Amity Business School

ABS Program Management Office ABS

• PMO is an organizational body or entity assigned various

responsibilities related to the centralized and coordinated
management of those projects under its domain.
• Responsibility of PMO: The responsibilities of a PMO can
Amity Business School range from providing project management support functions
to actually being responsible for the direct management of a
project.
MBA, Semester – 3
• The specific form, function, and structure of a PMO is
Management Of Software Projects dependent upon the needs of the organization that it supports.
• A PMO may be delegated the authority to act as an integral
Session 3 & 4 stakeholder and a key decision maker during the beginning of
-Teena Bagga- each project, to make recommendations, or to terminate
projects or take other actions as required to keep business
objectives consistent.
• PMO may be involved in the selection, management, and
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deployment of shared or dedicated project resources.

PMO Functions ABS PMO & PM ABS

• Project managers and PMOs have different objectives

• To support project managers in a variety of different requirements; aligned with the strategic needs of the
ways which may include, but are not limited organization.
to: • The project manager focuses on the specified project
- Managing shared resources across all projects objectives, while the PMO manages major program scope
administered by PMO changes which may be seen as potential opportunities to
- Identifying & developing project mgt. methodology, better achieve business objectives.
best practices, & standards
• The project manager controls the assigned project resources
- Coaching, mentoring, training, and oversight; to best meet project objectives while the PMO optimizes the
- Monitoring compliance with project management use of shared organizational resources across all projects.
standards, policies, procedures, and templates via
project audits; • The project manager manages the constraints (scope,
schedule, cost, and quality, etc.) of the individual projects
- Developing and managing project policies,
procedures, templates, and other shared while the PMO manages the methodologies, standards,
documentation , and overall risk/opportunity, and interdependencies among
- Coordinating communication across projects. projects at the enterprise level.
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Projects vs. Operational Work ABS Projects vs Operational Work ABS

• Organizations perform work to achieve a set of Differences between Project and Operations Work:
objectives. Categories of Organizational Work:  Operations are ongoing and produce repetitive
 PROJECT work products, services, or results.
 OPERATIONS work.  Projects (along with team members and often the
• Generally have a significant amount of interaction opportunity) are temporary and end.
between the operations departments and the project  Operations work is ongoing and sustains the
team as they work together to achieve project goals. organization over time.
• Shared Characteristics of Project and Operations  Operations work does not terminate when its current
Work: objectives are met but instead follow new directions
 Performed by individuals,
to support the organization’s strategic plans.
 LIMITED BY CONSTRAINTS, including resource constraints,
 Planned, executed, monitored and controlled [MANAGED], and  Operations work supports the business environment
 Performed to achieve organizational objectives or strategic plans. where projects are executed.
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Amity Business School

SIMILARITIES ABS DIFFERENCES ABS

Parameter Operations Projects

Parameter Operations Projects Nature Operations are repetitive in nature Projects are unique in nature
Product There is an end product after There is an end product after
the operations completion of the project Team Operation team goes on for long Team members are deployed for
until there is a change in the team the duration of the project only.
due to transfer, promotion, removal Once the project is completed, the
Time Needs time to complete the Needs time to complete the from job or death of the team project team is dis-banned
activities project member
Duration of Team members are regular Team members are for a specific
Need for Activities are carried out by Projects need people to team employees of the company except in work requirements or for providing
people people complete it. members cases where a part of the activity inputs of specific specialization in
Nature Operations are planned, Projects are planned, has been sub-contracted. the project work
executed and controlled executed and controlled Time frame • Time frame for operations is very • Project's time frame is limited till
long. the results or the output of the
Resources Resource constraints are Resource constraints are • It may continue for a period of 20- desired product or service is
faced in execution of the faced in execution of the 30 years or even more. achieved.
• Time frame depends upon the
work project
size of the project.
• It may be days, weeks, months or
7 even many years. 8

Enterprise Environmental Factors ABS Enterprise Environmental Factors ABS

• Enterprise environmental factors refer to both • Factors include, but are not limited to:
 Organizational culture, structure, and processes;
internal and external environmental factors that  Government or industry standards (e.g., regulatory agency regulations,
surround or influence a project’s success. codes of conduct, product standards, quality standards, and
workmanship standards);
• Enterprise environmental factors may enhance or  Infrastructure (e.g., existing facilities and capital equipment);
constrain project management options and may  Existing human resources (e.g., skills, disciplines, and knowledge, such
have a positive or negative influence on the as design, development, law, contracting, and purchasing)
 Personnel administration (e.g., staffing and retention guidelines,
outcome. employee performance reviews and training records, overtime policy,
• They are considered as inputs to most planning and time tracking);
processes.  Company work authorization systems; communications channels;
 Marketplace conditions;
 Stakeholder risk tolerances;
 Political climate; etc…

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ABS Project Manager ABS

Software Project Management

• Best Programmer Project manager
Management • Will they Succeed ???
Project
Management
• Software Project Manager needs skills far
beyond knowing how to code!
Software
Project
• A working knowledge of software
Management
engineering is necessary to succeed, but a
good software manager need to excel in
people and product management skills,
too.
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Amity Business School

Project Manager Positions ABS Interactions / Stakeholders ABS

• Project Administrator / Coordinator • As a PM, who do you interact with?

• Assistant Project Manager • Project Stakeholders
• Project Manager / Program Manager – Project sponsor
• Executive Program Manager – Executives
– Team
• V.P. Program Development
– Customers
– Contractors
– Functional managers

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Main PM Job Functions ABS

34 Competencies ABS

1. Define scope of project 7. Evaluate project

2. Identify stakeholders, requirements • A list of competencies is compiled from the
decision-makers, and 8. Identify and evaluate risks experiences of many practicing software project
escalation procedures Prepare contingency plan
3. Develop detailed task list managers who contributed to the SWPM
(work breakdown 9. Identify interdependencies (Software Project Management Certificate
structures) 10. Identify and track critical
milestones
program at The University of Texas at Austin
4. Estimate time
requirements 11. Participate in project from 1993 to 2001.
5. Develop initial project phase review • The List is divided in to 3 categories:
management flow chart 12. Secure needed resources
6. Identify required – Product
resources and budget 13. Manage the change
control process – Project
14. Report project status – People.
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Product ABS
…Product ABS

7. Performing the initial assessment-Assessing

1. Assessing Processes-Defining criteria for review difficulties, risks, costs, schedule
2. Awareness of process standards-Und. Process 8. Selecting methods and tools-defining
standards selection processes
3. Defining the product-Identification And product 9. Tailoring processes-modifying standard
requirement. processes to suit a project
4. Evaluating alternative processes- Evaluation 10. Tracking product quality-monitoring the
various approaches quality of an evolving product
5. Managing requirements-Monitoring req. change 11. Understanding development activities.-
6. Managing subcontractors-Planning, Management & learning the s/w devp. Cycle.
monitoring
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Amity Business School

Project ABS
…Project ABS

1. Building a work breakdown structure- WBS for 7. Scheduling – Creating a schedule and key
a project milestones
2. Documentation plans – Identifying Key 8. Selecting metrics - Choosing appropriate
components metrics
3. Estimating cost – Cost to complete a project 9. Selecting project management tools-How to
4. Estimating efforts – Efforts requirement for the select PM tools
project 10.Tracking process - Monitoring compliance of
5. Managing risks – Determining impact and project team
handling Risks
11.Tracking project progress – Monitoring
6. Monitoring development
progress using metrics
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People ABS People ABS

1. Appraising performance – Evaluating teams 8. Planning careers-Structuring and giving career

to enhance performance guidance
2. Handling intellectual property- Understanding 9. Presenting effectively – Using effective written
the impact of critical issues and oral skills
3. Holding effective meetings – Planning and 10. Recruiting – Recruiting and interviewing team
running excellent meetings members successfully
4. Interaction and communication- dealing with 11. Selecting a team – Choosing highly competent
various stakeholders teams
5. Leadership – Coaching team for optimal 12. Teambuilding – Forming, guiding and
results maintaining an effective team.
6. Managing change – Being an effective
change agent.
7. Negotiation successfully- Resolving conflicts
and negotiating successfully. 21 22