Project management involves planning, monitoring, and controlling the people, processes, and events involved in software development. A project manager organizes the team and focuses them on meeting customer needs and producing high quality products on time and within budget. Key aspects of project management include understanding the four Ps (People, Product, Process, Project), selecting an appropriate process for the team and product, and establishing plans, tasks and estimates. Effective communication and organization of team members and roles is also important for project success.

1. INTRODUCTION:
Project management involves the planning,
monitoring, and control of the people, process, and
events that occur as –
software develops from a preliminary concept
to an operational implementation.

2.  A software engineer manages day-to-day activities,
planning, monitoring, and controlling technical tasks.
 Project managers plan, monitor, and control the
work of a team of software engineers.
 Senior managers coordinate the interface between
the business and the software professionals.

3. Understand the four P’s—
 People,
 Product,
 Process, and
 Project.

4. o You’re never completely sure that the project plan
is right until you’ve delivered a high-quality product
on
time and within budget.
o However, a project manager does it right when he
encourages software people to work together as an
effective team, focusing their attention on customer
needs and product quality.

5. The People:
The “people factor” is so important that the Software
Engineering Institute has developed a People
Management Capability Maturity Model (PM-CMM),

6. PM-CMM:
The people management maturity model defines the
following key practice areas for software people:
recruiting, selection, performance management, training,
compensation, career development, organization and work
design, and team/culture development.
People must be organized to perform software work
effectively.

7. Before a project can be planned-
 Product objectives and scope should be
established,
 Alternative solutions should be considered, and
 Technical and management constraints/
limitations should be identified.

8.  A process must be selected that is appropriate for
the people and the product.
 A software process provides the framework from
which a comprehensive plan for software
development can be established.
 A small number of framework activities are
applicable to all software projects, regardless of their
size or complexity.

9. In order to avoid project failure, a software project
manager and the software engineers who build the
product must-
 develop a commonsense approach for planning,
monitoring and controlling the project.

10. In order to manage a successful software project, they
must understand :
 what can go wrong (So that problems can be
avoided) and
 how to do it right
The project must be planned by estimating effort and
calendar time to accomplish work tasks.

11. The software process (and every software project) is
populated by players who can be categorized into one
of five constituencies:
1.Senior managers who define the business issues that
often have significant influence on the project.
2.Project (technical) managers who must plan,
motivate, organize, and control the practitioners who
do software work.

12. 3. Practitioners who deliver the technical skills that
are necessary to engineer a product or application.
4. Customers who specify the requirements for the
software to be engineered and have interest in the
outcome.
5. End-users who interact with the software once it
is released for production use.

13. To be effective, the project team must be organized in
a way that maximizes each person’s skills and
abilities.
And that’s the job of the team leader

14. Jerry Weinberg suggests a MOI model of leadership:
 Motivation: The ability to encourage technical
people to produce to their best ability.
 Organization: The ability to modify existing
processes (or invent new ones) that will enable the initial
concept to be translated into a final product.
 Ideas or innovation: The ability to encourage people
to create and feel creative even when they must work
within bounds established for a particular software
product or application.

15. Mantei suggests three generic team organizations:
 Democratic decentralized (DD)
 Controlled decentralized (CD)
 Controlled Centralized (CC)

16.  This software engineering team has no permanent
leader.
 Task coordinators are appointed for short durations
and then replaced by others who may coordinate different
tasks.
 Decisions on problems and approach are made by
group consensus /agreement.
 Communication among team members is horizontal.

17.  This software engineering team has a defined leader
who coordinates specific tasks
 Secondary leaders that have responsibility for
subtasks.
 Problem solving remains a group activity, but
implementation of solutions is partitioned among
subgroups by the team leader
 Communication among subgroups and individuals is
horizontal.
 Vertical communication along the control hierarchy
also occurs.

18.  Top-level problem solving and internal team
coordination are managed by a team leader
 Communication between the leader and team
members is vertical.

19. To accomplish the work, mechanisms for formal and informal
communication among team members and between multiple
teams must be established.
 Formal Communication: It is accomplished through
“writing, structured meetings, and other relatively
noninteractive and impersonal communication channels”.
 Informal Communication: It is more personal. Members of
a software team share ideas on an ad hoc basis, ask for help as
problems arise, and interact with one another on a daily basis.