The document discusses project management concepts for information technology projects. It covers topics such as project management tools and techniques, the role of the project manager, planning processes, organizational structures, organizational culture, quality management, and project phases. Specific techniques mentioned include Gantt charts, network diagrams, scope statements, work breakdown structures, and quality assurance plans.

1. Software Project
Management
Prof. Dr. M. S. Memon
sulleman@quest.edu.pk
10/7/2019 M. S. Memon, CSE Deptt. QUEST 1

2. 210/7/2019
PROJECT MANAGEMENT IN
INFORMATION
TECHNOLOGY
M.S. Memon
Department of CSE, QUEST

3. 10/7/2019 3
Project Management Tools and
Techniques
• Project management tools and techniques assist
project managers and their teams in various aspects of
project management.
• Specific tools and techniques include:
– Project charters, scope statements, and WBS (scope).
– Gantt charts, network diagrams, critical path analyses,
critical chain scheduling (time).
– Cost estimates and earned value management (cost).
M.S. Memon
Department of CSE, QUEST

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Role of the Project Manager
• Leadership and Guidance
• Planning
• Customer Relations
• Technical Leadership
• Senior Management Liaison
M.S. Memon
Department of CSE, QUEST

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Planning Processes
• Scope
• Estimating
– Schedule
– Cost
• Staffing
• Quality
• Communication
M.S. Memon
Department of CSE, QUEST

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A Systems View of Project
Management
• Three parts include:
Systems philosophy: View things as systems, which are interacting
components that work within an environment to fulfill some purpose.
Systems analysis: Problem-solving approach.
• System thinking
Systems management: Address business, technological, and
organizational issues before making changes to systems.
M.S. Memon
Department of CSE, QUEST

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Functional, Project, and Matrix
Organizational Structures
M.S. Memon
Department of CSE, QUEST

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Organizational Culture
• Organizational culture is a set of shared
assumptions, values, and behaviors that
characterize the functioning of an organization.
• Many experts believe the underlying causes of
many companies’ problems are not the structure
or staff, but the culture.
M.S. Memon
Department of CSE, QUEST

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Understanding Organizations
M.S. Memon
Department of CSE, QUEST

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Ten Characteristics of
Organizational Culture
• Member identity
• Group emphasis
• People focus
• Unit integration
• Control
• Risk tolerance
• Reward criteria
• Conflict tolerance
• Means-ends orientation
• Open-systems focus
Project work is most successful in an organizational
culture where these characteristics are highly prevalent
and where the other characteristics are balanced.
M.S. Memon
Department of CSE, QUEST

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Importance of Top
Management Commitment
• Several studies cite top management commitment as one
of the key factors associated with project success.
• Top management can help project managers:
– Secure adequate resources.
– Get approval for unique project needs in a timely manner.
– Receive cooperation from people throughout the organization.
– Learn how to be better leaders.
M.S. Memon
Department of CSE, QUEST

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Need for Organizational
Commitment to Information
Technology (IT)
• If the organization has a negative attitude toward IT, it
will be difficult for an IT project to succeed.
• Having a Chief Information Officer (CIO) at a high
level in the organization helps IT projects.
• Assigning non-IT people to IT projects also
encourages more commitment.
M.S. Memon
Department of CSE, QUEST

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Need for Organizational
Standards
• Standards and guidelines help project managers
be more effective.
• Senior management can encourage:
– The use of standard forms and software for project management.
– The development and use of guidelines for writing project plans or
providing status information.
– The creation of a project management office or center of excellence.
M.S. Memon
Department of CSE, QUEST

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Project Phases and the Project
Life Cycle
• A project life cycle is a collection of project
phases that defines:
– What work will be performed in each phase.
– What deliverables will be produced and when.
– Who is involved in each phase.
– How management will control and approve work produced in each phase.
• A deliverable is a product or service produced
or provided as part of a project.
M.S. Memon
Department of CSE, QUEST

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Phases of the Traditional Project Life
Cycle
M.S. Memon
Department of CSE, QUEST

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Product Life Cycles
• Products also have life cycles.
• A systems development life cycle (SDLC) is a
framework for describing the phases involved in
developing information systems.
• Systems development projects can follow:
– Predictive life cycle: The scope of the project can be
clearly articulated and the schedule and cost can be
predicted.
– Adaptive Software Development (ASD) life cycle:
Projects are mission driven and component based, and
use time-based cycles to meet target dates.
M.S. Memon
Department of CSE, QUEST

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The Importance of Project Phases
and Management Reviews
• A project should successfully pass through each of the
project phases in order to continue on to the next.
• Management reviews, also called phase exits or kill
points, should occur after each phase to evaluate the
project’s progress, likely success, and continued
compatibility with organizational goals.
M.S. Memon
Department of CSE, QUEST

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Level of Activity and Overlap of Process
Groups Over Time
M.S. Memon
Department of CSE, QUEST

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Project Planning
• The main purpose of project planning is to guide execution.
• Every knowledge area includes planning information
• Key outputs in project planning include:
– A team contract.
– A scope statement.
– A work breakdown structure (WBS).
– A project schedule, in the form of a Gantt chart with all
dependencies and resources entered.
– A list of prioritized risks (part of a risk register).
M.S. Memon
Department of CSE, QUEST

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Project Executing
• Project execution usually takes the most time and resources.
• Project managers must use their leadership skills to handle the
many challenges that occur during project execution.
• Many project sponsors and customers focus on deliverables
related to providing the products, services, or results desired
from the project.
• A milestone report can keep the focus on completing major
milestones.
M.S. Memon
Department of CSE, QUEST

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Project Monitoring and
Controlling
• Involves measuring progress toward project objectives,
monitoring deviation from the plan, and taking corrective
action to match progress with the plan.
• Affects all other process groups and occurs during all
phases of the project life cycle.
• Outputs include performance reports, requested changes,
and updates to various plans.
M.S. Memon
Department of CSE, QUEST

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Project Closing
• Involves gaining stakeholder and customer acceptance of the
final products and services.
• Even if projects are not completed, they should be formally
closed in order to reflect on what can be learned to improve
future projects.
• Outputs include project archives and lessons learned, which
are part of organizational process assets.
• Most projects also include a final report and presentation to
the sponsor or senior management.
M.S. Memon
Department of CSE, QUEST

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The Context of IT Projects
• IT projects can be very diverse in terms of size, complexity,
products produced, application area, and resource requirements.
• IT project team members often have diverse backgrounds and
skill sets.
• IT projects use diverse technologies that change rapidly. Even
within one technology area, people must be highly specialized.
M.S. Memon
Department of CSE, QUEST

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Identifying Potential Projects
• Many organizations follow a planning process for selecting IT
projects.
• It’s crucial to align IT projects with business strategy.
• Research shows that:
– Supporting explicit business objectives is the number one reason cited for
investing in IT projects.
– Companies with consolidated IT operations have a 24 percent lower operational
cost per end user.
– The consistent use of IT standards lowers application development costs by 41
percent per user.
M.S. Memon
Department of CSE, QUEST

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Information
Technology Planning Process
M.S. Memon
Department of CSE, QUEST

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Methods for Selecting Projects
• There is usually not enough time or resources to implement
all projects.
• Methods for selecting projects include:
– Focusing on broad organizational needs.
– Categorizing information technology projects.
– Performing net present value or other financial analyses.
– Using a weighted scoring model.
– Implementing a balanced scorecard.
M.S. Memon
Department of CSE, QUEST

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Focusing on Broad
Organizational Needs
• It is often difficult to provide strong justification for many IT
projects, but everyone agrees they have a high value.
• “It is better to measure gold roughly than to count pennies
precisely.”
• Three important criteria for projects:
– There is a need for the project.
– There are funds available for the project.
– There is a strong will to make the project succeed.
M.S. Memon
Department of CSE, QUEST

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Categorizing IT Projects
• One categorization assesses whether the project provides a
response to:
– A problem
– An opportunity
– A directive
• Another categorization is based on the time it will take to
complete a project or the date by which it must be done.
• Another categorization is the overall priority of the project.
M.S. Memon
Department of CSE, QUEST

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Financial Analysis of Projects
• Financial considerations are often an important aspect
of the project selection process.
• Three primary methods for determining the projected
financial value of projects:
– Net present value (NPV) analysis
– Return on investment (ROI)
– Payback analysis
M.S. Memon
Department of CSE, QUEST

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Net Present Value Analysis
• Net present value (NPV) analysis is a method of
calculating the expected net monetary gain or loss from
a project by discounting all expected future cash
inflows and outflows to the present point in time.
• Projects with a positive NPV should be considered if
financial value is a key criterion.
• The higher the NPV, the better.
M.S. Memon
Department of CSE, QUEST

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Return on Investment
• Return on investment (ROI) is calculated by subtracting the project
costs from the benefits and then dividing by the costs.
ROI = (total discounted benefits - total discounted costs)
/ discounted costs
• The higher the ROI, the better.
• Many organizations have a required rate of return or minimum acceptable
rate of return on investment for projects.
• Internal rate of return (IRR) can by calculated by setting the NPV to zero.
M.S. Memon
Department of CSE, QUEST

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Payback Analysis
• Another important financial consideration is payback analysis.
• The payback period is the amount of time it will take to
recoup, in the form of net cash inflows, the total dollars invested
in a project.
• Payback occurs when the cumulative discounted benefits and
costs are greater than zero.
• Many organizations want IT projects to have a fairly short
payback period.
M.S. Memon
Department of CSE, QUEST

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• The International Organization for Standardization
(ISO) defines quality as “the degree to which a set of
inherent characteristics fulfils requirements”
(ISO9000:2000).
• Other experts define quality based on:
– Conformance to requirements: The project’s processes and
products meet written specifications.
– Fitness for use: A product can be used as it was intended.
What Is Quality?
M.S. Memon
Department of CSE, QUEST

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• Project quality management ensures that the project will satisfy
the needs for which it was undertaken.
• Processes include:
– Quality planning: Identifying which quality standards are relevant to the project
and how to satisfy them.
– Quality assurance: Periodically evaluating overall project performance to ensure
the project will satisfy the relevant quality standards.
– Quality control: Monitoring specific project results to ensure that they comply
with the relevant quality standards.
What Is Project Quality
Management?
M.S. Memon
Department of CSE, QUEST

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• Implies the ability to anticipate situations and prepare
actions to bring about the desired outcome.
• Important to prevent defects by:
– Selecting proper materials.
– Training and indoctrinating people in quality.
– Planning a process that ensures the appropriate outcome.
Quality Planning
M.S. Memon
Department of CSE, QUEST

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• Functionality is the degree to which a system performs its intended function.
• Features are the system’s special characteristics that appeal to users.
• System outputs are the screens and reports the system generates.
• Performance addresses how well a product or service performs the
customer’s intended use.
• Reliability is the ability of a product or service to perform as expected under
normal conditions.
• Maintainability addresses the ease of performing maintenance on a product.
Scope Aspects of IT Projects
M.S. Memon
Department of CSE, QUEST

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• Project managers are ultimately responsible for quality
management on their projects.
• Several organizations and references can help project
managers and their teams understand quality.
– International Organization for Standardization (www.iso.org)
– IEEE (www.ieee.org)
Who’s Responsible for the
Quality of Projects?
M.S. Memon
Department of CSE, QUEST

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• § Several suggestions for improving quality for
IT projects include:
– Establish leadership that promotes quality.
– Understand the cost of quality.
– Focus on organizational influences and workplace factors that affect
quality.
– Follow maturity models.
Improving Information Technology
Project Quality
M.S. Memon
Department of CSE, QUEST

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• Quality assurance includes all the activities related to satisfying the relevant
quality standards for a project.
• Another goal of quality assurance is continuous quality improvement.
• Benchmarking generates ideas for quality improvements by comparing
specific project practices or product characteristics to those of other projects
or products within or outside the performing organization.
• A quality audit is a structured review of specific quality management
activities that help identify lessons learned that could improve performance
on current or future projects.
Quality Assurance
M.S. Memon
Department of CSE, QUEST

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Table of Contents for a
Quality Assurance Plan
• 1.0 Draft Quality Assurance Plan
• 1.1 Introduction
• 1.2 Purpose
• 1.3 Policy Statement
• 1.4 Scope
• 2.0 Management
• 2.1 Organizational Structure
• 2.2 Roles and Responsibilities
• 2.2.1 Technical Monitor/Senior
• Management
• 2.2.2 Task Leader
• 2.2.3 Quality Assurance Team
• 2.2.4 Technical Staff
• 3.0 Required Documentation
• 4.0 Quality Assurance Procedures
• 4.1 Walkthrough Procedure
• 4.2 Review Process
• 4.2.1 Review Procedures
• 4.3 Audit Process
• 4.3.1 Audit Procedures
• 4.4 Evaluation Process
• 4.5 Process Improvement
• 5.0 Problem Reporting Procedures
• 5.1 Noncompliance Reporting
Procedures
• 6.0 Quality Assurance Metrics
M.S. Memon
Department of CSE, QUEST

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• The main outputs of quality control are:
– Acceptance decisions
– Rework
– Process adjustments
• Some tools and techniques include:
– Pareto analysis
– Statistical sampling
– Six Sigma
– Quality control charts
Quality Control
M.S. Memon
Department of CSE, QUEST

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• DMAIC is a systematic, closed-loop process for continued
improvement that is scientific and fact based.
• DMAIC stands for:
– Define: Define the problem/opportunity, process, and customer requirements.
– Measure: Define measures, then collect, compile, and display data.
– Analyze: Scrutinize process details to find improvement opportunities.
– Improve: Generate solutions and ideas for improving the problem.
– Control: Track and verify the stability of the improvements and the predictability
of the solution.
DMAIC
M.S. Memon
Department of CSE, QUEST

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• Modern quality management:
– Requires customer satisfaction.
– Prefers prevention to inspection.
– Recognizes management responsibility for quality.
Modern Quality Management
M.S. Memon
Department of CSE, QUEST

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• ISO 9000 is a quality system standard that:
– Is a three-part, continuous cycle of planning, controlling, and documenting quality
in an organization.
– Provides minimum requirements needed for an organization to meet its quality
certification standards.
– Helps organizations around the world reduce costs and improve customer
satisfaction.
• ISO 15504, sometimes known as SPICE (Software Process Improvement and
Capability dEtermination), is a framework for the assessment of software
processes.
ISO Standards
M.S. Memon
Department of CSE, QUEST

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• Prevention cost: Cost of planning and executing a project so it is error-free
or within an acceptable error range.
• Appraisal cost: Cost of evaluating processes and their outputs to ensure
quality.
• Internal failure cost: Cost incurred to correct an identified defect before the
customer receives the product.
• External failure cost: Cost that relates to all errors not detected and
corrected before delivery to the customer.
• Measurement and test equipment costs: Capital cost of equipment used to
perform prevention and appraisal activities.
Five Cost Categories Related to
Quality
M.S. Memon
Department of CSE, QUEST