Prof.Tirup Parmar SOFTWARE PROJECT MANAGEMENT Prof.Tirup Parmar (Pele ateetelelel ey) ‘Scanned with CamScannerProf.Tirup Parmar Unit Details Page No. [1 introduction to Software Project Management: Inroducton, Whys |_| Software Project Management Important? What is a Project? Software Projects versus Other Types of Project, Contract Management and Technical Project Management, Activities Covered by Software Project Management, Plans, Methods and Methodologies, Some Ways of Categorizing Software Projects, Project Charter, Stakehalders, Setting Objectives, The Business ‘Case, Project Success and Faikire, What is Management? Management ‘Control, Project Management Life Cycle, ‘Traditional versus Modem Project “Management Practices. ‘Project Evaluation and Programme Management: Introduction, Business ‘Case, Project Portfolio Management, Evaluation of Individual Projects, ‘Cost-benefit Evaluation Techniques, Risk Evaluation, Programme Management, Managing the Allocation of Resources within Programmes, Strategie Programme Management, Creating a Programme, Aids 10 Programme Management, Some Reservations about Programme ‘Management, Benefits, Management, An Overview of Project Planning: Introduction to Step Wise Project Planning, Step 0; Seket Project, Step 1; Identify Project Scope and ‘Objectives, Step 2: Identify Project Infrastructure, Step 3: Analyse Project ‘Characteristics, Step 4: Identify Project Products and Activities, Step 5: Estimate Effort for Each Activity, Step 6: Identify Activity Risks, Step 7: Allocate Resources, Step 8: Review/Publicize Plan, Steps 9 and 10: Execute PlawLower Levek of Planning TI __ | Selection of an Appropriate Project Approach: Introduction, Build or Buy? Choosing Methodologies and Technologies, Software Processes and Process Models, Choice of Process Models, Structure versus Speed of Delivery, The Waterfall Model, The Spiral Model, Sofware Prototyping, ‘Other Ways of Categorizing Prototypes, Incremental Delivery, Aten Dynamic Systems Development Method, Rapid Application Development, Agie Methods, Extreme Programming (XP), Scrum, Lean Software Development, Managing erative Processes, Selecting the Most Appropriate Process Madel Software Effort Estimation: Introduction, Where are the Estimates Done? Problems with Over- and Under-Estimates, The Basis for Software Estimating. Software Effort Estimation Techniques, Bottom-up Estimating, ‘The Top-down Approach and Parametric Models, Expert Judgement, Fstimating by Analogy, Albrecht Function Point Analysis, Function Points “Mark TT, COSMIC Full Function Points, COCOMO TI: A Parametric Productivity Model, Cost Estimation, Video lectures - https://www.youtube.com/c/Tiru pParmar & Notes = httosi//t.me/b scit Page2 ‘Scanned with CamScannerProf.Tirup Parmar ‘Siafling Patter, Efiect of Schedule Compression, Capers Jones Estimating Rules of Thumb, Activity Planning: Introduction, Objectives of Activity Planning, When to Plan, Project Schedules, Projects and Activities, Sequencing and Scheduling Activities, Network Planning Models, Formulating a Network Model, Adding the Time Dimension, The Forward Pass, Backward Pass, Identilying the Critical Path, Activity Flat, Shortening the Project Duration, Identifying, (Critical Activities, Activity-on-Arrow Networks, Risk Management: Introduction, Risk, Categories of Risk, Risk ‘Management Approaches, A Framework for Dealing with Risk, Risk ‘Wentifcation, Risk Assessment, Risk Planning, Rik Management, Evahating Risks to the Schedule, Boehm's Top 10 Risks and Counter ‘Measures, Applying the PERT Technique, Monte Carlo Simulation, Critical ‘Chain Concepis. Resource Allocation: Introduction, Nature of Resources, Identilying Resource Requirements, Scheduling Resources, Creating Critical Paths, ‘Counting the Cost, Being Specific, Publishing the Resource Schedule, Cost Schedules, Scheduling Sequence. IV “Monitoring and Control Introduction, Creating the Framework, Collecting the Data, Review, Visualizing Progress, Cost Monitoring, Earned Value Analysis, Prioritizing Monitoring, Getting the Project Back to Target, ‘Change Control, Software Configuration Management (SCM). ‘Managing Contracts: Introduction, Types of Contract, Stages in Contract Placetent, Typical Temis of a Contract, Contract Management, Acceptance. ‘Managing People in Software Environments : Introcuction, Understanding Behaviour, Organizational Behaviour; A Background, Selecting the Right Person for the Job, Instruction in the Best Methods, Motivation, The ‘Oldham-Hackman Job Characteristics Model, Stress, Stress Management, Health and Safety, Some Fihical and Professional Concerns. V Working in Teams: Introduction, becoming a Team, Decision Making, ‘Organization and Team Structures, Coordination Dependencies, Dispersed and Virtual Teams, Communication Genres, Communication Pans, Leadership, Software Quality: Introduction, The Plice of Software Quality in Project Planning, Imponance of Software Quality, Defining Software Quality, Software Quality Models, ISO 9126, Product and Process Metrics, Product ‘versus Process Quality Managemen, Quality Management Systems, Process ‘Capability Models, Techniques to Help Enhance Software Quality, Testing, Software Rebability, Quality Plans Video lectures - https://www.youtube,com/¢/TirupParmar & Notes ttpsi//t.me/b seit Page3 ‘Scanned with CamScannerProf.Tirup Parmar Unit I Introduction to Software Project Management In this introduction the main questions to be addressed will be: > What is software project management? Is it really different from ‘ordinary’ project management? ¥ How do you know when a project has been successful? For example, do the expectations of the customer/client match those of the developers? The two key questions are: 1. Whatexactly is software project management? This s going ta be tackled by locking firstly at whatis meant by ‘project’. Weare then going to examine whether software project management's really different fram ‘normat' project management. Is there anything specialabout software as opposed to other engineered artefacts? 2. Howdo we define whethera projectis a success or not? The point about studying project managementis to be able to have successful projects. So howdo we knowif we have been successful? Why is project management tant? @ Large amounts of money are spent on ICT e.g. UK government in 2003-4 spent £2.3 billions on contracts for ICT and only £1.4 billions on road building ®© Project often fail =Standish Group claim only a third of ICT projects are successful. 82% were late and 43% exceeded their budget. ® Poor project management a major factor in these failures The methodology used by the Standish Group to arriveat their findings has been criticized, butthe generalperception of the prevalenceof ICT profectfailure's stl clear. Video lectures - https://www.youtube,com/c/Tiru Parmar & Notes = httosi//t.me/ sit Page4 ‘Scanned with CamScannerProf.Tirup Parmar What isa project’ Some dictionary definitions: “A specific plan or design” “Aplanned undertaking” “A large undertaking e.g. a public works scheme” Longmans dictionary Key points above are planning and size of task ®© Anendeavor with specific objectives: Usually consists of multiple tasks > With defined precedence relationships > With a specific time period for completion ® Non-Software Examples > Awedding % An MBA degree Ahouse construction project ¥ A political election campaign Here aresome definitions of project”. No doubt there areotherones: or example “Unique process, consisting of aset of coordinated and controlled activities with start and finish dates, undertaken to achieve an objective conforming to speefic requirements, including constraints of time, cost andresources! 850 150 10008: 1997 What is a Task? ® A small piece of work: > Meant to accomplish a straightforward geal ~ Effort of no longer than a few person-hours Video lectures - https://www.youtube,com/c/TirupParmar & Notes = httosi//t.me/b sit Pages ‘Scanned with CamScanner