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    Software project management

    [email protected]

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    SPM

    Lecture Notes on SPM

    Software Project Management Hughs and

    Cotterel

    IT Project Management Scalweb

    Srikant.in/project for dot project

    Srikant.in for spm

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    Class ahead..

    Create a Group in Google for communication

    Arrange Quiz for IT related papers, includingSPM.

    Question Bank (3 persons) week2, week4,week6 (50 questions Lecture note+ Book)

    Software Tools : for SPM

    Project for each individual, Study of Any Project/case presentation 20 marks with MS Project

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    * Login Name:

    * User Role:

    * Password:

    * Confirm Password:

    * Name:

    * Email:

    send details to srikant [email protected] sub: SPM Dot project

    details

    Dot Project requires : details Send me to

    [email protected]

    What is Management? What is a Project (example?)?

    What is SPM?

    mailto:[email protected]:[email protected]
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    What is a project?

    Some dictionary definitions:

    A specific plan or design

    A planned undertaking

    A large undertaking e.g. a public works schemeLongmans dictionary

    Key points above areplanning and size of task

    5

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    Jobs versus projects

    Jobs repetition of very well-defined and well

    understood tasks with very little uncertainty

    Exploration e.g. finding a cure for cancer: the outcomeis very uncertain

    Projects in the middle!

    6

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    Characteristics of projects

    A task is more project-like if it is:

    Non-routine

    Planned

    Aiming at a specific target

    Work carried out for a customer

    Involving several specialisms

    Made up of several different phases Constrained by time and resources

    Large and/or complex

    7

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    Are software projects really different

    from other projects?

    Not really! but

    Invisibility

    Complexity Conformity

    Flexibility

    make software more problematic to buildthan other engineered artefacts.

    8

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    Activities covered by project

    management

    Feasibility study

    Is project technically feasible and worthwhile from a businesspoint of view?

    Planning

    Only done if project is feasible

    Execution

    Implement plan, but plan may be changed as we go along9

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    The software development life-cycle (ISO

    12207)

    10

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    ISO 12207 life-cycle

    Requirements analysis

    Requirements elicitation: what does the clientneed?

    Analysis: converting customer-facingrequirements into equivalents that developerscan understand

    Requirements will cover

    Functions

    Quality

    Resource constraints i.e. costs

    11

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    ISO 12207 life-cycle

    Architecture design Based on system requirements

    Defines components of system: hardware,

    software, organizational Software requirements will come out of this

    Code and test

    Of individual components

    Integration

    Putting the components together

    12

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    ISO12207 continued

    Qualification testing Testing the system (not just the software)

    Installation

    The process of making the system operational

    Includes setting up standing data, settingsystem parameters, installing on operationalhardware platforms, user training etc

    Acceptance support Including maintenance and enhancement

    13

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    Some ways of categorizing projects

    Distinguishing different types of project is

    important as different types of task need

    different project approaches e.g. Information systems versus embedded

    systems

    Objective-based versus product-based

    14

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    What is management?

    This involves the following activities:

    Planning deciding what is to be done

    Organizing making arrangements

    Staffing selecting the right people for the

    job

    Directing giving instructions

    continued

    15

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    What is management?

    (continued)

    Monitoring checking on progress

    Controlling taking action to remedy hold-

    ups

    Innovating coming up with solutions

    when problems emerge

    Representing liaising with clients, users,

    developers and other stakeholders

    16

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    Setting objectives

    Answering the question What do we haveto do to have a success?

    Need for aproject authority

    Sets the project scope Allocates/approves costs

    Could be one person - or a group

    Project Board Project Management Board

    Steering committee

    17

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    Objectives

    Informally, the objective of a project can bedefined by completing the statement:

    The project will be regarded as a successif..

    Rather likepost-conditions for the project

    Focus on whatwill be put in place, rather thanhowactivities will be carried out

    18

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    Objectives should be SMART

    S specific, that is, concrete and well-defined

    M measurable, that is, satisfaction of the objective canbe objectively judged

    A achievable, that is, it is within the power of theindividual or group concerned to meet the target

    R relevant, the objective must relevant to the truepurpose of the project

    T time constrained: there is defined point in time bywhich the objective should be achieved

    19

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    Goals/sub-objectives

    These are steps along the way to achievingthe objective. Informally, these can be

    defined by completing the sentence

    Objective X will be achieved

    IF the following goals are all achieved

    A

    B

    C etc

    20

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    Goals/sub-objectives continued

    Often a goal can be allocated to an individual.

    Individual may have the capability of achieving

    goal, but not the objective on their own e.g.

    Objective user satisfaction with software product

    Analyst goal accurate requirements

    Developer goal software that is reliable

    21

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    Measures of effectiveness

    How do we know that the goal or objective hasbeen achieved?

    By a practical test, that can be objectivelyassessed.

    e.g. for user satisfaction with software product:

    Repeat business they buy further productsfrom us

    Number of complaints if low etc etc

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    Stakeholders

    These are people who have a stake orinterest in the projectIn general, they could be users/clients ordevelopers/implementers

    They could be:Within the project teamOutside the project team, but within the

    same organization

    Outside both the project team and theorganization

    23

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    The business case

    Benefits of deliveredproject must outweighcosts

    Costs include:

    - Development- Operation

    Benefits

    - Quantifiable- Non-quantifiable

    24

    Rs.

    Rs.

    Benefits

    Costs

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    Management control

    25

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    Management control

    Data the raw detailse.g. 6,000 documents processed at location X

    Information the data is processed to producesomething that is meaningful and usefule.g. productivity is 100 documents a day

    Comparison with objectives/goalse.g. we will not meet target of processing all

    documents by 31stMarch

    continued..

    26

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    Management control - continued

    Modelling working out the probable

    outcomes of various decisions

    e.g. if we employ two more staff at location X how

    quickly can we get the documents processed?

    Implementation carrying out the remedial

    actions that have been decided upon

    27

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    Key points in lecture

    Projects are non-routine - thus uncertain

    The particular problems of projects e.g. lack

    of visibility

    Clear objectives are essential which can be

    objectively assessed

    Stuff happens. Not usually possible to keepprecisely plan need for control

    Communicate, communicate, communicate!28

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    Questions Discuss:

    What is software project management? Is it reallydifferent from ordinary project management?

    How do you know when a project has beensuccessful? For example, do the expectations ofthe customer/client match those of thedevelopers?