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- 1. 1 Project Evaluation and Project Planning: Importance of Software Project Management - Activities - Methodologies - Categorization of Software Projects - Setting objectives - Management Principles - Management Control -Project portfolio Management - Cost-benefit evaluation technology - Risk evaluation -Strategic program Management - Stepwise Project Planning. Lloyd Institute of Engineering & Technology, Greater Noida URL: https://aktu.ac.in/syllabus%202020-2021.html Syllabus UNIT-I
- 2. 2 Lloyd Institute of Engineering & Technology, Greater Noida Software Project Management (SPM) is a proper way of planning and leading software projects. It is a part of project management in which software projects are planned, implemented, monitored and controlled. Need of Software Project Management: Software is an non-physical product. Software development is a new stream in business and there is very little experience in building software products. Most of the software products are made to fit client’s requirements. The most important is that the basic technology changes and advances so frequently and rapidly that experience of one product may not be applied to the other one. Such type of business and environmental constraints increase risk in software development hence it is essential to manage software projects efficiently. It is necessary for an organization to deliver quality product, keeping the cost within client’s budget constrain and deliver the project as per scheduled. Hence in order, software project management is necessary to incorporate user requirements along with budget and time constraints. SOFTWARE PROJECT MANAGEMENT
- 3. 3 Lloyd Institute of Engineering & Technology, Greater Noida ACTIVITIES 1. The feasibility study assesses whether a project is worth starting-that it has a valid business case. Information is gathered about the requirements of the proposed application. Requirements elicitation can, at least initially, be complex and difficult. 2. Planning If the feasibility study indicates that the prospective project appears viable, then project planning can start. For larger projects, we would not do all our detailed planning at the beginning. We create an outline plan for the whole project and a detailed one for the first stage. Because we will have more detailed and accurate project information after the earlier stages of the project have been completed, planning of the later stages is left to nearer their start.
- 4. 4 Lloyd Institute of Engineering & Technology, Greater Noida 3. Project execution The project can now be executed. The execution of a project often contains design and implementation sub-phases. Students new to project planning often find that the boundary between design and planning can be hazy. Design is making decisions about the form of the products to be created. This could relate to the external appearance of the software, that is, the user interface, or the internal architecture. The plan details the activities to be carried out to create these products. Planning and design can be confused because at the most detailed level, planning decisions are influenced by design decisions. Thus a software product with five major components is likely to require five sets of activities to create them.
- 5. 5 Lloyd Institute of Engineering & Technology, Greater Noida METHODOLOGIES While a method relates to a type of activity in general, a plan takes that method (and perhaps others) and converts it to real activities, identifying for each activity: - its start and end dates; - who will carry it out; - what tools and materials - including information - will be needed. The output from one method might be the input to another. Groups of methods or techniques are often grouped into methodologies such as object-oriented design.
- 6. 6 Lloyd Institute of Engineering & Technology, Greater Noida CATEGORIZATION OF SOFTWARE PROJECTS Compulsory versus voluntary users In workplaces there are systems that staff have to use if they want to do something, such as recording a sale. However, use of a system is increasingly voluntary, as in the case of computer games. Here it is difficult to elicit precise requirements from potential users as we could with a business system. What the game will do will thus depend much on the informed ingenuity of the developers, along with techniques such as market surveys, focus groups and prototype evaluation. Information systems versus embedded systems A traditional distinction has been between information systems which enable staff to carry out office processes and embedded systems which control machines. A stock control system would be an information system. An embedded, or process control, system might control the air conditioning equipment in a building. Some systems may have elements of both where, for example, the stock control system also controls an automated warehouse.
- 7. 7 Lloyd Institute of Engineering & Technology, Greater Noida Outsourced projects While developing a large project, sometimes, it makes good commercial sense for a company to outsource some parts of its work to other companies. There can be several reasons behind such a decision. For example, a company may consider outsourcing as a good option, if it feels that it does not have sufficient expertise to develop some specific parts of the product or if it determines that some parts can be developed cost-effectively by another company. Since an outsourced project is a small part of some project, it is usually small in size and needs to be completed within a few months. Considering these differences between an outsourced project and a conventional project, managing an outsourced project entails special challenges. Indian software companies excel in executing outsourced software projects and have earned a fine reputation in this field all over the world. Of late, the Indian companies have slowly begun to focus on product development as well. The type of development work being handled by a company can have an impact on its profitability. For example, a company that has developed a generic software product usually gets an uninterrupted stream of revenue over several years. However, outsourced projects fetch only one time revenue to any company.
- 8. 8 Lloyd Institute of Engineering & Technology, Greater Noida Objective-driven development Projects may be distinguished by whether their aim is to produce a product or to meet certain objectives. A project might be to create a product, the details of which have been specified by the client. The client has the responsibility for justifying the product. On the other hand, the project requirement might be to meet certain objectives which could be met in a number of ways. An organization might have a problem and ask a specialist to recommend a solution.
- 9. 9 Lloyd Institute of Engineering & Technology, Greater Noida SETTING OBJECTIVES Stakeholders set the objectives of the project. The objectives should define what the project team must achieve for project success. Although different stakeholders have different motivations, the project objectives identify the shared intentions for the project. There may be several stakeholders, including users in different business areas, who might have some claim to project ownership. In such a case, a project authority needs to be explicitly identified with overall authority over the project. This authority is often a project steering committee (or project board or project management board) with overall responsibility for setting, monitoring and modifying objectives. The project manager runs the project on a day-to-day basis, but regularly reports to the steering committee.
- 10. 1 0 Lloyd Institute of Engineering & Technology, Greater Noida MANAGEMENT PRINCIPLES Management involves the following activities: • planning - deciding what is to be done; • organizing - making arrangements; • staffing - selecting the right people for the job etc.; • directing - giving instructions: • monitoring - checking on progress; • controlling - taking action to remedy hold-ups; • innovating - coming up with new solutions; • representing - liaising with clients, users, developer, suppliers and other stakeholders.
- 11. 1 1 Lloyd Institute of Engineering & Technology, Greater Noida MANAGEMENT CONTROL The effectiveness of all activities such as scheduling and staffing, which are planned at a later stage, depends on the accuracy with which the below project parameters have been estimated. • Cost How much is it going to cost to complete the project? • Duration How long is it going to take to complete the project? • Effort How much effort would be necessary for completing the project? • Scheduling Based on estimations of effort and duration, the schedules for manpower and other resources are developed. • Staffing Staff organization and staffing plans are made. • Risk Management This activity includes risk identification, analysis, and abatement planning. • Miscellaneous Plans This includes making several other plans such as quality assurance plan. configuration management plan, etc.
- 12. 12 Lloyd Institute of Engineering & Technology, Greater Noida MANAGEMENT CONTROL Management, in general, involves setting objectives for a system and then monitoring the performance of the system. Especially in the case of large undertakings, there will be a lot going on about which management should be aware. This will involve the local managers in data collection. Bare details, such as "location X has processed 2000 documents', will not be very useful to higher management: data processing will be needed to transform this raw data into useful information. This might be in such forms as "percentage of records processed". "average documents processed per day per person' and "estimated completion date".
- 13. 1 3 Lloyd Institute of Engineering & Technology, Greater Noida PROJECT PORTFOLIO MANAGEMENT Portfolio project management provides an overview of all the projects that an organization is undertaking or is considering. It prioritizes the allocation of resources to projects and decides which new projects should be accepted and which existing ones should be dropped. The concerns of project portfolio management include: • identifying which project proposals are worth implementation. • assessing the amount of risk of failure that a potential project has. • deciding how to share limited resources, including staff time and finance, between projects - one problem can be that too many projects are started given the resources available so that inevitably some projects will miss planned completion dates. • being aware of the dependencies between projects, especially where several projects need to be completed for an organization to reap benefits; • ensuring that projects do not duplicate work; • ensuring that necessary developments have not been inadvertently been missed. The three key aspects of project portfolio management are portfolio definition, portfolio management and portfolio optimization. An organization would undertake portfolio definition before adopting portfolio management and then proceeding to optimization.
- 14. 1 4 Lloyd Institute of Engineering & Technology, Greater Noida COST-BENEFIT EVALUATION TECHNOLOGY It consider - the timing of the costs and benefits - the benefits relative to the size of the investment Common method for comparing projects on the basic of their cash flow forecasting. • Net profit = Total income - Total costs • Payback period = Time taken to break even • Return on Investment (ROI) = average annual profit total investment × 100% • Net present Value • Internal rate of return
- 15. 15 Lloyd Institute of Engineering & Technology, Greater Noida In any project evaluation we should identify the risks and quantify their effects. One approach is to construct a project risk matrix utilizing a checklist of possible risks and classifying risks according to their relative importance and likelihood. Importance and likelihood need to be separately assessed - we might be less concerned with something that, although serious, is very unlikely to occur than with something less serious that is almost certain. Table below illustrates a basic project risk matrix listing some of the business risks for a project, with their importance and likelihood classified as high (H), medium (M), low (L) or exceedingly unlikely (-). So that projects may be compared, the list of risks must be the same for each project assessed. It is likely, in reality, that it would be longer than shown and more precise. Risk Importance Likelihood Client rejects proposed look and feel of site H − Competitors undercut prices H M Warehouse unable to deal with increased demand M L Online payment has security problems M M Maintenance costs higher than estimated L L Response times deter purchasers M M RISK EVALUATION
- 16. 1 6 Lloyd Institute of Engineering & Technology, Greater Noida STRATEGIC PROGRAM MANAGEMENT Strategic project management identifies and implements the organisation’s long- terms goals and objectives into the project. With top tier management involvement, it explains why the organisation exists and the context within which it operates. There are three common components which drive the project to its ultimate goal for the company: 1. Strategic analysis This forms the basis for which projects an organisation chooses to undertake. Each project needs to link to the organisation’s mission and be key to meeting long-term objectives. However, bearing in mind that strategic management is about the big picture, it also addresses external factors that could affect progress. Thus, project managers often use strategic analysis tools such as PESTLE to identify potential issues and minimise their impact.
- 17. 1 7 Lloyd Institute of Engineering & Technology, Greater Noida 2. Strategic choice Just how does a company decide which projects to be involved with? Managing multiple projects is a complex task, and something that project managers do in their daily routine. But deciding on the ‘right’ projects is an important step which requires a strategic choice. Essentially, it means identifying projects that meet the aspirations and expectations of stakeholders, while also playing to the company’s strengths. There’s also a need to identify and take advantage of external opportunities, while avoiding external threats. 3. Strategic implementation With the scene set, the third stage of strategic management is implementation. Here, strategic project management sets out the long-, medium- and short-term goals for projects and programmes. Every company wants to grow. So they need to take advantage of opportunities they create for themselves and optimise external influences. Strategic implementation examines all kinds of benefits, including: •The use and benefits of collaborative tools in projects •How people and resources are assigned •The ‘why?’ of projects, not just at a base level, but from the top of a company.
- 18. 18 Lloyd Institute of Engineering & Technology, Greater Noida STEPWISE PROJECT PLANNING
- 19. 1 9 Important Questions Lloyd Institute of Engineering & Technology, Greater Noida 1. Define Management and mention the activities involved in it. 2. Mention some ways of categorizing software projects. 3. Define stakeholders and how they set the objectives? 4. Mention some of the cost-benefit evaluation techniques. 5. How the risk is evaluated in the software project?