Software Project Management Spm1176
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The document discusses key aspects of cost management for software projects including cost estimation, budgeting, control, and performance measurement. It describes estimating costs for schedule activities, establishing a cost baseline, monitoring performance indicators like cost and schedule variance, and using forecasting techniques to predict future costs and schedule. Cost management aims to detect and address variances from the baseline budget to prevent unexpected overruns.
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The following activities are:
Identify objectives and practical measures of the effectiveness in meeting those objectives.
Establish a project authority
Stakeholder analysis – identify all stakeholders in the project and their interests
Modify objectives in the light of stakeholder’s analysis
Establish methods of communication with all parties
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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.
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Project monitoring and control involves collecting project performance data, comparing actual performance to the plan, and taking corrective actions when needed. Key aspects of project control include planning performance, measuring status, comparing to the baseline to identify variances, and taking corrective actions. Earned value analysis is a technique that compares planned, actual, and earned values to analyze schedule and cost performance. It provides variances, indexes, and estimates that help project managers understand project status and forecast completion.
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The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
PMP Training - 07 project cost management
This document discusses project cost management processes including:
1. Estimating costs, developing budgets, and controlling costs to complete projects within approved budgets. This involves estimating types of costs, quality of estimates, and determining authorized cost baselines.
2. Monitoring project status to update budgets and manage cost changes using earned value management techniques like tracking schedule and cost performance indexes.
3. Forecasting estimated costs at completion using data on past performance to predict future costs and variances. Interpreting earned value metrics is key to understanding project performance and risks.
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This document summarizes key points from Chapter 4 of Ian Sommerville's Software Engineering textbook. It discusses project management, including planning, scheduling, risk management, and the distinctive challenges of managing software projects. Specifically, it notes that good project management is essential for success, planning and estimating are iterative processes, and risk management involves identifying and mitigating potential threats to the project.
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The document provides an overview of key concepts in project planning and scheduling including developing a project management plan, defining the project scope and work breakdown structure (WBS), sequencing activities, estimating durations and resources, developing a schedule, calculating early and late dates, determining the critical path, and calculating float. It includes examples of a sample project schedule to demonstrate these scheduling techniques.
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This document discusses project scheduling for software engineering projects. It covers key topics such as:
- The importance of scheduling for establishing a roadmap and tracking progress on large, complex software projects.
- Basic principles of software project scheduling including compartmentalizing work, indicating interdependencies, allocating time and resources, and assigning responsibilities.
- Methods for defining tasks, networks, and timelines to plan and track schedules.
- Techniques for monitoring schedule performance such as status meetings, milestone tracking, and earned value analysis.
- Factors that influence schedules such as risks, changing requirements, estimates, and technical difficulties.
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Project tracking and scope management are essential to successfully completing projects on time and on budget. The presentation discusses tracking actual project hours and costs against estimates, conducting regular status reviews to identify variances, and taking corrective actions like adding resources or fast tracking tasks when needed. It emphasizes the importance of managing scope changes through a formal process to assess the impact on schedule and costs before approving changes. Tracking projects and controlling scope help project managers maintain control over the project baseline.
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This document outlines the 10 step process for software project planning. It begins with selecting the project and identifying its scope and objectives. It then covers identifying the project infrastructure, analyzing project characteristics, and identifying products and activities. Steps also include estimating effort for each activity, identifying risks, allocating resources, and reviewing/publicizing the plan. Execution then involves lower level planning. The document also discusses software effort estimation techniques such as algorithmic models, expert judgment, analogy, and top-down and bottom-up approaches.
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This document discusses activity planning and scheduling for projects. It covers defining activities, identifying activities using different approaches, sequencing activities based on dependencies, and scheduling activities while considering resource availability and allocation. The key steps in developing a project schedule are deciding on activities and their order, creating an ideal activity plan, risk analysis to identify potential issues, and allocating resources which could impact the schedule.
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This document provides an overview of project management techniques for construction projects. It outlines the terminal learning objectives and introduces key concepts like developing an activity list, determining sequential relationships between activities, constructing a logic network, estimating resource requirements, and creating a Gantt chart schedule. The document also discusses safety considerations, management theory, tools like critical path method, and the six phases of the military construction project model.
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This document provides an overview of project scheduling concepts and best practices. It discusses the purpose of a project schedule as a management communication tool [SENTENCE 1]. It covers schedule strategy, including building a schedule on paper before entering it into software. The document also discusses scheduling software options, certification in project scheduling through PMI, and tips for preparing for the PMI Scheduling Professional exam [SENTENCE 2]. Project scheduling concepts discussed include work breakdown structures, critical path method, appropriate level of detail in a schedule, and regularly updating the schedule [SENTENCE 3].
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The document discusses various software project metrics that can be used at different stages of development. It describes function-oriented metrics like function points which measure functionality delivered and are language independent. It also discusses object-oriented, use-case oriented and quality metrics like defects per KLOC and maintainability. Defect removal efficiency is introduced as a measure of quality assurance activities in filtering defects.
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The document outlines a chapter on project management. It discusses key project management concepts like work breakdown structures, critical paths, PERT and CPM techniques. These techniques help schedule project activities, determine precedence relationships, identify critical paths, and calculate activity time estimates. The chapter also covers topics like project planning, scheduling, controlling, and the roles of project managers. An example case study on a large project by Bechtel is provided to illustrate real-world project management.
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The document discusses project performance management and monitoring. It describes establishing a project baseline and monitoring system to track performance against the baseline over time. Key aspects covered include defining data collection, analysis and reporting processes, using tools like Gantt charts and control charts to monitor schedule and cost performance, and integrating scope, time and cost using earned value management.
Project Management
Project management involves planning, controlling, and reporting on time, labor, and costs to successfully develop new systems. Key aspects of project management include creating work plans, estimating tasks, staffing projects, controlling schedules, and managing risks and scope. Project managers must address common mistakes like overly optimistic schedules and failing to monitor or update schedules.
Stepwise Project planning in software development
The following activities are:
Identify objectives and practical measures of the effectiveness in meeting those objectives.
Establish a project authority
Stakeholder analysis – identify all stakeholders in the project and their interests
Modify objectives in the light of stakeholder’s analysis
Establish methods of communication with all parties
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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.
Ch 9 project monitoring & control updated
Project monitoring and control involves collecting project performance data, comparing actual performance to the plan, and taking corrective actions when needed. Key aspects of project control include planning performance, measuring status, comparing to the baseline to identify variances, and taking corrective actions. Earned value analysis is a technique that compares planned, actual, and earned values to analyze schedule and cost performance. It provides variances, indexes, and estimates that help project managers understand project status and forecast completion.
Project time management
The document discusses project time management and the processes involved. It describes 7 processes: 1) plan schedule management, 2) define activities, 3) sequence activities, 4) estimate activity resources, 5) estimate activity durations, 6) develop schedule, and 7) control schedule. For each process, it provides the key inputs, tools and techniques, and outputs. The develop schedule process in particular takes the activity list, attributes, durations, resources, and relationships to generate a project schedule model and baseline using techniques like critical path method.
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Case Study 2:
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IRJET- Value Management
This document discusses earned value analysis (EVA), which is a project management technique used to measure project performance and progress in an objective manner. It introduces key EVA concepts like planned value, earned value, and actual cost. It then describes three software tools - Microsoft Project, Primavera, and a custom developed software - that can be used to perform EVA. The remainder of the document provides more details on EVA concepts, calculations, and indicators like schedule performance index and cost performance index. It explains how EVA integrates measurements of project scope, time and costs to provide accurate forecasts of performance problems.
Performing against the wall - SPI after completion
Earned schedule role in performance reporting and other important delay indicators.
Video: https://www.youtube.com/watch?v=FbA6RWB1gDM&feature=youtu.be
The full course: https://www.luqmanacademy.com/course?course=project-control-using-evm_399sl6015424f8aba9
Video: https://twitter.com/magedkom/status/1354678096683618305?s=20
03costestimation-140930114902-phpapp01.pdf
* Month 1: EV = 20% of $70,000 = $14,000, AC = $89,000
* CPI = EV/AC = $14,000/$89,000 = 0.157
* Month 2: EV = 40% of $70,000 = $28,000, AC = $151,000
* Cumulative EV = $14,000 + $28,000 = $42,000
* Cumulative AC = $89,000 + $151,000 = $240,000
* Cumulative CPI = Cumulative EV/Cumulative AC = $42,000/$240,000 = 0.175
Therefore, the cumulative CPI at the
Similar to Software Project Management Spm1176 (20)
Group 12 - Progress and Performance Measurement and Evaluation.pdf
Group 12 - Progress and Performance Measurement and Evaluation.pdf
Project Management: Cost Management Knowledge Area
Project Management: Cost Management Knowledge Area
Performing against the wall - SPI after completion
Performing against the wall - SPI after completion
Software Project Management Spm1176
- 12. Example 02/07/11
- 16. Example 02/07/11