QUANTUM: SERIES For B.Tech Students of Third Year of All Engineering Colleges Affiliated to \ Dr. A.P.J. Abdul Kalam Technical University, Uttar Pradesh, Lucknow (Formerly Uttar Pradesh Technicel University) | Software Project Management | By Kanika Dhama | ™ bias Quantum — Page — QUANTUM PAGE PVT. LTD. Ghaziabad m New Delhiwww.askbooks.net *AKTU Quantums ‘Toppers Notes -Books *Practical Files *Projects *IITJEE Books www.askbooks.net All AATU QUANTUMS are available rent etet inks * Your complete engineering solution. * Hub of educational books. Cee teeter ee ee eee ee cee een SPP RUT oO UCU MeL CrCl Oi Te Cae COIR nce ont a ricin es 2. We don't intend to infringe any copyrighted material. PLC Paci kd DCR Ac ORO e CEE Lm Ce Rut dre Mec Ce BCR mosh ey| Project Evaluation Lent | and Project Planning 1.2K (OE-Sem.6) _PART-1 | Importance of Software Project ms oe ae sett CONTENTS: Part-l : Importance of Software. 12K to 18k Project Management, Activities, Methodologies Pare-2 : Categorization of Software... Projects, Setting Objective: Management Principles, | | Management Control ISK to 13K = EASK to 125K Part-3 + Project Fortfolio Management, Cost-beneat Evaluation ‘Technology, Risk Pvaluation, | Strategic Program Manayement, — \ Stepwise Project Planning. ) eases ees 1-1K (OE-Sem-6) 1. A project is defined as a sequence of tasks that must be completed to attain a certain outco: 2, Itisa temporary venture to produce a new and unique deliverable. A deliverable could be a tangible product, a service or achievement ofa required outcome: 4. tis asub-discipline of project management in which software projects are planned, implemented, monitored and controlled Characteristics of project : Following are the characteristics of project = Non-routine tasks are involved. Planning is required, Specific objectives are to be met ‘The project has a pre-determined time span. Worlkis carried out in several phases. ‘The resources that are availablefor use on the project are constrained. Que12. | What is project management ? Answer 1. Project management is the art of maximizing the probability that a project delivers its goals on time, within budget and at the required quality, 5 ‘A projectean be captured on paper with afew simple elements: a start date, fan'end date, the tasks that have to be earried out and when they should be finished, and some idea ofthe resources (people, machines etc.) that will be needed during the course of the project. Project Evaluation and Project Planning‘Software Project Management 1-8 (OF-Sem-6) 3. Project management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. 4. Project management is accomplished through the use of the processes such as initiating, planning, executing, controlling, and closing. 15. The processes within project management are iterative in nature ‘QUST Write short note on software project management, ) Answer 1 Software project management is an art and discipline of planning and supervising software projects. 2 tis asub-discipline of project management in which software projects ‘are planned, implemented, monitored and controlled. @_Itisa procedure of managing, allocating and timing resources to develop computer software that fulfills requirements. 4 Following are the advantages of software project management : a. Tthelpe in planing of software development. b. Implementation of software development s made eaty ¢ Monitoring and controlling are aspects of software project management. Qaeda. | What are the objectives of SPM? ‘Answer Itoverall manages to save time and cost for software development. By asic objectives of SPM aro as follows Define the project. Reduce it to a set of manageable tasks. (Obtain appropriate and necessary resources Build a team to perform the project work. lan the work and allocate the resources to the tasks. ‘Monitor and control the work Report progress to senior management and/or the project sponser. Close down the project when completed. Review it to ensure the lessons ae learnt and widely understood. “FEET Discus the structure ofa Software Project Management Plan (SPMP) in detail 1-4K (OE-Sem-6) Project Evaluation and Project Planniz ‘The structure of software project plan is as follows: 1, Overview a. Project purpose, obje Project deliverables ‘Assumptions, dependencies, and constraints ctives, and success criteria Definitions and acronyms Evolution of the plan 2, Project organization ‘External interfaces b, Internal structure c Rolesand responsibilities 3. Managerial process plans a. Start-up plans i. Estimation plan 4. Staffing plan ii, Staff training plan \w, Recouree acquisition plan b. a. References £ ¥. Project commitments >. Work plan ¢. Control plan i Datacontrol plan ii, Requirements control plan Schedule contro! plan iv. Budget control plan ¥. Communication, tracking, and reporting plan vi, Matries collection plan Risk management plan vill. Issue resolution plan ix. Project close-out plan ‘Technical process plans Process model ‘Methods, tools, and techniques Configuration management plan b 4. Quality assurance planSoftware Project Management 1.5K (OE-Sem-6) Ss eee GEE] Explain the importance of software project = Goma Sofware projet .gement is important as 1. Iehelps every part of the business run more smoothly. 2. Tt allows team to focus on the work that matters, free from the @istractions eaused by tasks going off track or budgets spinning out of control 5, Itempowers to deliver results that actually impact the business's bottom line 4. Ttenables employees to see how their work contributes to the company’s strategic gt 5, Tereduéts the complexity of collaboration, increase transparency, and tenuure accountability even when working across teams or departments Gueid. ] Explain project planning steps for developing a software ‘management project for library management system. Answer oy elcaeeaee i ee en ae ey lattes log ba the Ce ee aoctare nitrate See eat ra Seed mo tsr ack i. The books issued to the students. Stock of book available in the brary. ine on the students. 31 Total amount of di iy. Record of students who have received / return library Identify project infrastructure : 1. In this phase we emphasize on the technologies which are using for developing software. ‘the books in Step? 1-6K (OF-Sem-6) Project Evaluation and Project Planning Step 3: Analyze project characteristics : 1. Inthis phase, we have worked on the features provided in the software which makes it more presentable. 2, Forthis software, we have included following characteristics : i. User will login with their unique user id / paseword to access the software. One can easily check the availability of books. Step 4: Identify project products and activities : 1. Inthis phase, we have focused on the activities performed in the software ‘and the products available in the software. 2. In our project we have the following: 4, Login portal Si. Database of number of books issued to the students / faculty. fil, Record of students a For their dues. b. For books issued to them. iv. User can check the availability of books according to, 2. Demand of students. > Currentsyllabus. Step 5: Estimate effort for each activity: 1. Inthis step, we have eatimated time needed for each module. 2, Tnour project wo have three modules which are as follows i. Frontend i Backend ML Database Step 6: Identify risk: 4. In this phase, we have to check for all the possible risks related to our 2, Inour project, possible risks are as follows: 4. Requirements are notfulfilled properly. ii Some features may not be feasible. iii, Perhaps we have taken less physical storage space for our database. iv. Security features of our software are not tampered proof. Step 7 : Allocate resources : 1. We have selected appropriate technology for ezch module 2, We have assigned qualified team members for 2ach module,Software Project Management 1-TK (OE-Sem-6) ‘Step 8: Review plan: 1. In thisphase, wehave developed all the possible test cases to check the ‘working of software. 2 Also, we have executed all test cases for finding exception and errorin the program, Step 9 and 10: Execute plan / Lower level of planning + 1. If-some exception or error is found in software then we identify that ‘module and modify it as needed, GHEE] wnat are the activities involved in project management? Following are the activities involved in project management Planning : Deciding what is to be done. Organizing : Making arrangements, Staffing : Selecting the right people for the job, ete Directing : Giving instructions. Monitoring: Checking on progress Controlling : Taking action to remedy hold-ups Innovating : Coming up with new solutions ‘Representing : Liaising with users, ete QEETIH] Explain different methodologies used in software project ‘management. — Diff pe eere & rent methodologies used in software project management are 1. Agile development methodology : A Teams use the agile development methodology to minimize risk (such as bugs, cost overruns, snd changing requirements) when adding new functionality Tn this method, teams develop the softwarein iterations that contain minicineremente of the new functionality 2 DevOps deployment methodology : b b DevOps is a set of practices that supports an organizational culture DevOps deployment centers on organizational change that enhances collaboration between the departments responsible for different segments of the development life cycle, such as development, quality assurance, and operations. OS oreo vison tgpsdtssteouss ote aa 1-8K (OE-Sem-6) Project Evaluation and Project Planning ES ae 3. Waterfall development method 1 a. The waterfall method is a rigid linear model that consists of sequential phases (requirements, design, implementation, verification, maintenance) focusing on distinet goals. b. There's usually no process for going back to modify the project direction. 4, Rapid application development: is acondensed development a. Rapid Application Development (RAD) is a conde e process that produces a high-quality system with low investment costs. b. This allows developers to quickly adjust to shifting requirementsin 4 fast-paced and constantly changing market. ©. Theability to quickly adjust allows low investment cost, PART-2 Categorization of Software Projects, Setting Objectives, Management Principles, Management Control. “Questions-Answers Following are the types of software projects 7 System software : ‘System software is a collection of programs that are w provide services to other programa eas ‘hat are written to b ‘The examples of system software sees aE part are compiler, editor, fle 2 Business software : @ Business information processing is the Bosiness information p ig is the largest single software ‘The examples of business application ‘management, marketing, purchase ete PATOU inventorySoftware Project Management 1-9 (OE-Sem-6) Serene ee 3, Embedded software: a. Embedded software resides in read only memory and is used to control products and systems for the consumer and markets. Examples of embedded software are washing machine, oven, air conditioner, ete = 5 4. Engineering and scientific software ‘a Engineering and scientific software have been categorized by number erunching slgorithms. b. Examples of such types of software are Computer Aided Design (CAD), Computer Aided Manufacturing (CAM), simulation ete 5. Personal computer software : a. Personal computer software for small business application is used by single user » For example, word processor, spresdsheet, multimedia, Cntertainment, database management, small business financial ‘application ete 6. Real time software : ‘a. Software that monitors/analyzes/controls real world ‘occur is known ag real time software. ventsas they b. Flements of real time software include data gathering, analysing, controlling and monstoring, 7, Artificial intelligence software: a. Artificial intelligence software makes use of non-numerical Siporithms to solve the complex problem that esnnot be solved by straight forward analysis. b> Forexample, pattern recognition (image orvoice), artificial neural hotwork, theorem proving, game Playing ete. . QUEM How do we identify the planning objectives ? 1 Afterall the stakeholders are identified, tis critical to identify what teach stakeholder expects to gain from the project: 2. Forimstance, for an end user st might be that they are expecting 8 Very eee retaniiy and robust software with a number of features, while for a naintainer tis the quality of the documentation and the modifiability of the system that are important, 8. A manager would not want any overruns to the schedule, while the ‘Serton who approves the budget might expect a low budget project 4. By identifying each of the stakeholders “win” condition, the projects objectives are clear from the start. eT 0K (OES 5. In the negot reinforced and documented. 6 Steps to identify the objectives are as follows + a. Identify and allocate resources. a. Understand how people will benefit from the project: 'b. Prioritize objectives for the project: e Betablish reasonable expectations on the parts of oll the stakeholders. 4. Transform these objectives into project activities. ‘e, Mentify and manage the risks. {Keep senior management and the customer aware ofthe status of ‘the project at all times. GESTS: | what are the phases of project management 7 zeal Following are the phases involved in project management: 1 Step 1: Project initiation and conception : Initiation begins after Sie Jing o request from a client or discovering 2 business need. SiShoheldors determine whether or not accomplishing this project is feasible and valuable for the business 2. Stop 2:Planning and ideation : When project viability is decided, the tent step is to put together a project management plan that will guide us through the execution process. 3. Stop$+Project launch and execution : Once plan isin place, its time Peete into action, amend plan based on changing circumstances, 4. Stop 4: Project monitoring : Throughout the execution process, we Step fy momtor, meacure, and report project management metrics, 5. Step 6+ Closure and presentation : Time to tie up all of the loose tends by developing final project reports and presenting deliverables to the stakeholders. GueLIG: | Explain software management principles. “Answer Following are the software management principles : 1. Architecture first approach + 4. this approach main aimisto build a strong architecture for our software, ‘All the ambiguities and flaws are being identified during this phase,‘Software Project Management 1-11 K (OF-Sem-6) ‘Also, we can take all the decisions regarding the design of the software which will enhance the productivity of our software. Iterative life eycle process 8. _Initerative life cycle process we repeat the process again and again to eliminate the risk factors. 1b Aniterative life cycle has four steps requirement: gathering, design, implementation, and testing. Iterative life cycle process is important to eliminate risk at an early stage by repeating the above-mentioned steps again and again. Component based approach a In component-based approach we reuse the previously defined Sanctions for the software development. b, We reuse the part of code in the form of components. Component- based Ul development optimizes the requirements and design process, ‘Change management system ‘Change management is the process responsible for managing all changes, 1b, The main aim of change management is to improve the quality of software by performing necessary changes. ¢ _Allchanges implemented are tested and certified. Round trip engineering : ‘4 Inround trip engineering, code generation and reverse engineering ‘take place at the same time in a dynamic environment, b Both components are integrated so that developers can easily work fon both of them, Characteristic of round trip engineering is automatic update of artifacts. Model-based evolution : & A model-based approach supports the evolution of graphics and textual notions. Objective quality control : ‘a. The objective of quality control is to improve the quality of our software, b It involves quality management plan, quality metries, quality ‘checklist, quality baseline, and quality improvement measures Evolving levels of details ‘a Plan intermediate releases in groups of usage scenarios with evolving levels of details. 1-12 K (OE-Sem-6) Project Evaluation and Project Wemust plan anineremental realize in which we have an ergy level of use case, architecture, and details, aay Establish a configurable process : a. Establish a configurable process that is economically scalable b, We must use @ configurable process which can deal with varius applications. 10, Demonstration Based approach : a. Inthis approach, we mainly focus on demonstration. b. Ithelpsin the increase of productivity and quality of oursuftvare by representing a clear description about problem domain, approaches used and the solution. SGA, | Write short note on management control. ‘Answer 1 “Management control is described as a function that is aimed at achienat defined goals within a sot timetable ‘The process has three major componentsi.e., remedial action, measnad the actual performance, and setting standards ‘The process includes comparing actual and planned perforant Measuring the difference between the two, identifying the causes that have lead to the difference and talcing corrective action to miisitee® remove the difference Teducra,Proeess through which the management of an organiasiat compan Other members to implement the strategies laid downhyi Itean he atool,p i el, process, policy, practice or a aystem thatis put intops® sothat the management can direet the resources ofits organizatne Per its wishes to achieve set targets Qe8 116; | Explain ditterent features of management contzel Following are the features of rf 5 management control Behavioral consideration = & Themansgement, its organi einett Aims to have a direct impact on the emplayet#™ 1 adopts ne SUUIY strategies to influence their mindett sf Workings 20 that they stat that chet perma Professional goals at sar believing that their personal aad b,Software Project Management 1-13 K (OE-Sem-6) 2. Financial and non-financial performance : These measures are developed as part of management control 60 that the management can make comparisons between actual performance and planned performance. & Management control activities : a The management carries out its functions by influencing the individuals or groups to change their behavior so that it becomes easy to achieve set goals. PART-3 Project Portfolio Management, Gast-benefit Evoluation Technology, Risk Evoluation, Strategic Program Management, Stepwise Project Planning. 3 7 eae ‘Long Answer Type and Medium Answ Answer Type Questions: in detail, 1. Project portfalio management (PPM) process defines how an organization approaches project prioritization, resource allocation, budgeting, scheduling, and other major project components. ‘The goal of PPM is to find the best possible combination of resources to help an enterprise achieve its objectives, and it takes into account such factors as external market conditions, eustomer demands, competitive environment, and goverainent regulations, 3. Project portfolio management has bécome a key component in organizations as they look to enhance their ability to manage multiple projects in an efficient and effective way. 4 Itprovides all the visibility executives need to make informed decisions about anything related to projects: os that an organization can leverage Se eee eae oa 2st ote taem euatanasaesoel agite te Prgeet Management Institute (PMD, Quel What are the objectives of PPM 2 1-14 K (OF-Sem-6) Project Evaluation and Project Planning 1. It creates a descriptive document, which contains vital information such as name of project, estimated timeframe, cost and business objective: 2, The project needs to be evaluated on a regular basis to ensure that the project is meeting its target and staysinits course.” 3. Selection of the team players, who will work towards achieving the project's objectives ‘Que 1.18. | What are the benefits of PPM? “Answer Following are the benefits of PPM : 1. Greater adaptability towards change. 2 Constant review and close monitoring brings about a higher return, 3. Management's perspectives with regards to project portfolio management is seen as an ‘initiative towards higher return’. Therefore, this will not be considered to be a detrimental factor to work. 4. Identification of dependencies is easier to identi some inefficieney from occurring, 5. Advantage over other competitors. 6. Helps to concentrate on the strategies, which will help to achieve the targets rather than focusing on the project itself. 7. The responsibilities of IT is focused on part of the business rather than scattered across several Que 119. | What is cost-benefit analysis ? ‘Answer 1. Cost-benefit analysis (CBA) is a technique used to compare the total costs of a programme/project with its benefits, using acommon metric. ‘This enables the calculation of the net cost or benefit associated with the programme. 8. Itis used mostoften at the start ofa programme or project when different options or courses of action are being appraised and compared, as an ‘option for choosing the best approach, . This will eliminate 4 Tecan also be used, to evaluate the overall impact of a programme in ‘quantifiable and monetised terms, 5. CBA adds up the total costs of a programme or activity and compares it against ita total benefits,1-15 K (OB-Sem 6) Software Project Management | Tie technique assumes that a monetary value can be placed on a the Te a Khnefis of a programme, including tangible and intengi>is costs aio other people and organisations in addition to those immediately impacted. 4. Advantage ofcost-benefit analysis explicitly and systematically consider tho warious factors which should influence strategic choice. _.7 RREABIT] Write short note on cost-benefit evaluation techniques. ‘Answer Y Following are the cost-benefit evaluation techniques 1. CNet profit : The net profit of a project is the difference between the retieoete and the total income over the life of the project. 2. Payback period ‘a. The payback period is the time taken to break even or payback the. initial investment, -b. Project with the shortest payback period will be chosen on the basis that an organization will wish to minimize the time that a project is in debt’ e. The advantage of the payback period is that itis simple to calculate and is not particularly sensitive to small forecasting errors. 4. Ttsdisadvantage as a selection techniques that itignoresthe overal] Testability of the project; it totally ignores any income (o: Pipenditure) once the project has broken even. 3, Return on investment ‘a. The return on investment (ROD, also known as the accounting The reform iarn (ARR), provides a way of comparing the net profitability to the investment required bb. Itisused tocaleulate the return on investment, but a straightforward 4. Net present value: a. The calculation of Net Present Value (NPV) is a project evaluation {echnique that takes into account the profitability of a project and the timing of the cash flows that are produced. GUSTDI] What are the steps used in cost-benefit analysis ? Project Evaluation and Project Planning 1-16 K (0! ae Following are the steps used: Step 1: Specify the set of options: ane ee eange ofgenuine viable, ekernative policy apeions 2 analysed. Mary a Decide whose coste and benefits count For most regulatory proposals, measuring the national costs and benefits is Fo eather canmessaring any incernational IMP=SSs ane ity the impacts and select menrurement GIS 24 a. Identify the full range of impacts of each of the options. + Th important to identify the incremental costs and benefits fOr each a onizelative tothe base case ston preaiet the impacts over the life of the proposed regulation? cost-benefit analysis x. Theimpacts should be quantified for each time period over the life of the proposed regulation. he sotal period needs to be long enough to capture all the potential costs and benefits. Step 5: Monetise impacts: ponigning a net Rupee value ofthe gains and lodses of a regulatory initiative for all people affected is one useful way to measure the effects of proposed change, e Step 6; Discount future costs and benefits to obtain present values: ‘The need to discount future cash flows can be viewed from two main perspectives, both of which focus on the opportunity cost of the cash flows implied by the regulation. f ‘Que 15. | Write a short note on risk management process. OR, Write short note on risk analysis and risk control. Risk management isa very tedious task. It involves basically two steps : 1. Risk assessment: t is the process of examining a project and identifyi vie mal ise Tue ik aswncment consitect three scares: a. Riskidentification ae iad ee eee ee See eee ae eee ee a list of risk items called risk statement. Risk identification is carried out as a team process using ‘rainatorming; To absinthe process slat ofriak typet canbeSofware Project Management —__A-17 K(OE-Sem-6) gi The end product of this step of the process is alist of risks that 118K (OE-Sem-6) Project Evaluation and Project Planning could occur and affect the product, the process or the business. ‘by answering the question what, when, where, how and why of each risk identified. isk Tieneification Eoreiee acapeie aa i. ‘The purpose of the risk analysis is to assess the loss probability =<, Risk Analysis fend magnitude of each risk item. Risk Prioritization i, The input is the risk statement and context developed in the —e identification phase Ee iii The output ofthis phase is a risk ist containing relative ranking Manageme ofthe risks and a further analysis ofthe description, probability, Risk Management consequence and context pening: iv. The main activities in this phase are : [a —= 1. Group similar risks: Detect duplicates and find new Control Esbbleaering tsk items by grouping the identified risks into categories. Wak Revolution 2 Determine risk drivers : The risk drivers are Fig. 122.1. parameters that affect the identified risk. 3. Determine source of risks : The sources of risks are the root causes of the risks. Estimate risk exposure: The risk exposure is measure of the probability and the consequence of a risk item. 5. Evaluate against criteria : Each riskitem is evaluated tucing the predefined criteria, which are important for the specific project. ¢. Risk prioritizatio iv, Within the identification phase, several activities occur. The 1 Identify risks : A checklist is used as a tool for identification of risks. Define risk attributes : After the risks are identified, they are evaluated with the criteria : likelihood of currence (probability), consequence and time frame for 2. Document: fa this initial phase, che descrigtion ofthe an sated en ae pee eee or eee arent sbabuly nad’ the consequence ae Habs sonening the Fisk exposure Spend in cue torma 4 Exposures the pod ofthe probaly of ncrsng lous 4. Communicate : due to the risk and the potential magnitude of that loss. a. Ef projects have been conducted before, the resolution 2, Risk control : Risk control is the process of managing risks to achieve “ere ae ay beiated in daisbee tat bole ES Se ona see ene at magers to detec and find appropiate lies titans @ Bislplennlog! be aeput ofthe identtiaton phase ithe rik i Risk management planning procs lan for dealing wih aa ee ee encanto Vt may Spun a hc gee eater affect the project. and time lines. Furthermore, together wigthe statements ik Risk mitigation eee 1 ma enti oe Ui th econ oo SS i ems events, conditions, constraints, assumptions, ee ag eto and rela ons ii The mitigation plan includes a description of the actions that canbe taken to mitigate the red rated risk and assigns a primary handler for the action. a =Software Project Management ‘Answer ‘The categories of factors that will need to be considered include the following. 1-19K (OE-Sem-8) ce Risk resolution i. Risk resolution is the execution of the plans for dealing with ‘each risk. Ifthe riskcis at the watch list, a plan of how to resolve the risk: already had taken place, The project manager has to respond to the trigger and execute the action plan. Risk monitoring: i. Risk monitoring js the continually reassessing of risks as the project proceeds and conditions change. Que LBS] What are the factors which affects the risk identification procedure of any software project ? Application factors + &. Thenatureofthe application, whether it isa simple data processing, application, a safety-critical system or a large distributed system with real-time elements is likely to be a critical factor. b. The expected size of the application is also important because the larger the system, the greater is the Hkolibood of errors and communication and management problems. 2 Staff factors: ‘a. ‘The experience and skills of the staff involved are clearly major factors, An experienced programmer is less likely to make errors than one with little experience. b. Such factors as the level of staff satisfaction and the staff turs-over tates are also important to the success of any project, Demotivated ctaif or key personnel leaving unexpectedly have caused many a project to fail, 3, Project factors : ‘2. Its important that the project and its objectives are well defined fand that they are absolitely clear to all members of the project team and all key stakeholders. b. Similarly, an agreed and formal quality plan must bein place and adhered fo by all participants. The possibility that quality plan is Inadequate or not adhered to will eopardize the project, 4 Project methods : a. Using well-specified and structured methods for project management and system development will decrease the risk of Gelivering « system that is unsatisfactory or late 1-20 K (OE-Sem-6) 1 9. Project svaiuation sua eroject or ardware/Software factors : ; a ct that requires new hardware for development Apri sigher risk than one where the software can be peut se a hi Pee ee (and familiar) hardware. gnexisting (a! b. Where a system is developed on type of hardware or platform tobe used on another there mightbe addtional (adi risks at installation. Changeover factors : ‘a. Incremental or gradual changeover minimizes the risks ined buts not always practical. Parallel runningean provide a safety net but might be impose too costly, Supplier factors : a. Theextent to which a project relies on external organisations caunot be directly controlled often influences the projets sae Environment factors : Changes in the environment can aflets project's success, Health and safety factors : While not generally a major issue fe software projects, the possible effects of project activities onthe heal and safety of the participants and the environment should be onset (€ 1.24. | Write short note on strategic program shanagement i 2, # Woo 30 AED Strategic program management means centralized way to coordisst® program's strategic goals and objectives. Program management.has close céntact to enterprise portale a strategic management. ie to continuously improve and male strategie objectives atietl® ‘ee lmportant to setup enterprise program management ofl Program manager is a strategic project-management prf whose jobs tohelp oversee and coordinate the various projet sndother strategic initiatives across an organieation. mae five essential tasks of strategic management. ‘They: tactics sak @ strategic vision and mission, setting objestiv@® ope tactics, w achieve those objectives, implementing and exerutit and evaluating and measuring performance. ad ‘Se85786-] What are the components which drive the pris OH ultimate goal ?Software Project Management Strategic analysis = 121K (OE-Sem-6) 4 This forms the basis for which projects an organisation chooses undertake. i b. Each project needs to link to the organisation's mission and be key to meeting long-term objectives, 2. Strategic choice : a Managing multiple projects isa complex task, something that project managers doin their daily routine b, But deciding on the ‘right’ projects is an important step which vequires a strategic choice It means ident fying projects that meet the aspirations ard expectations of stakeholders, while also playing to the company’s strengths, There's also 2 need to identify and take advantage of external opportunities, while avoiding external threats. 2. Strategic implementation : a Here, strategic project management sets out the long-, medium- and short-term goals for projects and programmes. b. Strategic implementation examines all kinds of benefits, including The use and benefits of collaborative tools in projects. 4. How people and resources are assigned. ne why 7 of projects, not just at a base level. but from th QuETIE. | How to develop strategic project management ? ‘Answer Simplify decision-making: 2. With a clear atrategy before you, the decision-making process becomes easier as you always have the right base to guide your conclusions, Improve priority management & Advance your strategy and your projects every day by developing a habit of starting with one important ching. 3. Link budgets to strategy Allocating the required budget is a clear signal of the company’s priorities. - b. Therefore, the overall business strategy must play a vital role in all ] decisions when it comes to every project. 1-22 K (OE-Sem-6) Project Evaluation and Project Planning Contribute to the project strategy 1 a. Most of the high-performing companies call on their project ‘management offices to contribute to strategic planning. b. Even ifyou're starting as a project manager and have limited input ‘on the strategy today, you need to educate yourself and prepare, when the time comes. 5. Focus on organizational ambitions ‘a. People want to be recognized and admired for their work, and that js the same in eny branch, including project management. 6, Revisit strategic progress : ‘a. Some businesses consider creating the strategy as nothing more than an annual thought exercise-they focus much energy and invest countless hours into developing the strategie documents. Queie7 | Write short note on software project planning: Answer 1. Project planning is an aspect of project management, which comprises ‘of various processes. 2. The aim of these processes is to ensure that various project tasks are well coordinated and they meet the various project objectives including. timely completion of the project. 3, ‘The project plan reflects the current status of all project activities and is used to mqnitor and control the project. 4. Project planning is an ongoing effort throughout the project life eycle. 5. The project planning tasks ensure that various elements of the project are coordinated and therefore guide the project execution. 6. Project planning helps in a. Facilitating communication. b, Monitoring/measuring the project progress. ¢. Provides overall documentation of assumptions/planning decisions. ‘The project planning phases can be broadly classified as follows > a, Development of the project plan. b. Bxecution of the project plan. © Change control and corrective actions. 8, Project planning spans across the various aspects of the project. Generally project planning is considered to be a process of estimating, scheduling and assigning the projects resources in order to deliver an end product of suitable quality 9. However, itis much more as it can aasume a very strategic role, which can determine the success of the project.‘Software Project Management 1-23 K (OE-Sem-6) GEETDET] What are the different types of project planning ? fae Following are the types of project planning : 1. Project scope definition and scope planning ‘a. In this step, we document the project work that would help us ‘achieve the project goal. b, We document the assumptions, constraints, user expectations, business requirements, technical requirements, project deliverables, project objectives and everything that defines the final product requirements. 2. Quality planning : a Therelevant quality standards are determined for the project. b, Based on the inputs captured in the previous steps such as the [project scope, requirements, deliverables, etc., various factors influencing the quality of the final product are determined. c. The processes required to deliver the product as promised and as per the standards are defined 3. Project activity definition and activity sequencing: a. In this step, we define all the specific activities that must be performed to deliver the product by producing the various product deliverables, b. The project activity sequencing identifies the interdependence of all the activities defined. 4. Time, effort and resource estimation : ‘a. Once the scope, activities and activity interdependence is clearly defined and documented, the next crucial step is to determine the ‘ffort required to complete each of the activities. b The effort can be calculated using one of the many techniques available such as function points, lines of code, complexity of code, benchmarks, etc 5. Risk factors identification : ‘a. Itis important to identify and document the risk factors associated with the project based on the assumptions, constraints, user ‘expectations, specific circumstances, et. 6 Schedule development: ‘a. The time schedule for the project ean be arrived on the basis of the activities, interdependence and effort required for each of them. b. Theschedule may influence the cost estimates and the cost benefit analy 1-24 (OF-Sem-6) Project Evaluation and Project Planning Popular tools can be usod for creating and reporting the schedules such as Gantt charts 7. Cost estimation and budgeting = a. Based on the information collected in all the previous steps, itis ‘possible to estimate the cost involved in executing and implementing the project. b. Acost benefit analysis can be arrived at for the project ¢ Based on the cost estimates, budget allocation is done for the project, 8 Organizational and resource planning + ‘a, Based on the activities identified, schedule and budget allocation resource types and resources are identified, b. The goals of resource planning is to ensure tha efficiently, he project is run c. Resource planning is an iterative process and necessary to optimize: the use of resources throughout the project life cyele thus making, the project execution more efficient. 4 There are various types ‘of resources : equipment, personnel, facilities, money, ete. 9. Risk management planning : a. Risk management is a process of identifying, analyzing and sesponding to arrisk, b, Based on the risk factors, identified risk resolution plan is created. The plan analyses each of the risk factors and their impact on the project. The possible responses for each of them can be planned, 10, Project plan development and execution : ‘a. Project plan development uses the inputs gathered from all the other planning processes such as scope definition, activity identification, activity sequencing, qualit ie iy sequencing, quality management planning, , detailed work breakdown structure comprising of all the activities identified is used, ‘The tasks aro echoduled based on the in Perinat cnet Danese ie peeps cts The project plan documents all the assumptions, activi timelines and drives the project. iptions, activities, schedule, 11. Performance reportin; ‘The progress of each of the taske/ectivities described in the projec plan is monitored, S » The progress is com) ‘hs progrens is compared with the schedule and timlins ESoftware Project Management 1-25 K (OE-Sem-6) Various techniques are used to measure and report the project performance such as EVM (arned Value Management) Awide variety of tools can be used to report the performance of the project such as PERT charts, Gantt charts, Logical bar charts, Histograms, Pie charts, ete. 12. Planning change management : a Analysis of project performance can necessitate that certain aspects ofthe project be changed ‘The requests for changes need to be analyzed carefully and its impact on the project should be studied. b © Considering all these aspects the project plan may be modified to accommodate this request for change ‘Que 1.23. | What are the activities performed during software project planning ? ‘Answer Following activities are performed during software project planning : (Ownership of customer relationship and business. 2 Analysis of project health (productivity and profitability) and report to business manager Maintain the consolidated delivery and billing plan Identification and planning of new business with the customer. 6 Review of 3. Managing the onsite team ates and proposals. ovide manpower requirements. Maintain the project management plan. Ooo Project Life Cycle and Effort Estimation 2.1K OE-Sem6)Software Project Management 22K OF-Semey “The project initiation phase involves the following six kay stepswhag, are shown in Fig. 2.1.2. 2.2K (OE-Sem-6) Project Life Cycle and Eifort Estimation business case t ¥ Pia : in a Appoint a Perform ph onc tay praject team ira Ria sess and Proceso Modal, Choe of Dried Genin a [Src Se ee in aes ae Wig. 21.2. ‘Que2A. | Describe project management life cycle. 2. Project planning + - a. After defining the project anc appointing the project team, were Jf oe Fendy ent toe celled proje oeaaa eee The project management life cycle comprises of four phases b. This involves creating a cuite of planning documents to help guile the team throughout the project delivery The planning phase involves completing the following ten key steps as shown in Fig. 2.1.3. Projex Greate Lf create Create Creates [gl Greaten +f bof ore Py prees plan] "| resouree plan |”| financial plan | "| quality plan [”] risk lan Perform z = CConiract the Fonte = Create Create phase 1] Tappliens fH Procurement bey communica: be acceptane Erview plan tion plan las 21.3. 3 Project executio: & This isthe phase in which the deliverables are physealy bil aed Prosented tothe customer for acceptance, enn ‘ste processes include managing timo, cost, quality, change, it «,_imsehesuppliers, customers and commanieaton. Case: all the deliverables have been produced and the customer bas eepted the final solution, the project is ready for closure. Project b 1. Project initiation : a. Project initiation is the first phase in the project life eyele which, involves starting up the project, b. Initiate a project by defining its purpose and scope, the justification for initiating it and the solution to be implemented.4K (OF-Sem-6) Project Life Cycle and Effort Estimation Software Project Management 2.5K (OF-Sem-6) b, The Waterfall Model Bala | progress is seen as flowing steadily downwa! |_detiverabtes ‘model includes : ‘Monitor and ! ‘Requirements Specification control fi, Software Design iii, Implementation iv, Testing e Dataflow Model : [t is diagrammatic representation of the flow ‘and exchange of information within a system. Perfor te Perform Hak | enseement Perform cont Perform issue ee sa 4. Evolutionary Development Model : Following activities are = ee ea ao oni ‘management, oases on ii Development | ence = ta Role Acton Model; Roles fhe poops trcved inthe soforer= eo ae See ett oe tey acesat ation ore a GRGEH issues auc modaita bree Fig. G3 Answer Se ae rat oven BO i aeecct! nu diarammatereprseatation which ala proves deetiption of a Project closure involves releasing the final deliverables to the various phases and their sequence in life eycle of software product. vung over project documentation to the business, costome ; le le 2 Software undergoes some basic stages, daring its if eye erminating supplier contracts, releasing es requirement analysis and specification, design, coding, testing and ‘Stamunieating project closure to all stakehold ee wae] ware process model in detail 3, There are many software models which are used as per requirement o Queda, | Explain software pr odel in di Tree ee per reat f = 4, Allmodels undergo these basic stagea while Uhsir mapping of the stages A. a software process mode] in an abstraction ofthe aotual process, which, ray be different as per model requirement. Aer rete sale be defined axa simpliied representation of 5% We can choose any ons cf medal en the basis of: Seoftware process. moje tereloomentiared 2. Each model represents a provess from a specific perspecti ieee 3. Basie software process models on which different type of software ae process models can be smplemented are as follows sequential series of tasks and decistons Administrative overhead a, Aworkflow Model: caer Risk exposureSoftware Project Manag ement = a eins te be documented by which the standard outputs (deliverables) to be produced by each phase can formulate. 4. This model does not allow to go back to the previous stage from one craze “one way street with no turning back” like waterfall that’s why it is eatled waterfall model. Qaed5. | Explain different phases of waterfall model. Integration and system testins & According to b 2-6 K (OE-Sem-6) Project Life Cycle and Effort. Estimation Answer against ve jodel are SKinnen |] __ Software development if cycle model ‘The different phases of waterfall mode Sriiem and 3, Feasibility study + software desiening| ‘a. This phase is used to check whether the new proposed systems el] econosnically, technically and operationally feasible or not Coding +b _Ieuhieh information is gathered about what output tobe produce Timplementation Tn which ined and process that can be used and then differ fand unit testing solution strategies are formulated. Integration and |_ 2 Requirement analysis and specification : eae ne pais phase give specification about what isthe system for ‘Operation and b. This phase analyze end specifies the requirement of user/eustomer a and document them properly. Fig. 23. a ¢. Inrequirement analysis, the data are gathered from users using Phases of software development life eycle models different methods such as interviews, questionnaires, on site 3. Requirement definition (system analysis and system specification) observation and through written document of the organization, 2 System and component (software) design 4 Finally, the requirements are organized systematically in the form 3. Coding of docoment calle watiwase-eeallborias specification ($5) jocument. 4. Implementation and unit testing / 5, Integration and system testing System and software designing phast @ Operation and maintenance a. Indesign phase, overall structure or architecture is developed which eae] etl is transformation of requirement specified in SRS. GQueDAD | Write short note on waterfall model. 4, Coding and module testing : ‘Bnawer In this phase, system design is translated inte source code i 1. Waterfall model is also known as classical, traditional, conventional or b eae) linear segment model End produet of coding phase is module testing, in which each maddlé 2 Tefocus on sequential phase development in which no phase can overlap is tested individually whether they are working properly orth crater phat and so the developer must complete each phase before is is also called unit tosting starting next phase © The output of ats ag next pk itput of this phase is programmed module. Tech phawe of sie model has a well defined starting and ending criteria 5 lan, individually +. Jeeereing 0 en, individually tested module are integrated Tn this phase, al as as 5 nt module are not joined together to form the Steps the pean itis done in various steps and during the Sass ‘ally integrated system is tested and then the ses le added to it and again the testing is done The output of this phase is testing an ° \d integration report,2-8K (OE-Sem-6) Project Life Cycle and Effort Estimation Softwareteeaect Managenient 2-9K (OE-Sem-6) Customer gets opportunity very late to review the project so less user involvement during development process. Que27,_ | What is prototyping model ? When it is used ? ae ewe] Spaem and Prototype model : Femi ready software design 1. There are certain drawbacks in waterfall model. 2. ‘This modol is developed to overcome two main drawbacks of waterfall model. 3. They are aystom testing ‘4. Difficult to predict how the new system will be. b. Difficulty in predicting the entire requirements at very beginning Tnaplementation of project, because even end user doesn't know all requirements maintenance oie Fig. 25.1. 6. Implementation/Installation and maintenance : Pe }—+| Dativered 4 Inthis phase, aystem is installed atthe usor end and itis checked. aan syster If there is any upgradation required in hardware or software clement at user end that is made available. @ueZs, | What are the advantages and disadvantages of waterfall requirements Throw. |__| Executable prototype + Prototyping “system specification model? Hig2z. ae 4 Inprototype model, firstly aworking prototype is developed instead of 7 leveloping actual software Following are the advantages and disadvantages of waterfall model ae is fs developed according to available requirements which basically Advantages of waterfall model have limited functions, low reliability while it passes through all stages, 1 Easy tounderstand of development i., design, coding, testing but is done formally. Each stage has well defined input and output, 6. ‘This model is, used by developer and given to user for review which a helps the usr to botir understand his need and requirement and then k ca aed task feedback from user is collected and given to developer that helps to Seaman tenplaty ee eae ee a remove uncertainties in the requirements of the software, 5. ott ee structure to a technically weak or inexperienced staf. a ae are eee types: Disadvantages of waterfall model : mary exploratory prototyping b. Throw-away protot; 1. Reeration not possible as it is one way street prototyping 2 Requirements freezing at starting stage. Que 28. | Explain V-process model. No stage can start until the previous stage is completed. ae A rigid model 1. Fig. 2.8.1 shows a diagrammatic representati Difficulty in accommodating changes after project development. er Presentation of V-process model,Project Life Cycle and Etfort Betimation 210K (OE-Sem-6) Feasibility |, Corrections study ¥ Corrections <———} Corrections Euan testing Program testing 5 Corrections Coat _ Fig 28: ‘This is an elaboration of the waterfall model and stresses the necessity for validation activities that match the activities that create the products of che project. ‘The V-process model can be seen as expanding the activity testing in the ‘waterfall model. ach stephas a matching validation process which on Binding the defects Causes a loop back to the corresponding development stage and a reworking of the following steps. ‘This feedback should only occur where a discrepancy has been found enwoen what was specified by a particular activity and what was actually Paplemented in the next lower activity on the descent of the V loop. GueBs, | Write short note on spiral model. / wm ‘The activities of this model are organized like a spiral that has many rae? number depends oa software requirement ‘Trevadial dimension ofthis mode, the cumvlative cost or accomplishing different stages (phases) and angular dimension show the progress in tte ng each cle ofthe spiral . Ifmultiple machin. most ofthe nen ae Gre being setup according toa standard sit Multiuser supe? iguration can be automated. & The system configurati ees rEwration is designed to allow multiple userst@use nee ‘ion without interfering each other's work : software installation correetly for a siny A song | ate use wil end cnnruntern antes2-20K (OE-Sem-6) Project Life Cycle and Effort Hstimation A good configuration standard will have soft will have software installed in specified directory areas to logically divide software on the disk ¢ This will lead to easier identification of installed components and the possibility of automating installation procedures through the use of universal scripts. PART-3. Basics of Software Estimation, Effort and Cost Estimation ‘Pachniques, COSMIC Full Function Points, COCOMO TI, Parametric Productivity Model. Que 220, | What do you mean by software project estimation ? =a 1. While computing the cost of project, one of the major componentsis the cost of effart applied by skilled software professionals in terms of person. hours, person days or person-months. 2. Other factors which contribute to total cost are cost of hardware and software, traveling, cost of tools, training etc. 3. Hence, key to accurate estimation of cost is accurate estimation for the manpower that in turn also decides the team size. e of the software to be developed is also very important effort and schedule estimation 4. Estimation ofsi ‘number ofestimation methods to measure size in terms of number of ines of code, function points, object points ete. are proposed. 6, Software effort estimation is important because of following reasons proper control aver project and they can plan Organizations hav systematically b. There isa clear understanding of the product. ©. Estimation also determines the project feasibility in terms of budget 4. Tehelps in identification of resources to be used during the project. Estimation also hielps management in taking decision for current as well as future projects Software Project Management . 221K OE-Sem-6) {_ Fotimation helps in quantifying the impact of risks and guides the project manager to take suitable decision, Discuss various software project estimation techniques. Following are the software project estimation techniques : 1. Algorithmic cost modeliny This approach is based on historical cost information. b. Inthis, amodel is developed which relates the project cost to some software metric which is usually the size in thie ease. & The most common size metric is the number of Lines of Code (LOC) of the final product but that is not easy to predict in the beginning, Code size based estimation is also uncertain because number of factors contributes for computing the final number of LOC, for ‘example, hardware used, software choice, type of DBMS used ete. 2 Expert judgment: In this approach, experience and judgment of one or more experts on that particular application domain is used for the project estimation by extrapolating expert’s experience. bb. Bach ofthe expertestimates the project cost and final cost estimation is decided by consensus. ¢. ‘The problem with this technique is the limited expertise of the experts and hence should be used when other options are not available 2. Estimation by analogy + a. This technique is used when the organization in the past have completed the projects of the similar nature. >. Tn this technique, comparisons are made with the past projects and estimates are proposed, 4, Parkinson’s law : 8. According to Parkinson's law, work expands to fill the available time and budget. b, Itmeans that the Parkinson's approach to cost estimation assumes that the time for completion and available resources are known prior to starting the project, ¢. As aresult, in some cases it can also result into over estimates. 6, Pricing to win approach = a. Inthe pricing to win approach, cost of the project is proportional to the budget of the customer.222K (OE-Sem-6) » 6 Top-down est Project Life Cycle and Effort Estimation ‘Aza result, the estimated effort does not oaly depend wpon the software functionality but also on the customer's capability to spend. ‘This approach, therefore often results into poor quality product, schedule overrun and over budgeting. sation : In thic approach, the whole project is decomposed into member of phasesitasks and estimation for each phase is done using different approach. In top-down estimation, whole functionality of the product is decomposed inte sub-functione and cost estimation is done By using ‘these logical sub-functions. Itis therefore suitable for using early in software life cycle. 7. Bottom-up estimation : b In this approach, instead of logical functions, components implementing these functions are used for cost estimation ‘Each component cast is eatimated and then added to give the final costestimate, Bottom-up estimation techniques are appropriate at detailed stages of project planning, Qae B22, | what aro the different cost estimation techniques ? Folowing are different cost estimation techniques 1. Empirical Estimation Technique: a ‘Empirical estimation is a technique or model in whieh empirically derived formulas ace used for prodicting the data that are arequired land are essential part ofthe software project planning step, ‘These techniques are usually based on the data that is collected previously from a project and also based on some guesses, prior ‘experience with the development of similar types of projects, and assumptions It uses the size of the software to estimate the effort, In this technique, an educated guess of project parametersis made. Hence, these models are based on common sense, 2 Heuristic Technique : ‘The heuristic technique is a technique or model that is used for solving problems, learning, or discovery in the practical methace which are used for achieving immediate goals, ‘Those techniques are flexible and simple for talking quick decisions through shortcuts and good enough calculations, most probable Software Project Management ane ; “hen working with complex data. But the decisions aS 4 5, 1 Analytical Est b. wthen this technique are necessary tobe optimal. rGunique, the relationship among different In this toch eupressed using mathematical equations aoe elarhourstcachnique is given by Constructive a Tas pope tochniqe also sed to inereun or peta oor civand investment decisions imation Technique : ei cal eatiznation is atype of technique tht fused to maaey work. qr technique, firstly the task is divided or broken doweintas sae Seiponent operations or elerieats for analysing, Second, ifthe standard time is available from some other ag then these sourees are applied to each element or componentt work, Third if there i no such time available, chen the werk a eas based on the experience of the work. In this technique, results are derived by making cerin be assumptions about the prosect Holstend’s software science is based on analytical etimatinal Jn this method, practically staff learns by doing everything, The sll ae behave like a researcher and he endeavours to find answers! estions. Heurists believe that sta i beled to find ee be told as little as possible. They re qe method initiates activity. Also it involves activity of mind Thesall becomes an active situations b the discoverer of truth when they are foreed 19 592 ations by the seniors, Tho more active and attentive anindh fully and firmly does he grasp kaowledge Inbeing consi Work wage sidered as discoverers, staff takes delight and they pet ork with much sine: ‘This method tus Disadvantage ; ‘This method is insufficient erity and pleasure, ns out inquisitive and enquiring staff. ideal one; but fails for want of good equipment da ta2-24 K (OE-Sem-6) Project Life Cycle and Effort Estimation Heuristic method is an expensive system. nount of work done under this system is very small. Write short note on COSMIC function points. COSMIC function points are a unit of measure of software functional size. ‘The size is a consistent measurement (or estimate) which is very useful for planning and managing software and related activities. ‘The process of measuring software size is called Functional Size Measurement (FSM) COSMIC functional size measurement is applicable to business, real-time and infrastructure software at any level of decomposition (from a whole software system down to a single re-usable component or user story) It is independent of the technology or processes used to develop the system, Itis an ISO standard. ‘The unit of size is the COSMIC Function Point or CFP. Que 225, | Give various estimation models. Describe any one of the estimation model using suitable examples. ‘Answer Various estimation models are COCOMO model: 1 COCOMO (COnstructive COst estimation MOdel) can be classified into one of the following three categories based on the development complexity : organic, semidetached, and embedded a. Organic : We can consider a development project to be of organic type, if the project deals with developing a well-understood syeiication program, the size of the development team is reasonably Small, and the team members are experienced in developing similar types of projects b. Semidetached : A development project can be considered to be of Som iatached type, if the development team consists of a mixture of experienced and inexperienced staff. Team members may have limited experience on related systems but may be unfamiliar wich some aspects of the system being developed c Embedded :A development project is considered to be of embedded type, ifthe software being developed is strongly coupled to complex hardware, or if stringent regulations on the operational procedures Software Project Management 2-25 K (OE-Sem-6) “According to Boehm, software cost estimation should be done through three stages : Basic COCOMO, Intermediate COCOMO, and Detailed/ Complete GOCOMO. a. Basic COCOMO model: i. The basic COCOMO model gives an approximate software development efforts and cost as function of program size expressed in estimated lines of code. ii, ‘The basic COCOMO estimation model is given by the following expressions : . Effort (E) = a(KLOO Development Time (T,,,) = o%(B)* ‘Where E is effort applied in person-month, Ty., is development time in months. ii, ‘The coofficients a, b, ¢, d are constant and can be calculated by given table Project [oe Sea paNearae Organic 24 1.05 0.38 Semidetached 30 a2 | 26 0.85 Embedded 36 120 | 25 0.32 jv. When effort and development time are Known, the average staff size to complete the project may calculated as: Average staff size (SS) = E/T,,, persons v. When project size is known, the productivity level may be calculated. Productivity (P) = KLOC/B, b. Intermediate COCOMO : i, Theintermediate COCOMO model recognizes this fact and refines the initial estimate obtained through the basic COCOMO expressions by using a set of fifteen cost drivers (multipliers) based onvarious attributes of software development. ii, For example, if modern programming practices are used, the initial estimates are scaled downwards by multiplication with a cost driver having a value less than one. 4i, In general, the cost drivers can be grouped into four eategories : 1. Product attributes: The characteristics of the product that are considered include the inherent corplexity of the product (CPL, reliability requirements of thd product (RELY) and database size (DATA)2-26K (OE-Sem-6) Project Late Uycie ana sarore moumanve, & Computer attributes : The characteristics of the computer that are considered inchide execution time constraints (TIME), ‘main storage constraints (STOR), virtual machine volatility (VIRT) end computer turnaround time (TURN). 3. Personnel : The attributes of development personnel that are considered include the analyst capability (ACAP), ‘application experience (AEXP), programmer capability (PCAP), ‘virtual machine experience (VEXP) ané programming language experience (LEXP) 4. Project attribute: The characteristics ofthe project that are ‘considered includes modern programming practices (MODP), use of software tools (TOOL) and required development schedule (SCED), ‘The intermediate COCOMO equations are : Effort (E) = a*(KLOC)*EAF Development Time (Ty,,) = “CE ‘The EAF (Effort Adjustment Factor) is multiplication of different types of costdrivers. £ is an effort applied in person-month Tis development time in months, ‘The coefficients a, b, ¢,d are constant and can be calculated by given table (eet Leal BOA). a ‘Organic 32, 105 | 26 0.38 ‘Semidetached 30 aap [meas 035 ‘Embedded 28 a20 | 26 | 092 Detailed/complata COCOMO modal = i A major shortcoming of both the basic and the intermediate COCOMO models is that they consider a software product as a single homogeneous entity. ii However, most large systems are made up of several smaller subsystems. These subsystems may have widely different characteristics, Si Forexample, some subsystems may be considered as organic type, some semidetached, and some embedded, iv. Not only that the inherent development complexity of the subsystems may be different, but slso for some subsystems the reliability requirements may be high, for some the development team might have no previous experience of similar development, and 60 on, Tis unpiete GOGOMO model considers these differences a all fecteristics of the subsystems and estimates the effort and | char! development time as the sum subsystems, ‘The cost of each subsystem is estimated separately. This approach reduces the margin of an error in the final estimate. of the estimates for the individual a COcoMo-: Que 2.26.| Discuss the role of cost estimation in a softwar development project. estimation for all cate; {the original COCOMO and is COCOMO-Ilis the revised version 0 he leadership Gevcloped at University of Southern Cabfornia unde of Dr. Barry Boehm. ‘The model s turned 10 the 1 2ietcontury Tt iso provides a quantitative analytic framework, and set of tools and techniques for evaluating the effects of software technology improvements on sofware lifecycle costs and schedules. COCOMO-UI providesthree detailed cos estimation models. These an be used 10 entimate project costs at different phases of the sofware, As the project progresses, these models can be applied at different ager of tonsa ei I a. Application composition : Here, the external features of the system that the users will experience are designed. Prototyping will typically be employed to do this with small applications that can be built using high-productivity application- bullding tole; development can stop at this point. ‘b. Early design : Here, the fundamental software structures are dosigned. With larger, more demanding systems, where for example, there will be large volumes of transactions and Performance is important, careful attention will need to Be ‘paid to the architecture to be adopted. © Post architecture : Hore, the software structures faalconstruction, modification and tumsna to creste saystinn that will perform as required Bs Briefly explain COCOMO eee gory of projects. ue ; Answer Incost estimation, the ‘number of estimation techniques have been developed and are having following attributes in common, 1 2. Project scope must be established in advance, Software metries tries are used as a basis from which estimates are made.Ud. 3-2K (OF-Sem-6) Activity Planning and Risk Management PART-1 Objectives of Activity Planning, Project Schedules, Activities ‘Sequencing and Scheduling. ‘Project planning is an aspect of project management that ensures various project tasks are well coordinated and they meet the various project, objectives including timely completion of the project. ‘The project plan refiects the current statue ofall project activities and is used to monitor and control the project. 8. Project planning is an ongoing effort throughout the project life eye. Project planning helps in : a. Facilitating communication. 1b. Monitoring/measuring the project progress. © Provides overall documentation of assumptions/planning decisions, ‘The project planning phases can be broadly classified as follows & Development of the project plan. b, Execution of the project plan. © Change control and corrective actions. Que32 |] Write down the outline of stepwise planning acti Answer ‘The stepwise planning is discussed as follows : 0. Select project LL. Identify project scope and objectives : Identify objectives and measures of effectiveness in b. Establish a project authority ¢. Identify stakeholders, ‘Modify objectives in the light of stakeholder analysis, jeeting them Software Project Management 3-9K (OE-Sem-6) [Establish methods of communications with all parties. Identify project infrastructure : : ‘a, Establish relationship between project and strategic planning, b. Identify installation standards and procedures ¢, Identify project team organization. Analyze project characteristics + ‘a. Distinguish the project as either objective or product driven. > Analyze other project characteristics. Identify high-level project risk Take into account user requirements concerning implementation: e, Select general life cycle approach. £ Review overall resource estimats Identify project products and activities : Identify and describe project products (including quality criteria). ‘Document generic product flows, Recognize product instances. Produce ideal activity network. “Modify idea to take into account need for stages and checkpoints. stimate effort for each activity : Carry out bottom-up estimates. Fe peeoee Revise plan to create controllable activities, Identify activity risks = a. Identify and quantify activity-based risks. b, Plan risk reduction and contingency measures where appropriate. © Adjust plans and estimates to take account of risks. Allocate resources sic eee eee b. Revie plan andenimates to aroun for resource cont Reviewhubligu plan nn Suse anual a” Review quale sepecta of ale pl b.Document plans and eta agreements Execute planvlower levels of planning; a. Dacian ere Gael ‘ation of the planning process ata lowerb. ‘The processes required to deliver the product as promised and as perthe standards are defined. 3 Project activity definition and activity sequencing : a. In this step, we define all the specific activities that must be ‘performed to deliver the product by producing the various product deliverables. ‘The project activity sequencing identifies the interdependence of all the activities defined. 4, Time, effort and resource estimation 1. After all the stakeholders are identified, it is critical to identify wt each stakeholder expects to gain from the aan projec For instance, for an end user it might be that they are expecting ave user friendly and robust software with a number of eatece cation maintainer tithe quality ofthe Govamentationara he eeaaey of the system that are important. 5 4 manager would not want any overruns to the schedule, while the person whi approves the budget might expeet a low budget project, 4. By identifying each of the stakeholders “win” condition, the project’s objectives are clear from the start, 5. In the negotiation with the customer, these objectives should be reinforced and documented. 2. The effort can be calculated using function points, lines of code, complexity of code, benehmarks, etc. ‘This step clearly estimates and documents the time, effort and resource required for each activity. 5. Risk factors identification a. _Itis important to identify and document the risk factors associated. with the project based on the assumptions, constraints, user expectations, specific circumstances, ete 6 Schedule development: ‘4. The time schedule for the project can be arrived on the bssis of the activities, interdependence and effort required for each of them, ¢ Establish re | b. The schedule may influence the cost estimates, the cost benefit stakeholders | analysis and s0 on, Popular tools can be used for creating and reporting the schedules 6. Steps to identify the objectives are as follows Identify and allocate resources, a. Understand h »w people will benefit from the project. Sofware Project Management 3-5K (OF-Sem-6) pn Ce Sen) Activity Planning and Risk Management rt Banning and Risk Management ». Prioritize objectives for the project. | sonable expectations on the parts of all the 4. Transform these objectives into project activities @ Identify and manage the risks. such a5 Gantt charts £. Keep people involved. Keep senior management and the customer 7, Coetentination aid buigeting aware of the atatus of the project at all times. 5 ‘Based on the information collected in all the previous steps, itis possible to.eatimate the cost involved in executing and implementing Qaeda, | Whatare the different types of project planning involved pee ina project ? Answer Different types of project planning involved during project development 1. Project scope definition and scope planning : . Based onthe cost estimates, budget allocation is dane for the project. Organizational and resource planning : a, Based on the activities identified, schedule and budget allocation ‘resource types and resources are identified. Pec eauia halon b. The goals of resource planning is to ensure that the project is run 2 his atep, we document the project work fe teal hieve the project goal e traints, user expectations, ¢ Resource planning an iterative process and necessary to optimize b. We document the assumptions, constraints, user ‘pnicad requirements, project deliverables, the use of resources throughout the project life cycle thus making ‘ectything that defines the final product the project execution more efficient fverything that def |” a mlstanugenient placate } a. Risk management is a process of identifying, analyzing and | responding toa risk business requirements; Quality planning e 8. Based on the inputs captured in the previous steps suchas the I pooduct ave datersnined t scope, requires ng the quality of the 603-6K (OE-Sem-6) » Activity Planning and Risk Management ‘Based on the risk factors, identified risk resolution plan is ereated 10. Project plan development and execution : b Project plan development uses the inputs gathered from all the other planning processes such as scope definition, activity densification, activity sequencing, quality management planning, A detailed work breakdown structure comprising f a the activities identified is used ‘The project plan documents all the assumptions, activities, schedule, timelines and drives the project. LL. Performance reporting : b ‘The progress of each of the tasks/activities described in the project planis monitored. ‘The progress is compared with the schedule and timelines documented in the project plan. ‘Various techniques are used to measure and report the project performance such as EVM (Rarned Value Management) 12. Planning change management : » Analysis of project performance can nectasitate that certain aspects of the project be changed. ‘The Requests for Changes need to be analyzed carefully and its, impact on the project should be studied, Considering all these aspects the project plan may be modified to sccommodate this request for change. QueSS, | What do you mean by project schedule ? Write down steps in building the project schedule. 1. Scheduling is an inexact process in that i tries to predict the future 2, While it is not possible to know with eertainty how long a project will take, there are techniques that can increase the likelihood of being close, 3. If-we are close in our planning and estimating, we can manage _project to achieve the achedle by accelerating some efforts or modify approaches to meet required deadlines. 4 Building the project schedule is a complex activity, 5. Basically there are five key processes for developing a project schedule ‘They are as follows aiaaiemmeaueaadsad Software Project Management 3-7K (OB-Sems) 1. Define activities: " 5 Estimate ac ‘The goal of the activity definition step is to identify all the tasks required to accomplish the product. ‘This frequently results in identifying all the work products and deliverables that comprise the project components of a Work ‘The project schedule further decomposes these deliverables into the actual activities required to complete the work. Sequence activities Jn this step, design the sequence of activities with dependencies required to complete the project ‘During this step, one will identify any dependencies of r tatks and document them in the project schedule, ‘One will need to analyze each of the tasks to understand which ‘task has a dependency on additional tasks. Dependencies relationships must inelude finish-to-start and start-to-finish dependencies. ty resourees : ‘The next step is to identify the resources and thelr availability to our project. Inthis step, one will also assign resources to each of the tasks, ed 4. Estimate activity durations : ‘With resources assigned, the next step is to estimate each task’s duration, ‘The activity’s duration is the aumber of working periods required to complete the task. jal Selecting the correct duration type impacts the resource availability and the furecasted task end date 5. Develop schedule: Que aa, The last step is to analyze the project schedule and examine thesequences, durations,resources and inevitable scheduling ‘Tho goal of this step ia to validate the project scl correctly models the planned work ss Seale which 1m this step one will not only validate the duration estimates are accurate, but validate the resource allocations are correct. t are the basic objectives of scheduling?3-8K (OE-Sem-6) Answer ‘The basic objectives of scheduling are as follows: the basis for all planning and decide how to use its resources to Activity Planning and Risk Management predicting and help management achieve time and cost goals, Itprovides visibility and enables management to control “one-of-a-kind” programs 3. It helps management to evaluate alternatives by answering such questions as how time delays will influence project completion, where. slack exists between elements, and what elements are crucial to mect the completion date. It provides a basis for obtaining facts for decision-making. It utilizes a so-called time network analysis as the basic method to determine manpower, material, and capital requirements, as well as to provide 2 means for checking progress. Itprovi Itreveals interdependencies of activities, ies the basic structure for reporting information. It facilitates “what if” exercises. It identifies the longest path or critical paths. 10. Itaidsin scheduling risk analysis. QUEST. | Discuss the various terms used in scheduling. ‘Answer ‘Terminology used in scheduling are discussed as follows : 1 Activity : An element of work performed during the course of a project. 2 Baseline : The original plan plus or minus approved changes. 8. Arrow Diagram Method (ADM): a A network diegramming technique in which activities are represented by arrows >. Tm tallafthe arrow representa the start and the head of the arrow represents the end of the activity. : ted at points called nodes to illustrate the © Gequence in which activities are expected to be performed. 4 Also called Activity-On- row (AOA). ation of late finish and start dates for the aoe ot tivities determined by working Sond date Backward pass : The calcul: uncompleted portions of all networ . backwards through the network logic from the project 5. Critical activity : An activity on a critical path j Software Project Management 3-9K (OE-Sem-6) 6 Critical path The series of activities which determines the earliest completion of the project. b, The eritical path is usnally defined as those activities with float less ‘than or equal to a specified value (usually zero). Critical Path Method (CPM : a, Anetwork analysis technique used to predict project duration by ‘analyzing which path has the least amount of scheduling flexibility. b, Early dates are calculated using a forward pass; late dates are calculated using a backwards pass. & Dummy activity a. An activity of zero duration used to show a logical relationship in the arrow diagramming method. Dummy activities are used when logical relationships cannot be completely or correctly described with regular activity arrows. Dummies are shown graphically as a dashed line headed by an 9. Duration (DU) : The number of work periods required to complete an activity or other project element. 10. Early finish date (EF) : In the critical path method, the earliest possible date in which the uncompleted portions of an activity or project can complete and ean change as the project progresses. 12, Early start date (ES) : In the critical path method, the earliest possible date in which the uncompleted portions of an activity or project can start, can change as the project progresses. 12, Effort : The number of labour units required to complete an activity or other project element. It should not be confused with duration, 13. Event-on-node : A network diagramming technique in which events are represented by boxes (or nodes) connected by arrows to show the sequence in which the events are to occur. 14. Float: The amount of time that an activity may be delayed from its early start without delaying the project finish date, Forward pass: The calculation of the early start and early finish dates for the uncompleted portions of all network activities, 16. Free Float (FF) : The amount of time an activity ean be delayed without delaying the early start of any immediately succeeding activities. 17. Gantt chart: A graphic display of schedule-related information using bars. 18, Hammock: An aggregate or summary activity. 19. Hanger : An unintended breakin anetwork path, Hangers are usually caused by missing activities or missing logical relationships,: og ora ae oteeeee 310K (OF-Sem-6) Activity Planning and Risk Manage 20. Lag: A modification of logical xelationship which directs a delay in the successor task. - 21, Late finish date (LP): the crt path method the latest possible date that an activity may be completed without delaying a spec milestone. Late start date (SF) :In the critical path method, the latest possible date that an activity may begin without delaying aspecifed milestone. Lead: motification of logical relationship which allows an acceleration Flin wiccaeeor cane Level of effort (LOE) : Support type activity for example, vendor or Gustomer liaison) that does not readily lend itself to measurement of discrete accomplishment. Logical relationship : A dependency between two project activities or Detireen an activity and a milestone Master schedule : A summary level schedule which identifies the rajor activities and milestones Milestone : significant event inthe project, usually completion of @ major deliverable Milestone schedule :A summary level schedule which identifies the Zajer mileetonaa Path convergence:In mathematical analysis, tye tendency of pualel bathe of approximately equal duration ta delay the complos eo milestone where they mest . Precedence Diagram Method (PDM) + A network i technique in which activities are ropeeeea linked by precedence relations nctivities are tobe performed ‘1. Program Evaluation and Faview Technique (PERT) :An event oriented network analysis tachnigue vod io eatinaia prec aang, when there isa high degree of uncertainty withthe individual activity 32. Project network diagram : Any schematic display of relationships of project activities, 98. Remaining Duration (RDU); The time needad 34. Resource leveling: Any form of networis anal finish dates are driven by resource management const 35. Resource Limited schedule :Itis a project achedule a finish dates reflect expected reacaree schedule should always be reso 8B B BB SBR 8 agrema ed by nodes Acton nk ipa to ahow the sequence nice ae the logical tocompleto an activity lysis in which stare and time work w: h date is norm, finish date and che As scheduled to ally within the Jate finish date f } Software Project Management SUK (OF Seng late (SS) : The point in time work was Foe ee he scheduled slat date gana viel sate of dates delimited by the early start and late start date a wrk diagram : Any project network diagram Reena ene the positioning and lenge of tinue aac in Bagontially it is abor chart that includes memati PART-2 | work Planning Models, formulating Network Ep peste eats Gud Bechioord Pas Techniques Que 88. | What do you mean by activity networks? activity network is a vical method for showing the erdri= * lh the as Ned io belted tae epee them. 2 The technique can be broken down into three stages 9. Planning: It identifies tasks and estimate duration aftiats ». Scheduling: Establish time table of start and finish times & Analysis : Establish the float and evaluate and revises ssi ‘They developed this technique for evaluating the performanteoi® lopment projects, ‘his fs represented graphically, as shown in Fig. 88.1 Fig. 3.8.13-12 K (OE-Sem-6) Activity Planning and Risk Management ee a ee Te deesmcgeatgnumtes {cree piemlagert ini lines, which represent the task themselves. ea 6. Bach task is additionally labeled by its time duration, 7. Thus the task between events 1 and 2is planned to take 3 time units, 8. The primary benefit is the identification of the eritical path. In oriical path, total tite foraetivites on this pathi 8‘ activities on this pa is greater than any other path throogh the network (delay in any Cask ont ote leads to a delay in the project). - ae 10. The degree of difficulty in developing a plan is usually a function of the number of activities or tasks, their sequence, their timing, and the complexity. LL. There are two types of activity networks diagram. They are: a. Program Evaluation and Review Techniques (PERT) b, Critical Path Method (CPM) Que3.9. | Write a short note on PERT. ‘Answer 1. AProject (er program) Evaluation and Review Technique (PERT) chart isa project management tool used to schedule, organize, and coordinate tasks within a project. / 2, PERT can be both a cost and a time management systems, 8. PERT is organized by events and activities or tasks. 4. PERT charts depict task, duration, and dependency information. 5. Bach chert start withen initiation nede from which the firet task, or tasks, originates. 6, Itmultiple tasks begin at the same time, they are all started from the node or branch, of fork out from the starting Point : by ali tates its name or other 7. Bach task is represented by a line, which stat rote identifier. sen he number of people assigned to it, and in son cases the initials of the personnel assigned. 8 The identifies the st thats, waiting ti PERT char a list of the project tasks Tine is terminated by another node, which ther ond of the task eae cae, n6 another task, or the beginning o .e between tasks. Steps in drawing Mak 2 Assign atask identification letter to each task. Yo | Software Project Management 3-13 K (OE-Sem-6) 3, Determine the time duration for each task. Draw the PERT network, number each node, Iabel each task with its task identification letter, connect each node from start to finish, and put ‘each task's duration on the network. Determine the 1ieed for any dummy tasks. Determine the earliest completion time for each task node: Determine the latest completion time for each task node and verify the PERT network for correctness. ‘Que SG0. | What are the benefits and limitation of PERT? “Answer Benefits of PERT: 1. The PERT network is continuously useful to project managers prior to and during a project. 2, The PERT networks straightforward in its concept and is supported by software, 3, The PERT network's graphical representation of the project's tasks help to show the task interrelationships. 4, The use of the PERT network is applicablein a wide variety of projects. 5. PERTis ascheduling tool that also shows graphically which tasks must be completed hefore other tasks begins. By displaying the various task paths, PERT enables the calculation of a critical path. 7. PERT controls time and costs during the project and also facilitates finding the right balance between completing a project on time and completing it within the budget. it exposes all possible parallelism in the activities and thus helps in allocating resources. 5 9, Ttallows scheduling and simulation of alternative schedules. “Limitations of PERT: clearly defined as well as their relationships to each other. ‘The PERT network does not doal very well with task overlap, PERT The PERT following casks begin shar their preceding tasks end. 4. The PERTnecwork is only as good as the time estimates thatentered by the project manager } Za In order of the PERT network to be useful, projects tasks have to be f |. PERT does not help in deciding which activities are necessary or how Jn wail take, Jong @