1b. SPM-Lectur1

Software Project Management
Prof. Dr. M. A. Pasha Lecture Slides
Introduction
Prof. Dr. M. Anwar-ur-Rehman Pasha

Rector
IT-hub Sargodha
Lecture 1 Software Project Management Lecture Slides 1

Project - Definition
A set of activities of finite duration performed to achieved a
defined target/goal.
A project is a sequence of unique, complex, and connected activities
having one goal or purpose and that must be completed by a specific

time, within budget, and according to specification.
PMI Definition
a temporary endeavor undertaken to create a unique
product or service with five characteristics
1. Consist of phases Initiating, Planning, Executing,
and Closing
2. Delivers an output in the form of a product, a service,
or a capability
3. Face constraints in term of time, budget and
resources
4. Produce progressive elaboration
5. delivers a unique output
IT-hub Sargodha Software Project Management Lecture Slides 2

Phases vs Activities
• A project can be broken down into phases, or tasks to
be done.
• An Activity is a set of tasks performed towards a
specific purpose.
• A Phase is a set of tasks performed over time; defined
by its start and end points.
• Each phase has its
– entry criteria,
– exit criteria,
–  resources,
– deliverables and
– reports.

What is management?
• Planning - deciding what is to be done;
• Organizing - making arrangement :
• Staffing -selecting the right people for the job.

• Directing - giving instructions;
• Monitoring - checking on progress:
• Controlling -taking action to remedy hold-ups;
• Innovating -coming up with new solutions;
• Representing - liaising with users etc.

Project Management
• Defining and achieving targets while optimizing
the use of resources (time, money, people,
materials, energy, space, etc) over the course of a
project.
OR
• Application of knowledge, skills, tools, and
techniques to project activities to meet the
project’s goals through the use of PM processes
(Initiating, Planning, Executing, Controlling, and
Closing) in the light of controlling variables:
scope, time, cost, risk, and quality:

Project Management Framework

Programs, Subprojects, and Portfolios
• Programs: a set of related projects managed
in a coordinated way.
• Subprojects. Parts of a complex/large project.

A way in which one can organize the
implementation of some specific objectives of
a larger project.
• Portfolios: a set of independent projects that
can be coordinated to achieve better results
based on numerous key characteristics.

Role of People in PM
• People are a key contributor to the success of
projects through mitigating the impact of
technologies that do not work as expected and
finding creative solutions when the unexpected

occurs.
• People are a key contributor to the failure of a
project through their sloppiness or disinterest.
• PM key areas:
– Stakeholder Management
– Human Resource Management
– Communications Management

Differentiating Factors of Software
Projects
• Software is an intangible product.
• Software is a cognitive and human-based
development process.
• Unique solutions require innovative problem
solving skills.
• Human intellectual capital is the primary asset of
software projects and organizations.
• Higher degree of uncertainty in both project and
product scope.

Projects (Cont.)
• Communication and coordination within software
teams and with project stakeholders is
challenging.
• Users’ requirements are often imprecise; hence,

the degree of change of requirements is very high
which makes initial planning and estimation of
software projects challenging.
• Enormous number of logical paths in program
modules and all the combinations of interface
details make the development and evolution of
software systems challenging.

Projects (Cont.)
• Require exhaustive testing; introducing time and
related complexity constraints.
• Software security is a large and growing challenge.
• Objective measurement and quantification of software

quality is difficult.
• Learning and knowledge creation in software
development is more difficult because processes,
methods, and tools are constantly evolving.
• The execution of software is platform-dependent and is
often an element of a system consisting of diverse
hardware, other software, and manual procedures.
Projects (Cont.)
Organization-level factors:
• Domain: For what domain is the software (–based)
product developed?
• Instances: How many instances of the software (–
based) product will be deployed?
• Maturity: How mature are the processes of the
software developing organization? (d)
• Level of innovation: How innovative is the
organization?
• Culture: In which culture are the projects developed?

Differentiating factors of Software
Projects (Cont.)
Project-level factors:
• Size: How big is the system under development?
• Stable architecture: Is a stable architecture in place?
• Business model: Under which business model is the software (–based)

product developed?
• Team distribution: How many teams are working in the project and in
which configuration?
• Rate of change: How stable is your business environment and how many
risks and uncertainties are you facing?
• Age of system: Greenfield (from scratch) vs. brownfield (evolving)
software system development?
• Criticality: How many people’s safety will be threatened if the system
fails?
• Governance: Who manages the project managers? How much governance
is applied to the project?

Software Project Management
Applying PM and SE methods to
develop/maintain a software product so that
the goal of developing/ maintaining a

software product can be achieved using
minimum possible resources and money and
within the minimum time possible.

Types of Software Projects
• Software development life cycle (SDLC) projects
– Full life cycle projects
– Partial life cycle projects
• Approach-driven software development projects

– “Fresh” development (creating the entire software from
“scratch”)
– COTS (Commercial off-the-shelf) product
– customization/implementation
– Porting
– Migration
• Conversion of existing software to meet changed
conditions such as Y2K

Types of Software Projects
• Software development life cycle (SDLC) projects
– Full life cycle projects
– Partial life cycle projects
• Approach-driven software development projects

– “Fresh” development (creating the entire software from
“scratch”)
– COTS (Commercial off-the-shelf) product
– customization/implementation
– Porting
– Migration
• Conversion of existing software to meet changed
conditions such as Y2K

Types of Software Projects (Cont.)
Maintenance projects
– Defect repair
– Functional expansion
– Operational support
– Fixing odd behavior
– Software modification
– Web application projects
– Agile development projects

Types of Software Projects (Cont.)
• Software Applications Development
– Bespoke systems
– Off-the-shelf applications
– A customized off-the-shelf application
• Process and Systems Reengineering Services:
• System Integration Services:
• Consulting services:

Phases of the Software
Development Lifecycle
• Plans & Requirements
• Product Design
• Detailed Design
• Code and Unit Test
• Integration and Test
• Implementation
• Operations and Maintenance
• Phase Out

Water Fall Model
• Water Fall Model
• Boehm’s Risk Spiral model
• Prototyping Paradigm
• Evolutionary (Incremental) Development
• Extreme Programming (XP)
• Agile Programming
• Synchronize-and-stabilize

SE Common Activities
• Requirements Analysis
• Product Design
• Programming
• Test Planning
• Verification & Validation
• Project Office functions
• Configuration management and quality assurance
• Manuals
Software Project Management BOK
1. Integration Management
2. Scope Management
3. Time Management
4. Cost Management
5. Quality Management
6. Human Resource Management
7. Communications Management
8. Risk Management
9. Procurement Management
10. Stakeholder Management

SPM Processes
• Project initiation
• Project execution
• Project closure
• Project acquisition
• The PMO (project management office)
• Measurement and analysis
• The training process
• The knowledge repository process
• Process engineering group processes
• Software engineering processes

Tasks of Project Initiation
• Review and revision(s) of preliminary estimates
• Identification and acquisition of necessary
resources
• Finalization of service level agreements (SLAs)
between various stakeholders of the project
• Preparation of project plans
• Conducting induction training for team members
• Kickoff of project

Tasks of Project Execution
• Work Management • Measurement and
• Configuration Analysis
Management • Project Monitoring

• Quality Management • Reporting and
• Productivity Escalation
Management
• Project Delivery
• Team Management
• User Training
• Customer Management
• Documentation
Tasks of Project Closure
• Release of project resources
• Documentation of best and worst practices as well as
lessons learned in the project
• Identification of reusable components and documentation

of their design and usage
• Updating of the skills database
• Updating of the knowledge repository with lessons learned
and best and worst practices
• Updating of the code library with reusable components
• Conducting the project postmortem
• Conducting a knowledge-sharing session
• Release of the software project manager (SPM)

Organizational-level Processes
Project Acquisition
• RFP (request for proposal) scrutiny (a feasibility
study in the case of internal projects)

• Cost estimation
• Proposal preparation and submission
• RFP follow up
• Obtaining the order (obtaining budget approvals
in the case of internal projects)

Measurement and analysis
• Measurement procedures
• Analysis procedures
• Process capability determination procedures

• Metrics reporting procedures

The Training Process
• Identification of organizational training needs
• Fulfilling skill gaps uncovered during training
needs analysis
• Maintaining a skill database for all organizational

human resources
• Maintaining a training material repository as part
of the organizational knowledge repository
• Taking ownership for maintaining the
organization at the cutting edge of the
organization’s chosen area of expertise

The Knowledge Repository Process
• Identifying components of the organizational
knowledge repository
• Designing, building, and maintaining the

organizational repository
• Periodically carrying out cleanup of the
repository

Process Engineering Group Processes
• Defining and maintaining organizational
processes
• Defining process and quality audit processes

• Defining roles and responsibilities

Software Engineering Processes
• Requirements processes
• Software design processes
• Software construction processes

• Software testing processes

Project Management Challanges

Factors of Project Failure
• Poor estimates and plans;
• Lack of quality s1andards and measures:
• Lack of guidance about making organizational

decisions;
• Lack of techniques to make progress visible;
• Poor role definition - who does what?
• Incorrect success criteria.

Problems Identified by Students
• Inadequate specification of work
• Management ignorance of IT
• Lack of knowledge of application area

• Lack of standards
• Lack of up-to-date documentation

Some Other Reasons
• Preceding activities not completed on time -
including late delivery of equipment
• Lack of communication between users and

technicians
• Lack of communication leading to duplication
of work
• Lack of commitment - especially when a
project is tied to one person who then moves

Some Other Reasons (Cont.)
• Narrow scope of technical expertise
• Changing statutory requirements
• Changing software environment

• Deadline pressure
• Lack or quality control
• Remote management
• Lack of training

Tasks of SPM Office
• Project initiation
– Identification of software project manager (SPM)
– Allocation of resources for the project
– Finalization of SLAs (service level agreements) between various

stakeholders of the project
– Kickoff of project
• Project execution
– Project monitoring
– Exception reporting
– Measurement and analysis at the organization level
• Project closure
– Takeover of project records
– Coordination of knowledge sharing

Tasks of Project Manager
• Planning the work
• Estimating resources
• Organizing the work

• Acquiring human and material resources
• Assigning tasks
• Directing activities
• Controlling project execution
• Reporting progress
• Analyzing the results based on the facts achieved

Characteristics of Successful SP
Manager

Thank You

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Software Project Management

Prof. Dr. M. A. Pasha Lecture Slides

Prof. Dr. M. Anwar-ur-Rehman Pasha

Lecture 1 Software Project Management Lecture Slides 1

having one goal or purpose and that must be completed by a specific

IT-hub Sargodha Software Project Management Lecture Slides 2

IT-hub Sargodha Software Project Management Lecture Slides 3

• Staffing -selecting the right people for the job.

IT-hub Sargodha Software Project Management Lecture Slides 4

IT-hub Sargodha Software Project Management Lecture Slides 5

IT-hub Sargodha Software Project Management Lecture Slides 6

• Subprojects. Parts of a complex/large project.

IT-hub Sargodha Software Project Management Lecture Slides 7

finding creative solutions when the unexpected

IT-hub Sargodha Software Project Management Lecture Slides 8

IT-hub Sargodha Software Project Management Lecture Slides 9

• Users’ requirements are often imprecise; hence,

IT-hub Sargodha Software Project Management Lecture Slides 10

• Objective measurement and quantification of software

IT-hub Sargodha Software Project Management Lecture Slides 12

• Business model: Under which business model is the software (–based)

IT-hub Sargodha Software Project Management Lecture Slides 13

the goal of developing/ maintaining a

IT-hub Sargodha Software Project Management Lecture Slides 14

• Approach-driven software development projects

IT-hub Sargodha Software Project Management Lecture Slides 15

• Approach-driven software development projects

IT-hub Sargodha Software Project Management Lecture Slides 16

IT-hub Sargodha Software Project Management Lecture Slides 17

IT-hub Sargodha Software Project Management Lecture Slides 18

IT-hub Sargodha Software Project Management Lecture Slides 19

IT-hub Sargodha Software Project Management Lecture Slides 20

IT-hub Sargodha Software Project Management Lecture Slides 22

IT-hub Sargodha Software Project Management Lecture Slides 23

IT-hub Sargodha Software Project Management Lecture Slides 24

Management • Project Monitoring

• Identification of reusable components and documentation

IT-hub Sargodha Software Project Management Lecture Slides 26

study in the case of internal projects)

IT-hub Sargodha Software Project Management Lecture Slides 27

• Process capability determination procedures

IT-hub Sargodha Software Project Management Lecture Slides 28

• Maintaining a skill database for all organizational

IT-hub Sargodha Software Project Management Lecture Slides 29

• Designing, building, and maintaining the

IT-hub Sargodha Software Project Management Lecture Slides 30

• Defining process and quality audit processes

IT-hub Sargodha Software Project Management Lecture Slides 31

• Software construction processes

IT-hub Sargodha Software Project Management Lecture Slides 32

IT-hub Sargodha Software Project Management Lecture Slides 33

• Lack of guidance about making organizational

IT-hub Sargodha Software Project Management Lecture Slides 34

• Lack of knowledge of application area

IT-hub Sargodha Software Project Management Lecture Slides 35

• Lack of communication between users and

IT-hub Sargodha Software Project Management Lecture Slides 36

• Changing software environment

IT-hub Sargodha Software Project Management Lecture Slides 37

– Finalization of SLAs (service level agreements) between various

IT-hub Sargodha Software Project Management Lecture Slides 38

• Organizing the work

IT-hub Sargodha Software Project Management Lecture Slides 39

IT-hub Sargodha Software Project Management Lecture Slides 40