“Impart high quality knowledge & skills to students in the field of information technology, motivate research,

encourage industry consultancy projects & nurture human values and life skills”.

Project Management

Session by

Dr. Aisha Fernandes

Associate Professor,Information Technology
Department
Goa Engineering College.

aisha@gec.ac.in

Lecture 14 Project planning 1

 Organization of this Lecture:

• Managing Software projects

• Overview of CMM
• The Project management process
• The process database (PDB)
• The Process capability baseline (PCB)
• The Process assets
• Process tailoring
• Requirements Change management
• Summary
• References

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 Learning Outcome
To understand the Project management process and
Requirements Change management.

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 Managing Software projects

What is a Project ?

A Project is a temporary endeavor undertaken to create a unique product,

service or result.
OR
A Software Project is the complete procedure of software development from
requirement gathering to testing and maintenance, carried out according to the
execution methodologies, in a specified period of time to achieve
intended software product.

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 Why do Software projects fail ?

Unclear or vague project requirements

Poor or limited communication
Poor planning(Time, Cost, Resources)
New Technology
Inexperienced/Insufficient staff

Necessity is…….Effective project management

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Constraints of a Project

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 CMM Maturity Levels

1. Initial
– No process, Ad-hoc response
2. Repeatable
– Disciplined Process
3. Defined
– Standard, Consistent Process
4. Managed
– Predictable Process
5. Optimizing
– Continuous Improvements

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 Lecture 14 Project planning
https://www.guru99.com/capability-maturity-model-cmm-cmm-levels-a-fool-s-guide.html 8
 KPA ‘s

• Except for level 1, each level is decomposed into key process areas (KPA)

• Each KPA identifies a cluster of related activities that, when performed

collectively, achieve a set of goals considered important for enhancing software
capability.

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 Why Use CMM?

• CMM act as a "seal of approval" in the software industry. It helps in various ways
to improve the software quality.
• It guides towards repeatable standard process and hence reduce the learning time on
how to get things done
• Practicing CMM means practicing standard protocol for development, which means
it not only helps the team to save time but also gives a clear view of what to do and
what to expect
• It acts as a commuter between the project and the team
• CMM efforts are always towards the improvement of the process

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 The Project Management Process

Software project management refers to the planning,

implementation, monitoring and control of a software
Project. It includes the knowledge, techniques and tools
necessary to manage the development of software products.

Stages include :

Project Planning

Project Execution

Project Closure

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 Project Planning
Includes creating a detailed Project plan. The project plan must define the
project objectives, SDLC to be followed, estimations of effort and schedule,
a detailed schedule of tasks, planning for quality management and Risk
management. A defect prevention plan, a measurement plan, a training plan
and project tracking procedures have to be specified by the project manager

Project Execution
Includes executing the project plan and tracking and controlling the
implementation of the project process. The project manager has to constantly
track and review the project status with senior management. Also conduct
timely milestone reviews and replan if necessary.

Project Closure
Involves systematic windup of the project after customer acceptance. Post
project data analysis is the main activity here; Metrics are analyzed, process
assets are collected for future use and lessons are recorded. Project closure
report is generated.
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Advantages of Software Project management

Better control of financial, physical and human resources

Improved customer relations

Shorter development times

Lower costs and improved functionality

Better quality and increased reliability

Better internal coordination

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 The Process Database ( PDB)

-Is a permanent repository of the process performance data

from projects.

-- Can be used for project planning, estimation, analysis of

productivity and quality.

-- consists of data from completed projects, with each

project providing one data record.

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 Contents of PDB

Project Characteristics
(project name, project manager name, hardware,software, brief of project goals,
team size, project risks, etc,..)

Project Schedule
( expected and actual start & end dates)

Project Effort
(Initial estimated effort and total actual effort)

Size
( In terms of lines of code,…)

Defects
( No. of defects found in defect detection and no of defects injected)

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 The Process Capability Baseline ( PCB)

-Represents a snapshot of the capability of the process at some

point in time in quantitative terms.

-The capability of a process is essentially the range of outcomes

that can be expected by a project if the process is followed

- In short gives process performance data.

Process performance is measured primarily in terms of

productivity, quality, schedule, effort and defect distributions.

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 Contents of Process Capability Baseline ( PCB)

Delivered quality
Productivity
Schedule
Effort distribution
Defect injection rate
In- process defect removal efficiency
Cost of quality
Defect distribution

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 Importance of Process Capability Baseline ( PCB)

This information can be used in Project planning

(For example- a Project manager can use productivity and estimated size of
similar projects to estimate the effort for the new project)

Also serves in overall process management in the organization

( Process improvements can be measured by analysing the trends in the PCB)

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 The Process Assets

An asset is something that adds value to a process.

Guidelines, Checklists and Templates are referred to as Process

assets.

The main purpose of these assets is to facilitate the use of

processes by saving effort, there by improving productivity.

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 Process Assets

Processes

Checklists Guidelines Templates

Activity Reviews

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 Assets…continued
Guidelines- give rules and procedures for executing a step

Checklists are of 2 types: activity checklists and review checklists.

Activity checklist gives a list of the activities that constitute a process
step.
Review checklist is to draw the attention of the reviewers to the
defects that are likely to be found in an output.

Templates provide the structure of the document in which the output

can be captured.

Reusing artifacts can save effort and increase productivity !

To promote this, process assets(data) from past projects is collected;
like project management plan, schedule, configuration management
plan, tools used, Training material,etc,…

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Lecture 14 Project planning 23
Summary on main components used for Project Planning

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 Process Tailoring
Tailoring is the process of adjusting a previously defined process of an
organization to obtain a process that is suitable for a particular business.

-- refers to addition, deletion, modifications in the activities of a process to

better suit the new project goals.

Uncontrolled tailoring implies creating a process from Scratch.

For effective use of old processes, tailoring guidelines are provided that
specify the type of changes that can be made and the set of permitted
deviations to the standard process.

Tailoring
Summary Detailed
level
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 Summary level Tailoring

-- Depending on the project characteristics, the project manager applies

overall guidelines for tailoring the standard process.

The following characteristics are used for Summary level tailoring:

Experience & skill level of project manager and team
Peak team size
Clarity of requirements
Project duration
Application criticality

Summary tailoring guidelines are provided for different values of these

characteristics. The summary guidelines are generally review related,
effort related, schedule related or resources related.

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 Detailed tailoring

-- covers execution of activities, their review and documentation needs.

Tailoring guidelines may specify an activity as optional, in which case

the project manager can decide whether or not to execute that activity.
Similarly preparation of some documents may be optional, and the prject
manager can decide if the document is needed.

For Review, the alternatives are Do Group review, Do One person

review or Do No review…the manager can decide.

When detailed tailoring is finished ,the sequence of activities to be

performed is defined in detail. These definitions form the basis for
project execution.

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 Requirements Change Management

-Change in requirements can come anytime during the

life of a project .

-The later in the SDLC the requirement change, the

higher the impact on the project !

-Uncontrolled change in requirements can have an

adverse effect on cost, schedule and quality of project.

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 The Change Management Process

-- the process to be followed for handling change requests.

1. Log the changes

2. Perform an Impact analysis on the work products
3. Estimate the effort needed for change request
4. Reestimate the delivery schedule
5. Perform Cumulative cost impact analysis
6. Review the impact with Senior management
7. Obtain Customer signoff
8. Rework work Products.

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 Summary
Software project management refers to the planning, implementation,
monitoring and control of a software Project. It includes the knowledge, techniques
and tools necessary to manage the development of software products. Stages
include : Project Planning, Project Execution, Project Closure.

The 3 main tools used in Project Planning are Process database, Process capability
baseline and Process assets.

Guidelines, Checklists and Templates are referred to as Process assets.

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 References :

1. Pankaj Jalote ; Software Project Management in

practice; Pearson Publication.

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 Any Questions…??

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