Final-Term

Software Project Management

Submitted By: Muhammad Zain Ul Abideen Submitted To: Ms. Aasma Khan
ID# 13740 (Lecturure)
BSSE (7th Semester)

Date: 04/02/2020
Question No: 01
a) Explain project Integration Management Processes.
Ans: Project Integration Management:
Project Integration Management is tied in with supporting strength
in every aspect of a venture like; time, scope, cost, quality, human asset, correspondence,
hazard, obtainment, partner, among others. These are interconnected cycles and can’t be
done by a solitary group. It’s an imperative information zone and profoundly esteemed per-
spective in the PMI. It’s an interaction that includes consistent checking of the strategies
embraced during the existence pattern of the undertaking. One essential component of task
mix the executives is that it completely centers around a given undertaking keeping a vigilant
gaze directly from inception until the finishing of the project.

Processes of Project Integration Managment:

Initiation Process Group
Initiating: The official authorization of the project is handed over during the initiating
process group stage. It’s a process where the Project Manager receives the necessary infor-
mation on how to begin the project. The outputs of the initiation process group include cre-
ating a project charter, identifying stakeholders and their high-level needs as well as gaining
knowledge of the approaches that are necessary for managing those acquired stakeholders.
Inputs to initiating a Process Group
• Business need
• Objectives of the project
• Product Scope and Project Scope
• Budget information
• Schedule information
• Information on the completion of the project
• Associated risk information
• Project acceptance criteria
• Name of the Signatory authority & Project Manager
• Authoritative power of the project manager
• Pre-assigned team members

Planning Process Group

Second on the list is the Planning Process Group. Planning is a stage where the Project
Manager creates a blueprint for the project which defines the project objectives, milestones,
schedules and initial budget required for the project. It’s considered to be a highly recom-
mended process, as it measures all the knowledge areas of the project and helps in creating a
roadmap that in turn will assist in completing the project successfully. All these processes are
to be activated into a cohesive whole to prepare a final project management plan.

Execution Process Group

The process of initiating and planning are proven worthy only with proper execution.
Execution is a stage where the Project Manager needs to assure that the project deliverables
and objectives meet the stakeholders’ expectations.
Here’s a list of some other processes to follow during the Executing Process stage.
These processes belong to several knowledge areas ranging from Project Integration
Management to Project Human Resource Management to Project Stakeholder Management.
• Manage Communication
• Manage Stakeholders Engegement
• Implement Risk Responses
• Conduct Procurment
• Manage Quality
• Manage Team
• Develop Team
• Acquire Resources
• Direct and Manage Project Work
• Manage Project Knowlrdge

Monitoring and Controlling Process Group

This process addresses the skills needed to review progress and document benchmarks
in the project. After successful implementation of the first three stages, the project is official-
ly underway. Maintaining a bird’s eye view of the project performance is vital to preserving
positive forward momentum.
The tasks to be covered at this stage are:
• Monitor Communication
• Control Resources
• Control Quality
• Control Costs
• Control Scope
• Control Schedule
• Validate Scope
• Perform Integated Change Control
• Monitoe and Control Project Work
• Control Procurements
• Monitor Stakeholders Engagement
• Minor Risks

Closing Process Group:

Closing Process Group is the last stage in the process of project management plan. It
has equal importance as all the other processes mentioned above. The closing process group
includes all the final processes required to complete a project and deliver final products and
reports to the stakeholders. The critical feature of this stage is to make sure that all contrac-
tual obligations have been completely taken care from the Project Manager’s point of view.
Close Project or Close Phase
This the phase where the project manager looks back and carefully observes the
undertakings of the project from the beginning to the end. He/she has to make sure that noth-
ing is left unturned and most importantly everything relating to the project right from small
adjustments to more significant changes must be documented and accounted for to leave a
lasting and positive impression.
b) Explain strategic planning along with SWOT analysis. Design a mind map for a
group of four people who want to start a new business to start a new software house to
perform a SWOT analysis to help identify potential projects.

Ans: SWOT examination is an arranging approach that assists associations with building an
essential intend to meet objectives, improve tasks and keep the business pertinent. During
SWOT investigation, associations recognize qualities, shortcomings, openings and dangers
(the four components SWOT represents) relating to hierarchical development, items and ad-
ministrations, business destinations and market rivalry.

Strategic Planning for A group project

It includes deciding long haul targets, foreseeing future patterns of venture and the re-
quirement for the new item benefits. Association frequently performs SWOT examination.
Breaking down qualities, shortcoming, chances of dangers and as a piece of vital arranging
associations recognize possible ventures. Utilization of sensible strategy to choose which
undertaking ought to be dealt with.

For example, a group of four people who want to start a new business in the film industry
could perform a SWOT analysis to help identify potential projects. They might determine the
following based on a SWOT analysis:
Strengths:
As experienced professionals, we have numerous contacts in the film industry.
Two of us have strong sales and interpersonal skills.
Two of us have strong technical skills and are familiar with several filmmakingsoftware
tools.
We all have impressive samples of completed projects.
Weaknesses:
None of us have accounting/financial experience.
We have no clear marketing strategy for products and services.
We have little money to invest in new projects.
We have no company Web site and limited use of technology to run the
business.
Opportunities:
A current client has mentioned a large project she would like us to bid on.
The film industry continues to grow.
There are two major conferences this year where we could promote our
company.
Threats:
Other individuals or companies can provide the services we can.
Customers might prefer working with more established individuals/
organizations.
There is high risk in the film business.

Based on their SWOT analysis, the four entrepreneurs outline potential projects as
follows:
Find an external accountant or firm to help run the business.
Hire someone to develop a company Web site, focusing on our experience and
past projects.
Develop a marketing plan.
Develop a strong proposal to get the large project the current client
mentioned.
Plan to promote the company at two major conferences this year.

Question No: 02
What are the methods for selecting projects?
Organizations distinguish numerous likely activities as a feature of their essential planning
processes, what’s more, they regularly depend on experienced project administrators to help
them make project choices. Be that as it may, organization need to limit the rundown of
expected projects to those projects that will be of most advantage. Choosing projects is any-
thing but a careful science, yet it is a essential piece of task the executives. Numerous strat-
egies exist for choosing from among conceivable projects. Five basic strategies are:
• Focusing on broad organizational needs
• Categorizing information technology projects
• Performing net present value or other financial analyses
• Using a weighted scoring model
• Implementing a balanced scorecard
Practically speaking, organizations ordinarily utilize a blend of these ways to deal with select
projects. Each approach has focal points and burdens, and it is dependent upon the execu-
tives to choose the best methodology for choosing projects dependent on their specific organ-
ization
Focusing on Broad Organizational Needs: Top directors should zero in on gathering their
Organizations numerous requirements when choosing what projects to embrace, when to
attempt them, and to what exactly level. Projects that address broad organizational require-
ments are substantially more prone to be effective in light of the fact that they will be critical
to the organization.

Categorizing Information Technology Projects: Another technique for choosing projects

depends on different classifications, for example, the impulse for the project, the time win-
dow for the project, and the overall need for the project. The stimulus for a project is fre-
quently to react to an issue, a chance, or a order.

Performing net present value or other financial analyses: Monetary contemplations are
frequently a significant part of the project determination measure, particularly during ex-
treme monetary occasions. As creators Dennis Cohen and Robert Graham put it, “projects are
never finishes in themselves. Monetarily they are consistently an unfortunate chore, money”.
Numerous associations require an endorsed business case prior to seeking after projects, and
monetary projections are a basic part of the business case.

Using a weighted scoring model: A weighted scoring model is a device that gives a delib-
erate cycle to choosing projects in light of numerous models. These models can incorporate
factors, for example, meeting expansive organizational needs; tending to issues, openings, or
orders; the measure of time it will make to finish the project; the general need of the project;
and projected monetary execution of the project.

Implementing a balanced scorecard: Drs. Robert Kaplan and David Norton built up an-
other way to deal with assistance choose and oversee projects that line up with business
procedure. A reasonable scorecard is a system that changes over an organizations esteem
drivers, for example, client assistance, development, operational effectiveness, and monetary
execution, to a progression of characterized measurements. Organization record also, inves-
tigate these measurements to decide how well project assist them with accomplishing vital
objectives.

Question No 03 :
Perform a financial analysis for a project using the format provided in Figure 4-5. As-
sume the projected costs and benefits for this project are spread over four years as fol-
lows: Estimated costs are $200,000 in Year 1 and $30,000 each year in Years 2, 3, and 4.
Estimated benefits are $0 in Year 1 and $100,000 each year in Years 2, 3, and 4. Use a 9
% discount rate, and round the discount factors to two decimal places. Create a spread
sheet to calculate and clearly display the NPV, ROI, and year in which payback occurs.
In addition, write a paragraph explaining whether you would recommend investing in
this project, based on your financial analysis.
Answer:

Net Present Value = -22300

ROI = 231,000 - 253,300 = -22300 = -8.8%
253300 253300
Conclusion : We should not invest in this project, since the Net Present Value is negative and
Payback period is very high, which is almost equal to the life of the project. The ROI is also
in negative so we should not have to invest in this project.

Question No 04 :
Create a weighted scoring model to determine grades for a course. Final grades are
based on three exams worth 20 percent, 15 percent, and 25 percent, respectively; home-
work is worth 15 percent; and a group project is worth 25 percent. Enter scores for
three students. Assume Student 1 earns 100 percent (or 100) on every item. Assume
Student 2 earns 70 percent on each of the exams, 80 percent on the homework, and 95
percent on the group project. Assume Student 3 earns 90 percent on Exam 1, 80 per-
cent on Exam 2, 75 percent on Exam 3, 80 percent on the homework, and 70 percent on
the group project. You can use the weighted scoring model template, create your own
spreadsheet, or make the matrix by hand.
Ans:

So the total weighted grades for students are 100%

For student 2 it is 77.75%
And for student 3 the weighted grades are 78.25%

Question No 05 :
Briefly discuss WBS and provide guidelines for developing WBS?

Ans:
A work breakdown structure is a deliverable-situated gathering of the work associated with
a venture that characterizes the all out extent of the undertaking. WBS is an establishment
record that gives the premise to arranging and overseeing project plans, expenses, assets, and
changes.
Rules:
The improvement of Work Breakdown Structure includes partitioning the significant task
exercises or sub-exercises into more modest, more reasonable exercises until the exercises
are characterized in adequate detail to help the administration and advancement of under-
taking works. The things at the most minimal level of a branch are known as work bundles.
Here are a few hints in building up a Work Breakdown Structure that can communicate
works successfully:
• Always express Work Breakdown Structure exercises at the most reduced degrees of
granularity in action word structure.
• Review the Work Breakdown Structure. Ensure all expectations have been completely
covered by the works characterized in the Work Breakdown Structure.
• Ensure that testing and preparing have been considered.
• Ensure that non-IT work bundles are likewise included, for example, documentation and
audit exercises are remembered for the construction.
• Ensure that other supporting exercises, for example, item/administration dispatch and
usage exercises are arranged.
• Ensure that conveyance endorsement cycles are considered.
• Include any expectations that should be met or conveyed by the client or any outer gather-
ings.

Question No 06 :
Briefly discuss any three basic principles of cost management.

Ans:
Profits: Profits are incomes less uses. To expand benefits, an organization can build incomes,
decline costs, or attempt to do both. Most heads are more worried about benefits than with
different issues. While advocating interests in new data frameworks and innovation, it is es-
sential to zero in on the effect on benefits, not simply incomes or costs.

Direct Cost: Direct expenses are costs that can be straightforwardly identified with de-
livering the items and administrations of the task. You can credit direct expenses straight-
forwardly to a specific task. For instance, the compensations of individuals working all day
on the venture and the expense of equipment and programming bought explicitly for the task
are immediate expenses. Task administrators should zero in on direct expenses, since they
can handle them.

Tangible and intangible costs: are benefits are categories for determining how definable
the estimated costs and benefits are for a project. Tangible costs or benefits are those costs
or benefits that an organization can easily measure in dollars. Intangible costs or benefits
are costs or benefits that are difficult to measure in monetary terms. Suppose Juan and a few
other people, out of personal interest, spent some time using government-owned computers,
books, and other resources to research areas related to the study.
Question No 07 :
Assume you have completed three months of the project. Calculate Cost Variance (CV),
Schedule Variance (SV), Cost Performance Index (CPI) and Schedule Performance
Index (SPI) of the project, given Earned Value (EV) equals to $ 100,000, Planned Value
(PV) equals to $ 120,000 and Actual Cost (AC) equals to $ 90,000.

Ans:
Given values:
Earn value (EV)= 100,000
Planned value (PV)=120,000
Actual cost (AV)=90,000

Solution:
Cost value (CV) = EV-AC=100,000-90,000 =10,000
Schdule Varance (SV)=EV-PV=100,000-120,000 =20,000
Cost Performance Index (CPI)=EV/AC=100,000/90,000 =1.11
Schedule Performance Index (SPI)=EV/PV=100,000/120,000 =0.833

Thank You!