Scribd Logo
Upload

Welcome to Scribd!

  • 46 views

    12 Project Management

    Uploaded by

    VEDIKA MALVIYA
    Project management involves planning, organizing, controlling, and measuring a collection of linked activities with a defined start and end point to achieve specific goals. It is important for using resources efficiently and achieving objectives on time. Key aspects of project management include managing people, defining the product and process, and establishing a common sense approach to planning, monitoring, and controlling the project. Communication and coordination among stakeholders is also essential.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd

    12 Project Management

    Uploaded by

    VEDIKA MALVIYA
    46 views29 pages
    Project management involves planning, organizing, controlling, and measuring a collection of linked activities with a defined start and end point to achieve specific goals. It is important for using resources efficiently and achieving objectives on time. Key aspects of project management include managing people, defining the product and process, and establishing a common sense approach to planning, monitoring, and controlling the project. Communication and coordination among stakeholders is also essential.

    Copyright

    © © All Rights Reserved

    Available Formats

    PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    Project management involves planning, organizing, controlling, and measuring a collection of linked activities with a defined start and end point to achieve specific goals. It is important for using resources efficiently and achieving objectives on time. Key aspects of project management include managing people, defining the product and process, and establishing a common sense approach to planning, monitoring, and controlling the project. Communication and coordination among stakeholders is also essential.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    46 views29 pages

    12 Project Management

    Uploaded by

    VEDIKA MALVIYA
    Project management involves planning, organizing, controlling, and measuring a collection of linked activities with a defined start and end point to achieve specific goals. It is important for using resources efficiently and achieving objectives on time. Key aspects of project management include managing people, defining the product and process, and establishing a common sense approach to planning, monitoring, and controlling the project. Communication and coordination among stakeholders is also essential.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 29

    Project Management….

    Work Smart !!!


    Project...
    A collection of linked activities, carried out in
    an organized manner, with a clearly defined
    START POINT and END POINT to achieve
    some specific results desired to satisfy the
    needs of the organization at the current time.
    Project Management
    • A dynamic process that utilizes the
    appropriate resources of the organization in
    a controlled and structured manner, to
    achieve some clearly defined objectives
    identified as needs.
    • It is always conducted within a defined set
    of constraints
    What does Project Management
    Entail?
    • Planning: is the most critical and gets the least amount
    of our time
    Beginning with the End in mind-Stephen Covey
    • Organizing: Orderly fashion
    (Contingent/Prerequisites)
    • Controlling: is critical if we are to use our
    limited resources wisely
    • Measuring: To determine if we accomplished
    the goal or met the target?
    Why is Project Management Important?

    • Enables us to map out a course of action or


    work plan
    • Helps us to think systematically and
    thoroughly
    • Unique Task
    • Specific Objective
    • Variety of Resources
    • Time bound
    The Management Spectrum
    Effective software project management focuses on
    the four P’s:
    • People — the most important element of a
    successful project
    • Product — the software to be built
    • Process — the set of framework activities and
    software engineering tasks to get the job done
    • Project — all work required to make the product
    a reality
    The People
    SEI has developed a people management capability
    maturity model (PM-CMM):
    • to enhance the readiness of software organizations
    • to undertake increasingly complex applications by
    helping
    • to attract, grow, motivate, deploy, and retain the
    talented needed
    • to improve their software development capability
    The People
    The people management maturity model
    defines:
    recruiting, selection, performance
    management, training, compensation,
    career development, organization and work
    design, and team/culture development etc.
    The Product
    Before a project can be planned:
    • Product objectives and scope should be
    established
    • Alternative solutions should be considered
    • Technical and management constraints should
    be identified
    Estimates of cost, effective assessment of risk,
    realistic breakdown of project tasks, or
    manageable project schedule
    The Process
    A software process provides the framework
    for which a comprehensive plan for
    software development can be established.
    • Task sets – tasks, milestones, work
    products, and quality assurance points
    • Umbrella activities – software quality
    assurance, software configuration
    management, and measurement
    The Project
    • To manage complexity
    • To avoid failure
    • To develop a common sense approach for
    planning, monitoring, and controlling the
    project.
    People
    • Stakeholders
    • The Players
    • Team Leaders
    • The Software Team
    • Coordination and Communication Issues
    The Stakeholders/Players
    Five categories:
    1. Senior Managers: defines business issues
    2. Project (technical) managers: plan, motivate,
    organize, and control the practitioners
    3. Practitioners: deliver the technical skills
    4. Customers: specify the requirements for the
    software
    5. End-Users: interact with the software once it
    is released
    Team Leaders
    • Project management is a people-intensive activity  need
    “people skill”
    • MOI model for Leadership:
    – Motivation
    – Organization
    – Ideas for innovation
    • Characteristics of Effective Project Manager:
    Problem Solving, Managerial Identity, Achievement,
    Influence and Team Building
    The Software Team
    • N individuals vs. m tasks
    • Team organizations
    – Democratic decentralized (DD): no permanent leader,
    rather “task coordinator”, decision made by group
    consensus.
    – Controlled decentralized (CD): has defined leader,
    decision remains group activity, works partitioned
    – Controlled centralized (CC): Top-level problem
    solving, internal coordination
    Organizational Paradigms for Team

    • A Closed Paradigm
    • A Random Paradigm
    • An Open Paradigm
    • A Synchronous Paradigm
    The Software Team
    Seven project factors when planning the structure of
    software engineering team:
    • The difficulty of the problem
    • The size of the resultant program
    • The time
    • The degree of problem to be modularized
    • The required quality and reliability
    • The rigidity of the delivery date
    • Degree of sociability (communication)
    Coordination and Communication Issues

    Many reasons that software projects get into


    trouble:
    • Scale
    • Uncertainty
    • Interoperability
    Therefore, must establish methods for
    coordinating the people.
    Coordination and Communication Issues

    Hence, establish formal and informal communication among


    team members:
    • Formal, impersonal approaches: SE docs and deliverables,
    tech memo.
    • Formal, interpersonal procedures: QA activities, status
    review meetings and design
    • Informal, interpersonal procedures: group meeting
    • Electronic communication: email, forums
    • Interpersonal networking: interpersonal discussion with
    outsiders.
    The Product
    • Dilemma: Quantitative estimates, but no
    solid information
    1. Software scope:
    2. Problem decomposition
    Software Scope
    • Context:
    • Information objectives
    • Function and performance
    Software scope must be unambiguous and
    understandable.
    Problem Decomposition
    • Sometimes call partitioning or problem
    elaboration
    • The core of software requirement analysis
    1. Functionality
    2. Process
    The Process
    • The generic phases that characterize the
    software process – definition, development,
    and support – are applicable to all software.
    • The problem is to select the process that is
    appropriate for the software to be
    engineered by a project team.
    The Process
    Must decide which model is most appropriate for
    1. The customers
    2. The characteristics of the product
    3. The project environment
    The Project
    Must understand what can go wrong (so that
    problems can be avoided)
    Ten signs that indicate that an information systems
    project is in jeopardy:
    1. Software people don’t understand their
    customer’s needs
    2. The product scope is poorly defined
    3. Changes are managed poorly
    The Project
    Ten signs (cont..)
    4. The chosen technology changes
    5. Business needs change (or ill-defined)
    6. Deadlines are unrealistic
    7. Users are resistant
    8. Sponsorship is lost (or was never properly obtained)
    9. The project team lacks people with appropriate skills
    10. Managers (and practitioners) avoid best practices and
    lessons learned
    The Project
    Five-part commonsense approach to software project:
    1. Start on the right foot: working hard to understand
    the problem
    2. Maintain momentum: provide incentives
    3. Track progress: track work products
    4. Make smart decisions: decisions should be “keep
    it simple”
    5. Conduct a postmortem analysis: lessons learned
    and evaluation of project
    The 5
    W HH Principle
    Barry Boehm suggests an approach that addresses project
    objectives, milestones and schedules, responsibilities,
    management and technical approaches, and requires
    resources:
    – Why is the system being developed?
    – What will be done, by when?
    – Who is responsible for a function?
    – Where are they organizationally located?
    – How will the job be done technically and managerially?
    – How much of each resources is needed?

    You might also like