The document discusses organization and team structures for software development organizations. It explains the differences between functional and project formats. The functional format divides teams by development phase (e.g. requirements, design), while the project format assigns teams to a single project. The document notes advantages of the functional format include specialization, documentation, and handling staff turnover. However, it is not suitable for small organizations with few projects. The document also describes common team structures like chief programmer, democratic, and mixed control models.
This document discusses various techniques for evaluating projects, including:
- Strategic assessment to evaluate how projects align with organizational goals and strategies.
- Technical assessment to evaluate functionality against available hardware, software, and solutions.
- Cost-benefit analysis to compare expected project costs and benefits in monetary terms over time.
- Cash flow forecasting to estimate costs and benefits over the project lifecycle.
- Risk evaluation to assess potential risks and their impacts.
Project evaluation is important for determining progress, outcomes, effectiveness, and justification of project inputs and results. The challenges include commitment, establishing baselines, identifying indicators, and allocating time for monitoring and evaluation.
The document discusses different types of software metrics that can be used to measure various aspects of software development. Process metrics measure attributes of the development process, while product metrics measure attributes of the software product. Project metrics are used to monitor and control software projects. Metrics need to be normalized to allow for comparison between different projects or teams. This can be done using size-oriented metrics that relate measures to the size of the software, or function-oriented metrics that relate measures to the functionality delivered.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
Introduction to Software Project ManagementReetesh Gupta
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.
Risk management involves identifying potential problems, assessing their likelihood and impacts, and developing strategies to address them. There are two main risk strategies - reactive, which addresses risks after issues arise, and proactive, which plans ahead. Key steps in proactive risk management include identifying risks through checklists, estimating their probability and impacts, developing mitigation plans, monitoring risks and mitigation effectiveness, and adjusting plans as needed. Common risk categories include project risks, technical risks, and business risks.
The document provides an overview of the Software Engineering course for the second semester of the second year (B.Tech IT/II Sem-II). It includes details about the term, text books, unit syllabus, index of topics, and slides covering introductions to software engineering, the changing nature of software, software myths, generic views of process, the Capability Maturity Model Integration and personal and team software processes.
what is COCOMO Model in software project management
COCOMO Model in software project management defined
COCOMO Model in software project management
what is cocomo model
cocomo model and its application
The document discusses organization and team structures for software development organizations. It explains the differences between functional and project formats. The functional format divides teams by development phase (e.g. requirements, design), while the project format assigns teams to a single project. The document notes advantages of the functional format include specialization, documentation, and handling staff turnover. However, it is not suitable for small organizations with few projects. The document also describes common team structures like chief programmer, democratic, and mixed control models.
This document discusses various techniques for evaluating projects, including:
- Strategic assessment to evaluate how projects align with organizational goals and strategies.
- Technical assessment to evaluate functionality against available hardware, software, and solutions.
- Cost-benefit analysis to compare expected project costs and benefits in monetary terms over time.
- Cash flow forecasting to estimate costs and benefits over the project lifecycle.
- Risk evaluation to assess potential risks and their impacts.
Project evaluation is important for determining progress, outcomes, effectiveness, and justification of project inputs and results. The challenges include commitment, establishing baselines, identifying indicators, and allocating time for monitoring and evaluation.
The document discusses different types of software metrics that can be used to measure various aspects of software development. Process metrics measure attributes of the development process, while product metrics measure attributes of the software product. Project metrics are used to monitor and control software projects. Metrics need to be normalized to allow for comparison between different projects or teams. This can be done using size-oriented metrics that relate measures to the size of the software, or function-oriented metrics that relate measures to the functionality delivered.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
Introduction to Software Project ManagementReetesh Gupta
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.
Risk management involves identifying potential problems, assessing their likelihood and impacts, and developing strategies to address them. There are two main risk strategies - reactive, which addresses risks after issues arise, and proactive, which plans ahead. Key steps in proactive risk management include identifying risks through checklists, estimating their probability and impacts, developing mitigation plans, monitoring risks and mitigation effectiveness, and adjusting plans as needed. Common risk categories include project risks, technical risks, and business risks.
The document provides an overview of the Software Engineering course for the second semester of the second year (B.Tech IT/II Sem-II). It includes details about the term, text books, unit syllabus, index of topics, and slides covering introductions to software engineering, the changing nature of software, software myths, generic views of process, the Capability Maturity Model Integration and personal and team software processes.
what is COCOMO Model in software project management
COCOMO Model in software project management defined
COCOMO Model in software project management
what is cocomo model
cocomo model and its application
Coupling refers to the interdependence between software modules. There are several types of coupling from loose to tight, with the tightest being content coupling where one module relies on the internal workings of another. Cohesion measures how strongly related the functionality within a module is, ranging from coincidental to functional cohesion which is the strongest. Tight coupling and low cohesion can make software harder to maintain and reuse modules.
This document discusses various techniques for estimating effort for software projects. It describes common challenges with software estimation like subjective nature and changing requirements. It then explains different estimation techniques like algorithmic models, expert judgment, analogy, top-down and bottom-up approaches. Specifically, it outlines the function point analysis technique and COCOMO model for estimating effort based on source lines of code and complexity factors. Finally, it lists some typical rules of thumb for software estimation from Capers Jones.
The document discusses various topics related to software project management including:
1. Definitions of projects, jobs, and exploration and how software projects have more characteristics that make them difficult than other types of projects.
2. Typical project phases like initiating, planning, executing, controlling, and closing.
3. Distinguishing between different types of software projects and their approaches.
4. Key activities in project management like planning, organizing, staffing, directing, monitoring, and controlling.
The document discusses staffing level estimation over the course of a software development project. It describes how the number of personnel needed varies at different stages: a small group is needed for planning and analysis, a larger group for architectural design, and the largest number for implementation and system testing. It also references models like the Rayleigh curve and Putnam's interpretation that estimate personnel levels over time. Tables show estimates for the distribution of effort, schedule, and personnel across activities for different project sizes. The key idea is that staffing requirements fluctuate throughout the software life cycle, with peaks during implementation and testing phases.
The document discusses software estimation and project planning. It covers estimating project cost and effort through decomposition techniques and empirical estimation models. Specifically, it discusses:
1) Decomposition techniques involve breaking down a project into functions and tasks to estimate individually, such as estimating lines of code or function points for each piece.
2) Empirical estimation models use historical data from past projects to generate estimates.
3) Key factors that affect estimation accuracy include properly estimating product size, translating size to effort/time/cost, and accounting for team abilities and requirements stability.
The document discusses project planning in software engineering. It defines project planning and its importance. It describes the project manager's responsibilities which include project planning, reporting, risk management, and people management. It discusses challenges in software project planning. The RUP process for project planning is then outlined which involves creating artifacts like the business case and software development plan. Risk management is also a key part of project planning.
Evolving role of Software,Legacy software,CASE tools,Process Models,CMMInimmik4u
The Evolving role of Software – Software – The changing Nature of Software – Legacy software, Introduction to CASE tools, A generic view of process– A layered Technology – A Process Framework – The Capability Maturity Model Integration (CMMI) – Process Assessment – Personal and Team Process Models. Product and Process. Process Models – The Waterfall Model – Incremental Process Models – Incremental Model – The RAD Model – Evolutionary Process Models – Prototyping – The Spiral Model – The Concurrent Development Model – Specialized Process Models – the Unified Process.
This document discusses software project management. It outlines software processes, common problems, and methods for improving processes. Software processes involve many elements and sub-processes. Common problems include cost overruns, schedule delays, low productivity, and poor quality. There are three methods for improving processes: meta processes focus on organizational strategies and profitability, macro processes produce software within constraints for a project, and micro processes focus on iterations and risk resolution for a project team. The objective of process improvement is to maximize resources for productive activities and minimize overhead impacts on resources like personnel and schedule to ultimately enhance product quality.
The document defines an SRS as the official statement of what system developers should implement, providing a complete description of the system behavior. An SRS precisely defines the software product and is used to understand requirements to design the software. It includes the purpose, product scope, features, interfaces, and other functional and non-functional requirements. The SRS benefits include establishing agreement between customers and suppliers, reducing development effort, and providing a baseline for validation.
This document outlines a 10-step process called Step Wise for project planning. It involves selecting the project, identifying objectives and scope, analyzing project characteristics, identifying products and activities, estimating effort, identifying risks, allocating resources, reviewing and publishing the plan, and executing the plan through lower levels of detailed planning. Project planning establishes objectives, analyzes the project, and identifies an infrastructure, products, activities, resources, and quality controls to guide successful execution.
Software development process models
Rapid Application Development (RAD) Model
Evolutionary Process Models
Spiral Model
THE FORMAL METHODS MODEL
Specialized Process Models
The Concurrent Development Model
Best methods of staff selection and motivationssbd6985
The document discusses best practices for staff selection and motivation in software companies. It outlines the multi-step selection process companies use, including aptitude tests, interviews, and skills assessments to find both eligible and suitable candidates. It also discusses various motivation theories and strategies companies employ, such as setting goals, providing feedback, designing jobs for variety and responsibility, and enriching jobs through additional tasks and responsibilities. The overall goal is to recruit and retain talented staff through rigorous selection and ongoing motivation.
This document provides an introduction to software project management. It defines software, projects, and management. Software project management aims to deliver software on time, within budget, and meeting requirements. The document discusses the differences between software and other projects, as well as contract management, common project activities, plans and methodologies used. It also covers categorizing projects, project charters, stakeholders, objectives, success and failure factors, the project management lifecycle, and differences between traditional and modern approaches.
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
This presentation describes:
- What is software size?
- How to Measure Software size?
- Techniques and parameters in Software Size estimation
- Where and how to apply the techniques?
Estimating involves forecasting the time and cost to complete project deliverables. There are two main types of estimates: bottom-up estimates require more effort but rely on those familiar with the work, while top-down estimates can be made by managers without direct experience. Software cost and effort estimation is not an exact science due to many variable factors. Key parameters that affect estimates include resources, time, human skills, and cost. Common software estimation techniques include top-down and bottom-up methods such as the three-point estimation technique.
Evolutionary process models allow developers to iteratively create increasingly complete versions of software. Examples include the prototyping paradigm, spiral model, and concurrent development model. The prototyping paradigm uses prototypes to elicit requirements from customers. The spiral model couples iterative prototyping with controlled development, dividing the project into framework activities. The concurrent development model concurrently develops components with defined interfaces to enable integration. These evolutionary models allow flexibility and accommodate changes but require strong communication and updated requirements.
Project control and process instrumentationKuppusamy P
The document discusses project control and process instrumentation for software development projects. It describes 7 core metrics that can be used to measure: 1) management indicators like work progress, budget, and staffing, and 2) quality indicators like change activity, breakage, rework, and defects over time. These metrics provide objective assessments of progress, quality, and estimates. The document also discusses automating metric collection and displaying metrics through a software project control panel to provide visibility into the project.
The document discusses project management processes and software project planning. It describes the five basic phases of directing and controlling a project: conception and initiation, definition and planning, launch or execution, performance and control, and close. It also outlines the key responsibilities of a project manager, including planning, organizing, leading, and controlling. Finally, it details the various activities involved in software project planning such as scope definition, quality planning, time and resource estimation, risk identification, schedule development, and cost estimation.
Coupling refers to the interdependence between software modules. There are several types of coupling from loose to tight, with the tightest being content coupling where one module relies on the internal workings of another. Cohesion measures how strongly related the functionality within a module is, ranging from coincidental to functional cohesion which is the strongest. Tight coupling and low cohesion can make software harder to maintain and reuse modules.
This document discusses various techniques for estimating effort for software projects. It describes common challenges with software estimation like subjective nature and changing requirements. It then explains different estimation techniques like algorithmic models, expert judgment, analogy, top-down and bottom-up approaches. Specifically, it outlines the function point analysis technique and COCOMO model for estimating effort based on source lines of code and complexity factors. Finally, it lists some typical rules of thumb for software estimation from Capers Jones.
The document discusses various topics related to software project management including:
1. Definitions of projects, jobs, and exploration and how software projects have more characteristics that make them difficult than other types of projects.
2. Typical project phases like initiating, planning, executing, controlling, and closing.
3. Distinguishing between different types of software projects and their approaches.
4. Key activities in project management like planning, organizing, staffing, directing, monitoring, and controlling.
The document discusses staffing level estimation over the course of a software development project. It describes how the number of personnel needed varies at different stages: a small group is needed for planning and analysis, a larger group for architectural design, and the largest number for implementation and system testing. It also references models like the Rayleigh curve and Putnam's interpretation that estimate personnel levels over time. Tables show estimates for the distribution of effort, schedule, and personnel across activities for different project sizes. The key idea is that staffing requirements fluctuate throughout the software life cycle, with peaks during implementation and testing phases.
The document discusses software estimation and project planning. It covers estimating project cost and effort through decomposition techniques and empirical estimation models. Specifically, it discusses:
1) Decomposition techniques involve breaking down a project into functions and tasks to estimate individually, such as estimating lines of code or function points for each piece.
2) Empirical estimation models use historical data from past projects to generate estimates.
3) Key factors that affect estimation accuracy include properly estimating product size, translating size to effort/time/cost, and accounting for team abilities and requirements stability.
The document discusses project planning in software engineering. It defines project planning and its importance. It describes the project manager's responsibilities which include project planning, reporting, risk management, and people management. It discusses challenges in software project planning. The RUP process for project planning is then outlined which involves creating artifacts like the business case and software development plan. Risk management is also a key part of project planning.
Evolving role of Software,Legacy software,CASE tools,Process Models,CMMInimmik4u
The Evolving role of Software – Software – The changing Nature of Software – Legacy software, Introduction to CASE tools, A generic view of process– A layered Technology – A Process Framework – The Capability Maturity Model Integration (CMMI) – Process Assessment – Personal and Team Process Models. Product and Process. Process Models – The Waterfall Model – Incremental Process Models – Incremental Model – The RAD Model – Evolutionary Process Models – Prototyping – The Spiral Model – The Concurrent Development Model – Specialized Process Models – the Unified Process.
This document discusses software project management. It outlines software processes, common problems, and methods for improving processes. Software processes involve many elements and sub-processes. Common problems include cost overruns, schedule delays, low productivity, and poor quality. There are three methods for improving processes: meta processes focus on organizational strategies and profitability, macro processes produce software within constraints for a project, and micro processes focus on iterations and risk resolution for a project team. The objective of process improvement is to maximize resources for productive activities and minimize overhead impacts on resources like personnel and schedule to ultimately enhance product quality.
The document defines an SRS as the official statement of what system developers should implement, providing a complete description of the system behavior. An SRS precisely defines the software product and is used to understand requirements to design the software. It includes the purpose, product scope, features, interfaces, and other functional and non-functional requirements. The SRS benefits include establishing agreement between customers and suppliers, reducing development effort, and providing a baseline for validation.
This document outlines a 10-step process called Step Wise for project planning. It involves selecting the project, identifying objectives and scope, analyzing project characteristics, identifying products and activities, estimating effort, identifying risks, allocating resources, reviewing and publishing the plan, and executing the plan through lower levels of detailed planning. Project planning establishes objectives, analyzes the project, and identifies an infrastructure, products, activities, resources, and quality controls to guide successful execution.
Software development process models
Rapid Application Development (RAD) Model
Evolutionary Process Models
Spiral Model
THE FORMAL METHODS MODEL
Specialized Process Models
The Concurrent Development Model
Best methods of staff selection and motivationssbd6985
The document discusses best practices for staff selection and motivation in software companies. It outlines the multi-step selection process companies use, including aptitude tests, interviews, and skills assessments to find both eligible and suitable candidates. It also discusses various motivation theories and strategies companies employ, such as setting goals, providing feedback, designing jobs for variety and responsibility, and enriching jobs through additional tasks and responsibilities. The overall goal is to recruit and retain talented staff through rigorous selection and ongoing motivation.
This document provides an introduction to software project management. It defines software, projects, and management. Software project management aims to deliver software on time, within budget, and meeting requirements. The document discusses the differences between software and other projects, as well as contract management, common project activities, plans and methodologies used. It also covers categorizing projects, project charters, stakeholders, objectives, success and failure factors, the project management lifecycle, and differences between traditional and modern approaches.
Software Project Management (monitoring and control)IsrarDewan
Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes.
This presentation describes:
- What is software size?
- How to Measure Software size?
- Techniques and parameters in Software Size estimation
- Where and how to apply the techniques?
Estimating involves forecasting the time and cost to complete project deliverables. There are two main types of estimates: bottom-up estimates require more effort but rely on those familiar with the work, while top-down estimates can be made by managers without direct experience. Software cost and effort estimation is not an exact science due to many variable factors. Key parameters that affect estimates include resources, time, human skills, and cost. Common software estimation techniques include top-down and bottom-up methods such as the three-point estimation technique.
Evolutionary process models allow developers to iteratively create increasingly complete versions of software. Examples include the prototyping paradigm, spiral model, and concurrent development model. The prototyping paradigm uses prototypes to elicit requirements from customers. The spiral model couples iterative prototyping with controlled development, dividing the project into framework activities. The concurrent development model concurrently develops components with defined interfaces to enable integration. These evolutionary models allow flexibility and accommodate changes but require strong communication and updated requirements.
Project control and process instrumentationKuppusamy P
The document discusses project control and process instrumentation for software development projects. It describes 7 core metrics that can be used to measure: 1) management indicators like work progress, budget, and staffing, and 2) quality indicators like change activity, breakage, rework, and defects over time. These metrics provide objective assessments of progress, quality, and estimates. The document also discusses automating metric collection and displaying metrics through a software project control panel to provide visibility into the project.
The document discusses project management processes and software project planning. It describes the five basic phases of directing and controlling a project: conception and initiation, definition and planning, launch or execution, performance and control, and close. It also outlines the key responsibilities of a project manager, including planning, organizing, leading, and controlling. Finally, it details the various activities involved in software project planning such as scope definition, quality planning, time and resource estimation, risk identification, schedule development, and cost estimation.
The document discusses various techniques for monitoring and controlling projects, including developing a change control system, monitoring risks and implementing responses, creating progress reports, and using earned value analysis. It emphasizes the importance of collecting work performance data and creating reports to understand progress, budget, and quality. Key aspects of monitoring include tracking project work, risks, communications, and ensuring customer satisfaction through quality control and assurance activities.
This document outlines best practices for project management. It recommends (1) planning work with a project definition document, (2) defining project management procedures up front such as quality management and risk management, and (3) monitoring projects for warning signs of issues. It also advises obtaining sponsor approval for scope changes, guarding against scope creep, identifying risks early, reassessing risks ongoing, and resolving issues promptly. Following these practices can help complete projects faster, at lower cost and higher quality by effectively coordinating resources through the project life cycle.
Program or project management process report Danes Ganancial
The document discusses the key aspects of project and program management. It defines what a project and program are, and describes the differences between project and program management. The core elements of the project management process are outlined, including project formulation, review and approval, implementation, and monitoring and evaluation. Several project management tools and the typical roles and functions of a project manager are also summarized.
Web development project management is the process of managing web development projects, from the initial planning stages to the final delivery of the project. The goal of web development project management is to ensure that projects are completed on time, within budget, and to the satisfaction of stakeholders.In this article, we will provide you with tips and tricks to help you manage your web development projects more efficiently and effectively.
The document discusses the key project performance domains according to PMBOK: stakeholder, team, planning, and their interactions. It provides details on each domain, including objectives, characteristics, outcomes of effective execution, and how to check results. Stakeholder domain requires engaging stakeholders to maintain alignment. Team domain focuses on developing an effective project team. Planning domain involves creating approaches to deliver project objectives. The domains interact throughout the project and influence each other.
Week_10_Term_Paper_ANS_1429096.docxRunning head Agile Project.docxphilipnelson29183
Week_10_Term_Paper_ANS_1429096.docx
Running head: Agile Project Management 1
Agile Project Management 3
Agile Project Management
Strayer University
CIS 525 Advanced Agile Project Management
Contents
Agile project management framework to be suggested to sponsors 3
Envision 3
Speculate 3
Discover 3
Adapt 3
Shut the project 4
Project plan for this project based on the proposed framework 4
Five agile techniques and tools that we have used in the project and its reason 4
Scrum 4
Agile unified Process 4
Lean software management 6
Extreme Management 7
Dynamic System Development Method 7
Strategies we have used to conduct requirements sessions and manage the multiple tracks of work on a daily basis. 7
Make realistic Estimates 8
Plan your sprint on the base of estimated amount of work 8
Add in certainty in the estimated time 8
Updates and change management 8
Techniques used to manage conflicts and facilitate collaboration throughout the project. 9
Encourage them to share their concerns 9
24 x7 Moral supports 10
Formulate a conflict resolution system and policy 10
Techniques and tools used to monitor and control the progress of the project. 10
Differences and consequences if you were to manage the same project with a traditional project management approach instead of using agile strategies 11
Methods used for controlling the quality of work. 13
Methods used to close the project 13
References 16
Agile Project Management Framework to Be Suggested To Sponsors
· Envision: Envision refers to the scope of work which is giving to the project. It has two crucial features which are goal setting and clarity, these features helps the team members to manage their work according to their time bound. These features also make a sense of urgency between the team members. In this step a feasibility report of the project is provided in order to start a project. There is a need of meeting by development and product team members for all the team members. These meeting help the organization to define and determine the scope of the work, clarity of the work and how the work is to be done. .
· Speculate: The main focus of speculate phase is on project and product. The main part of this speculates phase is to understand the product structure which is to be developed. The process of planning which is needed are categorized into three kinds i.e. iteration plan planning, wave planning and release plan planning.
· Discover: Accepted stories, testing and running are including in this discover stage of agile project management framework. The movement from envision stage to discover stage indicates that the release plan has been linked to the iteration planning
· Adapt:The word adapt mean to change something by reviewing, in the same way the outcomes and team performances should be re.
The document discusses the project management life cycle which includes 5 process groups: initiating, planning, executing, monitoring and controlling, and closing. It also discusses the 10 knowledge areas that are core to project management according to PMI. The process groups involve defining a project, planning how to execute it, carrying out the work, tracking progress, and finally closing the project. The knowledge areas provide the technical skills needed for effective project management.
The document discusses the nine key project management processes used to manage development projects: scope management, schedule management, budget management, quality management, team management, stakeholder management, information management, risk management, and contract management. These processes are interrelated and occur throughout the project life cycle. The processes are grouped into enabling processes, like scope, schedule, budget and quality management, which define project success, and facilitating processes, like team and stakeholder management, which support the enabling processes. Effective project managers customize the processes based on each project's characteristics and complexity.
The document discusses project management, defining it as the application of knowledge and skills to meet project requirements through processes like planning, executing, and controlling. It outlines key aspects of project management including defining objectives, constraints, life cycles, and phases. The document also discusses evaluation and assessment as important parts of the project management process.
This document provides an introduction to project management. It discusses key project management concepts like the project lifecycle, scope, schedule, budget, resources, risks and quality. Project management aims to answer questions around objectives, success criteria, available resources, and project planning and organization. While problems cannot be eliminated, good project processes help standardize how to deal with risks and issues. The document outlines differences between portfolio, program and project management and stresses the importance of proper planning and communication for project success.
The document discusses project management and provides information on key concepts. It begins by defining a project and the goals of project management. It then covers the project life cycle, knowledge areas, and reasons for project failure. The document emphasizes that project management ensures projects are delivered on time, within budget, and meet requirements to provide value. It summarizes several approaches, methodologies, and principles for effective project management.
The document provides an introduction to project management. It defines a project as a temporary endeavor undertaken to produce a unique product or service. Project management is the application of skills, knowledge, tools and techniques to meet stakeholder needs and expectations for a project. The key areas of project management include scope, cost, quality, communications, risk and change management. The project life cycle consists of initiation, definition, planning, implementation, deployment and closing phases. Tools like Gantt charts and PERT charts are used for project scheduling and analysis. The role of the project manager is to oversee processes, responsibilities related to issues, quality, scope and metrics while also managing people and communication.
Project Planning, Scheduling and Preparation of Quality Assurance Control Doc...IRJET Journal
This document discusses project planning, scheduling, and quality assurance control documents for construction projects. It provides an overview of project management techniques for planning, scheduling, and controlling projects to be completed on time, scope, quality, and cost. It describes using Microsoft Project software to plan and schedule the construction activities of a multi-storied building project. It also discusses quality assurance and its role in auditing quality requirements and results from quality control measurements to ensure appropriate quality standards are met.
Part 02 Connecting Business Strategy and Project ManagementLilis Rusliyawati
The document discusses the roles and responsibilities in information systems projects. It defines key project roles like the sponsor, project manager, user, and risk manager. It also discusses the differences between a project, program, and portfolio. A program manages multiple related projects that work towards an overall business goal, while a portfolio manages all projects. The document outlines the functions of a Program and Project Support Office (PPSO) which provides resources and standards for projects. Having a PPSO provides benefits like consistency, information sharing, and independent oversight of projects.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
This document is part of a series that explain the newly released PMBOK 5th edition. These documents provide simple explanation and summary of the book. However they do not replace the necessity of reading the book.
These slides give a very basic introduction about project management. You will find here about the definition of project, Types , Project Life cycle etc.
Will be very helpful to the engineering students for the subject Project Management.
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3. Definition
Staffing is the process of finding the right worker with appropriate qualifications or experience
and recruiting them to fill a job position or role. Through this process, organizations acquire, deploy, and
retain a workforce of sufficient quantity and quality to create positive impacts on the organization’s
effectiveness.
Importance of Staffing
• It helps in the finding out efficient and effective workforce, to fill different posts in the organisation.
• It improves organisation’s performance and productivity by appointing the right person at the right
job.
• It facilitates in identifying the staffing requirements of the organisation in future.
• It ensures continuous survival and growth of the organisation, by way of succession planning for
executives.
• It develops personnel to take up top managerial positions of the organisation.
• It ensures training and development of the people working in the organisation.
• It assists the organisation in making the optimum use of human resources.
6. Definition
A software project can be concerned with a large variety of risks. In order to be adept to systematically
identify the significant risks which might affect a software project, it is essential to classify risks into
different classes. The project manager can then check which risks from each class are relevant to the
project.
Project Risks
Technical Risks
Business Risks Known Risks
Predictable
Risks
Unpredictable
Risks
Classification of Risks
7. Principle of Risk Management
• Global Perspective: In this, we review the bigger system description, design, and implementation. We
look at the chance and the impact the risk is going to have.
• Take a forward-looking view: Consider the threat which may appear in the future and create future
plans for directing the next events.
• Open Communication: This is to allow the free flow of communications between the client and the
team members so that they have certainty about the risks.
• Integrated management: In this method risk management is made an integral part of project
management.
• Continuous process: In this phase, the risks are tracked continuously throughout the risk management
paradigm.
9. Definition
Software project scheduling is an action that distributes estimated effort across the planned project
duration by allocating the effort to specific software engineering tasks.The schedule evolves over time.
During early stages of project planning, a macroscopic schedule is developed.
Process of Scheduling
Process
10. Advantages of Project Scheduling
•It simply ensures that everyone remains on same page as far as tasks get completed, dependencies, and
deadlines.
•It helps in identifying issues early and concerns such as lack or unavailability of resources.
•It also helps to identify relationships and to monitor process.
•It provides effective budget management and risk mitigation.
12. Definition
Monitoring and Controlling are processes needed to track, review, and regulate the progress and
performance of the project. It also identifies any areas where changes to the project management
method are required and initiates the required changes.
Monitoring and
Controlling Process
13. Monitoring and Controlling Process
•Monitor and control project work: The generic step under which all other monitoring and controlling
activities fall under.
•Perform integrated change control: The functions involved in making changes to the project plan. When
changes to the schedule, cost, or any other area of the project management plan are necessary, the
program is changed and re-approved by the project sponsor.
•Validate scope: The activities involved with gaining approval of the project's deliverables.
•Control scope: Ensuring that the scope of the project does not change and that unauthorized activities
are not performed as part of the plan (scope creep).
•Control schedule: The functions involved with ensuring the project work is performed according to the
schedule, and that project deadlines are met.
•Control costs: The tasks involved with ensuring the project costs stay within the approved budget.
•Control quality: Ensuring that the quality of the project's deliverables is to the standard defined in the
project management plan.
•Control communications: Providing for the communication needs of each project stakeholder.
•Control Risks: Safeguarding the project from unexpected events that negatively impact the project's
budget, schedule, stakeholder needs, or any other project success criteria.
•Control procurements: Ensuring the project's subcontractors and vendors meet the project goals.
•Control stakeholder engagement: The tasks involved with ensuring that all of the project's stakeholders
are left satisfied with the project work.