Assignment of Software Project Management

Submitted by:
Swarika Baranwal
IMB2020006
1. Risk Management
Ans: A software project can be concern with a wide range of dangers. It is necessary to
distinguish risks into separate groups in order to be able to systematically recognise the
major risks that can impact a software project. After that, the project manager will
determine which risks from each category are applicable to the project.
There are three main classifications of risks which can affect a software project:
1. Project risks
2. Technical risks
3. Business risks
Project risks: Budgetary, timeline, staff, resource, and customer-related issues are all
examples of project risks. Schedule slippage is a critical project concern. It's difficult to track
and manage a software project because software is intangible. Controlling anything that
cannot be identified is very difficult. The plan executive will understand the commodity
taking shape in any production scheme, such as automotive manufacturing.
Technical risks: Potential process, installation, interfacing, monitoring, and maintenance
issues are all technical threats. A vague specification, an unfinished specification, an
evolving specification, technological complexity, and technical obsolescence are all part of it.
The majority of technological risks arise from the construction team's lack of project
experience.
Business risks: This type of risks contain risks of building an excellent product that no one
need, losing budgetary or personnel commitments, etc.

2. Human Resource Management

Ans: Organizing and overseeing a project team is part of project human resource
management. People with unique expertise and roles normally make up the squad. From
the start of the project, the management managers, also known as project workers, should
be engaged in planning and decision-making. Members of the team should be involved in
the project's success. This will boost dedication to the project's priorities and targets. As the
project progresses, the number of team members and their tasks will change. The project
management team, also known as the centre, executive, or leadership team, is in charge of
project coordination, monitoring, and closure and follows the project team's instructions.
Smaller job tasks may be assigned by the project manager or shared by the team. To gain
financing, clarify scope issues, and influence team members, the project management team
and the project sponsor collaborate.
Human resource planning, acquiring the project staff, creating the project team, and
overseeing the team are all procedures involved in project human resource management.
Processes are used several times in a project, normally at least once or several times in
various stages if the project is divided into several phases. Processes overlap with each
other and with other phases of fact, and they are not as definite and concrete as they are
depicted here.
If more seasoned members are added to the team, project human resource management
preparation will be needed. Pressure assessment and adjustments in project length can also
be considered by the project management committee.

3. Quality Management
Ans: The stakeholders of a project identify the quality characteristics. Efficiency,
functionality, suitability, durability, accuracy, and others are some of the most important
quality characteristics. In these words, efficiency is calculated according to project and
operational expectations. Each phase of the project, from planning to execution, should be
evaluated in terms of quality standards. Various factors, such as computers, project
resources, and team members, all play a role in achieving the optimal output characteristics
in project delivery. As a result, quality control should be in place from the start to the finish
of a project.
Quality management involves typically three phases – Quality Planning, Quality Assurance
and Quality Control.

 Quality Planning: The quality strategy is developed here. Any strategy, even a quality
plan, should have a target purpose or aim. The quality control target should be explicitly
articulated to all project stakeholders. Following the definition of the target, the steps to
ensure the degree of standard should be devised. What methods would you use to keep
your clients happy? What is the expected standard of consistency from the
stakeholders? How can you tell if the quality controls would result in project success?
When all of the responses to these questions have been gathered, assignments should
be assigned to team members and a quality strategy should be implemented.


Quality Assurance: This is a method that runs parallel to the project's lifecycle. The aim
of quality assurance is to determine whether a project is on track to provide high-quality
services. If all of the product characteristics are in order, the quality strategy will go
along smoothly. When quality objectives are not met or are not on track to be met, the
 appropriate measures and corrective actions should be established. The process of
quality assurance also includes ensuring disciplinary measures.

 Quality Control: Operational procedures are used to ensure that quality requirements
are met. Corrective steps should be taken if a concern with consistency occurs or where
the quality strategy is not carried out as planned. Quality management entails keeping
an eye on project outcomes and execution to see if they are meeting expectations.
Alternative steps should be taken where this is not the case.
This is how project management quality management is guaranteed. Projects are carried on
to achieve optimal outcomes by implementing the quality control phases. As a result, it
means that quality requirements are established, which is essential in today's project
management environment.

4. Integration Management
Ans: Project integration management is a technique for coordinating many systems. It takes
the various procedures used in a project and ensures that they are synchronised.
Having trade-offs is how project integration management accomplishes this. That means
you won't be able to have it all if you want to finish the job on schedule and on budget. For
any project manager, this is standard operating practise. Alternatives are required to satisfy
stakeholder needs where conflicting goals exist.
To do this, the various processes and activities within the project management process
groups must be identified, defined, combined, unified, and coordinated. As a result, project
integration management entails making resource sharing and trade-off decisions while still
handling the interdependencies found in project management information fields.