Introduction to Software

Project Management
Topic 1

Waqas Zyad Spring 2020

 What is a Project?

 Dictionary Definitions
– A specific plan or design
– A planned undertaking
– A large undertaking: e.g. a public works scheme
 Characteristics of a Project
 Non-routine tasks are involved
 Planning is required
 Specific objectives are to be met or specified
product is to be created
 Pre-determined time span
 Work is carried out for someone other than
yourself
 People are formed into a temporary work group
to carry out the task
 Work involves several specialisms
 Work is carried out in several phases
 Resources that are available are constrained
 Project is large or complex
 Software Projects vs. Others

 Invisibility
 Complexity
 Conformity
 Flexibility
 Project Management Activities

 Feasibility Study
 Planning
 Execution
Typical Software Development Life
Cycle
 Requirements Analysis
 Architecture Design
 Detailed Design
 Code and Test
 Integration
 Qualification Testing
 Installation
 Acceptance Support
Plans, Methods and Methodologies
 Method – Steps to perform a type of
activity
 Plan – Converting a method to a real
activity
– Start and end dates
– Who will carry it out
– What tools and materials – including
information - will be needed
 Methodology – Group of methods or
techniques
 Categorizing Software Projects

 Compulsory vs. Voluntary Users

 Information Systems vs. Embedded
Systems
 Outsourced Projects
 Objective-Driven Development
 Stakeholders

 Internal to the project team

 External to the project team but within the
same organization
 External to both the project team and the
organization
 Setting Objectives

 Project Authority
 Project Steering Committee/Project Board
 Sub-Objectives and Goals
 Measures of Effectiveness
 SMART Objectives

 Specific
 Measurable
 Achievable
 Relevant
 Time Constrained
 Business Case
 Feasibility Study – Cost-Benefit Analysis
 Ensure Intactness of Business Case, For Example
– Development costs are not allowed to rise to a level
which threatens to exceed the value of benefits
– Features of the system are not reduced to a level that
the expected benefits cannot be realized
– Delivery date is not delayed so that there is an
unacceptable loss of benefits
 Project Success and Failure
 Project Objectives vs. Business Objectives
 Software Project Objectives
– Agreed Functionality
– Required Level of Quality
– On Time
– Within Budget
 Project could be a Delivery Success but Business
Failure and Vice-Versa
 Successive Projects
– Technical Learning
– Reusable Code
– Customer Relationships
 Management
 Planning – deciding what is to be done
 Organizing – making arrangements
 Staffing – selecting the right people for the job,
etc.
 Directing – giving instructions
 Monitoring – checking on progress
 Controlling – taking action to remedy hold-ups
 Innovating – coming up with new solutions
 Representing – liasing with clients, users,
developers, suppliers and other stakeholders
 Planning

 Estimation
– Cost
– Duration
– Effort
 Scheduling
 Staffing
 Risk Management
 Miscellaneous Plans
Project Control Cycle
 Project Parameters
 Scope
– What is included
– What is NOT included
 Quality
– Product
– Process
– People
 Cost
– Project cost
– Customer budget
 Time
 Resources
– People
– Equipment
– Physical facilities
The Scope Triangle
 The Scope Triangle (Continued)
 Scope Creep
– Causes
 Poorly defined scope and requirements
 Addition of requirements by client
– Controls
 Well-defined scope, requirements, and contract
 Change control process
 Hope Creep
– Causes
 Incorrect/inadequate reporting
– Controls
 Removal of fear from environment
 Activity breakdown to small, measurable level
 Random checks on work done
 The Scope Triangle (Continued)
 Effort Creep
– Causes
 Lack of expertise or ability
 Underestimation of tasks
– Controls
 Activity breakdown to small, measurable level
 Adequate resource allocation and training
 Provide mentoring or additional resources
 Feature Creep
– Causes
 Lack of awareness
– Controls
 Increase awareness
 Change control process
Job Functions and Tasks for Project
Management
 Project Planning
– Develops preliminary study with project team, identifying
business problem, requirements, project scope and benefits
– Identifies key project results and milestones
– Develops project plan and work breakdown structure and
communicates to team and client
– Determines needed resources; including client involvement
– Estimates timelines and phases
– Influences selection of project team members
– Assigns project responsibilities based on assessment of
individual skills and development needs
– Defines clear individual roles and performance expectations
– Establishes acceptance criteria
– Determines appropriate technological approach
Job Functions and Tasks for Project
Management (Continued)
 Managing the project
– Continually reviews project status
– Reviews work against key results criteria
– Uses systematic method for logging project status, checking
against schedule
– Uses change management / request procedure
– Uses project meetings to measure progress against plan,
communicate changes and issues
– Assesses skill-needed documentation of meetings, work,
conversations, and decisions
– Measures quality through testing against requirements
– Conducts project reviews and walk-throughs (with appropriate
client involvement)
Job Functions and Tasks for Project
Management (Continued)
 Lead project team
– Involves team in planning
– Uses both formal and informal methods to track project status
– Recognizes individual and team accomplishments or results
– Manages performance issues in a timely manner
– Delegates tasks effectively based on understanding individual
strengths and weaknesses
– Maintains open door for staff ideas and concerns
– Sets performance and development objectives for staff
– Schedules and holds regular team meetings
Job Functions and Tasks for Project
Management (Continued)
 Building client partnerships
– Involves working jointly with client in defining project goals and
key results
– Works with client to ensure alignment of project to overall
business goals
– Listens and responds actively, documents client needs, changes,
and demands
– Implements procedures for controlling and handling change
– Develops client understanding of the system and trains in
systems use
– Presents and reports periodically to client
– Establishes lines of responsibility and accountability to client
Job Functions and Tasks for Project
Management (Continued)
 Targeting to the business
– Manages in accordance with visions and values
– Links overall architecture principles
– Interfaces effectively with business systems and
processes
– Plans for impacts on related systems / departments to
achieve maximum efficiency
– Understands business needs, time, and cost
pressures
– Keeps current with business and technology
development competitors
– Aligns project with corporate and business priorities
and direction
 Additional Factors

 Company / project structure and vision

 Domain and technical expertise
 Nature of client / market
 Nature of project team
 Modern Project Management

 Planning Incremental Delivery

 Quality Management
 Change Management
 References
 Software Project Management, 5th Edition,
Bob Hughes, Mike Cotterell and Rajib Mall,
Tata McGraw Hill, 2011 – Chapter 1
 Effective Project Management, 2 nd Edition,
Robert K. Wysocki, Robert Beck Jr., David
B. Crane, John Wiley and Sons Inc., 2000
– Chapter 2, 4