakeholders
Organizational Influences
Key General Management Skills
Social-Economic-Environmental Influences
SAJJAD KHUDHUR ABBAS
Chemical Engineering , Al-Muthanna University, Iraq
Oil & Gas Safety and Health Professional – OSHACADEMY
Trainer of Trainers (TOT) - Canadian Center of Human
Development
Similar to Introduction to Software Project Management (20)
: A heap is a nearly complete binary tree with the following two properties:
Structural property: all levels are full, except possibly the last one, which is filled from left to right
Order (heap) property: for any node x
Parent(x) ≥ x
A graphical tool, useful for communicating with users, managers, and other personnel.
Used to perform structured analysis to determine logical requirements.
Useful for analyzing existing as well as proposed systems.
Focus on the movement of data between external entities and processes, and between processes and data stores.
A relatively simple technique to learn and use.
Unit4 Proof of Correctness, Statistical Tools, Clean Room Process and Quality...Reetesh Gupta
Program Testing
Seeks to show that particular input values produce acceptable output values.
Testing can prove the presence of errors but never their absence
It is a major part of software development (some tools could help, e.g.. Junit in Eclipse, a java IDE)
Unit4 Software Engineering Institute (SEI)’sCapability Maturity Model (CMM)...Reetesh Gupta
The organization
Does not have an established and documented environment for developing and maintaining software.
Haphazard activities by the members of the project team
No systematic project management process
At the time of crises, projects usually stop using all planned procedures and revert to coding and testing.
Adhoc Processes (No formal process)
Success, if any, depends on heroic actions of few members in the team - Individual dependent outcomes
A software system is more than the code; it is a set of related artifacts; these may contain defects or problem areas that should be reworked or removed; quality-related attributes of these artifacts should be evaluated
Reviews allow us to detect and eliminate errors/defects early in the software life cycle (even before any code is available for testing), where they are less costly to repair
Most problems have their origin in requirements and design; requirements and design artifacts can be reviewed but not executed and tested
A code review usually reveals directly the location of a bug, while testing requires a debugging step to locate the origin of a bug
Adherence to coding standards cannot be checked by testing
Scope Management
Ensuring that the project includes all the work required, only the work required.
Dividing the work into major pieces, then subdividing into smaller, more manageable pieces.
Cloud computing is using the internet to access someone else's software running on someone else's hardware in someone else's data center.
OUTLINE-
Definitions of Cloud computing
Architecture of Cloud computing
Benefits of Cloud computing
Opportunities of Cloud Computing
Cloud computing – Google Apps
Grid computing vs Cloud computing
Cloud computing – “a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction.”*
Cloud computing – “a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction.”*
Cloud computing – “a model for enabling ubiquitous, convenient, on-demand network access to a shared pool of configurable computing resources (e.g., networks, servers, storage, applications, and services) that can be rapidly provisioned and released with minimal management effort or service provider interaction.”*
he Associate level of Cisco Certifications can begin directly with CCNA for network installation, operations and troubleshooting or CCDA for network design. Think of the Associate Level as the foundation level of networking certification.
he content of the exams is proprietary.[4] Cisco and its learning partners offer a variety of different training methods,[5] including books published by Cisco Press, and online and classroom courses available under the title "Interconnecting Cisco Network Devices."
he Associate level of Cisco Certifications can begin directly with CCNA for network installation, operations and troubleshooting or CCDA for network design. Think of the Associate Level as the foundation level of networking certification.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
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Welcome to WIPAC Monthly the magazine brought to you by the LinkedIn Group Water Industry Process Automation & Control.
In this month's edition, along with this month's industry news to celebrate the 13 years since the group was created we have articles including
A case study of the used of Advanced Process Control at the Wastewater Treatment works at Lleida in Spain
A look back on an article on smart wastewater networks in order to see how the industry has measured up in the interim around the adoption of Digital Transformation in the Water Industry.
Immunizing Image Classifiers Against Localized Adversary Attacksgerogepatton
This paper addresses the vulnerability of deep learning models, particularly convolutional neural networks
(CNN)s, to adversarial attacks and presents a proactive training technique designed to counter them. We
introduce a novel volumization algorithm, which transforms 2D images into 3D volumetric representations.
When combined with 3D convolution and deep curriculum learning optimization (CLO), itsignificantly improves
the immunity of models against localized universal attacks by up to 40%. We evaluate our proposed approach
using contemporary CNN architectures and the modified Canadian Institute for Advanced Research (CIFAR-10
and CIFAR-100) and ImageNet Large Scale Visual Recognition Challenge (ILSVRC12) datasets, showcasing
accuracy improvements over previous techniques. The results indicate that the combination of the volumetric
input and curriculum learning holds significant promise for mitigating adversarial attacks without necessitating
adversary training.
Democratizing Fuzzing at Scale by Abhishek Aryaabh.arya
Presented at NUS: Fuzzing and Software Security Summer School 2024
This keynote talks about the democratization of fuzzing at scale, highlighting the collaboration between open source communities, academia, and industry to advance the field of fuzzing. It delves into the history of fuzzing, the development of scalable fuzzing platforms, and the empowerment of community-driven research. The talk will further discuss recent advancements leveraging AI/ML and offer insights into the future evolution of the fuzzing landscape.
Cosmetic shop management system project report.pdfKamal Acharya
Buying new cosmetic products is difficult. It can even be scary for those who have sensitive skin and are prone to skin trouble. The information needed to alleviate this problem is on the back of each product, but it's thought to interpret those ingredient lists unless you have a background in chemistry.
Instead of buying and hoping for the best, we can use data science to help us predict which products may be good fits for us. It includes various function programs to do the above mentioned tasks.
Data file handling has been effectively used in the program.
The automated cosmetic shop management system should deal with the automation of general workflow and administration process of the shop. The main processes of the system focus on customer's request where the system is able to search the most appropriate products and deliver it to the customers. It should help the employees to quickly identify the list of cosmetic product that have reached the minimum quantity and also keep a track of expired date for each cosmetic product. It should help the employees to find the rack number in which the product is placed.It is also Faster and more efficient way.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
COLLEGE BUS MANAGEMENT SYSTEM PROJECT REPORT.pdfKamal Acharya
The College Bus Management system is completely developed by Visual Basic .NET Version. The application is connect with most secured database language MS SQL Server. The application is develop by using best combination of front-end and back-end languages. The application is totally design like flat user interface. This flat user interface is more attractive user interface in 2017. The application is gives more important to the system functionality. The application is to manage the student’s details, driver’s details, bus details, bus route details, bus fees details and more. The application has only one unit for admin. The admin can manage the entire application. The admin can login into the application by using username and password of the admin. The application is develop for big and small colleges. It is more user friendly for non-computer person. Even they can easily learn how to manage the application within hours. The application is more secure by the admin. The system will give an effective output for the VB.Net and SQL Server given as input to the system. The compiled java program given as input to the system, after scanning the program will generate different reports. The application generates the report for users. The admin can view and download the report of the data. The application deliver the excel format reports. Because, excel formatted reports is very easy to understand the income and expense of the college bus. This application is mainly develop for windows operating system users. In 2017, 73% of people enterprises are using windows operating system. So the application will easily install for all the windows operating system users. The application-developed size is very low. The application consumes very low space in disk. Therefore, the user can allocate very minimum local disk space for this application.
About
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
Technical Specifications
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
Key Features
Indigenized remote control interface card suitable for MAFI system CCR equipment. Compatible for IDM8000 CCR. Backplane mounted serial and TCP/Ethernet communication module for CCR remote access. IDM 8000 CCR remote control on serial and TCP protocol.
• Remote control: Parallel or serial interface
• Compatible with MAFI CCR system
• Copatiable with IDM8000 CCR
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
Application
• Remote control: Parallel or serial interface.
• Compatible with MAFI CCR system.
• Compatible with IDM8000 CCR.
• Compatible with Backplane mount serial communication.
• Compatible with commercial and Defence aviation CCR system.
• Remote control system for accessing CCR and allied system over serial or TCP.
• Indigenized local Support/presence in India.
• Easy in configuration using DIP switches.
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
2. The Two End Points in a Project
Inspiration
Operation
A miracle occurs
3. Module 1 - Introduction 3
INTRODUCTION/ FUNDAMENTALS
What is a Project?
A project is a temporary endeavor undertaken to create a unique
product or service
- A Guide to the Project Management Body of Knowledge
(PMBOK™), Project Management Institute, 2003
• One time (non-routine)
• Limited funds/time (May be single phase or multiple phases)
• Specific resources utilized (may involve several specialism)
• Performed by people - Single or multi-person & multi location
team(s)
• Planned, controlled (planning, monitoring and controlling is
required)
• Specific Deliverables (specific objectives are to be met or a
specified product is to be created)
4. Module 1 - Introduction 4
INTRODUCTION/ FUNDAMENTALS
Characteristics of projects
(From Bob Hughes and Cotterell) – addl points from exam point of view
• Non-routine tasks are involved
• Planning is required
• Specific objectives are to be met or a specific product is to be created
• The project has a predetermined time span
• Work is carried out for someone other than yourself
• Work involves several specialisms
• People are formed into a temporary work group to carry out the task
• Work is carried out in several phases
• The resources that are available for use on the project are constrained
• The project is large or complex
5. What is Management
• Planning – deciding what is to be done
• Organizing – making arrangements
• Staffing – selecting right people for the job etc.
• Directing - giving instructions
• Monitoring – checking on progress
• Controlling – taking action to remedy hold-ups
• Innovating – coming up with new solutions
• Representing – liaising with clients, users, developers,
suppliers and other stakeholders.
Module 1 – Introduction
Bob Hughes, MikeCotterell and Rajib Mall
5
6. The Management Spectrum
Effective project management focuses on four P’s (in the order):
The People: Stakeholders, the team leaders, and the software team
• Deals with the cultivation of motivated, highly skilled people and teams
• Includes recruiting, selection, performance management, training,
compensation, career development, organization and work design, and team
culture development
The Problem/ Product: before a project can be planned
• Its objectives and scope should be established;
• Alternative solutions should be considered; and
• Technical and management constraints should be identified.
The process: a software process provides the framework from which a
comprehensive plan for software development can be established.
The project: Planning and controlling a software project is done for one
primary reason…it is the only known way to manage complexity
Module 1 - Introduction 6
7. Q7503 Principles of Project
Management, Fall 2002
7
Project Management Skills
• Leadership
• Communications
• Problem Solving
• Negotiating
• Influencing the Organization
• Mentoring
• Process and technical expertise
9. 9
INTRODUCTION/ FUNDAMENTALS
Software Project Management
• Software project management is aimed to ensure that the
software is delivered on time, within budget and schedule
constraints, and satisfies the requirements of the client
• Management of software projects is different from other types
of management because:
– Software is not tangible
– Software processes are relatively new and still “under trial”
– Larger software projects are usually “one-off” projects
– Computer technology evolves very rapidly
10. 10
INTRODUCTION/ FUNDAMENTALS
Software Projects versus other types of Projects
• Invisibility – With physical artifacts, measuring progress is easy
as it can be seen/ felt. However with Software, progress is not
immediately visible.
• Complexity – Software products are, generally, more complex
than other engineering artifact of same value.
• Flexibility - It is easier to change/ modify software systems to
meet changing organizational/ product requirement as
compared to other engineering artifacts; it may not be possible
to modify a physical artifact at all.
11. 11
Project Phases
• All projects are divided into phases
• All phases together are known as the
Project Life Cycle
• Each phase is marked by completion of
Deliverables
• Identify the primary software project phases
12. Q7503 Principles of Project
Management, Fall 2002
12
Seven Core Project Phases
14. 14
Interactions / Stakeholders
• As a PM, who do you interact with?
– Internal to Project team – team members
– External to project team but within the
same organization - Project sponsor,
Executives, Functional managers
– External to both the project team and the
organization – Customers, Contractors
15. Purpose of Project Management
• Ensure meeting the project objectives
within the allocated schedule & budget
– Communication
– Meetings
– Reviews
– Authorization
– Record Keeping
– Monitoring (testing)
– Interface Control
• Not for assigning blame (usually)
16. Module 1 - Introduction 16
Project Life Cycle
5%
20% 60%
15%
Concept Planning Execution/Control Closing
Percentages and graph refer to the amount of effort (people)
In IT projects = 90-95% of cost!
Definition | Analysis |Design|Build|Test|Accept| Implement| Operation
INTRODUCTION/ FUNDAMENTALS
Initiation
or
17. Module 1 - Introduction 17
•Initiation – on the first stage, the necessity, feasibility, scope, time, budget
and critical success factors of the project are defined along with the approach
and methods to be used to deliver the required products and results.
•Planning – this stage includes a detailed identification of all the project
elements and matters including project team, specified allocation of project
resources and timeline, assignments of project tasks, evaluation of risks,
definition of criteria for quality and successful completion of each deliverable,
etc.
•Execution – this is the working phase where the project plan is
implemented through practical actions that lead to successful project
accomplishment. It is necessary to control performance and quality of all the
required activities to know if they match the project’s requirements.
•Closure – this stage identifies the project completion including testing,
evaluation and formal acceptance of the final product by the customer,
learning obtained from project experience, disposing resources, etc.
Project Life Cycle
18. Q7503 Principles of Project
Management, Fall 2002
18
Lifecycle Relationships
19. Q7503 Principles of Project
Management, Fall 2002
19
Project vs. Program Management
• What’s a ‘program’?
• Mostly differences of scale
• Often a number of related projects
• Longer than projects
• Definitions vary
• Ex: Program Manager for MS Word
20. Module 1 - Introduction 20
INTRODUCTION/ FUNDAMENTALS
The Triple Constraint of Projects
• On Time, Budget, Quality = Required Scope
Time
Cost Quality
•Integration
•Trade – Off’s
21. Q7503 Principles of Project
Management, Fall 2002
21
Trade-off Triangle
• Know which of these are fixed & variable
for every project
22. Problems with Software Projects
Manager’s Point of View:
• Poor estimates and plans
• Lack of quality standards and measures
• Lack of guidance about making organizational decisions
• Lack of techniques to make progress visible
• Poor role definition – who does what?
• Incorrect success criteria
Members’ Point of View:
• Inadequate specification of work
• Management ignorance of IT
• Lack of knowledge of application area
• Lack of standards Contd/-
Module 1 - Introduction 22
23. Problems with Software Projects
• Lack of standards
• Lack of up-to-date documentation
• Preceding activities not completed on time – including late delivery of
equipment
• Lack of communication between users and technicians
• Lack of communication leading to duplication of work
• Lack of commitment – especially when a project is tied to one person who
then moves
• Narrow scope of technical expertise
• Changing statutory requirements
• Changing software environment
• Deadline pressure
• Lack of quality control
• Remote management
• Lack of training
Module 1 - Introduction 23
24. INTRODUCTION/ FUNDAMENTALS
Assignment 1
Q1. What do you understand by Need identification, Vision
and Scope for a product? Search on internet to find sample
vision and scope document, copy the headings in your
notebook and be prepared to present in the class –Group
Activity – one per group.
Q2. What is the Vision Statement of ABES EC? What is the
difference between Vision Statement and Quality Policy of
an Organization? – Individual work.
Module 1 - Introduction 24
25. Vision Statement
• A vision statement is sometimes called a
picture of your company in the future but
it’s so much more than that. Your vision
statement is your inspiration, the framework
for all your strategic planning.
• A vision statement may apply to an entire
company or to a single division of that
company. Whether for all or part of an
organization, the vision statement answers
the question, “Where do we want to go?”
Module 1 - Introduction 25
26. Vision Statement
General Motors – Vision Statement
"GM’s vision is to be the world leader in
transportation products and related services.
We will earn our customers’ enthusiasm
through continuous improvement driven by the
integrity, teamwork, and innovation
of GM people."
Module 1 - Introduction 26
27. Scope Definition
• A scope statement is one of the most critical
pieces of a project, and writing one can be a
difficult task for a project manager – no
matter what type of project management
methodology is being used. But, an
effectively written scope statement can help
the rest of the project flow along with
minimal problems.
Module 1 - Introduction 27
28. Scope Definition
The firsts step on writing a scope statement is filling in the
project name, project charter, and a listing of the
project owner, sponsors, and stakeholders.
Next, A project justification will need to be identified, as
well as project requirements, milestones, and
deliverables. (In scope Items)
Any non-goals - items that fall outside of the scope of the
project - need to be identified here.
And finally, cost estimates need to be provided within the
scope statement.
Note - This can be a cumbersome task, but it is a necessary one. As
the project progresses, everyone involved knows where they can
look should a question arise.
Module 1 - Introduction 28
31. 31
Four Project Dimensions
• People
• Process
• Product
• Technology
Q7503 Principles of Project
Management, Fall 2002
32. Q7503 Principles of Project
Management, Fall 2002
32
People-Related Mistakes Part 1
• Undermined motivation
• Weak personnel
– Weak vs. Junior
• Uncontrolled problem employees
• Heroics
• Adding people to a late project
33. Q7503 Principles of Project
Management, Fall 2002
33
People-Related Mistakes Part 2
• Noisy, crowded offices
• Customer-Developer friction
• Unrealistic expectations
• Politics over substance
• Wishful thinking
34. Q7503 Principles of Project
Management, Fall 2002
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People-Related Mistakes Part 3
• Lack of effective project sponsorship
• Lack of stakeholder buy-in
• Lack of user input
35. Q7503 Principles of Project
Management, Fall 2002
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Process-Related Mistakes Part 1
• Optimistic schedules
• Insufficient risk management
• Contractor failure
• Insufficient planning
• Abandonment of plan under pressure
36. Q7503 Principles of Project
Management, Fall 2002
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Process-Related Mistakes Part 2
• Wasted time during fuzzy front end
• Shortchanged upstream activities
• Inadequate design
• Shortchanged quality assurance
37. Q7503 Principles of Project Management, Fall 2002 37
Process-Related Mistakes Part 3
• Insufficient management controls
• Frequent convergence
• Omitting necessary tasks from estimates
• Planning to catch-up later
• Code-like-hell programming
38. Q7503 Principles of Project
Management, Fall 2002
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Product-Related Mistakes
• Requirements gold-plating
– Gilding the lily
• Feature creep
• Developer gold-plating
– Beware the pet project
• Push-me, pull-me negotiation
• Research-oriented development
39. Q7503 Principles of Project
Management, Fall 2002
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Technology-Related Mistakes
• Silver-bullet syndrome
• Overestimated savings from new tools and
methods
– Fad warning
• Switching tools in mid-project
• Lack of automated source-code control
40. Module 1 - Introduction 40
INTRODUCTION/ FUNDAMENTALS
The Value of Project Management
• Allows for excellent organization and tracking
• Better control and use of resources
• Reduces complexity of inter-related tasks
• Allows measurement of outcome versus plans
• Early identification of problems and quick correction
Editor's Notes
managing all stakeholder Expectations is challenging – conflict
This is the first introduction to how we approach the management of projects. This is from the PMBOK:
Every project can be divided into 4 major phases:
Concept where we document the original idea and get funding for the next phase.
Planning where we detail the plan and get approval for the remainder. Execution (we do the work)/Control(we make sure everything follows the plan, react to problems, report progress)
Closing where we document what went right and wrong, and close up.
Note the line graph (and percentages) of effort expended. This is exactly the shape of the cost flow in an IT project, where 85-95% of the costs are people costs.
Classical definition of success is on time, budget, and does what the client expected it to do. However, must add to this:
A happy team. The key stakeholder is your (the students’) team. Project management is rules, structure, discipline. May turn people off. Do not over do it.
Similarly, be careful about over managing the contractor (part of your team). They must make their profit.
A happy client. The client must be involved in the process (the team can’t just disappear and turn up six months later with the completed project). That is why we have phases, which provide milestones, intermediate deliverables, progress reports, reviews, etc. that the client must be involved in.
Your upper level management (ULM) must also be happy: they also must be involved in the process. At your (PM) level, you will be communicating mostly with the client PM level of management. However, your ULM will be communicating with the client’s ULM, and you do not wish hassles coming down the hierarchy. (Case of the client complaining to his ULM, who goes to your ULM, who does not know about the project.)
Peopleware issues
10-to-1 difference in Dev productivity
Teams 3 or 5 to 1 diff
Process
Dev basics, risk mgmt, QA, lifecycle planning, customer orientation
Product
Most tangible dimension
Technology
Motivation: studies show has largest impact
Don’t undermine Morale
2nd greatest influence on productivity
Junior != bad
Uncontrolled: most common developer complain about their managers
Heroics. Company hostage.
“Can-do”, “how high” attitudes
Brooks, reading assignment
60%of developers feel unsatisfactory environment: need quite and privacy
MS offices
Friction: classic differing viewpoints
Results in ‘poor communication’
Passive-aggressive
Realistic Expectations: 1 of top 5 reasons for success of in-house projects
Perception woe
Politics
Managing-up
Wishful
Cognitive dissonance
Closing your eyes and hoping
McConnell: maybe causes the most problems in software development
Sponsor: a must, no power
All players must buy-in
User input: Survey: number 1 reason for success
W/O input: guessing
Similar to wishful thinking
Puts unnecessary pressure
Risk Mgmt:
Risks will manage you
Contractor: late, poor quality, or fails to meet specifications
Requires lots of management
Insufficient planning: “if you don’t care where you’re going, any plan will do”
Abandonment
Out the window
Fall into code-and-fix mode
fuzzy: before sign-off
Upstream:
Lack of analysis and design
10 to 100 times more costly
5 hrs vs. 50
Design:
Seen schedules w/o it at all
QA:
Seems easy to compress
1 day QA == 3 to 10 later
Management controls
Need to be able to track
We’ll cover lots of these
PMI
Convergence
Waste of time
Missing tasks
Often 20-30% of a schedule
Catch-up later
How many times have you seen a project catch-up?
Only by all-nighters
Like hell
“Entrepreneurial” approach
See catch-up later
Gold
Gilding the lily
Performance is required more often than need be
Feature creep
25% average change in req.
Dev. Gold
Nifty new technology
Pet project
Push-me
Slip schedule + add features
Research vs. Development
who’s heard of ‘silver bullet’ (not the beer)
SCM
Jones: 10% month, I see more