The document provides an overview of software project management, detailing definitions, project phases, and concepts like portfolio and program management. It emphasizes the unique characteristics of software projects, such as their intangible products and rapid technological changes. Key components of effective management are highlighted, including stakeholder analysis, different organizational structures, and the processes involved in project management.

1. SOFTWARE PROJECT
MANAGEMENT
(Introduced in 2013 by IBM)
Nishant Kumar

2. LECTURE-1
Basic Definitions
OBJECTIVE
• Define a project management
• Define the following terms
Project
Sub-Project
Program
Portfolio Management
• List the phases of the project life cycle.

3. Why SPM(Software
Project Management)
?

4. What is Management ?
Management in business and organizations is the
function that coordinates the efforts of people to
accomplish goals and objectives using available
resources efficiently and effectively. Management
comprises planning, organizing, staffing, leading or
directing, and controlling an organization to
accomplish the goal.
--Wikipedia

5. What is Project ?
Project is a ‘temporary’ endeavor undertaken to create a unique
service, product or result. It has a definite beginning and a
definite end. It is undertaken to create a lasting outcome.
or
A project is well-defined task, which is a collection of several
operations done in order to achieve a goal (for example,
software development and delivery). A Project can be
characterized as:
 Every project has a goal.
 Project is not routine activity or day-to-day operations.
 Project comes with a start time and end time.
 Project ends when its goal is achieved hence it is a temporary
phase in the lifetime of an organization.
 Project needs adequate resources in terms of time,
manpower, finance, material and knowledge-bank.

6. Project Management
Project Management is the application of knowledge,
skills, tools and techniques to project activities to meet
the project requirements.

7. Software Project Management is….
A Software Project is the complete procedure of software
development from requirement gathering to testing and
maintenance, carried out according to the execution
methodologies, in a specified period of time to achieve
intended software product.

Software project management is the art and science of
planning and leading software projects.It is a sub-discipline
of project management in which software projects are
planned, implemented, monitored and controlled.

8.  Software projects have several properties that make
them very different to other kinds of engineering
project.
 The product is intangible.
Its hard to claim a bridge is 90% complete if there is not 90%
of the bridge there. It is easy to claim that a software project is
90% complete, even if there are no visible outcomes.
 Large software projects are often “bespoke”.
Most large software systems are one-off, with experience
gained in one project being of little help in another.
 The technology changes very quickly.
Most large software projects employ new technology; for
many projects, this is the raison d’etre
SPM over Another Project

9. WHY WE NEED TO LEARN
SOFTWARE PROJECT
MANAGEMENT
?

10. To deliver a quality product.
To keep cost within clients budget.
Tracking of project stages.
Accomplishing task as per schedule.

11. Lets discuss five process groups
 Initiating
 Planning
 Executing
 Monitoring and Controlling
 Closing

12. Managing Project Requirements in broader
context
 Identifying Requirements
 Addressing the needs and expectations of the
stakeholders
 Balancing the competing project constraints
including , but not limited to scope, quality, schedule,
budget, resources and risk.

13. Portfolio Management
Portfolio management is a centralized management of one
or more portfolios. It includes identifying, prioritizing,
authorizing, managing and controlling projects, programs,
and other related work, to achieve specific strategic
business objectives.
 Example:
An infrastructure firm that has the strategic objective of
maximizing the return on its investments may put together
a portfolio that includes a mix of projects in oil and gas,
water, roads, rail and airports. For this mix, the firm may
choose to manage related projects as one program. All of
the power projects may be grouped together as a power
program.

14. Project Phases
 Project phases are components of the project life cycle.
They are divisions within a project where extra control is
needed to effectively manage the completion of a major
deliverable. It can be sequential or can overlap. They
mainly facilitate ease of management, planning and
control.
 Project phases can be mapped to the following life cycle
structure irrespective of size or project complexity:
1. Initiating the project
2. Organizing and preparing
3. Carrying out the project work
4. Closing the project

15. Project Lifecycle Characteristics
 In project life cycle cost and staffing levels are low in
the initial stages, increase while work is carried out
and then drops.
Initial Phase
Cost and
staffing levels
low
Final Phase
Cost & staffing
levels drop
Intermediate Phase
Cost and staffing levels peak
Time
Cost&StaffingLevel

16. …
 The cost of changes and correcting errors typically
increases substantially as the project approaches
completion.
 Stakeholder influence, risk and uncertainty are high
in the initial stages, dropping over the life of the
project.

17. Term Definition
Project A project is a temporary endeavor undertaken to create a unique product, service, or result.
Temporary means that every project has a definite beginning and a definite end.
Subproject A subproject is a set of work units assigned to a single project organizational unit to divide the
project into more manageable components.
Program A program is a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.
Project management Project management is the application of knowledge, skills, tools and techniques to project activities
to meet the project requirements.
Portfolio
Management
The centralized management of one or more portfolios, which includes identifying, prioritizing,
authorizing, managing and controlling projects, programs, and other related work, to achieve
specific strategic business objectives.
Portfolio A collection of projects or programs and other work that are grouped together to facilitate effective
management of that work to meet strategic business objectives.
Progressive
Elaboration
Continuously improving and detailing a plan as more detailed and specific information and more
accurate estimates become available as the project progresses, and thereby producing more
accurate and complete plans that result from the successive iterations of the planning process.
Project Management
Office (PMO)
An organizational body or entity assigned various responsibilities related to the centralized and
coordinated management of those projects under its domain.
Sponsor A sponsor is an individual or an organization that has the authority to perform, delegate or
ensure completion of the following project commitments:
 Formalisation of an agreement with the delivery organization
 Approval to proceed with the start of the project or of a phase
 Acceptance of the deliverables from the project
 Spending for the cost or price, or both, of the project as specified in the agreement
QUICKRECALL

18. Assignment
 Discuss the phases in your projects.

19. LECTURE-2
Project Stakeholders and
Organizational Influences on
Project Management
OBJECTIVE:
• Define stakeholders.
• List some of the key stakeholders in a software development
project.
• Explain the relationship between stakeholders and the project.
• List the different types of organizational structures.
• Explain the influence of an organizational structure on project
management

20. Term Definition
Project A project is a temporary endeavor undertaken to create a unique product, service, or result.
Temporary means that every project has a definite beginning and a definite end.
Subproject A subproject is a set of work units assigned to a single project organizational unit to divide the
project into more manageable components.
Program A program is a group of related projects managed in a coordinated way to obtain benefits and
control not available from managing them individually.
Project management Project management is the application of knowledge, skills, tools and techniques to project activities
to meet the project requirements.
Portfolio
Management
The centralized management of one or more portfolios, which includes identifying, prioritizing,
authorizing, managing and controlling projects, programs, and other related work, to achieve
specific strategic business objectives.
Portfolio A collection of projects or programs and other work that are grouped together to facilitate effective
management of that work to meet strategic business objectives.
Progressive
Elaboration
Continuously improving and detailing a plan as more detailed and specific information and more
accurate estimates become available as the project progresses, and thereby producing more
accurate and complete plans that result from the successive iterations of the planning process.
Project Management
Office (PMO)
An organizational body or entity assigned various responsibilities related to the centralized and
coordinated management of those projects under its domain.
Sponsor A sponsor is an individual or an organization that has the authority to perform, delegate or
ensure completion of the following project commitments:
 Formalisation of an agreement with the delivery organization
 Approval to proceed with the start of the project or of a phase
 Acceptance of the deliverables from the project
 Spending for the cost or price, or both, of the project as specified in the agreement
QUICKRECALL

21. STAKE-HOLDERS
 Stakeholders are the people or organizations actively involved in the
project, or whose interests may be positively or negatively affected
by the start or completion of the project. They can positively or
negatively affect the project by execution (start) or completion of the
project. They may exert influence over the project, its deliverables
and on the project team. It can be both internal and external.
 Some key stakeholders in a software development project:
 Executive Sponsor or Funding Authority
 Project Manager
 Product Manager
 Project Team Members including Analysts, Developers, Testers and
Technical Writers
 Quality Assurance Team
 Marketing and Finance Team
 Government Agencies and Regulatory Bodies
 Vendors and Sub contractors
 Business Partners
 Financial Institutions and Banks, etc.

23. Organizational Structure
 It is of three types
 Functional
 Project Based
 Matrix

24. Functional Organization
The functional organization is the classical hierarchy. Staff
members are grouped by skills, functional specialty, or
other common attribute and report to a single individual
above them in the hierarchy.
Project
coordination
Chief
Executive
Functional
Manager
Functional
Manager
Functional
Manager
Staff Staff Staff Staff Staff Staff
Functional Organization
Coloured boxes indicate staff engaged in project activities

25.  Advantages
 Staff is managed by a person with experience in their same specialty who
can adequately understand and review their work.
 Staffers have the opportunity to move up within their functional areas,
which gives a reason for them to stay long-term. The company gets the
advantage of their expertise and company knowledge over time.
 Staffers work with others in their field, which allows for knowledge sharing
and lateral job moves to learn new skills.
 Disadvantages
 Functional areas may have difficulties working with other functional areas.
There is often a perception that they are competing with other functional
areas for resources and a lack of understanding of what other areas do
for the company. So, the accounting department may be upset that its
request for an additional headcount is denied, but the company financial
results point to a need for additional sales people rather than accountants.
 As the company grows larger, the functional areas can become difficult to
manage due to their size. They can become almost like small companies
on their own, with their own cultures, facilities, and management methods.
 Functional areas may become distracted by their own goals and focus on
them, rather than on overall company objectives. For instance, there may
be a desire by the I.T. department to implement a new, state-of-the-art
computer system, but the overall company objectives support investment
in new products instead. Since the unit doesn't have an overview of the
entire company, it may focus attention on goals that it believes are
important but which are not priorities for top management.

26. Project-Based Organization
 It has a full time project manager who has almost
total authority over project decisions, resources, and
budget. Project team members report directly to the
project manager.
Chief
Executive
Project
Manager
Project
Manager
Project
Manager
Staff Staff Staff Staff Staff Staff
Projectized Organization
Project
coordination

27. Matrix Organization
 They are structured such that the project manager’s authority
and control are governed by the type of matrix used.
 Resources are “borrowed” from functional areas to accomplish
project objectives.
Project
coordination

28. Matrix…
 The advantages of a matrix organisation are:
 Resource has a home organization to which he/she can return.
 New ideas and best practices are constantly coming into the
project team with the various experiences and skills of different
team members.
 Project manager can focus on project-related activities while the
functional manager can handle organizational issues such as
performance reviews, pay and benefits, and hiring and termination
activities.
 The challenge of a matrix organisation is:
 Dual reporting and communication requirement.

29. Assignments
 Discuss the kind of probable influences the various
stakeholders have on the project.
 Discuss the organizational structure in which your
projects are executed.

30. LECTURE-3
Project Management
Processes
OBJECTIVE
• Recall the stakeholders influence on projects.
• Explain the project management processes.
• Explain interaction of process groups in a project.
• List the knowledge areas in which a project manager requires skills.

31. Introduction to Project Management
Processes
 Project process is a set of interrelated actions and
activities that are performed to achieve a pre-
specified set of products, results, or services.
 They mainly fall into two major categories:
 Project Management Processes encompass the tools
and techniques involved in applying the skills and
capabilities described in the knowledge areas.
 Product-oriented processes are typically defined by the
project life cycle, varying by application area.

32. Project management processes are grouped into five categories:

34. Initiating Process Group
 This group defines and authorises a new project or
new phase of an existing project by obtaining
authorisation to start the project or phase.
 Initial scope of the project is defined
 Initial financial resources are committed
 Internal and external stakeholders are identified
 Project manager selected (if not already done)
 The two processes in this group are:
 Develop Project Charter
 Identify Stakeholders

35. Planning Process Group
This group defines and refines project objectives. Project management
plan and project documents that will be used to carry out the project are
created. Detailing of the plan is done progressively referred to as
“rolling wave planning”.
1. Develop project management
plan
2. Collect requirements
3. Define scope
4. Create Work Breakdown
Structure (WBS)
5. Define activities
6. Sequence activities
7. Estimate activity resources
8. Estimate activity durations
9. Develop schedule
10. Estimate costs
11. Determine budget
12. Plan quality
13. Develop human resource plan
14. Plan communications
15. Plan risk management
16. Identify risks
17. Perform qualitative risk
analysis
18. Perform quantitative risk
analysis
19. Plan risk responses
20. Plan procurements

36. Executing Process Group
 This group integrates people and other resources to
carry out the project management plan for the
project.
 It comprises of 8 processes:
1. Direct and manage project
execution.
2. Perform quality assurance
3. Acquire project team
4. Develop project team
5. Manage project team
6. Distribute information
7. Manage stakeholder
expectations
8. Conduct procurements

37. Monitoring and Controlling Process Group
1. Monitor and control project work
2. Perform integrated change
control
3. Verify scope
4. Control scope
5. Control schedule
6. Control costs
7. Perform quality control
8. Report performance
9. Monitor and control risks
10. Administer contracts
This group regularly measures and monitors progress to identify variances
from the Project Management Plans so that corrective actions can be taken
when necessary, to meet project objectives.
It comprises of 10 processes:

38. Closing Process Group
 This group formalises acceptance of the product,
service or result and brings the project or project
phase to an orderly end.
 It comprises of two processes:
 Close project or phase
 Close procurement

39. Project Management Knowledge Areas
 The 42 Processes within the 5 Process Groups, are
mapped into 9 Project Management Knowledge
Areas:
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management

40. Assignment
 Discuss the interaction of process groups in a
project.

41. LECTURE-4
Project Initiating Processes
OBJECTIVE
• Define a project charter.
• Explain the purpose of using a project charter.
• List the different fields that should be present in a project charter.
• Explain stakeholder analysis.
• Create a stakeholder register.

42. Project Charter
 A project charter is a document that formally authorises a
project.
 It is a document usually issued by an entity external to the
project organization which provides the project manager with
the authority to apply organisational resources to project
activities.
 A project charter:
 Includes the business need that the project is to address
 Includes the product description
 Establishes the scope of the project
 Names the project manager as the responsible and authorised
party
 Identifies the project deliverables, schedule and budget

43. …
 The purpose of the Project Charter is to document
the:
 Reasons for undertaking the project
 Objectives and constraints of the project
 Directions concerning the solution
 Identities of the main stakeholders

44. Sample Project Charter
 A sample The project charter contents include:
 The specific purpose of the project
 Project objectives and criteria for success
 High level requirements
 High level project description
 High level risks
 Summary milestone schedule
 Summary budget
 Project approval requirements
 Assigned Project Manager and authority level
 Name and authority of the sponsor

45. Assignment
 Discuss and develop the project charter for one of
your live projects