eee CONTENTS pence KOE 068 : Software Project Management UNIT-1 : PROJECT EVALUATION & PLANNING (1-1 K to 1-25 K) 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, UNIT-2 : PROJECT LIFE CYCLE (2-1 K to 2-28 K) Software process and Process Models - Choice of Process models ~ Rapid Application development - Agile methods - Dynamic System Development Method - Extreme Programming- Managing interactive processes — Basics of Software estimation ~ Effort and Cost estimation techniques - COSMIC Full function points COCOMO II - a Parametric Productivity Model. UNIT-3 : ACTIVITY PLANNING AND RISK MANAGEMENT (3-1 K to 3-20 K) Objectives of Activity planning ~ Project schedules ~ Activities ~ Sequencing and scheduling - Network Planning models ~ Formulating Network Model - Forward Pass & Backward Pass techniques ~ Critical path (CRM) method - Risk identification - Assessment - Risk Planning ~ Risk Management ~ PERT technique ~ Monte Carlo simulation - Resource Allocation ~ Creation of critical paths ~ Cost schedules. UNIT-4 : PROJECT MANAGEMENT & CONTROL ~—(4-1 K to 4-20 K) Framework for Management and control Collection of data Visualizing, Progress ~ Cost monitoring Earned Value Analysis — Prioritizing Monitoring ~ Project tracking ~ Change control Software Configuration Management ~ Managing contracts — Contract Management. UNIT-5 : STAFFING IN SOFTWARE PROJECTS (5-1 K to 5-20 K) Managing people ~ Organizational behavior ~ Best methods of staff selection Motivation - The Oldham Hackman job characteristic model ~ Stress ~ Health and Safety ~ Ethical and Professional concerns ~ Working in teams Decision making Organizational structures Dispersed and Virtual teams - Communications genres Communication plans Leadership. SHORT QUESTIONS. (SQ-1 K to SQ-12 K)1-2K to 1-8K . 1-8K to 1-18K 1-13K to 1-25K 1-2 K (OE-Sem-6) Project Evaluation and Project Planning Importance of Software Project Management, Activities, Methodologies. Characte: Que 1.1. | What is project ? Explain the characteristics of project. Answer Project: A project is defined as a sequence of tasks that must be completed to attain acertain outcome. Itis a temporary venture to produce a new and unique deliverable. A deliverable could be a tangible product, a service or achievement of a required outcome. It is a sub-discipline of project management in which software projects are planned, implemented, monitored and controlled. ics 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. Work is carried out in several phases. ‘The resources that are available for use on the project are constrained. Que 1.2. | 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, A project can be captured on paper with a few simple elements :a start date, send date, the Thnk that ave to be carried out and when they should be finished, and some idea of the resources (people, machines etc.) that will be needed during the course of the project.1 Software Project Management 1.3K (OF-Sem- lication of knowledge, skills, tools, a Project management isthe ap 3 techniques to project activities to meet project requirements 4. Project management is accomplished through the use of the proces Sichas initiating, planning, excuting, controlling, and closing. 5. The processes within project management are iterative in nature. GQaeiS. ] Write short note on software project management. “newer 1 Software project management is an art and discipline of planning and supervising software projects It isa sub-discipline of project management in which software projects 4K (OF-Sem-6) Project Hfaluation and Project Planning ‘Answer ‘The structure of software project plan ia follows 1 Overview Project purpose objectives, and muons criteria Project deliverables Assumptions, dependencies, and constraints References Definitions and aeronyrs volution ofthe plan Project organization External interfaces ween © PF Rates cetateata ; tenet etalingeg cbatagend ting recessed i ek i ar kitisrnareomts © Bide entaie 4 Target aap cnt neste 2 pale Sut roeme pen Oe iar oteendoetmeet eveetics Fb eREMERIEa e canrer rcnpaes rad cn eee ‘management. r ‘ii, Stafftraining plan a os Reece FEET wae te tjciven ctor a a Conan Define the project. Reduce it to a set of manageable tasks, Obtain appropriate and necessary resourced Build team to perform the project work. Plan the work and allocate the resources to the task Monitor and control the work Report progress to senior management and/or the project sponsor. Close down the project whien completed, Review itto sure the lessons are learnt and widely understood. Que 15. | Discuss the structure of a Software Project Managemé Plan (SPMP) in detail. =. Requirements control plan Schedule control plan ‘Budget control plan ‘Communication, tracking, and reporting plan Metriea collection plan RisKe management plan vill, Issue resolution plan ix. Project close-out plan 4 Technical process plans a, Process model b, Methods, tools, and technig Configuration managen™ plas 4. Quality assurance planjet Man: Software P ©. Documentation plan {Process improvement plan management. ‘Answer {Aware project management is important as 1. Ithelps every part ofthe business run more smoothly. It allows team to focus on the work that matters, free from the distractions caused by tasks going off track or budgets spinning out of contro. Itempowers to deliver results that atually impact the business's bottom Itenablesemployees to sce how their work contributes tothe company’s It reduces the complexity of ‘ensure seeountability, even when working across teams or depart laboration, increase transparency, and ents Que 17. ] Explain project planning steps for developing.a software ‘management project for library management system. “Answer Projeet planning steps for library management system Step 0: Select project We select project to develop, software for library management system, For this, we have to check how man softrare, i institutes are willing to buy the Step 1: Identify project scope and objective 1. Scope and objectives ofthe proj in, and objectives of the project can be defined as to keep track of i. The books issued to the students i. Stock ofbo0k available inthe library Total amount of due Record brary Step 2: Identity project infrastructure: 1. In thie phase we em developing oftware. fine on the students i of students who.have Treecived / returned the books in Phasiz on the technologies which are using for 1.6K (OE-Sem-6) Project Bealuation and Project Planning Stop: Analyze project characteristics 1. _Inthis phase, we have worked on the features provided in the software which makes it more presentable. For this software, we have included following characteristics User will wth thei unigue wer pasword to ace the li. Onccan 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 avallablein the software In our project we have the following. i. Login portal Database of sumber of books issued tothe students / faculty. Record of students For their dues, 1b, For books issued to them, User can check the availablity of books according to, Demand of students. (Current syllabus. Step 6: Estimate effort for each activity: 1. Inthis stop, we have estimated time needed foreach module. 2. Inour project we have three modules which are as follows i. Frontend Back end, fil, Database Step 6: Identity risk: 1, Inthis phase, we have to check fr all the possible risks related to our project, Inour project, possible risks areas follows i. Requirements are not fulfilled property ‘Some features may not be feasible. Pethaps we have taken lss physical storage space for our database Security features of our sofware are not tampered proof, 2 2 2 Stop 7: Allocate resources: 1, Wehave selected appropriate technology for each module. 2 Wehave assigned qualified team members for each module.‘Software Project Management Step8: Review plan 1 Inthisphase, we have developed all the possible test cases to check software 1g exception and error ‘Step 9 and 10: Execute plan / Lower level of planniny 1. Tfsome exception or error is found in software then we identify tl module and modify it as needed Ques, | What are the activities involved in project management =] Following are Planning : Deciding what isto 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 Representing: Liaising with user, 1 activities involved in project management slutions. PAP eee (Que 19. | Explain different methodologies used in software pi management. ‘Anewer Different methodologies used in software project managemént are: 1. Agile development methodology : ‘* Teams use the agile development methodology to minimize ri ‘uch as bugs, cor overrun, and ham adding new functionality, Se {In this method, teams develop the Software in iterations that contais mini-inerements ofthe new funetionality, 2 DevOps deployment methodology : 3 DevOpsisaset of practices that supports an organizational culture, & DerOpedepoyment om Deon nrganiational change that enhanced abortion ben the departments rape no Samertsdtthedereopnen hea nen fssurane, and operations, Mh stdevelopment, quality ~~ l 14 Project Planning Project Bvaluatio 1-8K (OE-Sem-6) 3. Waterfall development method: a. The waterfall method is a rigid linear model that consists of sequential phases (requirements, design, implementation, Verification, maintenance) focusing on distinct goals. 'b, There's urually no process forgoing back to modify the project or direction, 4 Rapid application development: ‘2. Rapid Application Development (RAD) is condensed development process that produces 3 high-quality system with low investment coats, This allowsdevelopers to quickly adjust to shifting requirementsin «fast-paced and constantly changing market & Theability toquickly adjust allows low investment cost Que 110. | Discuss various types of software projects. ‘Answer Following are the types of software projects 1, System software System software is a calection of programs that are written to provide services to other programs. ‘The examples of system software are compiler, editor, file b yanagement utilities ete. 2 Business software Business informs application area, 1b. The examples of business application area are payroll, management, marketing, purchase ete ation processing is the largest single software inventory[Reece eee reer eee Embedded software nwsare resides in readonly memory and is Jocts and egstems fr the consumer and markets, 1-10K (OF-Sem-0) Project Bvaluation and Project Planning the negotiation with the customer, these objectives should be reinforced and documented, ‘Steps to identify the objectives are a follows. Identify and allocate resources 4. Understand how people will benefit from the project ', Prioritize objectives forthe projet. Establish reasonable expectations on the parts of all the stakeholders, ‘Transform these objectives into project activities, Identify and manage the risks £ Koop senior management andthe customer aware of the status of tho project at all times 1h Examples of embeded software are washing machine, miero oven, aironditioner, ete 4 Engineering and scientific software a Engineering and scientific software have been categorized, ‘somber erunching algorithms. b. Examples of such types of software are Computer Aided (CAD), Computer Aided Manufacturing (CAD, simulation o 5. Personal computer software a Personal computer software fr small business application is bysingle user 1h. For example, word processor, spreadsheet, multimg} entertainment, database management, small business fin pplication ete. & Real time software: TB. ] What are the phases of project management ? ‘4 Software that monitor/analyzes/controls real world events a} occur is known as realtime software. b. Elements of real time software include data gathering, anal controling and monitoring, % Artificial intelligence software: Artificial intelligence softw following are the phases involved in project management ‘Step I : Project initiation and conception : Initiation begins after receiving « request from a client or discovering a business need, Stakeholders determine whether or not accomplishing this project is feasible and valuable forthe business Step 2: Planning and ideation : When project viability is decided, the nxt step isto put together a project management plan that will guide us through the execution process. Stop 3: Project launch and execution : Onc pan isin pei’ ime to putit into action, amend plan based on changing circumstances Stop 4 : Project monitoring : Throughout the execution process, we ‘need to monitor, measure, and roport project management metrics. ‘Stop 5 : Closure and presentation : Time to tie up all ofthe loose ‘ends by developing final project reports and presenting deliverables to the stakeholders. FRETS] Explain software management principles. ‘Answer Pollowing are the software management principles 1. Architecture first approach. 4 Inthis approach main aim isto build a strong architecture for our Straightforward analysis, bh Forexampe, pattern recognition (image or voice), artificial neuil ‘network, the vn eel orem proving, game playing ete Que 111, How do we identity the planning objectives ? 1. Afterall the stakeholders are iden iis rit ‘cach stakeholder expects to gai : 7 alto identify what “ i rom the project. . or instance, for an end user might be ser friendly and robust software athe Amaintsincritinthequaityofthede ofthe system that are important A manager would not ot want any overru tereon who approvesthe - solware, his pha objectives are cleat the é 1 Allthe ambguitieand flawsareeing identified during this phase hut they are expecting a ver¥} ‘umber of features, while {OF entation and the modifiability‘Software Project Management 1-11 K OES om: 112K (OF-Sem-6) Project Braluation and Project Planning Also, we ean take all the decisions regarding the design of software whieh will enhance the productivity of our software. Iterative life cycle process : ‘a. Initerative lifecycle process we repeat the process again and: to eliminate the risk factors, b. _Aniterative life eyeleas four steps requirement: gathering, d {implementation and testing erative lifecycle process is important to eliminate risk at an} stage by repeating the above-mentioned steps again and ‘Component based approach ‘a. In component-based approach we reuse the previously di functions for the software development. b. Wereuse the part of code in the form of components. Comy based Ul development optimizes the requirements and de process. (Change management system : ‘4 Change management isthe process responsible for managing! changes. b. ‘The main aim of change management isto improve the quality software by performing necessary changes. 1 We murt plan an incremental alsin which weave an ev level of use case, architecture, anddetails, ae Establish « configurable process a. Establish aconfigurable proces that is economically scalable 'b, We must use a configurable process which can deal with various spplications. Demonstration Based approach : ‘a Inthis approach, se mainly focus on demonstration. 1b Ithelpe inthe inerease of productivity and quality of our software by representing a clear description about problem domain, approaches used and the solution. TEI] Write short note on management control. “Management controls deseribed at a function that is aimed at uchieving defined goals within aset timetable. ‘The process hus three major componentsi-, remedial actin, measuring the actual performance, and setting standards "The process includes comparing actual and planned performance, measuring the difference between the two, identifying the eases that hhave lead to the difference and taking corrective action to minimize or remove the difference. 4. Itis the process through which the management of an organization influences other membersto implement the strategies laid down by the company 15. Itcanbea tool, process, policy, practice or a system thats put inte place ‘so that the managemeat ean direct the resources of its organization 8s per its wishes to achieve set targets. Guo Tis, | Explain different features of management control. Following are the features of management control ¢. Allchanges implemented ae tested and certified Round trip engineering 44 Inround trip engineering, code generation and reverse engine take place atte same tine ina dynamie envionment Both componentsare integrated so that developers can easily wi ‘on both of them. \ ” Characteristic of round trip engineering is automatic update artifacts, Model-based evolution A model-based approach supports the evolution of graphies ‘textual notions, f paohien Objective quality control 1. Behavioral consideration : The objective of quality éontrol is to im Nur rect impact on cad control is to improve the quality of ot r quality of tohave adi the ener software a. The management aims its organization b. It adapts necessary strategies workings ao that they start bel professional goals are in tandem. b. It involves quality management plan, quality metrics, quality) checklist, quality baseline, and quali ne, and quality improvement measures. | Evolving levels of details 8 Plan intermediate releases in volving levels of details influence their mindset and eving that their persoosl and Groups of usage scenarion with! ———— ti it> ‘Software Project Management 2 Financial and non-financial performance + casures are developed as part of management cont comparisons between ac thar the management can make performance and planned performance Management control activities : a. The management carries out its functions by influencing! paividuals or groups to change their behavior so that it beea easy to achieve set goals. 4 Project Portfolio Management, Cost benefit Evoluation Tech ‘Risk Evaluation, Strategic Program Management, Step Project Planning. ‘Long Answer Type and Medium Answer Type Que 116. | Explain project portfolio management in detail. ==] 1 Project portfolio management (PPM) process defines how ano approaches project prioritization, resource allocation, budget scheduling, and other major project components. % ‘The goa of PPM is to find the best possible combination of resous help an enterprise achieve its objectives, and it takes into account {actors as external market conditions, customer demands, competi environment, and government regulations, 3. Project portfolio management has bec organizations as they look to enhanee their a projects in an efficient and effective way, a key component bility to manage multipl It provides all the visibility executives need to me ‘i about anything related ta projects, “hel Managing project portfolios ensures t its project selection and execution a Management Institute (PMI), Que 1.17.] What are the objectives of PPM? that an organization ean lever weceas, according to the Proj 14K (OE-Sem-6) Projet Evaluation and Project Planning lowing are the objectives of PPM Itereatesa descriptive document, which contain vita information such ‘as name of project, estimated timeframe, cost and business objectives ‘The project needs tobe evaluated on a regular basis to ensure that the project is meeting ts target and stays inits course. Selection of the team players, who will work towards achieving the projects objectives ‘What are the benefits of PPM? lowing are the benefits of PPM. Greater adaptability towards change Constant review and close monitoring brings about a higher return. Management's perspectives with regardsto project portfolio manskement {is seen as an initiative towards higher retura’. Therefore, this wll not be considered tobe a detrimental factor to work. Identification of dependencies is easier to identify. This wil eliminate jency from occurring. ‘Advantage over other competitors. Helps to concentrate on the strategies, which will help to achieve the targets rather than focusing on the projec itself. ‘The responsibilities of IT is focused on part ofthe business rather than scattered across several some inefi TAS: | What is cost-benefit analysis ? | analysis (CBA) is a technique used to compare the total Cost-benef Lies costs ofa programme/project with ite benefits, using a common m "This enables the calculation ofthe netcost or benefit associated with the programme. Tis used most often at the start of programme or project when different options or eourses of action are being appraised and compared, as wn ‘option for choosing the best approach. It can also be used, to evaluate the overall impact of « programme in ‘quantifiable and monotised terms. CBA adds up the total costs of a programme or against is total benefits activity and comparesitsive can be placed on) & The technique assumes that a moneta"¥ ia Tic and benefits ofa programme, scloding taneible and to other people and organisations in aston to Project Bvaluation and Project Planning Following are the steps used in cost-benefit analyais ‘Step I : Specify the set of option: Identify a range of genuine, viable, alternative policy options to be analysed, Step 2: Decide whose costs and benefits count: For most regulatory proposals, measuringhe national costs and benefits is lappropriate, rather than measuring anyifernational impacts ‘Step 3: Identify the impacts and select measurement indicators ‘a. Identify the full range of impacts ofeach of the options. 1 It is important to identify the incremental costs and benefits foreach option, relative tothe base case Step 4: Predict theimpacts over the life of the proposed regulation : ‘a. The impacts should be quantified foreach time period over the life of the proposed regulation. 1B. ‘The total period needs to he long enough to capture all the potential costs and benefits “Beep 5: Monetise impacts: “Assigning a net Rupee value of the gains and lodses ofa regulatory initiative or all people affected is one useful way to measure the effects of « proposed, change. Step 6: Discount future costs and benefitsto obtain present values: ‘Tho need to discount future cash flows can be viewed from two main perspectives, both of which focus on the opportunity cost ofthe cash flows famplied by the regulation. short note on risk management process. ae] wa on Write short note on risk analysis and risk control. ‘Answer [Risk management is a very tedious task. It involves basically two steps 1, Risk assessment :Itisthe process ofexamininga project and identifying ‘areas of potential risk, The risk assessment consists of three activities a. Riskide i. Risk identifieation is jcattempt to specify threats to the project plan, The purpose of risk identification i to develop ait of risk items called risk statement. Rick identification is carried out as a team process using brainstorming. To assist the process alist of risk types ean be sed. imps 7. Advantage ofeost benefit analysis explicitly and systematically the various factors which should influence strategic choice Goo 130. ] Write short note on cost-benefit evaluation ‘Answer Following are the cost-benefit evaluation techniques L._ Net profit : The net profit of a project is the difference bet nd the total income over the life ofthe project total easts 2 Paybackperiod: ‘a The payback period isthe time taken to break even or payt intial investment 1. Project with the shortest payback period will be chosen on| that an organization will wish to minimize the time that a ‘indebt © The advantage ofthe payback period i that itis simple to ‘and isnot particularly sensitive to small forecasting error 4. Itsdisadvantage as selection techniqueis that it ignores thet profitability of the project; it totally ignores any in expenditure) once the project has broken even, 3 Return on investment : The return on investment (ROD, alo known asthe a rate of return (ARR), provides a way of comparin Profitability the investment required, PATE: 1 Itisused wo caleuate thereturnoninvestment but atraigh 4. Net present value 4 ThecleulatonofNet Pres Value technique that aes nase ‘he timing ofthe cash Nowe hat (NPV) isa project ev le profitability ofa project e produced ve 121.] What are the steps used in cost-benefitSoftware Projeet Management 117K (OES ia ess is alist of kal i Theend productof this tepof the proces could occur and affect the product, the processor the Risk Assessment rr chit, Cnr a Ta Rola 'v. Within the identification phase, several activities occur, ‘main activities are 1. Identify risks : A checklist is used as a tool identification of sks, Define risk attributes : After the risks are ider they are evaluated with the criteria + likeliho occurrence (probability), consequence and time fr 2 tial phase, the description of bility and the consequence terms, isk issue, the proba ‘specified in subjective 4 Communicate : 8 projects have been conducted bet The otpatof he fates a © Furthermore oer withthe contr pee ‘he pup of he cnt items events, conditions cor rd romances cnt ao identification phase is the tains identified risks that m sments, describe the >nstraints, assump factors and related is 18K (OF-Sem.6) Project Bvaluation and Project Planning by answering the question what, when, where, how ‘and why of each risk identified b. Risk analysis 4. ‘The purpose of the risk analysis to assess the loss probability and magnitude ofeach risk item ii. The input isthe risk statement and context developed in the \dontifieation phase, ‘ii The output ofthis phase isa ik ist containing relative ranking ofthe risks and a further analysis ofthe description, probability consequence and context iv. The main activitios in thie phase are 1. Group similar risks : Detect duplicates and find new rishitems by grouping the identified risks into categories, : The risk drivers are parameters that affect the identified risk. 2. Determine source af risks : The sources of risks are the root causes ofthe risks. 4. Estimate risk exposure : Tho riak exposure is measure ofthe probability and the consequence of a rick item. 5. Evaluate against eriteria: Each risk item is evaluated using the predefinederiteria, which ae important for the specific project. © Risk prioritization |. Risk prioritization helps the projeet focus on its most severe risks by assessing the risk exposure. ii, Exposure isthe product ofthe probability of incurring a loss due to the risk and the potential magnitude ofthat loss Risk control : Risk control isthe process of managing risks to achieve the desired outcomes. Risk control process involves the following activities a. Risk planning: Risk management planning produces a pla or dealing with cach nian a, cluding maiigaton approaches, owners, and ime ins bh. Risk mitigation: i. Thorisk mitigation plan that would rede a liinate the ghost rik ii ‘The mitigation plan neudes a description ofthe actions that canbe taken oii the read ik and ign pinay handle for he action.Software P ject Management 119K (OE Sealy Risk resolution : Risk resolution is the execution ofthe plans for dealing) hnsk, 7 fhe riskis at the watch list, a plan of how to resolve the eady had taken place. The project manager has to reg the trigger and execute the action plan. @ Risk monitoring Risk monitoring is the continually reasee project proceeds and eon Que 123.] What are the factors which affects the risk identifi procedure of any software project ? “Answer ‘Trecategon Fl of factors that wil need tobe considered include the fol Application factors The nature ofthe application, whether itis a simple data p application, a safety-critical system or a large distributed ays with real-time elements is likely tobe a ritieal factor, ‘The expected sizeof the application is also important because larger the system, the greater is the likelihood of errore ‘communication and management problems Staff factors: ‘The experience and skills ofthe staff involved are clearly factors. An experienced programmer is les likely to make-err0 than one with litle experience Such factorsas the level of staff satisfaetion and the, rates are also important to the: staff or key personne Project to fail Project factors : stall turn-ov success of any project. Demotiv leaving unexpectedly have caused many 1s important tht he projet nd bjetiven ane and that they are absolute ty rian ely clear tall membere ofthe projet team and all key stakeholders, oe s larly, an agreed and fo authered to by all partie Inadequate or not adhered: Project methods: al quality plan must bo in place and? ants. The possibility that quality plan {to will jeopardize the project * | Using well-specified ang ‘management and d structured methods for project deliverig a eynter system. development will decrease the rick of 1 that is unsatisfactory or late, WK (OF-Sem. Hardware/Software factors 8 Aproject that requires new hardware for development is ikely to pose a higher risk than ape where the suftware can he developed onexisting (and familiar hardware b. Where a system is developed on type of hardware or software platform tobe used on another there might be addtional ‘and Rig) sks at installation (Changeover factors ‘STH Incremental or gradual changeover minimizes the risks involved touts nat always practical BH. Parallel pinning can provide a safety net but might be impossible or cooenstly ‘© supplier factors: ‘a. Theextent to which a project relies on external organizations that ‘annot be directly controlled often influences the project's success Bavironment factors : Changes io the environment can affect a Project's success. Health and safoty factors : While not generally a major issue for software projects, the possible effects of project activites on the health ‘and safety ofthe participants and the environment should be considered. Strategic program management means cntraliaed way to coordinate program sstratoic goals and objectives Program management has clove contact to enterprise porto and strategie management. Inorde to continuously improve and make strategic obtives achievable ite important to eetupenterprae program management fice {A program manager is strategie project managemeet professional ‘tiece bi tobelp overscan cordate the various procs rts Sete seein eget ‘Thor ar five casntial tasks of strategic managpment. Tes inchade developing unetepe vin and misten etn objets rating tnctce to eciove thos objectives, implementing and executing the tectce, and ovalunting and measuring performance. GSE] What are the components which drive the project to its {timate goal ?Software Project Management 1-21K (OE. 1. Strategic analysis a Ths forms the adertake ach project needs to link tothe organisation's mission and to meeting long-term objectives. sis for which projects an organisation eho 2 Strategie choie Managing multiple projects isa complex task, something that inagers doin their daly routine bm eciding on the ‘right’ projects is an important step! tegicchoice It means identifying projects that meet the aspiratio xpectations of stakeholders, while also playing to the eo strengths. 4 There's also a need to identify and take advantage of e ;pportunities, while avoiding external threats, 3. Strategic implementation : Here, strategic project management sets out the long-, and short-term goals for projeets and programmes. trategic implementation examines all kinds of benefit, ine ‘The use and benefits of collaborative tools in projecta How pe ple and resources are assigned. ii, The why 7 of projects, not just ata base level, bint frm the} of a company Que 1.26. | How to develop strategie project management ? ‘Answer i 1. Simplity decision-making a. With a clear strates becomes easier as 9 ‘onelusions, RY before you, the decision-making prot ou lways have the right base to guide ¥ Improve priority management : a. Advance your strategy habit of starting with o Link budgets tow ‘and your projects every day by developi nportant thing, ny Allocating the required budget isa clear signal of tho com rarities, > Therefore, the overall bu fi >» ines strategy nancildecsonwhenicanestocrery eg Wwery project 1-22 K (OF-Sem-) Project Evaluation and Project Planning Contribute to the project strategy. 12 Most of the high-performing companies call on their project management offices to contribute to stretegic planning, . Bven ifyou'ro starting ana projet manager and have linited input on the strategy today, you need to educate yourself and prepare ‘when the time comes 5 Focus on organizational ambitions : People want tobe recognized and admired for their work, and that is the same in any braneh, including project management. G Revisit strategic progress Some businesses consider creating the strategy as nothing more ‘than an annual thought exereise-they focus much energy and inves countless hours into developing the strategie documents, Que 1227. ] Write short note on software project planning. Project planning is an aspeet of pruject management, which comprises of various processes, The aim of these processes isto ensure that various project tasks are well coordinated and they meet the various project objectives including timely completion of the project ‘The project plan reflects the current status ofall project activities and is ‘used to monitor and contcol the project. Project planning isan ongoing cffort throughout the project life eyle ‘The project planning tasks ensure that various elements of the project are coordinated and therefore guide the project exceution Project planning helps in Facilitating communication. b. Monitoringlmeasuring the project progress. Provides overall documentation of asumptions’planning decisions. ‘Tho project planning phases can be broadly classified as follows ‘a. Development of the project plan. b, Execution of the projet plan. Change control and corrective actions Project planning spans across the various aspects of the project Generally project planning is considered to bea proen of estimating scheduling and assigning the projects resources fend product of suitable quality However, itis much more as can determine the success ofthe Project. ‘ean assume avery strategic role, which1-21 K (OF-Semt Management ‘Que 128 | Wh ‘Answer 1. Project scope definition and scope planning Int iment the project work that would help {are the different types of project planning ? types of project planning project goal 1 We document the assumptions, constraints, user expectatit rements, technical requirements, project deliver defines the final prod project objectives and everything th 2 Quality planning : 2 Therelevant quality standards are determined for the project. Based on the inputs captured in the previous steps such as ct scope, requirements, deliverables, ete, various factas cing the quality ofthe final product are determined ses required to deliver the product as promised and per the standards are defined 2. Project activity definition and activity sequencing In this step, we define all the specific activities that must performed te deliver the produet by producing the various produ ‘eliverable b. The project activity sequencing identifies the interdepebdence allthe activities defined 4. Time, effort and resource estimation : activities and activity interdependehee is learl defined and documented, the next crucial step is todetermine thet effort required to complete each ofthe activities The effort can be calculated using one of the many techniques avalable such as function pts in fend conpeato of ede benchmarks, ete oo 5. Risk factors identificatio 4 [tis important w identify with the project based expectations, specifiee 6. Schedule development; ‘ond document the risk factors associated We-the assumptions, constraints, user * etme schedule forthe project canbe arrived on the bale of the *, interdependence and effort required foreach of th The schedule may influence the cst estimates und | cust be Project Evaluation and Project Plann f& Popular tola can be used for creating and reporting the schedules ‘such as Gantt chart ore Cost estimation and budgeting : {@ Based on the information eolletod in all the previous steps, it is Pomble to estimate the cost involved in emeuting and implementing the project ‘Acost benefit analysis ean be arrived at fr the project. Je Based on the cost estimates, bodget allocatian is done forthe project. ‘Organizational and resource planning: Ja. Based on the activities identified, schedule and budget allocation resouree types and resources are identified ‘The goals of resource planning isto ensure thatthe project is ran efficiently Resourte planning is an iterative process and necessary to optimize the use of resources throughout the projec life cyele thus making the project execution more efficient There are various types of resources : equipment, personnel Risk management planning : ja. Risk management is a proces responding toa risk. b, Basedon the risk factors, identified risk resolution plan is created. ‘The plan analyses each of th risk factars and their impact on the project. The possible responses for each of ther can be planned, 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, quality management planning. b. Adetailed work breakdown structure comprising of identified is used. ©. The tasks are scheduled based on the inputs captured inthe steps previously described 4. Treproject plan documents all the assumptions activities, schedule, timelines and drives the project. of identifying, analyzing and I he activities Performance reporting : The progress of each of the tasks/ctivities described inthe project plan is monitored b, ‘The progress is compared with the schedule and timelines documented inthe project plan.Software Project Management 12 Planning change management (Que 129.] What are the activities performed during software project planning ? | Following activities are performed during software project planning 1 performance such as EVM (Earned Value Management) 4 A.wide variety of tools ean be used to report the performance oft project such as PERT charts, Gantt charts, Logical bar chat Histograms, Pie charts te Project Life Cycle and Effort Estimation ‘a Analysis of project performance ean necessitate that certain aspects ofthe projet be changed 1b, The requests for changes need to be analyzed carefully and its impact on the project should be studied, © Considering all these aspects the projet plan may be modified to sceommodate this request for change. Ownership of eustomer relationship and business, Analysis of project health (productivity and profitability) and report tf business manager Managing the onsite team, Maintain the consolidated delivery and billing plan, Identification and planning of new business with the customer, Review of estimates and proposals, Provide manpower requirements. ‘Maintain the project management plan 960le and Effort Estima 22K (OE-Sem-6) Project Life Cyee and Ea Process and Brocese Models, ‘Rapid Application Development Sofware GaeFi. | Describe project management life cycle. Toewer | BE in ss cop (2 _ ile Soh — P ee 1s of four phases f Fig-ata. Project initiation : ‘8 Project initiation i the first phase in the * 50 in the project life eyele involvesstarting up the projet . b. Iitiavea projec by defining {or initiating it and the solution to be implemented, hi Wits purpose and scope, the justifies "| Software Projet Management 23K (OE-Sem#) © The project initiation phase invatves tne follwing ix key stops which are shown in Fig 2.1.2, Develop a Establish the] [Setups price business case term o reference ce f fee Unitek 6 [ aint Perform phase easily stay project te review Fig. 2 Project planning: After defining the project and appointing the project veam, we are ready toenter the detailed project planning phase. 1, "This involves creating a suite of planning documents to help guide the team throughout the project delivery © The planning phase involves completing the folowing ten key steps as shown in Fig. 2.1.3 pectin] einen cin Ss 4 t aS a ‘Pig. 218. Project execution ‘4 Thisis the phase in which the deliverables are physically built and presented to the customer for acceptance b. ‘These processes include managing time, cast, quality, change, risks, issues, suppliers, customers and communication. © Onceall the deliverables have been produged and the customer has accepted the final solution, the project is ready for elosure,24K OE-Sem-) 4 Project closure Project Life Cyele and Effort Estimatic [ Petrie Perform quality =a Periorm Pevform change conmicin | = Fig. 214. Project closure involves releasing the final deliverables to customer, handing over project documentation to the busi terminating supplier contracts, releasing project resources af communicating project closure tall stakeholders. ‘Que®Z. | Explain software process model in detail. =| 1 - ‘A software process model isan abstraction of the actual process, whi isbeing described. t can alo be defined as.a simplified representation: a software process, Each model represents a process from a specific perspective Basic software process niodels on which different type of soft ‘Process models can be implemented are as follows ‘& Aworkflow Model: tis the sequential series of tasks and decis that make up a business process, ftware Project Manegement 25K (OR-Sem-6) by The Waterfall Model: It is «sequential design proces in which Progress is een as flowing steadily downwards: Phascein waterfall model includes Roquirements § ii Sofware Design ‘il Implementation ly. Testing © Dataflow Model: I is diagrammatic representation ofthe Now and exchange of information within aaystem 4. Evolutionary Development Model ; Following activities are considered in this model Specification it Development fit Validation © Role/ Action Model : Role ofthe people involved in the software Process and the activities are incioded in this mode. Discuss SDLC model in brief. Development Life Cycle (SDLC): It isa diagrammatic representation which also provides description of| ‘various phases and their sequence in fe eycle of software product, Software undergoes some basic stages during its life cycle ie, requirement analysis and specification, design, coding, testing and ‘maintenance ‘There are many software models which are used as per requirement of software product, All models undergo these basic stages while their mapping ofthe stages ‘may be diferent aa per model requirement. ‘We can choose any one of model on the basis of Development speed b. Product quality & Project visibility 4. Administrative overhead ©. Risk exposure2.6K (OE-Sem-6) Project Life Cyele and Bfort Esti Software development life cycle model = oe Phases of software development life eyele models Fig. 28.1. Requirement definition (system analysis and system specification) System and component (software) design Coding [Implementation and unit testing Integration and system testing Operation and maintenance Que 2A. | Write short note on waterfall model liner teat model 2 1Wcusom quent has dee snotber phase and the do artng next hase, Bach phase ofthis model ye dl as awl df ‘hichsta be documented oh ented by which the tobe produced hy each phase 4. This model doen nota ined starting and ending eriterit white tandard outputs deliver low to stage “one way street 22 back tothe previous stage from one iscalled waterfall eeent 09turing back" ike waterfall atts why it (92625, ] Explain diferent phases of waterfall ‘model are Project Management 2.7K (OE-Sem-6) different phanes of waterfall model are bility study + ‘This phase ia used to check whether the new proposed system is ‘economically, technically and operationally feasible or not. 1. Inwhich information is gathered about what output tobe produce, input required and process that can be used and then diferent solution strategies are formulated. Requirement analysis and specification : ‘a. This phase give epecification about what isthe aystem for. 1b. Thisphase analyze ane specifies the requirementof user/eustomer and document thei propery € In requirement analysis, the data are gathered from users using different methods such as interviews, questionnaires, on site observation and through written document ofthe organization. 1d. Finally, the requirements are organiaad systematically in the form ‘of document called software requirement specification (SRS) document. System and software designing phase : ‘a Indesign phate, overall structure or architecture is developed which transformation of requirement specified in SRS. Coding and module testing : ‘In this phase, system design is translated into source code also called program code. b, End product of coding phase is module testing, in which each module {a tested individually whether they are working properly or not, thisisalso called unit testing. €, The output of this phase is programmed module. Integration and system tes ‘8. According to plan, individually tested module are integrated to develop the system, b, In this phase, all the module are not joined together to form the system rather than it is dove in various steps and during these steps the partially integrated system is tested and then the next module added toit and again the testing is done, ‘The output ofthis phase is testing and integration report.Project Life Cycle and Effort Rati re Project Management 2.9K (OF-Sem-6) CCostomer gets opportunity vers late to review the project so leas user involvement during development procese. 7 Whenit is used? are design J) ‘There are certain drawbacks in waterfall mode *This model is developed to overcome two main drawbacks of waterfall model They are 1. Difficult to predict how the new system willbe. b, _Difficultyin predicting the entre requirements at very beginning of project, eeause even end user doesn't know all requirements int Ss Tinie Petrone | Throw-away |_| Bscule preps +] protayping } yet section Wig. 213, {In prototype model, firstly a working prototype is developed instead of developing actual software. ‘This is developed according to available requirements which basically ‘have limited functions, low reliability while it passes through al tages te, design, coding, testing but is done formally. Fig. 25:1 6 Implementation/Installation and maintenanes In this phase, ystems installed atthe user end and it ise 43 If there is any upgradation required in hardware or so Outline clement at user end that is made available. pequirements Que 26. | What are the advantages and disadvantages of wat model? = Following are the advantages and disadvantages of waterfall model Advantages of waterfall model : of develope aa ‘This model is used by developer and given to user for review whic helps the user to better understand his need and requirement and then aback from user is collected and given to developer that helps to remove uncertainties in the requirements ofthe software Prototype modeling is of two types ‘a. Evolutionary/Exploratory prototyping 1b. Throw-away prototyping 1 Baty to understand 2 ach tage bas wel defined input and outpu. 3. Helps in projet planing 4. It providesa template into which mo into which modeler alysis, design, code ‘and support can be placed, ate ire’ 5. _Itprovides structure toa tech i eto technically wou ornexpe Disadvantages of waterfall model; : 1. Heraton not posible a itis one way street. 2 Requirements freringat starting nga 2. Nostagcan set unt the ‘ enced staff, Explain V-process model. eee ss model. Previous stage is compe ’ mater Pig, 28.1 shows. diagrammatic representation o-Ps A rigid model Difficulty in secommo ating changes ar project development.211K (OF Sem) "The two basic step ofthis model are ‘4 Identify the sub-problom which is having highest risk. b, Find solution for that particular problem (risk) Each phase ofthis model is split into feur quadrant (sections) having specific funetions == Inthe frst quadrant, we do identification of objectives: find out 2 diferent alternative for achieving the vbjective and present Code Corrections «— | desien Program | design ig 28.1. ‘This san elaboration ofthe waterfall model and stresses the ‘or validation activities that match the aetvities that create the} ofthe project. 8. The V-process model ean be seen as expanding the activity te ‘waterfall model 4. Bach sep has a matching validation process which on finding causes a loop back to the corresponding development st reworking ofthe following steps, 5. This feedback should only occur where a discrepancy has béem! between what was specified by a particular activity and what waa 7 implemented in the next lower activity on the descent of the V1 Inthe second quadrant, we evaluate these alternatives on the basis of objective and constraints. The main focusin this step given on Que29. | Write short note on spiral model. evolution of alternative on the basis of risk as risk catses the Answer ¢. Inthe third quadrant, project development and validation is carry 1. The activities ofthis mode! are organized likela spiral that Be 1 limes j up whether to eontinve with a farther loop of epiral or nat. 1 iis Git ages para ae indict tr acm Diisipoodnnts maheipentsuceonttetsnoecoon completing cach ycleof the spiral, son show the prow of praect, 3. The main objective ofthis m dei. minimize the risk through thal - ae a eae ae of prototype This modes malay wed for lage ash BIO, ] Discuss incremental lifecycle model 4 eee be made upof waterfall model in which Gr cceded by in ney 5. lamain features risk vedanee rt ‘The insremental lio eyle modal ssn tothe water ia mans ©. This model i more Nexibe tan centr “han documentation or cod respects, but it dffera in that it produces some tangible results to the than anyother model ax numberof phOMl’ ° Catone neaes sek Tie he prot willbe developed soho ‘oftware requiremenProject Life Cycle and Eifort Rati 2K (OF-Sem-6 and feasibility, Ms ure done in sequence, once fj nd general design qe ci i {to increments then occurs, where # number of d derelopmen iforts beginning with detailed design are identi an be planned as sxquential or parallel rpending ups he project characterstis and project constrain For the same reson asthe waterfall model incremental life eele toute for age projects with requirements that are known, 4 These inereme ‘and understood 6. When requirements are known and understood but may not be the incremental mode is a logial choice because Inter releases incorporate changes in that surface during the earlier develop Use of this model requires careful partitioning ofthe system/pro and well defined interface between the increments, especially if will be developed in parallel Que 2.11, ] Discuss evolutionary life eycle model in brief. 1 The evoltionary if yee model applies in sequential aspect ‘aterfll model, and paritonng ofthe projet borrowed Tro ineremental model, but adds the evlution or the discove requirements 2 Evolutionary life eyele model is preferable life eyele model rouirements are not fall known but asubet of the roueose stable and understood. a 3. Benefits include the early delivery of ome fanelans and) he {esting of some assumptions before the entire system is built, ‘4 The major weakness of this model is related to the detail atthe outset of the project. te Because the requirements are} reep, inaccurate eatims posable not il known, problems with the sting and les than optimal architectare 5 The predominately sequential a Particularly apd or cost efient force fe overall architecture SD cycle makes it ientfor complex systems, i the evolutionary model muy 1st plan to revise thi is the system evolves, bee 213K (OF-Sem-6) {FA2. | Explain iterative enhancement model in brief ‘The classical waterfall model work/on the concept that once the requirements are specified no further ehange will require in any phase oflifecyele of product. Iterative model is developed to overcome this drawback of waterfall model It is a combination of benefits of waterfall and prototype model In this model, software is doveloped in increment; eachincrement adds some functional eapability to the system until fll system is developed Tt provide beter testing result as testing after each increment is easy as ‘compare to entire model testing of waterfall model. Prototyping used in this model help in identifying the system requirements Jn this mode!, a partial product is developed on few easily understandable Fequirements of overall requirements, and then a project control ist is developed which contain the entire task which have tobe performed in final implementation, ‘This helps in finding out how far the products from final product. In this model, developer themselves provide specification, s0 they have {ood control over system development Design stom were ig. 2112.1 Iterative enhancoment model {© 2.13, | Discuss Rapid Application Development (RAD) model, Rapid application development (RAD) is an incremental software evelopment process madel that emphasizes an extremely short evelopment eye,214K (OESem-6) Project Life Cyele and Effort ‘The RAD model isa “high-speed” adaptation of the I 218K (OF-Sem-6) Wfeware Project Management rhode! in which rapid development is achieved by using = Temes asnees] [rosa 9 based construction. Lf requirements are well understood and project scope, the RAD process enablesa development team tocreate a “fully system” within very shor time periods. ‘Used primarily fr information systems applications, the RAD encompasses the following phases a. Business modeling : The information flow among bi functions is modeled in away that answers the following What information drives the business process ? What information is generated? ii. Who generates it? is. Where does the information go ? ¥. Who processes it? Data modeling formation flow defined as part of the business hase is refined into a set of data objects that are support the business, The characteristies (called attributes) of each object and the relationships between these objects are dé Process modeling : {Te dt oes dened inthe date modeing transermed to achieve the information en ‘implement a business function. . Preenig de ing descrpons ae erated for adi deleting, or retrieving a data object. > Application generation: RAD assumes the use off than ereating software us Drogeamming languages, TaeBIG] Write short note on Agile methods. vurth generation techniques rat ing conventional third genera ii, In allcases, automated, ofthe software. ‘Testing and turnover ‘Agile method refers to a software development approach based on iterative development, Agile methods break tasks into smaller iterations that do not directly Ive long term planning. ‘The project scope and requirements are laid down at the beginning of the development process. Plans regarding the number of iterations, the duration and the scope of ‘each iteration is clearly defined in advance,[reece sesececcaaeeed 217K (OF-Sem-6) from one to four weeks. he entire project into smaller parts helps ta FS Fisk and to reduce the overall project de = fy iteration invelves @ team working through a full . evelopment life que ineluding planning requirements analy Coding. and testing before a working product is demonstrated It is am agile development procets focused primarily on ways to manage tasks in team-based development conditions, 1b. There are three roles nit, and their responsibilities are Serum Master : The scrum can setup the master team, arrange the meeting and remove obstacles for the process ii, Product owner : The product owner makes the product backlog, prioritizes the delay and is responsible for the disenitinn of fnetionality on each repetion lik. Serum Team :The team manages its work and organizes the work to complete the sprint oreyele eXtreme Programming (XP) This ype of methodology is used when phase, we define the requirements, explain, ‘customers are constantly changing demands or reqiremonts or when ties and plan the time and effort needed to build hey are not sure about the system's performance. Crystal: There are three concepts ofthis method. sed on this information, we can evaluat technical and eco 18. Chartering: Multi activites are involved in this phase suchas fea making a development team, performing feasibility analysis, Design the requirements developing plans, ete — ‘Ques | Wat are the phases of Agile model ? =a Following are the p in the Agile model 1 Requirements gathering tre have identified the project, work wi 1b Cyclic delivery Cyclic delivery involves the following tak: Sete repre, oe werk with ake i. Toam updatesthe release plan We can use the user flow diagram or the high- Level i 1 Integrated product delivers to the wers. Snow tn wrk en tere ods bowl apg fe Weep ups coring bere spa pertre setting yee deployment, post-deployment Genervetion /Horation : Dynamic Software Development Method (DSDM) : DSDM is « rapid application development strategy for software development and gives an agile project distribution structure. The essential features of DSDM are that users must be actively connected, and teams have been given the right tomake decisions. €. The techniques used in DSDM are i. Time Boxing ii. MoSCoW Rules Prototyping When the team defines the requirements the work begins Sino crepes en 8 Cs rj, hl «ei mnie meron prt pertain a exis Pecan ni eal he rade Ge 246. Explain afferent Agite testing methods, « What are the advantages and disadvantages of Agile218K (OB-Sem-6) Project Life Cyl and Bifort Tower | Advantages of Agile method : Proquent delivery Face-to-Face eommunicetion with clients. 3, Bificient design and flfills the business requirement. Changes are acceptable reduces ttal development time Disadvantages of Agile Mode! : Due to the shortage of formal documents, it creates confusi roca decisions taken throughout various phases can be misinte at any time by different team members. Due tothe lack of proper documentation, once the project co and the developers allotted to another project, maintenance finished project can become adifficlty QueZis. | What do you understand by Software Conf 1 ‘Management (SCM) ? Explain its goal. =i ‘Software Configuration Management (SCM) is one of the fou of software engineering. Its used to track and manage the et roduc andi versions This is to assure quality of the product during development operational maintenance ofthe product. SOM ensures that all people involved in the soft OM ens in the software process what is being designed, developed, built, tested, and delivered. Software Configuration Management (SCM) can be defined asa Of defining and implementing » standard configuration, which red into the primary benefits such as easier setup and maintenance, doven-time, beter integration with enterprise management, and efficient and reliable backups and also. ma fice od li ximize productivity Goals of software configuration management : 1 2 3 ‘4 Safteare configura Setar contrat manage citi ee planed cid software work product at identified, controled, and avail Changes to identified software work f Afected groupe and individuale software baselines Products are controlled. >» ‘are informed ofthe status and conte! 219K (OF-Sem-6) ‘The configuration standard shouldinclude necessary software and/ or privileges for remote system administration tools ‘A remote administration elient, that is, correctly installed and ‘configured on the client side isthe cornerstone ofthe remotely sudministered network ‘These remote tools can be wsed to check the version of virus protection, check machine configuration or offer remote help deck fonctions, luced user down-time: Agreat advantage of using a standard configuration is that system ‘becomes completely interchangeable resulting in reduced user downtime. Ifa given system experiences an unrecoverable eror, an identical new system can be dropped into place able data backups Using a standard directory for user data allows backup systems to selectively backup a small portion ofa machine, greatly reducing the network traffic and memory usage for backup systems Also, should acatastrophic failure occur, the data directory could be restored toa new machine with litle time and effort, xy workstation setup : ‘Any sort of standardized configuration streamlines the process of setting up the system and ensures that vital components are available. {b _Ifmultiple machines are being setup according toa standard setup, ‘most ofthe setup and configuration ean be automated. fulti-user support : ‘The system configuration is designed to allow multiple users to use on without interfering each other's work, the same works te software installation : ‘Most modern software packages are install in factory pre-defined directories. While software installed in the manner will function correctly fora single user, it will lead to non-uniform configuration ‘among a collection af machines.Project Life Cyele and Effort configuration standard will have software ing wee directory areas to logialy divide software on th {cation of installed comy This will lend to easier identification 0 al the possiblity of eutomating installation procedures thr tse of universal septs. PARTS Basics of Software Estimation, Bffort and Cost Esti Techniques, COSMIC Full Function Points, COCOMOsE ‘2 Parametric Productivity Model. ‘Que 220.] What do you mean by software project estimati am] 1. Wie computing te cost of project on of the major component cater applied hl ware feral eet tors person dase person months Other factors which contribute to total ast are cost of hard software, revling cate als training ete, Hence, ket scurate estimation of ‘manpower tat in tara la deeds Eximation oie rt sasurte esti beta sie ofthe sofware tobe develop sit form the afr fo and shade number fstimation lines fede functon also very impo tion Points, object points ete. are proposed. Organizations h ‘Thereisaclear understanding of the & Estimation ale deter ‘and time constraints vn Ithelps in dentin ification of re : sources tobe used durin Estimation also helps management nn 8 well as future projecta oduct. Project feasibility in terms of bud methods to measure size in terms of number ‘ation is important because of following reasons systematically" Pr°PS* control over project and they ean pa taking decision for current 2-21 K (OF-Sem-6) £ Estimation helps in quantifying the impact of aks and guides the project manager to take ritable deci, Discuss various software project estimation techniques. ering are the software project estimation techniques Algorithmic cost modeling: "This approach is based on historical cost information. Inthis, a model is developed which relates the project cost to some software metric which i unully the sie in this case ‘The most common size metric isthe number of Lines of Cade (L0G) of the final product but that isnot easy to predict in the beginning. Code size based estimation is also uncertain because nusher of factors contributes for computing the final number of LOC, for ‘example, hardware used, software choice, type of DEMS used ete. Expert judgment fInthis approach, experience and judgment of one or mare experts on that particular application domain is used for the project estimation by extrapolating expert's experience Each ofthe expert estimates the project cost and inal ens estimation Is decided by consensus. The problem with this technique isthe limited expertise ofthe fexperts and hence should be used whea other options are not vailable Estimation by analogy ‘This technique is used when the organization in the past have completed the projects of the similar nature nth technique, comparisons are made with the past projects and ‘estimates are proposed Parkinson's law : According to Parkinson's law, work expands to fill the available time and budget ', Itmeans thatthe Parkinson's approach to eostestimation assumes that the time for completion and available resources are known prior to starting the project € Asaresult, in some caseait can also result into over estimates. Pricing to win approach : ‘Inthe pricingto win approach, cost ofthe project is proportional to the budget ofthe customer.2 Life Cycle and Effort - Proje 22 K \OE-Sem- ee ‘timated effort does not only depang) conality bt also onthe customer's capability rach, therefore often results into poor quality (overrun and over budgeting, & Top-down estimation hi ch, the whole project is decomposed into ne ‘cestasks and estimation for each phase is done using’ own estimation, whole functionality of the © sub-functions and cost estimation is done| these logical sub-functions. erefore suitable for using early in software life eyele Bottom-up estimation his approach, instead of logical functions, com smplementing these funetions are used for cost estimation, Esch component cost is estimated and then added to give: © Bottom-up estimation techniques are appropriate at detailed’ project planning, Que 222. | What are the different cost estimation techniq Answer | Folowing are different cost estimation techniques: 1 Empirical Estimation Technique: 8 Empirical estimation is a tech ira ions a technique or model in which ong dered formulae used for predicting the datathat area . ntial part ofthe software projeet planning step. | These techniques ae usualy based previously from a project and ale bao txperiens withthe devel snp the data that is col also based om some gueases, 11 uses the size ofthe software 4. Inthis techni Hence, th toestimate the effort sol aes Heuristic Technique : — The heuristic technique is spment of similar types of projects, ique, an educated guess of project parameters is mi 229K (OF-Sem-) ‘when working with complex data. But the decisions that are made ‘osing this technique are necosary tobe opis. Im this technique, the relationship among, different project parameters isexpressed sing mathematical equations ‘The popular heuristic technique agen Constroctive Coat Mod (COCOMO). This technique is alse used to increase or speed up the ‘analysis and investment deisions lytical Estimation Technique Analytical estimation i atype of technique thats used to measure ‘work Inthis techniqie,frtly the task isdivide or broken down into its basic component operations or elements for analyzing. Second, ifthe standard time is available from some other source, then these sources are applied to each element or component of work “Third if there is no such time available, then the works estimated based on the experience of the work. In this technique, results are derived by making certain basic assumptions about the project. Healatead’s software science ia based on analytical estimation model What are the advantages and disadvantages of Heuristic this method, practically staff learns by doing everything. The staff jul behave like a researcher and he endesvours to find answers to ‘questions. wrists believe that staff shouldbe told asitle as possible. They are to ed to find out more and more. The method initiates activity. Als soit involves activity of mind. The staft becomes an active discoverer of truth when they are foreed to such pituations by the seniors. The more active and attentive an individual, ‘the more fully and firmly does he grasp knowledge. Inbeing considered as discoverer, stl takes delight and they perform ‘work with much sincerity and pleasure ‘This method turns out inquisitive and enquiring staff solving problems, learning, of di toe, model that i used which 8; oF discovery in the practical meth immediate goals, advantage : ‘This method is ideal one; but fils for want of good equipment, due to insufficient staf, fare used for achievin224K (OE Projo ae le nt or gy tic method isan expensive system Hew Amount of work done under this system is very small 2.25K (OF Sem-6) Be Prsiec Management ording to Boehm, software cort estimation should be dove through stages: Basie COCOMO, Intermediate COCOMO, and Detailed) ‘Que 224] Write short note on COSMIC function points, Answer COSMIC funetion points are a unit of measure of software ‘The size is consistent meaturement (or estimate) which iv for planning and managing software and related activities, 8. The process of measuring software size is called Funetio Measurement (FSM 4 COSMIC functional size measurement is applicable to bus realtime and infrastructure software at any level of decom from a whole software system down to single re-usable compong 5. It is independent of the technology or processes used to devel plete COCOMO, jie COCOMO model : ‘The basic COCOMO model gives an approximate software evelopment efforts and cost as function of program size expresced inestimated ines of code ‘The basic COCOMO estimation model is given by the following expressions fort (f= a*(KLOCP Development Time (7, Where £ is effort applied in perso-month, T,,, is development time in months ‘The coefficients a, b, c,d are constant and can be calculated by siventable “EH system. Itis an ISO standard 6. The unt ofsize is the COSMIC Function Point or CFP. Que 2.26. | Give various estimation models. Describe any one estimation model using suitable examples. a] Various estimation models are : COCOMO model : 1. COCOMO (COnstructive COit estimation MOdel) can be assis one of the following three categories based on the develo complexity: organic, semidetached, and embedded © Onganie: We can consider a deve ‘ « development project to be of Pe ifthe project deals with developing well acy eesti program the ie ofthe development eam ise small, andthe team members are experiens ae perienced in developing: Semidetached: A devel ; velopment project can be considered to Ssemidetached type ifthe deve fal rerprnent eet th devlopment team consiats of mie w © Embedded: A developme ‘op ifthesoftnare emt PEI is considered to be af embed idee eee at loped is strongly coupled to compl oot ‘gent regulations on the operational procedu termed = ele | 2a [105 detached so | ue 36 120 When effort and development time are knows, the average staiT size to complete the project may calculated as Average staf size (SS) = F/T, persons ‘When project size is knowin, the productivity level may be calculated Productivity (P) = KLOCIE ye COCOMO: ‘The intermediate COCOMO model recognizes this fact and refines the initial estimate obtained through the basic COCOMO ‘expressions by using a set of teen cst divers (multipliers) based, ‘on various attributes of software development, initia For example, if moder programming practices are used, th cestimates are sealed downwards by multiplication with acost driver Ihaving a vale less than one, Tn general, the cast drivers ean be grouped into four categories e product that 1. Product attributes: The characteristics of the pro are considered include the inherent complexity ofthe product (CPLA), reliability requirements of the product (RELY) and database size (DATA),Computer attributes : The characteristics of i hat are cone STOR) virtual acing Personnel : The attributes of development pe ie considered include the analyst capability, sn experience (AEXP), programmer capabi chine experience (VEXP and programming] experience (LEXP Project attribute The characteristics ofthe prajeet considered includes medern programming practices tase of software tools (TOOL) and required de hedule (SCED) i The intermediate COCOMO equations are Effort (2) Development Time (T,,) The FAP (Bffort Adjustment Factor) is multiplication of if of cost drivers. isan effort applied in person-month; Tis ‘mein meonthe, vi The coefficients a,b,c, dare constant and can be ealeulated table [F Preject = |» [__ Organic 32 105 | Semidetached 30 2 [- Binbedded 28 i= © Detailed/complete COCOMO model: iA major shortcoming of bath the basic and the inter COCOMO models is that they considers vonaene single omogeneur entity However, mod lrg syste systems are made up of several Subsystems. These subsystems ma i characteristics, mhave widely For example, some subsystems ma i ‘some semidetached, an; nen id some embedded, are Project Management 2.27 K (OE-Sem-6) ‘The complete COCOMO model epiders these differences in the characteristics of the subsystem and estimates the effort and development time as the sum of the edfimates forthe individual ‘subeystems ‘The cost ofeach subsystem is estimate separately. This approach reduces the margin ofan error inthe final estimate he revised version of the original COCOMO and is developed st University of Southern California unde the leadership of Dr. Barry Boehm ‘The model is turned tothe life cycle practice ofthe 2ist century. It also provides a quantitative analyte framework, and set of tools ‘and techniques for evaluating the effects of software technology improvements on software life cyle costa and schedules. ‘COCOMOLI provides three detailed cost estimation models, These can be used to estimate project costs at different phases of the software Astthe project progresses, these models can be applied at different ‘stages ofthe same project. ‘a. Application composition : Here, the external features of the eystem that the users will experience are designed. Prototyping will typically be employed to do this with small spplications that can be built using high productivity application- building tools; development can stop at tia pint. Early design : Here, the fundamental software structures tare designed. With larger, more demanding evstems, where, for example, there will be large volumes of transactions and performance is important, careful atention will need to be pid to the architecture to be adopted Post architecture : Here, the software structures undergo final onstruction, modification and tuning to create asystem that will perform as required. Discuss the role of cost estimation in a software pment project. Briefly explain COCOMO model for cost ation for all category of projects. estimation, the numberof estimation techniques have been developed fare having following attribute in common Project scope must be established in advance. ‘Software metrics are used as a basis from which estimates are made,Project Life Cyele and Effort 28K (OR-Sem-) eet Lie Cele “joc cbroken into smaller pieces which ae estimated in ‘and schedule estimates, « number of options chiewe reliable Del ues to generate project 2 Use simple decompositi schedule estimates. 4. Developempirical models for estimation 4. Acquire one or more automated estimation tools COCOMO model: Refer Q.2.25, Page 2-24K, Unit-L ‘Que 227. | Write short note on parametric productivity me Answer Tnparanetric productivity model, historical data and statistical are used to assign a dollar valve to certain project costs Activity Planning and Risk Management CONTENTS Af Objectives of Activity Planning, 3-2 te 211K Project Schedules, Actiritne, ‘Sequencing and Scheduling 2 This approach determines the underlying unit cost for a ps ‘omponent ofa project and then sell that unit cost as appropris nuch more accurate than analogous estimating but requires 3. Itis inital data to accurately assess cost 4. Parametric estimating is often used in construction 2: Network Planning Medes, 311K to 216K = : age Formulating Network Modes, 5. For example, an experienced construction manager might, Forward Pass and Backward | Pass Techniques new home will est « certain number of Ru that the typ square foot If this average cst, the margin oferror, andthe square footage of project are known, then parametric estimating will allow them to ‘budget that should accurately fall within this range, }3: Critical Path (CPM) Method, 316K to 3.20 Risk Identification, Assessment, Risk Planning, Risk Management | Techniques, PERT Techaiques | Monta Cerlo Simulation, | Resource Allocation, Creation of Critical Paths, Cost Schedules umninga particular margin of error, 068 3-1K (OE-Sem-6)* vanning and Risk: 3-2 (OF Sem: — — Proiect Management 33K (OF Sem-) [part] Bitabiiah methods ofcomaunictions with al parton sty Planning, Poet Schrag batty poet infrantructre cts of Atioty Pain: Pr I ee raesacnustooeeniges Miri Beier ecision mda ee Diol meneame spe pron cranny Dept int geben ent daly ec occa ele ‘aes a ai a ee ‘wt seeming intin paeiniesdnarak Ret gt pene sion ] 1. Project planning is an aspect of project management that ensured project tasks are well coordinated and they meet the various! bjecives including timely completion of the project. ‘Wentify 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 Estimate effort for each activity: fa. Carry out bottom-up estimates. Jb Revise plan to create controllable activities Identity activity risks: fa. Tdentfy and quantify activity based risks, fb Plan risk reduction and contingency measures where appropriate 2 Theproject plan reflects the current status of al project activitiaa used to monitor and control the project. 8, Project planning is an ongoing effort throughout the project life 4 Pre laning pn Provider ovr docmentatonoemumpsnwplanning 5. Theproet planning arcane broadly eae a. Developmtentef the poet plan ‘¢ _ Adjust plans and estimates to take account of risks. Exon ofthe pee! plan Btcote ners tr tena allocate eoucs {Revo laneand nate count or revue orate Review/publish plan : Change control and corrective actions, Que $2. | Write down the outline of stepwise planning activi = 4 Reviow quality aspects project la The stepwise planning is dis 'b. Document plans and obtain agreement he ewe planing i dscused as fellow nate © Seta ‘a ‘Tris may require the reiteration ofthe planning proces ata lower identify project scope and objectives ey © enti How do we identity the planning obectives? objectives and measures fee 7 ‘effectiveness in meeting the b Establish a project authority a © Identify staketo a Modify objectives Af objectives in the light of stakeholder analysissty Planning and Risk Man Hieioiey Bnnine are Project Management oe ie eer th prod promi anda eons Jokers ae eid, a srl oa Project actly defllion and nettysethcing aa enema ta gam rom te Pret Bint stn we dete a! tn re Spe re matte rene rte seri mig beth a0 Perr daveb reac ot aa robet software vith bert fete Eoiremen = ee ts omnaetn a Ga Bee rept anviy vent Dt te nrdeenans voneie teagan Eerepersrmn te fee poll ecko cay aan othe ince Be, tet ead roenrga otto, person who approves the budget might expecta low budget proj Ja. The effort can be calculated using function points, lines of code, By identifying each of the stakeholders “win” condition, the proj complexity of code, benchmarks, ete. cAecwaetascries tier B Ts ep dns ed Sommens the tin, ort ed ral eigen lak tcorsIdetiontion Bs pee ident td ncnet brit tore svcd padecdeite wont on matinee enna Ca sceaeeanc In the negotiation with the customer, these objectives shot +einforced and documented, 6 Steps to identify the objectives areas follows Identify and allocate resources, ‘Understand how people wil benefit from the project lule development: b, Prioritize objectives for the project. ‘The time schedule for the project can be arrived on the basis ofthe © Establish reasonable expectations on the parts of all activities, interdependence and effort required for each of them, stakeholders 4 tr ©. Identify and manage the risks ‘The schedule may influence the cost estimates, the cost benefit analysis and soon, Popular tools can be use for creating and reporting the schedules ssuch as Gantt charts ‘Cost estimation and budgeting : 8. Based on the information collected in all the previous steps, it is nsform these objectives into project activities, Keep people involved. Keep senior management and the custo aware ofthe status ofthe project at all times Que 34. | What are thedifferent types of project planning invol posible toestimate the cost invelvedin executing and implementing the project. D> Based onthe cast estimates, budget allocation is dane forthe projet. Organizational and resource planning Based on the activities identified, schedule and budget allocation resource types and resources are identified. ‘The goals of resource planning is to ensure that the project is run tthe project work that would help’ efficiently Resource planning is uniterative process and necessary to optimize nts, user expectatio these of resources throughout the projet lifecycle thus making We document the assumptions, ednstr: business requirements, tec Droject objectives an "requirements Quality planning : k management planning : ik management is « process of identifying, analyzing and responding toa risk ements, deliverables, ete ofthe final product are determined letermined leesmireeo Saat Define activities 5.6K (OF Sem-6) Based onthe risk factors, identi ment and execution the inputs gathered from such es seape definition, ‘management pl 10. Project plan develop’ 4. Thesgal ofthe activity definition tepis to identify ll the task plan development required to accomplish the product ‘This frequently result in identifying all the work products ifeation, activity sequencing, quali and deliverables that comprise the project. - ‘These deliverables are found as the components of a Work th detailed work breakdown structure comprising ofall he Breakdown structure {WBS 1 rata mee sine wth dpa 4 Baggot ny peti cfd Sos ee 2 Obeated eng ef ereay road nick ore ctraancs overt! ae renga sci sre te Je progress compared withthe schedule nd time prac otha BT ard Ve Manogeren) ty, Dependencies relationships must include finish-to-start and star-to-fnish dependencies, 12 Planning change management : Estimate activity resources a Analysis of project performance can necessitate that certain i Thenextstepisto identify the resources and their availability of the projet be changed. toour project. The Requests for Changes need to be analyzed carefully i Inthis step, one will also assign resources to each of the tasks impact on the project shouldbe studied. Estimate activity durations i With resources assigned, the next step isto estimate each task’s duration, © Considering al these aspects the project plan may be modi accommodate this request for change ‘Que3s, | What do you mean by project schedule ? Write steps in building the project schedule. m= Project schedule 1 2 i The activity’s duration is the aumber of working periods required ta complete the task, ii, Selecting the correct duration type impacts the resource availability and the forecasted task end date Develop schedule: Tho last step isto analyze the project schedule and examine the soquences, durations, resources aad inevitable scheduling constraints Scheduling isan inexact process in that ittries to predict the fut While itis not possible to take, there now with certainty how long ape : re techniques that ean increase Ue Ukeihood af Moo ofthe hit hed wih 3. we are close in our planing and estimating, we can ma fi. Inthisstop one will not ony validate the duration estimates Pproaches to meet required deadline ' tare the basic objectives of scheduling ? 4. Building the project schedule i com a. sa ps plex activity. ey processos for deve Basically there are five They areas follows oping penieshsk OF Sem Activity Planning and Risky Project Management 9K (OE-Sem-6) Answer Gcal path follows ‘The seriesof activities which determines earliest completion of dling area 11 planning and predicting and help) use its resources to achieve time and cost the project sity and enables management to control ia phy tag Dehn hts ou bee ae dels wl sllionaoe project compl “Anetrork analysis technique sed to predict project aration b fd anh hap pe phe ang uch pthhasthe least amoust of whedulng xb he completion date arly dates are éaleslated using a forward pass ate dates are provides ab calculated using a backwards pass for obtaining facts for decision-making, xray activity t utilizes @ socalled time network analysis as the basic "Anuctivityof zer*)duration used to show a logical relationship in Sesermine npr materi) and capital requirements the arrow diagramming method for checking progress, Dummy activities are used when logical relationships cannot be It provides the basic structure for reporting information. getty be cece dancin Eso oe al Itreveals iterdependencies of activities. Doinmies are shown graphically as a dashed line headed by an Iefaciitates “what exercises gration (DU) : The nuster of work periods required to complete an © TRidemtifies the longest bs Evrae rte ahaha vty or other project element aa ‘analysis {finish date (EF): I the critical path method, the earliest possible Que 3.7. | Discuss the va a which the uncompleted portions of an activity oF project ean the various terms used in sehedulin lta and ean change as the project progresses. Te i 2 a start date (ES) In the critical path method, the earliest possible mein which the uncompleted portions of an activity or project can can change as the projest progresses "rninology used in scheduling are discussed as follow ‘plus or minufidpproved changes. yent-on-node ; A network diagramming technique in which event Arrow Diagram Met! sai asda rrsaited by boxes (or nodes) connected by arrows to how the fare repr irequence in which the events are to oe°Ur. Float : The amount of time that an activity may arly start without delaying the project finish date Forward pass The calculation ofthe early start and early Finish dates A network diagrammin represented by arrows, eee The tailof the arrow re represents the end of be delayed froa Presents the start and the head of the Me activity. © Activities i vies are connedted at points i forthe uncompleted portions of all network activities une in whieh atitesere eee es ste Free Float (FF): The amount of time an activity can be delayed without are expected to be performed: Ons Iloving the early tart of any immediately succeeding activities On-Arrow (AOA), delaying the early start of Also called Activity Gantt chart: A graphic display of schedule-elated information using Backward pass Tac c unco aleuat ol incomple on of late finish os fit es backva a nota te ish and start dates = Cott thtoudh the network, igativities determined by wit Hammock : An aggregate or summary activity Wel stblty An atviyenseitcagea Hanger: An unintended break ina network path, Hangers are usually om acritical path, ued by missing activities or missing logical relationships. ee me on310K (OE Sem) 2. 31 £8 35, 2. Path convergence: [n mathematical analysis, the tendency of Activity Planning and Risk Man 311K (OE Sem-6) {ag A modification of logical relationship which directs a dal ssor task Late finish date (LF) :In the critical path method, the latest jate thst an activity may be completed without delaying cary, The shells date orony wi te Pears siitdiy hear sar adler do saunas d network diagram : Any project network diagram drawn SP) :Int ofthe lt es i eieng nd og ees tent on cey may bp eeu dling pecied a Son Boil is abr cha that code networe ap Lead : A motifcation of logical relationship which allows an ace the suecessor task, Level of effort (LOE) : Support type activity (for example, customer liaison) that does not readily lend itself to meast disereve Logical relationship A dependency between two project ac between an activity and a milestone Master schedule : A summary level schedule which identifi ities and milestones Milestone : A significant event in the projec, usually complet major deliverable Milestone schedule : A summary level schedule which idem ‘ajr milestones, : for showing the order in dvity network is a graphical method for showing tasks need to be completed and the dependencies between paths of approximately equal duration to delay the completiogy milestone where they meet. nique can be broken doven into three stages Precedence Diagram Method (PDM) : A network diag identifies tasks and estimate duration of times. technique in which activities are represented by nodes. Activ linked by precedence relationships to show the seq. activities are tbe performed Program Evaluation and Review Technique (PERT) : An spented network analysis technique used to estimate project duration estimates, " ee , developed this technique for evaluating the performance of large at projets Project network diagram : An relationships of projec actvtcg Seale apay of che Remsining Duration (RDU): Tht nese io eomletoan Resource leveling: An for ofa finch dten are dren hn ure management conerna raagtceLimitedscliedate; tsa pejectacheduk ross finish dates reflect en ai te ee are temas frailability, The final pa Pcheduled Finish date (SP); The Print time work was schedule late is normally withitt tho cary ah dae andre ge sn aciviy. Tesh ‘range of dates delimited by rel312K (OE-Sem-6) Activity Planning and Risk Mang 5. Thedingram consists of number ofeircles. representing ovonta the development lfeeyele, such asthe start or complotion of Tines, which represent the task themselves pftware Projeck Managemnat 18K LOW Hem 8) tol Dray the PRICE network, number eact nae fel eae tak wih ta 8 Each task is additionally labeled by its time duration, Perit ntisebonmbep dre ap Sopp ng fa ‘Thus the task between events 1 and 2 is planned to take 9 time eh task duration on the natok, 8. The primary benefit isthe identification of the critical path, Determine the nee! for any dununy tai 9 Incritical path, total time for activities on this path is greater t etermine the ontioat completly if eae tusk wd other path through the network (delay in any task on the eri wc ak or ad leads to adelay in the project 10. The degroe of difficulty in developing a plan is usually a function number of activities or tasks, their sequence, their timing, complexity ven? 11, There are two types of activity networks diagram, They aro Program Evaluation and Review Technig) 1b Critical Path Method (CPM) Que $8. ] Write a short note on PERT Answer 1 es(PERT) EI netigor is continues sand daringapeayect ‘The PENT network in software ‘Tho PRIET network's graphical representa lo nhow the task interrelationahipa inapplicable in a wide variety of project. DPE ins achodling tool Chat alas show gruphieally whieh tase mit te completed before ther task iyi A Projector program) Evaluation and Review Technique (PERT) eee eee ‘sa project management tool used to schedule, organize, and COO sks within a project, 2 PERT canbe both a coat and atime management ayat By daplaying the variua ask patho, PRET ones the cleat of» 5. PERTis organized by events and ativiti, ia 4 PRT chatedepicttath tga Ee control tne and cost during the peje ud an fiat ‘ Pet task, duration, and dependorey information. fling the right balance between commploting ® project om tae and * Fach chart starts with wn initiation node foiwhigh tho frat ‘toraplotiog 1 within tho begat. © fe It oxpouos all poole parallel inthe vetiition and thua help ta Tf multiple tasks begin at the ode or branch, or fork out fr Each task is re same in thy areal atarted allocating resources om the starting point 1W allows achodling wad simulation of ternative sebedules dentin ts deere bY wing wich sates ie nuine OF Nations of PERT) Cases hints the pate Fpl assign tit und nord of tho PRET network to be tse, projets taka Nae 6b nel ssignud clourly dette wa we The PERT network don ships to each ater dt vory well with (ash overlap, PRET suaiuaon dhe flloweny ths gin afer thelr proceding taken "Tho PRI network in uly ney the tie oat at nae ey the project manayor PRP doo not be i hein whieh activities wre nowennaty WF iw Jon omch wil ak The other end ‘dentfies the that i, OF the tk i . is terminated by thor nodes tart of another task, ot ming : “ating ete a, ig of anya Steps in drawing a PERT chur, Make alistot the poet te 2 Aw i Heo tsk dentition etter teach ta14K (OF Bem. — : Actin Que B11, | Write » short meri. yi 1 0. Kenefits of CPM: 4 4 Limitations of CPM: 4 Critveal Path Methed (CPM CPM) charts are similar ran aa PERTICPM. CPM acts 33 the 4 schedule. and of resource planning. During management cf » project it allows to monitor the achievements A preiert ervale It ales helpe to see where remedial action needs to be taken to geta pret back on coarse Ina CPM chart, the eritical path is indicated. Critical paths the path longest duration as determined on a project networkdiagram- “The critical path determines the tatal duration of the project. Ifa task ox the critical path ia delayed, the final completion ofthe project will likely th be delayed The critical path is “critical” because tasks that follow a critical task cannun te started until all of the previous tasks on the critical path art onngheen, Thus, if 4 task on the criti¢al path is delayed, all tasks following the delayed critical task will be pushed out in time ‘The critical taske will have starting and finishing times, that is, fixe relative to the start ofthe project. Tanke oot. on the eritical path will usually have some flexibility relat to when they can start and finish. | “Thia flexibility is called “float” or sometimes “slack”. Float is the differe>™ between the time available for performing a task and time required ® complete a task. preparation It identifies the task that must be completed on time for the who project to be completed on time. It nlan identifies which tasks can be delayed for a while ifresource ne tu be reallocated to catch up on missed tasks, j CPM helps to minimize cont. ‘The relation of task to time isnot as immediately obvious as with cos chart. | ‘These wre more difficult to understand. ‘Wea TAz. | pittorentiate between PERT and CPM. !Soflware Project Management 3-15 K (OE-Sem-6) Anawer | &No. PRET aa CPM 1 PERT unc event oriented | CPM uses activity oriented | network network 2 Katimate of time for activi Durations of activity may be ienot no accurate and definite, | estimated with a fair degree of accuracy 3 | It ik usod mostly in research | It is used extensively in and development projects, | construction projects particularly projects of non: repetitive nature, 4. | Probabilistic model concept is | Deterministic concept is used. planning. cost, when planning. 6. In PERT, it is assumed that.| In CPM, the cost is not directly cost varies directly with time. | proportional to time. Thus, cost is the controlling factor. | | teed 5. PERT is basically a tool for | CPM can control both time and ‘Que 3.13. | Write short note on forward pass techniques. Answer 1, A forward pass in project management is a technique used to move through a project network diagram, 2. The forward pass holps you understand the project duration and calculate the early start and early finish values (meaning, the earliest day each project task can begin and wrap up), Forward pass isu technique used for determining project duration and finding the critical path or Free Float of the project. 4. 'The term forward pass refers specifically to the essential and critical Project management component in which the project team leader (ulong with tho project team in consultation) attempts to determine the early start and early finish dates for all of the uncompleted segments of work for all network activities, 5. This Lochniquo ix used for calculation of the oarly start dates and early Anish dates for the project as well ax the carly start dates and the early Finish datos for all activities that are contained within the project as a whole.activity Planning and Risk Manager oo = backward pass techniques ? rect management, « backward pass also tends to havea, itimplies lateness In terms of prj negative implication, | backward pass in the area of project management refers t0 the a oletion of late finish dates and late start dates for the portions gf Schedule activities that have not been completed, ‘This is determined by starting atthe project's scheduled end date and working backwards through the schedule network logic. ‘The end date may be set by the assigning party, orit may be determined through use ofa forward pass. ‘This technique is used inthe fied of sport. PART-3. Critical Path (CPM) Method, Risk Identification, Assessment, isk Planning. Risk Management Techniques, PERT Techniques, ‘Monte Cario Simulation, Resource Allocation, Creation of Critical Paths, Cost Schedules. Que 3.15. | Write short note on CPM, al fer Q 2.11, Page 3-14K, Unit, SPAKE Weiee short nate om rik ©2ernent process. Answer ‘eher Q. 1.22, Page 16K, Unity QueaiT, Software Project Management 517K (OE-Sem-6) “Answer Factors which affects the risk identifica n procedure of aofware project Application factors : 1 The nature ofthe application, whetherit ina simple data processing application, a safety-critical system or large distributed systems with real time elements ie ikely tobe a ential fete b. The expected sie ofthe application is also important because the larger the system, the greater is the likelihood of errors and communication and management problems Staff factors: The experienc and abil ofthe staff involved are clearly major factors. Anexperienced programmer is, one would hope, fsa likely te make errors than one wath ttle experience b. Such factors the eve of staff atisfaction and the staff tura-over ‘ales ae also important tothe sueces of any project. Demotivated Stall or key personnel leaving unexpectedly have caused many @ Droect to fal Project factors ‘4 [cosimportant that the projet and its objectives are well defined and that they are absolutely clear to all members of the praect team and :I key stakeholders b. Similarly: sg°ved and formal quality plan must bein place and adhered toby alt partiipants, The possibility that quality plan is inadequate or sot adhered to will eopardize the project. Project methods Using well-apecified and structured methods for project ‘wanageitent and system development will deerease the risk of delivoruyg a system that is unsatisfactory or late 1 Uningsuch methods for th first time. though, may cause problems tnd delays tis only with experience thatthe benefits acerue Hardware(Software factors 4. Aprojct that requiros new hardware for development i Ukely to ‘ose a higher risk than one whore the software can be developed ‘om existing ‘and familiar hardware b Wher a system is developed on type of hardware or software platform tobe used on another there might be addtional and hight Fiske at installation Changeover factors + ‘4 Increovental or gradual changeover minimizes the risks involved but isnot away practical3-18 K (OE-Sem-6) Activity Planning and Risk Management b, Parallel running can provide a safety net but might be impossible ar too costly. 7. Supplier factors : a. Theextent to which a project relies on external organizations that cannot be directly controlled often influences the project's success & Environment factors : Changes in the environment can affect a project's success. 9. Health and safety factors : While not generally a major issue for software projects, the possible effects of project activities on the health and safety of the participants and the environment should be considered. Que 3.18. | Write short note on PERT. meee) Refer Q. 3.9, Page 3-12K, Unit-3. ‘Que 3.19. | Explain in brief Monte Carlo simulation. Answer 1. Monte Carlo simulation is a computerized mathematical technique that allows people to account for risk in quantitative analysis and deci making. coca 2. The technique is used by professionals in such widely disparate fields as finance, project management, energy, manufacturing, engineeri research and development, insurance, oil and gas, ti as ee ae the environment. = ee 3, Monte Carlo simulation furnishes the decision-maker wi at possible outcomes and the probabilities they will occur nes ren action. waned | 4. Monte Carlo simulation performs risk analysis by buildi a possible results by substituting a range of value: ee cassia of distribution-for any factor that has inherent uncertainty, ability 5, Itthen calculates results over and over, each time using «. dj of random values from the probability functions, "= * @ifterent = | 6. Depending upon the number of uncertainties and the for them, a Monte Carlo simulation could involve thousesses eet thousands of recalculations before it is complete. 7. Monte Carlo simulation produces distributions of possible out, saline a Que 3.20. | What is resource allocation in project m: is i3-19 K (OE-Sem-6) 1 Resource allocation is all about identifying and scheduling resources on various activities across your project(s) to achieve your project goals. Resources in project management refer to anything you require to complete the project, including tools, equipment, facilities, or funding. 3. Resource allocation often falls to project managers, but some companies may also employ a resource or traffic manager for peopl« planning and staff allocation 4. Project managers are concerned with allocating and managing resources for the projects they are accountable for. 5. In contrast, resource managers take a more holistic view and look at resource allocation on a company level. 6. Resource allocation will help you identify and mitigate any risks, such as potential resource conflicts or gaps in availability, and manage your customers’ or stakeholders’ expectations. Que 3.21. | Write steps used to create critical paths. Answer Following are the steps used to create critical path : L. Step 1: Specify Each Activity : a. Using the work breakdown structure, you need to identify each activity (or task) involved in the project. b. This activity specification list should only include higher-level activities. c, When detailed activities are used, the critical path analysis may become too complex to manage and maintain. 2 Step 2: Establish Dependencies (Activity Sequence) : a, Some activities will depend on the completion of others. b, _ Listing the immediate predecessors of each activity will help you identify the correct order. 3. Step 3: Draw the Network Diagram : a Once we have identified the activities and their dependencies, you can draw the critical path analysis chart (CPA), known as the network diagram. b. The network diagram is a visual representation of the order of your activities based on dependencies, 4 Step 4: Estimate Activity Completion Time : 4 Using past experience or the knowledge of an experienced team member, we must, now estimate the time required to complete each activity.3-20 K (OE-Sem-6) Activity Planning and Risk Managemey, 5. Step 5: Identify the Critical Path: 6 Step 6: Update the Critical Path Diagram to Show Progress; a. As the project progresses, we will learn the actual activity completion, times. b. The network diagram can then be updated to include this information. Que 3.22. | Write short note on cost schedule. Answer 1. Acost schedule is a table showing the total costs of production at different levels of output and from which marginal costs and average costs can be calculated and cost curves drawn. id While preparing such a schedule we can assume that the cost-determining factors such as method(s) of production, the prices of productive factors, etc., are all constant. 3. Assuming the cost-determining factors constant a cost schedule of a firm shows “the alternative cost of production at which various alternative outputs can be produced.” 4. ‘The cost and schedule estimation process helps in determining number of resources to complete all project activities. Jt generally involves approximation and development of costing alternatives to plan, perform or work, deliver, or give project. ©OoOee | 4 | Project Management Cool and Control CONTENTS Parti : Premework for Meuegement... 4-2 to 6-00 Semanaging project we software Project Management 43K (OE Sem-6) newer Following are the benefits of project management frameworks 1. Consistency : a. With project management framework, processes are consistent across the organization, This allows for greater precision in planning projects and setting deadlines. 2 Clarity A framework clearly lays out all project tasks and the tools needed to complete them. meaning there is no confusion when teams get to the execution stage. & Simpliticati 4 When largeprojects are broken down into smaller tasks, its easter for project managers to delegate tasks and teams to tacle the take a project from start to finish, comme al the key components required for planning, man Optimization : sow een i ©“ Abroject management framework can belp managers assess "uch time and money is spent on each project life eyele: This isthe cycle s project goes through f ‘This enables them to successfully alloate and optimize resources to end. It consists of five phases fe g._bfiture projets Initiation: In this phase, we deine what the project act i, objectives in » project charter and identity any potenti aks M, Planning : In this phase, we list all the projegt tasks)in detailed oaimap. Estimate hw long ech ne wil take, creat deadlines, and wld assignees {iL Execution Putte plan into setion Teams tumience work on project tans and align Uneir schedule to achieve Ke deiverables. iv. Monitoring and controlling ; Projet managors oversee Progress by tracking team perfomance, creating sports nd Feanjusting priorities faocesary ¥ Closur Comm ‘unication : By meeting regularly with teams as euthned in their chosen ‘communicate with framework, project managers ean effectively epee bs ator SS ret cert essen vtec oD Anewer Tag 3 mare controliable agua Prefect long activities are break down i! Sof one oF two woeks' duration. completed 4 Sit ltnecessary tater inrmation abst atl rnc work is left to bo Th al prorat th ree ahi coop hs formation, reas Bw when all poet tas uresompleted.A project mangger wil 4 ye analyze these resuleand lan the at pees 8 AM¥Cr iis dime to make such forecasts accuratl Project controleycte : The control cycle is the process of abo when the partial completion ofactivitios it monitoringand controlling the project. * 1 tHe I er got there isa series of products. Pa to et h timate, ray I 1s can be aed as ssvactiity tes: Projet plans, projet may agement reports ‘um:nom tals ad empl or "estate Intermediate prot 4B. | Explain benetis of project management framework:4-4 K (OE-Sem-6) Project Management and Contro| ation of a program, might be jal product. For example, the first successful compila red a milestone even though it is not a fin ted activities follwing two methods consid 8. Forcollecting data of partially compl are used A. Partial completion reporting : 1. Software companies use accounting systems along with weedy timesheets to charge staff time linked to individual jobs. staff time indicates the work carried out and the ject 3. However. it does not tell what has been produced or w1 tasks are on schedule. 3 4. Hence it is necessary to adapt existing accounting data systems to meet the needs of project control 5. For example, weekly timesheets are adapted by bre: down to activity level B, Red/Amber/Green (RAG) reporting: 1. One of the drawbacks of partial completion reporting is for estimated completion dates. This is overcome by asking the team members’ esti the likelihood of meeting the planned target date. 3, One way'to achieve this is using traffic-light method. sts of the following steps This cons Identify the key (first level) elements for assess! piece of work, Break these key elements into constituent elem (second level); Assess each of the second-level elements on the Ft ili, green for ‘on target’, amber for ‘not on targ recoverable’, and red for ‘not on target and reco only with difficulty’, iv. Review all the second-level assessments to arrive level assessments, ri v. Review first-and second-level assessments to produ overall assessment. Que 4A. | Give some methods of presenting a picture of the p and its future. OR Write a short note on : Visualizing Progress,Software Project Management 4-5 K (OE-Sem6) Answer Following are various methods of presenting a picture of the project and its future A. Gantt chart : 1 antt chart is named after Henry Gantt (1861-1919). Itis simplest and oldest techniques for tracking the project progress. 3, Itindicates scheduled activity dates and durations. 4. Reported progress is recorded on the chart (by shading activity bars). B. Slip chart: 1. Astlip chart is a version of the Gantt chart where a line is drawn from top to bottom. 2, To the left of the line are all the completed activities and to the right those activities (or parts of activities) that have not been completed. 3. It provides more striking visual indication of those activities that are not progressing to schedule. 4. The more the slip line bends, greater variation from the plan. ‘The more jagged the line, the more it means that that there are some activities that are lagging to various degrees and some that are ahead of themselves. 6. A very jagged line means that there is scope for re-planning to move resources from those activities that are ahead to those that are behind. C. The timeline: 1. ‘The timeline method records the way that targets have changed throughout the project. Planned time is plotted on the horizontal axis and actual time on the vertical axis. 3. The bendy lines going from top to bottom represent the schec'uled completion date for each activity. Que 4.5. | Write a short note on : Cost Monitoring. Answer 1. Cost Monitoring is critical for project success. 2. The information on cost monitoring is essential so that we ean make management decisions.4-6K (OE-Sem-6) Que 4.6. | What is cost management in project management ? Project Management Cost Monitoring is necessary to ensure that we meet financial Cost Monitoring can avoid budget and project overrun, A project could be late because the staff originally committed havetot been deployed 5 his case the project will be behind time but under budget. A project could be on time but only because additional resources hive been added and so it is over budget, Ks Hence we need to monitor both achievements and costs. = * 1. Cost mi ement is the process of estimating, alldcating, and controlling project ca The cost management process allows @ business to predict future expenses to reduce the chances of budget overrun, 3. Projected costsare calculated during the planning phase of a project and must be approved before workebegins ‘As the project plan is exeeuted, expenses are documented and tracked, so things stay within the cost management plan. 5. Once the projectiis Completed, predicted costs and actual costs aim compared, providing: benchmarks for future cost management plang and project budget " Que 4.7. (| What are the benefits and challenges of cost management ? Ta | scone Benefits of cost management are; 1. Prevents overruns: By slltingcstsin the early planng ; e “arly planning st project managers ensure thy don overspend cea agen Avoids risk: good baiset will hive srskllowayre 5 + Ase ere nant Alencar prj 4 Aids future planning: 00% res help yi, e ‘to more accurate budgets in “ree optimization. ‘This can lea he future Challenges of cost management are ; = If a project budget is toy gr, 1. Lack val, d tabor, materials, o¢ ean be more the require Vo compte difficult to successfully * the projectoftware Project Management 4-7K (OE-Sem-6) Inaccurate estimation : Poor forecasting ean occur when a manager inexperienced or doesn't fully understand the scope of the project. This can lead to cost overruns and affect overall profitability Outdated technology : Project managers need access to intuitive, up- to-date technology and tools to manage costs accurately. ‘ollowing are the cost management tools used in project management 1. For effective cost project management, we need an accurate budget. b. This requires a budgeting tool to track costs using custom hourly rates and tailored financial fields. Time tracking software : a. This is particularly useful when trying to estimate resource cost. b. When team members log hours using a task timer, project managers can use this data to determine how long a certain task takes, and allocate resources accordingly. Reporting and analytics tools : a. For real-time insights into their cost management process, project managers should generate weekly reports with detailed charts and graphs. b. Analytics dashboards can, also be created for a project portfolio overview. Que 4.9, | What do you understand by earned value analysis and Explain with example. Why many individuals and management ? he methods under earned value analysis firms have failed to adapt t and management ? Discuss. Answer Earned value analysi 1. Barned Value Analysis (EVA) used to determine the performance of litary procurement contracts. large mil >. Its techniques can still be applied to the smaller projects currently in use today EVA uses at three basic parameters io e—_ sacProject Management and Contry} 4-8K (OE-Sem-6) a Planned Value b. Earned Value ce Actual Cost 4 By comparing these parameters, an objective assessment of cost ang schedule performance can be gained. Earned value management : 1. Earned Value Management (EVM) has proven itself to be one of tho most effective performance measurement and feedback tools for managing projects, It enables managers to close the loop in the plan-do-check-act management cycle. 3. Ifthe application of EVM to a project reveals that the project is behind schedule or over budget, the project manager can use the EVM methodology to help identify y a Problem occurring b. Critical problem Project tracking 4. EVM provides organizations with the methodology needed to integrate the management of project scope, schedule, and cost. 5. EVM strategically augments good project management to facilitate the planning and control of cost and schedule performance. 6. The key practices of EVM include a. Establish a performance measurement baseline (PMB) Decompose work scope to a manageable level. Assign unambiguous management responsibility Develop a time-phased budget for each work task. Zoey Select EV measurement techniques forall tasks, v. Maintain integrity of PMB throughout the project, b, Measure and analyze performance against the baseline i Record resource usage during project execution, Objectively measure the physical work progress iii, Credit EV according to EV techniques, iv. Analyze and forecast cost/schedule performancy v. Report performance problems andlor take aetgy, BSoftware Project Management 49K (OE-Sem-4) $$$ $$ $$ eee Many individuals and firms have failed to adapt the methods under earned value analysis and management because : a. The first stage in setting up an earned value analysis is to create the baseline budget. b. The baseline budget is based on the project plan and shows the forecast growth in earned value through time. ce. Earned value may be measured in monetary values but, in case of staff- intensive projects such as software development, itis common to measure earned value in person-hours or work days. Que 4.10. | What are the essentials of EVM? Answer The essentials of EVM are as follows : 1 Aclear set of well defined, accomplishable and measurable deliverables. 2 A clear set of standards to judge whether a deliverable has been accomplished. An ability to know when and how work can be divided among multiple persons A method of determining parallel and serial deliverable accomplishment efforts. An ability to know all the different staff and skills necessary for deliverable accomplishment. A clear set of well defined, accomplishable, and measurable tasks that result in accomplished deliverables. A clear set of staff hour, unit-effort-based, allocations to accomplish deliverables via tasks. A strategy to assess staff and quantify the velocity at which they work, in order to accomplish deliverables. An enumeration of work environment factors that affect the rate of deliverable accomplishment. 10. A strategy to quantify and assign work environment factors to individual deliverable accomplishments. Que 4.11. ] Show the relations ip among earned value key parameters, earned value performance measures and earned value forecasting indicators. Answer Fig. 4.10.1 shows the relati earned value per @ 9 ionship among earned Value key parameters, ‘easures and earned value forecasting indicators,4-10 K (OE-Sem Planned value (PV) Actual cost (AC Earned value (EV) Project Management and Cy ee ee ee Earned value key parameters Earned schedule (BS) Cast performance Index (CPD) st variance (CV) Co Cost Estimate at completion EAC Prioritizing Monitoring, Project Tracking, Change Control, Configuration Management, Managing Contract, Contr ‘Earned value performance measures Schedule performance Schedule performance Index (SPD) Schedule variance (SV) ‘Translation to time units ‘Time variance (TV) Earned duration (ED) Earned value forecasting indicators Duration (EAC W) Fig. 4.11. PART-2 Management. Estimate at'eompletion Index (SPT (1) Duration (BAC (b) ‘Long Answer Type and Medium Answer Type Qu onttt ry ~ ent Que 4.12. ] Explain prioritizing monitoring in SPM, “Answer | 1, Prioritization is the process by which a set of i, of importance. 2 In product management, initiatives that live prioritized as a means of deciding what shoulq 3, The process of prioritizing project isan activity fy 4 within a portfolio to perform in what sequence. Schedule variance (S¥ (1) Estimate at completion Dt lems 4 i ™Sare ranked in order tee backlog must be “loped next. "ng what projects 1Software Project Management 4-11 B (OE-Sem-4) It is an attempt to make the project portfolio more effective through ng the most effective way of implementing the projects. Project prioritization is the process of determining which potential and existing projects are the most urgent and important 6. This process involves evaluating the criteria that are most relevant to your business and applying them to all of our projects. 7. Project prioritization ensures that we correctly allocate company resources based on our unique needs. 8 By prioritizing tasks, a company can minimize the time and money it spends on less urgent and important projects Que 4.13. | What are the different priorities that helps in deciding levels of monitoring ? in| Following are the different priorities that helps in deciding levels of monitoring 1. Critical path activities : i Any delay in an activity on the critical path will cause a delay in the completion date for the project. i. Critical path activities are therefore likely to have a very high Priority for close monitoring. 2 Activities with no free float: i Adelay in any activity with no free float will delay at least some subsequent activities, Even though, if the delay is less than the tetal float, it might not delay the project completion date. These subsequent delays can have serious effects on resource schedule. ii, iii 3 Activities with less than a specified float : 1 Ifany activity has very little float it might use up this float before the problem is brought to the project manager's attention. 4u. Itis common practice to monitor closely those activities with less, than one week free float. 4 High-risk activities : A set of high-risk activities should have been identified as part of the initial risk profiling exercise. For example in PERT three-estimate appreach we will designate as high risk those activities that have a high estimated duration variance,Project Management 4-12 K (OF-Sem-6) These activities will be given close attention because likely to overrun, - 5. Activities using critical resources : - Activities can be critical because they are very expensive, ji Anaetivity that demands a eritical resource requires a high level gp monitoring. Que 4.14. | Write short note on project tracking. Answer 1. Project tracking is a project management method used to ‘rackie progress of tasks in a project. 3 2. By tracking our project, we can compare actual to planned pri identify issues that may prevent the project from staying on and within budget Project time tracking helps the project team and stakeholders see, much time is getting spent by team members at every stage project management process. A time tracking report helps the team to see how much time overalls Spent on specific tasks and how much individual team members spend on tasks : A project manager is a person who has the overall responsibility for the successful initiation, planning, design, execution, monitoring, controlling and closure of a project 6 Project tracking keeps all team members and stakeholders in touelé with deadlines and goals, enabling the project lead to manage with i Que 4.16. | Write a short-note on : “hange Control. Answer 1 In any softwar Bours nehize of the Gdliveratdos iy constart 2 ‘The user requirements document undergoes cycles of dey : piety velopment and” 3, So there may be many diflerent versions of the docume, ib Any change control process at this point would be on ¥ flexible Very informal and i 5. At some point an assumed final version will be creaigg 6. This is known as baselined product 7, Baselined products are the foundation 07 the dese, products. tof furthervoit Management CE software P = any canes to te baseline document have direc fects o parts of the project. direct has Que 4.16. | What do you understand by Software Configuration Management (SCM) ? What are its goals ? Answer 1. Software Configuration Management (SCM) is one of the foundations of software engineering. It is used to track and manage the emerging product and its versions. ‘This is to assure quality of the product during development, and operational maintenance of the product. SCM ensures that all people involved in the software process know what is being designed, developed, built, tested, and delivered. ‘Through SCM, the design requirements can be traced to the final software product. Thus, the Software Configuration Management (SCM) can be defined as a process of defining and implementing a standard configuration, which results into the primary benefits such as easier setup and maintenance, less down-time, better integration with enterprise management, and more efficient and reliable backups and also maximize productivity by minimizing mistakes. Goals of software configuration management : 1. Software configuration management activities are planned. Selected software work products are identified, controlled, and available, Changes to identified software work products are controlled. Affected groups and individuals are informed of the status and content software baselines. Que 4.17.| What are the objectives of software configuration standards ? Answer Objectives of software configuration standards : i. Remote system administration : ‘The configuration standard should include necessary software and/ or privileges for remote system administration tools. ‘A remote administration client, that is, correetly installed and configured on the client side is the cornerstone of the remotely administered network. © BON a. b.4-14K (OE-Sem-6) Project Management ii, Reduced user down-time: fs a b iii, Reliable data backups : iv. Easy workstation setup: a b, y. Multi-user support : a c vi. Remote software installation : a These remote tools can be used to check the version | Virus protection, check machine configuration, or offer remot k functionality A great advantage of using a standard configuration is 8 becomes completely interchangeable resulting in down-time 53 Ifa given system experiences an unrecoverable error, an identical new system can be dropped into place. User data can be transferred ifthe non-functional machi a tit accessible, or the most recent copy can be pulled off the ba tape with the ultimate goal being that the user experiences: change in the system interface. Using a standard directory for user data allows backup systemsto selectively backup a smail portion of machine, greatly ‘reducing the network traffic and tape usage for backup systems. Also, should a catastrophic failure occur, the data directory could be restored to a new machine with little time and effort. & A divided directory structure, between system and user data, is ome of the main goals of the configuration standard. Any sort of standardized configuration streamlines the setting up the system and insures that vital components are av If multiple machines are being setup according to a standard most of the setup and configuration can be automated, Although, it is common for users to share a workstation, the configuration is designed to allow multiple users to use the workstation without interfering each other's work q Some software packages do not support completely independel settings for all users; however, users can have independent data areas. ‘The directory structure implemented does not impos dumber of independent users a system, can han’ mitson the modern software packages are installed aoe pories. While software installed in the maittOFY pre-defined wilblead to nonunigin il functi ectly for a single user, it wal On-Uniform a cuore collection of machines. configurationSoftwa b. d re Project Management 4-15 K (OE-Bem-6) A good configuration standard 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. With software installed into specific directories, maintenance and upgraded running software becomes less complex. Que 4.18, | Illustrate the various SCM activities. Answer Following are the four major SCM activities Configuration identification : c x b, SCM process manages all the software entities and their related representations in documentation. Basically, SCM should manage all software related components that are used during development, testing, and production. ‘The identification and structuring of the software configuration management plan is done when the software process is being defined. Software configuration items (SCIs) added to the SCM are things such as tools, design documents, requirements documents etc. ‘The SCI that are identified, determine the baseline(s), that is, associated with the project. ‘The number and types of baselines will depend upon the project. Baselines are the core of SCM; they provide a stable platform for work to continue from. Only authorized changes can be made to the baseline, and all changes are recorded as deltas until such time as a new baseline is generated. hange control : Change control involves procedures and tools to bring in order to change process. Larger projects have a formal change control board (CCB), whose responsibility is to review and approve and disapprove changes. It is the CCB responsibility to provide the mechanism to maintain orderly change process. ‘The CCB includes the following: ‘individuals = Executive sponsor ii, Customer representative4-16K (OF-Sem-6) Project Management and 5 iii, Marketing representative iv. Program manager vy. Project manager vi Quality assurance manager vii, Documentation leader Software configuration status reporting : a Software configuration status reporting (or accounting) is a record keeping activity of software configuration management. From the time the first SCI’s were identified, all changes and the current status of changes and documents are recorded ina status accounting database ‘The record in the database provides management with reports as to the current state of the project. 4 The configuration status accounting database holds the records e showing the products history, how the product has evolved, and where the system is at anytime’in the relation to the current baseline. Administrator uses status.accounting to track and report on alll SCT's formally identified and controlled. The status accounting database also maintains records to supports SCM auditing. 4 Audit and reviews Que 4.19. | Explain software configuration items, ang and ba, Tnewer | a Audits and reviews are used to ensure that changes have been properly implemented. The formal review looks at the technical correctness of any SCI that has been modified. b, An SChis looked as to determine any omissions, potential side effects, and its consistency with other SCls Formal reviews are conducted for all but the most trivial changes. a. Auditing gives us a pieture of how close the eurre ntso mirrors the software systems aves eaten Pictured in the baseli requirements documents ascline and the fe, Auditing provides the mechanism for estab) lishing ' The final stages of an audit are used to sanetion the te a {Auditing increases the software visibility and oe Ithelps to avoid costly re-design and refits, *P'hed traceability. Configuration item : 1 ‘Aconfiguration item (CI is any component of an infor control of configuray na” te infrastructure, that is, under the control of configy tion at olRySoftware Project Management 4-17K (OE-Sem-6) 2. Configuration items (CIs) can be individually managed and versioned, and they are usually treated as self-contained units for the purposes of identification and change control, 3. All configuration items (Cls) are uniquely identified by names, version numbers, and other attributes. The lowest level Clis usually the smallest unit that will be changed independently of other components. 4. Cs vary in complexity, size, and type. They can range from an entire service which may consist of hardware, software and documentation to a single program module or a minor hardware component. Configuration baselines : 1. Configuration Management (CM) plans establish and document the requirements, standards, practices, and procedures for configuration management. 2. This includes defining baselines and establishing the labeling sebeme for configuration items. 3. A baseline is a group of configuration items (products, deliverables) developed during a specific phase of the development process that has been formally accepted. 4. Once the baseline is established, changes to the items can only be done through a formal change process. 5. _ In other words we can say a software baselines library is established containing the software baselines as they developed. 6. Changes to baselines and the release of software products built from the software baseline library are systematically controlled via the change control and configuration auditing functions of software configuration management Que 4.20, | What is contract management in project ? Answer 1. Contract management is the overseeing of a project’s contracts from their initial pre-award phase through to completion. 2. Contract management ensures that the project's budget and resources are in alignment with its overall objectives. 3. Tracking contracts as they progress and identifying and managing any issues as they come up is an important project management process. 4. Contract management, as a part of the project management, deals with the vendors, sellers, and/or suppliers and the managing of procurements according to the terms and conditions set within contracts, Contract management systems can ease the workload needed to get to contract creation and its following stages of contract management,4-18 K (OE-Sem-6) Project Management and Contro! 6 — Contract software often has a contractor database built-in, can Request for Proposals (RFPs), and perform bid analysis. Onee a contractor is selected, contract systems help project organizations to award the contract, send letters of regret to those not chosen, and manage contractor changes and invoicing all within the software. Que 4.21. | Explain different phases of contract management, Answer Following are the phases of contract management 1. Phase 1: Contract Creation : a It’s important that contract management systems are able:to incorporate standardized procedures with details specific te organizational objectives. b. ‘This contract management stage involves identifying the conti type and who will be responsible for each task. 2 Phase 2: Contract Negotiation : . a All project contracts ought to be written in a manner that reflects the organizational objectives and values. & b. Negotiation helps to establish trust between the contract’s parties ©. After the initial contract is drawn up, negotiation occurs in whielty line items are discussed, changed, updated, or completely removed. 3 Phase 3: Contract Approval : a Contract approval often involves multiple sign-offs from various, managers and departments, as well as contractors and vendors, bo All may have to give approval on the contract's specifications before. the final deal is made. 4. Phase 4: Contract Finalization : a. The process of contract signing between the involved parties j final step to getting the project started ed parties is the b. This is why the ability to get signatures from all inyo quickly, regardless of distance or location, iscrucial ty 5. Phase 5: Contract Change Management ; a. Project changes are guaranteed to occur throuighouy 4 ved parties avoid delays. lifecycle once the work begins. he project ed carefully ject changes need to be managed yond ale, Guo ta.| Write in brief about issues faced during contract management.Management 419K (OE-Sem-6) software Project Answer faced during contract management are ; Issues 1. Contraet Execution : Poor contract management often leads to lost or missing files, and final contract approvals and signatures take significantly longer to obtain. 2 Contract Tracking : Monitoring and tracking signed contracts that are then passed along to other team members or departments who may not be familiar with them is crucial to avoiding delays. Project delays lead to project overspending. 3. Contract Revisions : Managing contract changes before and after contract approval is important to project success. Having a tool in place to help track changes across time zones, regions, and teams aids in ensuring version control and timely proven delivery. All of this helps to minimize risk, delays, errors, ete. 4, Contract Compliance : Contracts help ensure compliance within the parameters agreed upon. Effective contract management establishes compliance and regulation across the project in ways that help organizations avoid legal issues and consequences. Que 4.23. | What are the benefits of contract management ? Answer Following are the benefits of contract management : 1. Streamlines your RFP process. 2. Vendor and bid management. 3. Improves bid analyses. 4. ‘Transforms contract administration. 5. Contract change management. 6. Procurement and resource planning. 7. Enhances communication and collaboration. 8. Audit trail and documentation records, 9. Compliance. 10. Delivering projects on-time and within budget. Que 4.24, | Why contract management is nevessary ? Knewer | 1. Project contracts * pusiness stratesies, establish and provide parameters for key project processes, and relationships.4-20 K (OE-Sem-6) Project Management and Contro] Effective contract management can help enterprises and project organizations to better compete globally, especially those with distanced = | teams, and/or those with varying time zones and cultures. 3. It also provides project organizations with monitoring and tracking. 4. Contract management helps project organizations to take into account how project productivity, performance, labor, and inventory affect their growth and profitability throughout the project 5. It keeps tabs on communication, tracking, change control and other tasks. OOOStaffing in Software Projects Part-1 : Part-2 Part-3 CONTENTS Managing People, Organizational Behaviour, Best Methods of Staff Selection, Motivation _.. 5-TK to 5-11K ‘The Oldham Hackman Job .... Characteristics Model, Stress. Health and Safety, Ethical and Professional Concerns: _. 11K te 6-20K Working in Team, Recision - Making, Organizational Structure, Dispersed and Virtual Teams. Communication Genres, Commun! Plans, Leadership 5-1 K (OE-Sem-6)5-2 K (OE-Sem-6) Staffing in Software Project, PART-1 Managing People, Organizational Behaviour, Best Staff Selection, Motivation, Que 5.1. | How to manage people by understanding their behaviour ? Answer Understanding behavior : 1. Handling of people with practical experience becomes a vital role in the aspect of project management. ‘The managers must be able to decide on whether it is better to have experienced staff or get an expert advice. Organizational behaviour has defined numerous theories to explain people's behavior 4. The theories are Structures based on “IfA is the situation then B is likely to be the soltition” Other than the structures, there a wide range of influences on a situation which are invisible to the users which makes it difficult to decide on the solution, Que 5.2. | Write a short note on : Organizational behavior, Answer A. Work objectives Fredricl nalyzed the * haned the workers wih eset Yui things and i, To select the best people for the job ii To instruct them in the best methods iu, To give them incentives based on their perfo, 2 These work objectives defined by Taylor emphasi ar i xe the financial basis of the staff motivation and etformanesi¥ely on pay : TMancesoftware g 1 © Ques, | Horr aT! Project Management 5-3 K (OE-Sem-6) ee ‘This encouragement to the staff will help the project group to work qoyether in achieving their goals which ultimately increases the productivity. People may be motivated by money, but they are motivated by other factors as well. ‘Theory X and Theory ¥ = | Some managers’ work for money being instrumental or called as cash-oriented persons can be categorized based on their individual attitudes. 2, Donald McGregor labeled two different attitudes as Theory X and Theory Y. 3. Theory X includes : i. Onan average, not every human likes to work. ii Somebody must have the control and direct the person to work. iii. Generally, people donot like hold responsibilities. 4, Theory Y includes: People must like to work not forced to do it. External control is not the way to reach organizational goals. iii, There must a commitment towards the work allocated to individuals. iv. Anaverage human can learn to accept and seek responsibility. Creative qualities must be widely distributed. ards the organization can be observed 4, F v. 5. Individual’s behavior tow: when their boss is not available. 6. Theory X environment makes everybody to relax which can be seen visibly whereas Theory Y is more & goal oriented approach of the people involved in the development. 7. A reward does not need to be a financial reward but it could be aaaimething like a sense of achievement: 8, This theory explains the expectations which have agreater influence + Mile rds the organisational ebwwor- tect the right person for the right job ? formulated this factor of selecting the right person for the right or factors which includes the use of software tools job. : ‘ or fa programming productivity and so on. re ai mi5-4K (OE-Sem-6) Staffing in Software Projects {Itisalwaysbetterto have the best people employed in the right place of work for effective productivity 4, Say for example, a study on comparing experienced programmer in debugging a code with a less experienced person was futile when the results were drawn, 5. According to Gerald Weinberg, “Most programmers prefer to work alone where they are not disturbed by other people”. Que 54. | Write a short note on : Recruitment process. ‘aewer_ | 1. There is a lot of stress for every project manager about choosing the right people to make up their team. 2. Recruitment is an organizational responsibility process of selecting the person form their organization. 5. Meredith Belbin categorizes people in recruiting process into two different types i Eligible candidates : Are those persons who have the right information needed by the organization in paper, /e., the curriculum vitae contains the right number or years and right paper qualifications. Suitable candidates : Can actually do the job well but are not officially eligible, Ideal candidates once given a post are likely to be more loyal towards the welfare of the organization. 4 Actual skills have to be taken into account while selecting a person rather than mere eligibility 5. The reeriitment policy must avoid discrimination of race, gender, age or irrelevant disabilities. 6 A recruitment process must include i Creation of job specification : Type of task that has to be out must be documented and agreed. ii, Creation of job profile : Constructs a te carry out the job with qualities, experience iii, Obtaining applicants ; Profile of the person qualifications, education Placing an advertisement within *stoget maximum number of pot iv, Examine Curriculum Vitae: All the received cy) with the job holder profile and if satisfied are eal a . Interviews : These include the aptitude tes, yoann Te Personality tests and examination of previeit work toate roup,software Pr vi. oject Management eeiee giseussions are also used for evaluating and examining the statements provided in the CV. References : Need to be verified and a medical ination test can also be done if needed. Que 5.5. | Explain the various motivation theories formulated for motivating people to work. Answer Following are various theories formulated by different persons for motivating. the people to work. They are A. Taylorist Model: x 8 In this model, Taylor emphasis on the piece-rates and day-rates. Piece-rates are those where the workers are paid a fixed sum for ach single item they produce whereas day-rates refer to the daily pay that is given to the workers on a timely basis. ‘The tendency towards dispersed or virtual projects where the staffs either work in organization or work at home hasa difference in the payment based on time worked. ‘The amount paid to the workers will not directly relate to maximize the output in order to maximize their income. The amount of output will normally depend on the working group and not based on an individual. A reward based on piece-rates is directly proportional to the work produced. But a support team cannot be adjudged by a single person, instead it is group activity and the reward must be given to the group as awhole. In Taylorist model, the reward system makes excessive distinctions between co-workers that result in damaging morale and productivity. This can be balanced by giving bonuses to project team members after completion of a successful project. Maslow’s Hierarchy of Needs : ‘The basic human needs placed by Maslow in an ascending order of importance are: L Physiological Needs : These are the basic needs for sustaining human life itself, such as food, water, warmth, shelter, and sleep. Maslow felt that until these needs are satisfied to the degree necessary to maintain life, other needs will not motivate people. Security or Safety Needs : These are tho needs to be free of physical danger and of the fear of losing a job property, food, or shelter.5-6K (OE-Sem-6) Staffing in Software Project, 3. Affil ince people are social bei; reed to belong, to be accepted by others. It includes friendshin tt need to love and be loved, socializing, ete. an 4 Esteem Needs : Once people begin to satisfy their need to belong they tend to want to be held in esteem both by themselves and by others. This kind of need produces such satisfactions as respect, power, prestige, status, and self-confidence. : 5. Self-actualization Needs : This is the highest need in the hierarchy. It isthe desire to become what one is capable of becoming to fully reatizes one’s potential and to accomplish what one is capable of achieving. Heraberg's Two-Factor Theory : 1. People tend to be dissatisfied about their job due to certain factors They an i. Hygiene or maintenance factors ii Motivators Ahygiene factor makes the person dissatisfied if they are not rightly used. For example, the working condition of the worker. Motivators can make the person feel that the job is worth doing it, like sense of achievement or the challenge of the work. Higher-level of maintenance factors can be provided by large organizations whereas hetter motivation can be provided to workers who work in smaller organizations Expectancy Theory of Motivatio Vroom identified three influencing factors on motivation. They are i -Expectaney ii Instrumentality ii Perceived value Expectancy is a belief that working harder will lead to better performance Instrumentali = kramer lity is the belief that better performance will be ‘ = 4. Perceived value denotes the resulting reward. 2 5. When all these fac When all these factors are high, then the motivation level will same time, a zero level remove motivation completely. a) ferany oneof od For example, when the ackage supplied by thi nt 3 worker gives up since how much har ork ge contall will not lead to success on rker put # denotes ro expectangy VOTKEF Puts in itaware Project } agement 5-7 K (OE-Sem-4) >on the other side if the user is not using : I developer, instead the user works ee ve cos the developer feel that itis waste of time and pa a = zero instrumentality. Suppose if the user is using the package but kage but ki complaint Se istage and makes ee detcoper tape fra short comings, then at some point of time the ee ike to get involved for implementi i to low perceive value of reward. pee ern at The Oldham Hackman Job Characteristics Model, Stross, Health and Safety, Ethical and Professional Concerns. eS Sof Que 5.6. | Write short note on Oldham Hackman job characteristics. “Answer | theory proposes that high Hackman and Oldham’s job characteristics motivation ia related to experiencing three psychological states and five core job characteristics. A. Three psychological states = 1. Meaningfulness of work: ‘That labour has meaning to you, something that yo" Co relate ‘movements to be repeated. to, and does not occur just as aset of to intrinsic motivation, ‘e., that work is ‘This is fundamental ii, motivating in and of tself. 2. Responsibility: i. That you have been given the opportunity to be a success or failure at your job because sufficient freedom of action has given you. ‘This would include the ability to make changes and incorporate tne Tearning you gain whilst doing the job. plStaffing in Software Projects % Knowledge of outcomes : i. It provides the person knowledge on how successful their work has been, which in turn enables them to learn from mistakes. ii It connects them emotionally to the customer of their outputs, thus giving further purpose to the work. B._ Five core job characteristics : 1. Skill variety : Using an appropriate variety of your skills and talents: too many might be overwhelming, too few, boring. : Being able to identify with the work at hand as and hence enabling more pride to be Task Ident more whole and complete, taken in the outcome of that work. 3. Task Significance : Being able to identify the task as contributing to something wider, to society or a group over and beyond the self. 4. Autonomy : The discretion you have about the way that you do the job, 5. Feedback : The information you getback about the results of your work. Que5.7. | What are the causes of stress in project management ? Answer Following are the causes of stress in project management = 1. Unrealistic timeline. 2, Working in a matrix System which PM does not have the full control of the resources Lack of resolirces, human and/or equipment. Proliferation of virtual teams and cross cultural influences. Intergroup conflict in organization oak Project environment. Que 6S, | Explain different stress management techniques. Answer Following are the different stress management techniques : 1. Prioritize: a Putup4 priority matrix and assign every task based on its urgency and importance. b Focus on the tasks that are urgent and important. Don't overwhelm yourself by worrying about your entire workload.Software Project Management 59K (OE-Sem-6) 2. Applying NLP (Neuro-Linguistic Programming) to Stress Reduction: a, NLP provides a number of excellent tools and concepts to empower individuals to cope with or change non-resoureeful or negative stress to resourceful or positive resources, b. With NLP you can change overwhelming, immobilizing feelings into powerful motivating forces. 3 Exercise: 1. Take some time off from your busy schedule and plan for some physical activities, whether it’s jogging, cycling, hiking or other activities to work off stress. 4. Meditation : Meditation and breathing exercises have been proven to be very effective in controlling stress. b. Practice clearing your mind of disturbing thoughts. 5. Develop potent conflict resolution skills : a, We add stress to our work lives by either under reacting to the stressful situation (avoiding or denying it) or over reacting to the stressful situation (coming on too strong). ; Que 5.9. | How health and safety is a part of an organization. Answer A safety and health management system means the part of the organisation's management system which covers : 1. The health and safety work organisation and policy in a company 2. ‘The planning process for accident and ill health prevention 3. The line management responsibilities and 4. ‘The practices, procedures and resources for developing and implementing, reviewing and maintaining the occupational safety and health policy. ‘The system should cover the entire gambit of an employer's occupational health and safety organisation. Que 5.10.] What are the elements of a safety and health management system ? Answer Following are the elements of a successful safety and health management system5-10 K (OF-Sem-6) Staffing in Software Projects SSS Policy and commitment : Pe & a The workplace should prepare an occupational safety and health policy’ programme as part of the preparation of the Safety Statement required by Section 20 of the Safety, Health and Welfare at Work Act, 2005. Effective safety and health policies should set a clear direction for b the organisation to follow Plannin; The workplace should formulate a plan to fulfill its safety and health policy as set out in the Safety Statement. b. Aneffective management structure and arrangements should be put in place for delivering the policy Safety and health objectives and targets should be set for all managers and employees Implementation and operation : a For effective implementation, organisations should develop the capabilities and support mechanisms necessary to achieve the safety and health policy, objectives and targets. {All staff should be motivated and empowered to work safely and to protect their long-term health, not simply to avoid accidents. Measuring performance : a ‘The organisation should measure, monitor and evaluate safety and health performance Performance can be measured against agreed standards to reveal when and where improvement is needed. ‘Active self monitoring reveals how effectively the safety and health management system is functioning, Auditing and reviewing performance : @ b ‘The organisation should review and improve its safety and health ‘management system continuously, so that it’s overall safety and health performance improves constantly. ‘The organisation can learn from relevant experience and apply the lessons. Que 5.11. | Why ethics is important for project management ? roars) Project management ethics is an essential ingredient while managing 1 projects ‘According to the PMI (Project Management Institute), Ethics is about making the best possible decisions concerning people, resources and the environmentSoftware Project Management 3, Ethical choices diminish risk, advanes determine long term success and build: 4. Leadership is absolutely dependent on ethical choices. Because ethics is the key to executing projects successfully, the PMI has rolled out a Code of Ethics and Professional Conduet document to help project management practitioners do what is right and honorable. The document articulates ideals to which a project manager should aspire, and defines behaviors he or she should adopt to be succeseful. ‘The purpose of the code is to instill confidence in the project management profession and to help an individual become a better practitioner. It helps project managers make wise decisions. The code of Ethies and Professional Conduct highlights ethical values such oa trust, honesty, responsibility respect and fairness. [Panta] Working in Team, Decision Dispersed and Virtual Teams, Communication Plat Plans, L Positive results, increase trust, eputations. 6. Que 5.12. | What do you understand by working in teams ? Mention various stages of team formation model. Answer 1. Not all people involved in the development process like to work in groups. 2. But major software projects always have to work in groups and many people do not like to work in groups. Any organization involved in the development process will have various departments reflecting its structure. 4. Formal groups can be formulated based on the different departments and task groups can be formed based.on specific tasks carried. 5. Task group can contain different people from different departments to work together to carry out a specific task. 6. Every task group formed for specific activities to be carried out is dissolved once the task is completely achieved. 2. Making people work together is the most difficult task that the project manager has to carefully handle.5-12 K (OB-Sem-6) Staffing in Software Projects edeinhamml eg neds Ee S. Ateam cannot perform instantly; it has to develop over time. Stages of team formation model ; Every team has to go through five different stages of development as depicted in the team formation model namely 1, Forming : Basic ground rules and general behavior are set up to try and get to know each other in the team. 2 Storming: Grouping methods of operation have to establish as there is a chance of conflicts arising due to leadership. 3 Norming: A group identity emerges as the conflicts are largely settled. 4. Performing : How the tasks are handled by the team. 5. Adjourning : Disbanding of the group. Que 5.13. | Give categories of decisions. Also mention factors which are obstacles to good decision making. eal A. Categories of decisions : 1. Decision making process can be categorized into structured and unstructured i. Structured decisions are generally simple where the rules are applied in a straight-forwards way. ii Unstructured decisions are often more complex and require @ great degree of creativity The amount of risk and the uncertainty involved in the development process can affect the decision making process. B. Obstacles to Good Decision Making : Few factors that affect good decision making process are 1. Faulty heuristics : The rules of thumb or heuristics are useful but can be misleading. These are based on mere stereotypes. 2. Escalation of commitment : This happens when a wrong decision is made which cannot be altered easily later. 3 Information overload : Too much of information also might lead the decision process to choose a wrong one. ‘Que 5.14. | What do you understanding group decision making ? Also mention obstacles to good group decision making. Give measures to reduce obstacles of group decision making. Answer | In group discussions, different specialists and point of view of stakeholders can be brought together to make a better decision. 9 “FisSoftware Project Management 2. x 5-12 (OB-Sem-4) Decisions made by a team can be approved and dy than decisions imposed by individuals scatees testy Every group meeting takes: the collective responsibility ofhaving properly briefed of solving complex problems, A group can arrive at better solutions for complex problems because the members of the group have complem: Group meetings provide an opportunity for people to communicate freely and easily among the members of the group. Often, groups are less effective for Poorly structures problems where brainstorming techniques can be used to help the groups to make it structured. Even though, group decision making is effective in achieving solutions, it has been proved by research that People come up with more ideas individually than in groups. Obstacles to Good Group Decision Making : 1 Group decision making process has its own disadvantages : i. It is time consuming process. ii, Conflicts can arise among the members of the group. iii, Decisions can be influenced by dominant personalities. Once established the group norms can survive many changes of membership in the group. Experimental results have shown that people can modify their personal judgments to conform to group norms. Sometimes people in groups take hasty decisions that ean cause more risk hen when they make their decisions on their own known as risky shift. Measures to reduce obstacles of Group Decision Making ‘To make group decision making process to be mare effective and efficient the Delphi Technique can be adopted. Delphi technique endeavourers to collate the judgments oPanumber of experts without actually bringing them face to face. » set of procedures is carried out as follows : Cooperation of a number of experts is enlisted. Problem is presented to the experts. Experts record their recommendations, Recommendations are collated and are reproduced. Collected responses are recirculated. Experts comment on the ideas of others and modify their recommendations,5-14 K (OF-Sem-6) Staffing in Software Projects 4. vi Ifthe leader finds any diserepaney, the process is stopped; otherwise it is recirculated to the experts. ‘This method can be adapted to geographically dispersed experts but the process becomes time consuming. 5.15. | Write a short note on : Department structure, qed] Qa ‘answer | 10. ‘Que 5.16. | Write a short note on : Team structure. Answer Team structure addresses the issue of organization of the individual project teams. There are mainly three formal team structures A Departmentalization of organizations depends on staff specialties, produit lines, categories of customer or the geographical location. oo In general, the software development process approach is referred a either function-oriented or task-oriented. Function oriented approach deals with different groups that are formed based on their functional specialization. es This approach leads to a more effective usage of staff both technically and in employing the standards that are needed to be concerned. ‘ With the task oriented approach, members tre grouped together with» respect to a specific task. = ‘The specific task has to be gehigled by the group and the group él dissolved after the successful completion of the particular task. Departmentalization is also based on life-cycle phase. In project life cycle phases there are separate teams for development. and maintenance. Matrix form of departmentalization can also be formed where there are two managers namely project manager and programming manager. ‘The project manager deals with the day-to-day activities while the programming manager focuses on future career development. Egoless programming suggests that the programmers and the programming team leaders should read other people's programs so that ‘the programs become a common property to both. i ~ al ve in en a data Chief Programmer Team : 1. If the number of groups is larger, then the work will be slower because of increased communication. So large projects must be formalized and must be represented in a centralized structure.Software Project Management 5-15 K (OE-Sem-6) One way to avoid this, to reduce the number of people and giving them more support to make the work done which led to the formulation of chief programmer team. ‘The chief programmer defines the specification, design, code, tests and documents the entire software. ‘The chief programmer can have a co-pilot who can assist in writing some code and discussions. An editor can be used to write up the documentation drafted by the chief programmer, along with a program clerk who maintains the actual code and a tester who validates the code. ‘The disadvantage of chief programmer teams is that the chief programmer is overloaded with lots of information and cannot manage at some point of time. Extreme programming concept can overcome this disadvantage where the software is developed by pairs of developers with a chief Programmer /co-pilot relationship. tages : ‘The chief programmer provides an authority, and this structure is arguably more efficient than the democratic team for well-understood problems. Disadvantages : 1. The chief programmer team leads to lower team morale, since team- members work under the constant supervision of the chief programmer. This also inhibits collective and their original thinking. ‘The chief programmer team is subject to single point failure since too much responsibility and authority is assigned to the chief programmer. Since the chief programmer carries out many tasks individually, there is a danger of information overload on the chief programmer. Democratic Team Structure : ‘The democratic team structure, as the name implies, does not enforce any formal team hierarchy. Decisions are taken based on discussions, where any member is free to discuss with any other matters. ‘Typically, a manager provides the administrative leadership. At different times, different members of the group provide technical leadership. Advantages : ‘The democratic organization leads to higher morale and job satisfaction. Democratic team structure is appropriate for less understood problems, ince a group of engineers can iavent better solutions than a single individual as in a chief programmer team >,5-16 K (OE-Sem-6) five or six engineers and for research-orient projects, a pure democratic The democratic team organization encourages egoless programming as Staffing in Software Projects for projects requiring less than ‘ed projects. For large sized organization tends to become chaotic. A democratic team structure is suitable 4 programmers can share and review one another's work. Disadvantages : 1. Democratic team structure is less productive compared to the chief programmer team C. Mixed Control Team Structure name implies, draws upon the 1. The mixed team organization, as the ation and the chief- ideas from both the democratic organiz programmer organization. This team organization incorporates both hierarchical reporting and democratic set up. 3. The mixed control team organization is Suitable for large team sizes. 4, The democratic arrangement atth to decompose the problem into small parts. 5, Each democratic setup at the programmer level attempts solution to asingle part Thus, this team organization is eminently suited to handle large .¢ senior engineer's level is used and complex programs. +. This team structure is extremely popular and is being used in many software development compani Que 5.17. ] What do you understand by virtual teams ? Why virtual teams are needed ? Answer sed Team 1 ‘4 Virtual Team ~ also known as a Geographically Dispet ‘GDT _ is a group of individuals who work across time, space, and organizational boundaries with links strengthened by webs of communication technology, ‘They have complementary skills and are committed to a common purpose, have interdependent performance goals, and share an approach to work for which they hold themselves mutually accountable. Geographically dispersed teams allow organizations to hire and retain the best people regardless of location. ‘A virtual team does not always mean teleworkers. Teleworkers are defined as individuals who work from home.Software Project Management 5-17K (OE-Sem-6) Many virtual teams in today’s organizations consist of employees both working at home and small groups in the office but in dif , locations seographic Need for virtual teams : 1. Best employees may be located anywhere in the world. 2. Workers demand personal flexibility. 3. Workers demand increasing technological sophistication. 4 A flexible organization is more competitive and responsive to the marketplace. 5. Workers tend to be more productive —less commuting and travel time. 6. The increasing globalization of trade and corporate activity. The global workday is 24 vs. 8 hours. 8. The emergence of environments which require inter-organizational cooperation as well as competition. 9, Changes in workers' expectations of organizational participation. 10, A continued shift from production te service/knowledge work environments, : 11. Increasing horizontal organization structures characterized by structurally and geographically distributed human resources. Que 5.18. | Write a short note on : Communication genres. | 1. A major influence on the nature of communication genres is the constraints of time and place. 2. Modes of communication can be categorized as combinations of two opposite : Same time/Different time and Same Place/Different Place. Same Place Different Place Same Time Meetings, Interviews | Telephone, Instant Messaging Different Time | Notice Boards Exmail, Voice mail, | Documents 3. The nature of the information to be conveyed : i. What is the extent and complexity of the information to be conveyed ? ii, Is it easy to understand ? Is the context well known to both the . sender and the recipient ? ili, Where the communication is personally sensitive, me Oe5-18K (OB-Sem-6) Staffing in Software Projects 4. Atdifforent stages of a project ~ different communication genres will be preferred i Barly stages : Meetingis) ii Intermediate stages (design) : Teleconferencing iii, Implementation stages : E-mails Que 5.19. | What do you understand by communication plans ? Explain in brief components of communication plan. =a 1 A communications plan, in project management, is a policy-driven approach to providing stakeholders with information about a project. 2. The plan formally defines who should be given specifi¢ information, when that information should be delivered and what communication channels will be used to deliver the information’ 3. An effective communications management plan anticipates what information will need to be communicated to specific audience segments. 4. The plan should also address who has the authority to communicate confidential or sensitive information and how information should be disseminated. 5. Finally, the plan should define what communication channels stakeholders should use to provide feedback and how communication documentation will be archived as part of the project records. Components of communication plan : 1. Audience : A strategie communication is directed at a specific audience or set of audiences, within which there is typically a primary audience, a secondary audience and so on b 'Phese audiences likely have different experiences with and expectations of you. They have different levels of knowledge on the subject at hand along with different priorities and concerns. 4 Finally, they may have different degrees of trust in you and your organization 2 Context : a Having clarified the audiences for your communication, define the context in which this communieation will occur. b. Recognize key events and relationships (past, present, and future) that are significant to each of the audiences you will address. © This context defines your audience world, recent experiences and reasonable expectations for the future. aSoftware Project Management oa 5-10 (OF-Bem-6) mE ae 3. Outcomes: a. Every business communication has a set of specific purposes to achieve, whether it’s information transfer, instruction, persuasion, or transformation b. One technique for defining outcomes is to consider “Head, Heart, and Hands”, 4, Medi The messages you communicate usually determine the most effective media to employ. Your choices range from intimate, personal contact to impersonal mass email, from team conference calls to all-hands town meetings. c. Audiences respond differently to these choices of media, especially considering the context of the communication and the outcomes you are trying to achieve. ssenger(s) : a. While you are the primary messenger for most of your business communications, you still must consider whether you will be the most effective messenger. The primary consideration in choosing a messenger is “Ethos,” the credibility of the messenger with the audience. Que 5.20. | Write a short note on : Leadership. Answer 1. Leadership means the ability to influence others in a group to act in a particular way to achieve group goals. ‘ery good manager or viee-versasince managers have different roles such s organizing, planning and controlling. It is very difficult to list the common characteristics of good leaders. But every leader has a greater need for power and achievement and must have more self-control and self-confidence than athers. Leadership is generally based on the idea of authority or power. Positional Leadership Power : Power ean take the form based on the position of the person, Positional power can be analyzed as : 1. Coercive power : Ability to force someone to do something by threatening punishment. yer Connection power : Based on having-aocess to those whe have power 2 Legitimate power : Based on person's title giving agpecial sites, Reward power : Here the holder gives rewards to those who “arry out tasks to the satisfaction of their leader, zt ef’! -5-20 K (OE-Sem-6) Staffing in Software Projects B. Personal Leadership Power : Personal power depicts the person's individual qualities, Personal power can be analyzed as : 1. Expert power : Person who is capable of doing specialized tasks. 2 Information power : Here, the holder has exclusive access to information 3 Referent power : Based on the personal attractiveness of the leader. Que 5.21. | Write a short note on : Leadership styles. iad 1. In order to make best use of the expertise and commitment of the people involved the leaders must be an authoritative but at the same time more flexible and tolerant. Sometimes, the leaders must be democratic disciplined execution of the plan. Leadership styles can be classified as as well, to have a very i Directive vs. permissive ii, Autocratic vs. democratic. Directive autocrat makes decisions alone and will be person very closely associated with the implementation 5. Permissive autocrat also makes decisions alk latitude in implementation. 6. Directive democrat makes decisions participative and will be a person very closely associated with the implementation. +. Permissive democrat also makes decisions participative, but subordinates have latitude in implementation. ‘The emphasis is that there is no one best style of leadership which has to be chosen by the management but it truly depends on the situation. lone, but subordinates have ©O® ‘dProject Evaluation and Project Planning (2 Marks Questions) What are the characteristics of software project ? are the characteristics of software project : 2. Complexity 4, Conformity Following Invisibility Flexibility What do you understand from software project planning ? Software project planning is an aspect of project management, which reflects the current status of all project activities and is used to monitor and control the project. What is the scope of a project ? In project seope, we document the project work that would help us to achieve the project goal. We document the assumptions. constraints, user expectations, business requirements, technical requirements, project deliverables, project objectives and everything that defines the final product requirements. . Define project plan development. Project plan development uses the inputs gathered from all other planning processes such as scope definition, activity identification, activity sequencing, quality management planning etc. List the basis for software effort estimation. ‘The basis for software estimation are as follows : Need for historical data ‘Measure of work Complexity Give any two characteristics of project activity. Following are the characteristics of praject activity : Clarify project goals. Develop a work breakdown structure. Deliver realistic schedule. Create a project risk plan. Manage change request.— = $Q-2 K (OE-Sem-6) 2 Marks Questions L7. Define portfolio management. ‘ang, Porttolio management is the art and science of selecting a group of investments that need long-term financial objectives and risk tolerance of a client or a company 18. Define risk. | ama Risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on a project's objectives. 1.9. What are the characteristics of risk ? Awa Its characteristics are 1. Itrelates to the future. 2. It involves cause and effect. 1.10. Write the different categories of risk. ‘Ams, Risk can be categorized as follows 1. Project risks i 2. Product risks | 3. Business risks 1.11. Write the categories of risk on the basis of security. ‘HE On the basis of security, risks can be categorized as follows : 1. Catastrophic 2. Critical 3. Marginal 4. Negligible 1.12. What is software risk evaluation ? ‘xu. Software risk evaluation (SRE) service is a diagnostic and decision making tool that enables the identification, analysis, tracking, mitigation and communication of risks in software intensive programs. 1.13. Write the strategies for planning of risk reduction and control or risk abatement, ‘ams. There are five strategies for planning of risk reduction and control are 1. Hazard prevention 2. Likelihood reduction 3. Risk avoidance 4, Risk transfer 5. Contingency planning 1.14, Define risk transfer? ‘awe. The impact of some risks can be transferred aw. by contracting out or taking out insurance, Here to another person or organization. 1.15, What is cost benefit analysis ? gus. Cost-benefit analysis (CBA) is @ technique use «d to compare tht vats of a programme/project with its bene pare the total costs of a pr : benefits, using a eommon metric |e ay from the project .Tiskis transferredSoftware Project Management SQ-3K (OE-Sem-6) What are different methodologies used in project management ? Different methodologies used in project management are : Agile development methodology Waterfall development method Rapid application method eek . What are different phases of project management ? Following are the phases of project management : Project initiation . Planning Execution Monitoring 5. Closure 1.18. Define RAD. ‘Ans. Rapid application development is a condensed development process that produces a high quality system with low investment costs. 1.19, What is management control ? ‘a Management control is the process through which the management of an organization influences other member to implement the strategies laid down by the company. 1.20, What are the different features of management control ? ‘ux Following are the features of management control : 1. Behavioral consideration j 2. Management control activities 3. Financial and non-financial performance What are cost-benefits evaluation techniques ? Following are the cost-benefits evaluation techniques : Net profit——_ SQ-4K (OE-Sem-6) 2 Marks Questions -iunnnnensreres aby | Project Life Cycle and Effort Estimation (2 Marks Questions) 2.1, What are the stages where estimation is done ? Ana. Following are the stages of estimation Strategic planning Feasibility study System specification Evaluation of supplier's proposals Project planning 22. What is parametric model of cost estimation ? ‘Ams: Algorithmic cost modeling is also known as parametric model cost estimation. In this model, project cost is related to some metric which is usually size. 23. How to calculate parametric model ? ‘wg, In parametric model, effort can be calculated as: effort = (system size) x (productivity rate) where size is in thousands of lines of code (KLOO) and. is in days per KLOC or person months per KLOC. 24. Give examples of application programs, utility and system programs used in COCOMO, ‘ams, Data processing program are considered to be application Compilers, linkers etc. are utility programs. Operating sy: real-time systems programs are system programs, 25. What are the different categories of costs during estimation of project ? ‘mux Categories of costs in cost estimation 1. Development costs 2. Setup costs 3. Operational costs 26. What are the basis for choosing a SDLC ? ‘gua. We can choose a SDLC on any one of the following basis ; 1. Development speedgonware Project Management 8Q-5K (OE-Sem-6) bed 6 2. Product quality 3. Project visibility 4, Administrative overhead 5. Risk exposure 2.7. Define evolutionary prototyping. ‘ane, In evolutionary / exploratory prototyping, the developer start developing the software with requirements that are best understood as this will require few changes in the prototype later on and help in exploring the unexplored requirements. 28. Define throw-away prototyping. Ang In throw-away prototyping, the prototype is developed on less well understood requirements; its main aim is that when user will use this prototype its shortcoming will help to understand the requirement more accurately. ). What are the phases in waterfall model ? Phases in waterfall model : Requirements Specification Software Design . Implementation Testing Agile method. method refers to a software development approach based on tive development. Agile methods break tasks into smaller iterations, or parts do not directly involve long term planning. ebnr hE 2.11. What are the phases of Agile method ? ‘mmx Following are the phases of Agile method : ‘L. Requirement gathering 2 Design the requirement 3% Iteration 4. Testing 6. Deployment 6. Feedback je software development method ‘are cost estimation techniques ? are the cost estimation techniques : estimation techniques jc estimation techniques estimation techniques$Q-6K (OE-Sem-6) 214. Ans. 215. reek 2.16. eri © = ree 2.18. 219. So 2 Marks Questions ___* Mari Ripetions Define COSMIC function points. COSMIC function points are a unit of measure of softwar functional size. The size is a consistent measurement (or estimate) (hich i very useful for planning and managing software and relates, activities, What are the phases of project management life cycle ? Following are the phases of project management life cycle : Project initiation Project planning Project execution Project closure What are the steps of spiral model ? Following are the steps of spiral model : Identify the sub-problem with highest risk. Find solution for that problem. What are the phases of RAD ? Following are the phases of RAD : Business modeling Data modeling Process modeling Application generation ‘Testing and turnover What are the objectives of software management configuration ? Following are the objectives of software management configuration : Remote system administration Reduced user down-time Reliable data backups Easy workstation setup Multi-user support Classify COCOMO lanai OA model based on development COCOMO model bated on development complexity . Semidetached Embedded Name the project estimation technique which j historical cost information. hich is based on Algorithmic cost modeling project estimation techn, on historical cost information. ques is based @O@gorware Project Management 89-7 K (OE-Sem-) Activity Planning and Risk Management (2 Marks Questions) Write three basic objectives of scheduling. The basic objectives of scheduling are : Itis the basis for all planning, predicting and helping management to decide how to use its resources to achieve time and cost goals. It provides a basis for obtaining facts for decision making. It reveals interdependenciés of activities. What are the key processes for developing a project schedule? Following are the key processes for developing a project schedule : activities activity resources timate activity durations Develop schedule HH & en Be List limitations of PERT. Following are limitations of PERT : Project tasks have to be clearly defined as well as their relationships to each other. : The PERT network does not deal very well with task overlap. 3. ‘The PERTnetwork is only as good as the time estimates that entered ae ‘schedule which identifies milestones. simply by listing the duration of zero. oie xt is scheduled start date ?SQ-8 K (OE-Sem-6) 2 Marks Questions Ana. Scheduled start date (SS) isa point in time when work was scheduled to start on an activity, The scheduled start date is normally within the range of dates delimited by the early start and late start date. Explain time-scaled network diagram. Any project network diagram drawn in such a way that the positioning and length of the activity represents its duration and is referred as a time-scaled network diagram. Essentially it is a bar chart that includes network logic Es What are risk drivers ? Risk drivers are defined as something that exists in the project environment that leads one to believe that a particular risk would occur. Fe Name the various risk drivers. ‘The various risk drivers are as follows : Schedule Budget Quality Surrounding environment Hardware Software What is forward pass technique ? A forward pass in project management is a technique used to move through a project network diagram. The forward pass helps you understand the project duration and calculate the early start and early finish values. x fc. CUE 3.11. Define Monte Carlo simulation. ; ‘ams. Monte Carlo simulation is a computerized mathematical technique that allows people to account for risk in quantitative analysis and decision making. e 3.12, What is resource allocation ? y ‘Ams. Resource allocation is all about identifying and scheduling resc on various activities across your project(s) to achieve your goals. Resources in project management refer to anything you — require to complete the project, including tools, equipment, facilities, or funding. ; 3.13. Why resource allocation is important ? ‘ws Resource allocation will help you identify and mitigate any: such as potential resource conflicts or gaps in availability, and your customers or stakeholders expectations, @0@oftware Project Management 8Q-9 K (OE-Sem-6) Project Management and Control (2 Marks Questions) 4.1. What are the tasks in project management framework ? mm Project management framework ¢ consists of following tasks : 1. Project initiation 2. Project planning 3. Effort estimation 4. Time frame estimation 5. Cost estimation 6. Requisition of resources 7. Risk management 8. Configuration management 9. Procurement management 10. Project monitoring 11. Project control 12. Evaluating alternatives 13. Taking decisions 14. Communicating decision 42, List the priorities to decide levels of monitoring. ‘tum The priorities to decide levels of monitoring are : 1. Critical path activities 2. Activities with no delay 3. Activities with less than a specified delay 4. High risk activities 5. Activities using critical resources 43. Why change control is needed ? fama: Careful control of any changes is needed because an alteration in one document often implies changes to other documents and the system products based on that document. Even if the requirements are changing, then they must be under control. What are the mechanisms used in SCM? ‘The mechanisms or activities used in SCM are : |. Configuration identification . Change control . Software configuration status reporting |. Audits and reviews Give three functionalities of SCM. Functionalities of SCM are : Give latest version of a program.S$Q-10 K (OE-Sem-6) 2 Marks Questions Prevent unauthorized changes or deletions. Gather all sources, documents, and other information for the current system. 46 What are the benefits of project management framework ? ‘ans. Following are the benefits of project management framework : 1. Consistency 2. Clarity 3. Simplification 4, Optimization 5, Communication 4.7. Define cost management. ‘ang Cost management is the process of estimating, allocating, and controlling project costs. The cost management process allows a business to predict future expenses to reduce the chances of budget overrun, 48, What are the benefits of cost management ? ‘Ans Following are the benefits of cost management : 1. Prevents overruns 2. Avoids risks 49. What are the challenges of cost management ? ‘ang. Following are the challenges of cost management : 1. Lacks of resources 2. Inaccurate estimation 3. Outdated technology 4.10. Define prioritization. Ams: Prioritization is the process by which a set of items are ranked in order of importance. In product management, initiatives that live in the backlog must be prioritized as a means of deciding what should be developed next. 4.11, What are the techniques used for determination of prioritization ? ‘fama. Techniques used for prioritization are : 1. Kano 2. Payback period 3, Net present value 4.12. Define project tracking. ‘ams. Project tracking is a project management method used to track the progress of tasks in a project. ©@@ ieroject Management SQ-11 K (OE-Sem-6) »P goftware P | Staffing in Software Projects (2 Marks Questions) . According to Taylor what are the objectives with which to train the workers ? ‘Aum Following are the objectives with which to train the workers : 1. To select the best people for the job. ‘To instruct them in the best methods. ‘To give them incentives based on their performance. 5.2. Who develop Theory X and Theory Y of organizational 3 ined in rieribel ; i bass are categorize: iting process into two different types : 2. St ‘candidates 5A, recruitment process include ? ane sit men must include : nofjobspeeification 2. Creation of job profile 3 applicants 4. Examine Curriculum Vitae Z Y 6. References 5.5, What are various motivation theories ? mw Followi are various motivation theories : 1. Taylorist 2, Maslow’s Hierarchy of Needs 3. Heraberg’s Two-Factor Theory {Expectancy Theory of Motivation 56, What are the three psychological states of Hackman and Oldham's job characteristics theory ? ing are the three psychological states of Hackman and ea ‘gjob characteristics theory = ess of work 2. Responsibility ‘of outcomes. What are the five core job characteristics of Hackman and Oldham’s job characteristics theory ? 5.7. Ans Following are the five core job characteristics of Hackman and 'sjob characteristics theory : 1. Skill variety 2. Task Identity 3. Task Significance 4, Autonomy 5. Feedback 5.8. Mention various stages of team formation model. = ‘Awa Following are the various stages of team formation model ~~ 1, Forming 2, Storming ‘ 3. Norming 4, Performing ee 5. Adjourning 5.9. Give categories of decisions. Ans. Decision making process can be categorized into unstructured decisions. Give disadvantages of group decision making process. Following are the disadvantages of group decision making p Itis time consuming process. Ue Conflicts can arise among the members of the group. Decisions can be influenced by dominant personalities. — |. What are the various formal team structures ? ‘Ams. Following are the various formal team structures : 1. Chief Programmer Team 2. Democratic Team Structure 3, Mixed Control Team Structure What do you understand by virtual teams ? ‘A Virtual Team — algo known as a Geographically Disy (GDT)~ is a group of individuals who work across time, sp organizational boundaries with links strengthened by communication technology. 5.13, What do you understand by communication plans ? ‘Acommunications plan, in project management is a policy _/” approach to providing stakehol eaten she a 5.14. What are the various components of communication p -—gegue:~- Following are the various components of communi 4 Oe > AE snd. Audience pee '5. Outcomes 4. Media ee 5 5, Messenger(s) - * a * _ §45. Give classification of leadership style. ec ‘mm Leadership styles can be classified as : te 1, -Digective vs, permissive 2. Autocraticvs, democratic, : ©O© é