Software Project Management
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The document discusses several key aspects of managing software development projects and processes, including: 1. A project manager must consider people, process, tools, and measurements to succeed, and neglecting any one could cause problems. Good management of people through skills development and cultural alignment is important. 2. Processes should be documented, tailored to the specific project when needed, and implemented with team input and support. The process helps coordinate work and control the project. 3. Both management and leadership are important for the project and team success, with the manager focusing on tasks like understanding individuals, defining roles, and tracking progress. Regular process assessment and adjustment is also recommended.
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Software Project Management
This document discusses software project management concepts and processes used at Infosys, a large software company. It covers several key topics:
- The importance of project management and following defined processes. Infosys uses the CMM framework and aims for high maturity.
- How Infosys manages projects, including training for project managers, defining project plans and tracking status during execution.
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Software project managers face unprecedented challenges including a shortage of resources, evolving development paradigms, and changing standards. They must plan, control, and organize projects to deliver on time and on budget by breaking large projects into smaller steps, using techniques to meet customer requirements, and understanding project management methods. Effective project management requires defining objectives and success criteria, creating detailed project plans, estimating costs and resources, involving users, managing risks and changes, testing thoroughly, controlling documentation, and ensuring successful implementation and project closure.
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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.
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The document outlines a project management plan for developing a complex web server application. It describes the project goal of creating a graphical user interface web server. It then details the resources, including the project leader, developers, testers and a budget of $2,500. It outlines the 5 project phases of specifications, design, implementation, verification and final release. It provides a timeline showing the tasks and estimated durations to complete the project by May 10th, within budget. The conclusions note that OpenProj project management software was used to define the tasks, schedule, resources and costs.
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The document discusses software project management. It defines what a project and project management are, and describes the key characteristics of a software project. It outlines several software development lifecycles and methodologies including waterfall, prototype, spiral, agile, Scrum, extreme programming (XP), and rapid application development (RAD). It also discusses software project roles, risk management, project monitoring, defining a lifecycle model, software team organization structures, communication and coordination practices, and factors to consider when selecting a lifecycle model.
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This document discusses software project management. It defines software project management as a process of managing, allocating, and timing resources to develop computer software that meets requirements. The document outlines the key tasks in software project management, including problem identification, definition, planning, organization, resource allocation, scheduling, tracking, reporting, controlling, and project termination. It emphasizes that software project management plans, implements, monitors, and controls software projects from start to finish.
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This document discusses software project management concepts and processes used at Infosys, a large software company. It covers several key topics:
- The importance of project management and following defined processes. Infosys uses the CMM framework and aims for high maturity.
- How Infosys manages projects, including training for project managers, defining project plans and tracking status during execution.
- The infrastructure used for planning, including a process database of past projects, process capability baselines, and process assets like templates.
- How Infosys tailors its standard development process based on project characteristics. It also describes the change management process.
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software project management
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The development plan involves setting goals, selecting a few to focus on, setting timeframes, and identifying methods and resources needed. Management support is also key to ensuring training aligns with job and organizational needs.
Project management
The document discusses project management and the project life cycle. It defines a project and project management, outlining the key processes involved - initiating, planning, executing, monitoring and controlling, and closing. It then describes each phase of the project life cycle in detail - initiation, planning, execution, and closure. For each phase, it provides examples of common project management steps and activities. Finally, it discusses factors that can impact the project environment such as political, economic, social, technological, legal and environmental considerations.
Team Building F Lussier V1.3 Eng
The document discusses Team Software Process (TSP) and Personal Software Process (PSP) for building effective development teams. It describes how TSP uses a series of workshops called a "launch" to establish team goals, roles, processes and a project plan. Individuals use PSP for self-management and improvement to become effective team members. The workshops cover requirements, role assignment, process definition, planning, quality, risk assessment and project execution.
Lect-1: Software Project Management - Project Dimensions, Players, SDLC and P...
Course Synopsis:
This course gives you the overview about what Software Project Management actually is? What tools and techniques you will use to manage your project? Similarly, risk management, quality assurance activities, and project planning, scheduling activities will also be covered in this course.
Reference:
1. Software Project Management, Bob Hughes, Mike Cotterell, McGraw-Hill Higher Education, 5th Edition
2. Handouts & Research Papers
Project Management is the art of maximizing the probability that a project delivers its goals on Time, to Budget and at the required Quality.
Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements.
A project is an activity with specific goals which takes place over a finite period of time.
computer programs are not project management: they are tools for project managers to use. Project management is all that mix of components of control, leadership, teamwork, resource management etc that goes into a successful project.
Temporary means that every project has a definite beginning and a definite end.
Projects involve creating something that has not been done in exactly the same way before and which is, therefore, unique and distinct.
Four P's have a substantial influence on software project management-
People must be organized into effective teams, motivated to do high-quality software work, and coordinated to achieve effective communication.
The Product requirements must be communicated from customer to developer.
The Process must be adapted to the people and the problem.
The Project must be organized in a manner that enables the software team to succeed.
Project Manager Interview Mastery reciew.pdf
The document provides guidance on mastering project manager interviews. It discusses the importance of interview preparation, understanding the project manager role and key responsibilities, and demonstrating essential skills like leadership, communication, and use of project management terminology. Specific tips covered include understanding the company and role, giving examples of leading teams and overcoming challenges, prioritizing tasks, handling performance issues, ensuring effective stakeholder communication, addressing scope changes, managing risks, motivating teams, and adapting to unexpected changes. The document emphasizes the importance of interview preparation and highlighting relevant experience through examples.
InstructionsPart 6 Team Development PlanFor the project sel
Instructions
Part 6: Team Development Plan
For the project selected in Unit I, create a simple project team development plan. Your plan should follow the process for developing and managing a team, as referred to in Figures 6.1 and 6.2 in the textbook. Your plan should include an introduction and should answer the following questions:
1. What human resource tools will you draw upon in the overall development and management of the project team?
2. What approach will you take to kick off the project team?
3. What ground rules will you establish for team meetings and interaction?
4. What specific ways will you demonstrate emotional intelligence in the development of the project team?
5. What methods will you employ to resolve conflict throughout the stages of team development?
6. What will be the conflict sources within the team development process?
7. How will you set and measure goals and reward achievement?
Compile the team development plan that addresses the questions above. Feel free to use a table to summarize your policy and approach. (As one example, refer to Table 6.2 in the textbook).
Submit your team development plan in the form of a minimum two-page document. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed.
.
Note: In Unit VIII of this course, you will include a summary of your team development plan as part of a PowerPoint presentation.
Figure 6
The scope of developing project human resources includes the following key activities:
•
Improving project team skills and competencies
By comparing the wanted (target) skills and competencies with current (baseline) skills and competencies
By offering training and development opportunities to fill the
skills and competencies gaps
•
Improving interaction among project team members
By creating a culture based on trust, respect, and collaboration
By offering team-building opportunities
•
Improving project team environment
By creating a
project environment that is conducive for diverse teams to work together amicably
•
Motivating project team members
By providing challenges and opportunities, providing coaching and feedback in a timely manner
By recognizing and rewarding the good behavior.
Timing
Started early in the project life cycle, the project team development process is performed throughout the project life cycle for ongoing improvements in the team performance and also for quicker onboarding of the new team members.
Mechanism
The following sections explain how to develop project human resources.
How to Develop Project Human Resources
The project human resource acquisition process contains the following key steps:
1. Review project staff assignments.
2. Review human resource management plan.
3. Determine resource availability.
4. Utilize project ...
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Software Project Management
- 1. An-Najah N. University Inst. Amjad W. Hawash
- 2. An-Najah N. University Inst. Amjad W. Hawash
- 20. An-Najah N. University Inst. Amjad W. Hawash
- 25. Project Launch effort 100% 0% Project Conclusion Useful Work Thrashing Thrashing when no process is specified An-Najah N. University Inst. Amjad W. Hawash
- 26. Thrashing with a process Process Investment Useful Work 100% 0% Effort Project Launch Project Completion Thrashing when a Process is specified An-Najah N. University Inst. Amjad W. Hawash
- 28. Useful Work Thrashing without a process 100% 0% 2 People 100 people Thrashing as team size increases when no process is specified An-Najah N. University Inst. Amjad W. Hawash
- 29. 100 people 2 people 0% 100% Effort Thrashing with a process Useful work Process Investment Thrashing as team size increases when a process is specified An-Najah N. University Inst. Amjad W. Hawash
- 43. An-Najah N. University Inst. Amjad W. Hawash