SE 430: Software Project

Management

Introduction

Dr. Mehvish Rashid

[email protected]
General Topics Covered (in this course)

Project Management in SE Context

Project Management Process Groups
Integration Management
Scope Management
Time Management
Cost Management
Quality Management
Risk Management
HR and Communications Management
Procurement Management

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About the Course & Text Book
Class Schedule
Wednesday, 14:00-16:00 and Thursday 15:00-16:00(Check
your time-table:)

Consult course page on LMS for

Lecture Notes, Quizzes,Assignments, & Term Project

Text Book
A Guide to the Project Management Body of Knowledge
(PMBOK)
By Project Management Institute. www.pmi.org
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Assessment Plan
Assessment (Tentative Plan)
Theory
40% Final Exam (Closed Books, Closed Notes, Comprehensive)
30% MSE (Closed Books, Closed Notes, Comprehensive)
10% Quizzes (05 at-least,Surprise!)
5% Assignments (03 at-least)
Practical /Term Project
15% Term Project (in group)

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Homework Policy
All homework assignments must be done individually or in groups as
desired
Upload a soft-copy on LMS (for plagiarism check)
Late Submissions
Extensions may be permitted under extraordinary circumstances
Contact the instructor at least 01 week before the deadline

SEECS academic dishonesty policy.

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Course Learning Outcomes
Understand the key knowledge areas of Software Project
Management (SPM) and the challenges faced by Software
project managers

Demonstrate through application, the knowledge of the

key SPM skills
The course will be interactive

Develop the project management strategy and evaluate it

in business context

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What is a Project?

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“Project”: Not a Rocket Science!
A project is “ a temporary endeavor undertaken to create a unique
product, service, or result ”(PMBOK® Guide, Fifth Edition, 2013)

Operations: work done to sustain the business

Projects end when their objectives have been reached or the

project has been terminated

Projects can be large or small and take a short or long time to

complete

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Project Attributes
A project:
Unique purpose
Temporary
Developed using progressive elaboration
Requires resources, often from various areas
Should have a primary customer or sponsor
The project sponsor usually provides the direction and funding
for the project
Involves uncertainty

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 Examples of Software Projects
• A technician replaces ten laptops for a small department (IT
Project)

• A small software development team adds a new feature to an

internal software application for the finance department

• A college campus upgrades its technology infrastructure to

provide wireless Internet access across the whole campus

• A cross-functional task force in a company decides what Voice-

over-Internet-Protocol (VoIP) system to purchase and how it
will be implemented

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Software Project Management
• What?
• Application of knowledge, skills, tools and techniques
to project activities to meet project requirements
• Why?
• Software projects are meeting failure more often.
Good management must be carried out to improve
success rate
• How?
• Tools and techniques are available for the purpose.We
shall learn how to use them in this course
The State of SW Project Management

A 1995 Standish Group study (CHAOS)*:

Only 16.2% of IT projects were successful in meeting scope, time, and

cost goals;

Over 31% of IT projects were canceled before completion

A PricewaterhouseCoopers study found that overall:

half of all projects fail
only 2.5% of corporations consistently meet their targets for scope, time,
and cost goals for all types of project
________________________________________________________
* The CHAOS Report 2015 is a model for future CHAOS Reports. There have only been two previous CHAOS
Reports, the. original in 1994 and the 21st edition of 2014. This new type of CHAOS Report focuses on
presenting the data in different forms with many charts.
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The Present

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Overall Picture

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Project Management!
Project management is “theapplication of
knowledge, skills, tools and techniques to project
activities to meet project requirements”(PMBOK®
Guide, Fifth Edition, 2013)

Project managers strive to meet the triple constraint

by balancing project scope, time, and cost goals

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The Triple Constraint

Successful project
management means
meeting all three
goals (scope, time,
and cost) – and
satisfying the
project’s sponsor!

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Project Management Framework

Manager
Project managers work with project sponsors, the project team,
s and other people involved in a project to meet project goals
Role?
Project Scope Management
Confused about exactly what you should be working on?
Once you have a good idea of what needs to be done, you
need to track your scope as the project work is
happening.
As each goal is accomplished, you confirm that all of the
work has been done and make sure that the people who
asked for it are satisfied with the result.

you’ll learn the tools that help your

project team set its goals and
keep everybody on track.
Project Time Management
Getting it done on time ??
Time management is what most people think of
when they think of project managers.
It’s where the deadlines are set and met.
It starts with
figuring out the work you need to do,
how you will do it,
what resources you’ll use, and
how long it will take.

From there, it’s all about developing and controlling that

schedule.
Project Cost Management
(Watching the bottom line)
Every project boils down to money.

If you had a bigger budget, you could probably get more people to do your
project more quickly and deliver more.
That’s why no project plan is complete until you come up with a budget.

But no matter whether your project is big or small, and no matter how
many resources and activities are in it, the process for figuring out
the bottom line is always the same!
Project Quality Management
It’s not enough to make sure you get it done on time and under
budget.

You need to be sure you make the right product to suit your stakeholders’
needs.

Quality means making sure that you build what you said you would and
that you do it as efficiently as you can.

That means trying not to make too many mistakes and always keeping your
project working toward the goal of creating the right product!
Human Resource Management
Behind every successful project is a great team.
So how do you make sure that you get—and keep—the best possible team
for your project ????
You need to plan carefully, set up a good working environment, and
negotiate for the best people you can find.
But it’s not enough to put a good team together…
If you want your project to go well, you’ve got to keep the team motivated and
deal with any conflicts that happen along the way.

Human resource management gives you the

tools you need to get the best team for the job and
lead them through a successful project.
Human Resource Management
Communications Management
Communications management is about keeping everybody in the loop
Risk Management
Even the most carefully planned project can run into
unexpected problems.
Team members get sick or quit, resources that you were depending on
turn out to be unavailable—even the weather can throw you for a
loop.

So does that mean that you’re helpless against unknown

problems?

No!
You can use risk planning to identify potential problems that could
cause trouble for your project,
Analyse how likely they’ll be to occur,
Take action to prevent the risks you can avoid, and
Minimize the ones that you can’t.
Procurement Management
Some jobs are just too big for your company to do on its own.
Even when the job isn’t too big, it may just be that you don’t have the
expertise or equipment to do it.

• When that happens, you need to use Procurement

Management to find another company to do the work
for you.

• If you find the right seller, choose the right kind of

relationship, and make sure that the goals of the contract
are met, you’ll get the job done and your project

*Procurement is the process of finding and agreeing to terms, and acquiring goods,
services, or works from an external source, often via a tendering or competitive
bidding process. Procurement generally involves making buying decisions under
conditions of scarcity.
The Process Framework
All of the work you do on a project is made up of processes.
Once you know how all the processes in your project fit together, it’s easy
to remember everything you need to know for successful Project
Management.
There’s a pattern to all of the work that gets done on your project.
plan … compare … monitor … control

And the process framework—the

process groups and knowledge
areas—is the key to all of this
happening smoothly.
Project Integration

Project integration management is:

• Coordination of all elements of a project includes

• tasks
• resources
• stakeholders
• and any other project elements
• managing conflicts between different aspects of a project
• making trade-offs between competing requests,
• and evaluating resources.
Project integration management
Project Stakeholders

• Stakeholders are the people involved in or affected

by project activities

• Stakeholders include:
– The project sponsor
– The project manager
– The project team
– Support staff
– Customers
– Users
– Suppliers
– Opponents to the project
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Project Management Enablers
Project management tools and techniques
assist project managers and their teams

Some specific ones include:

Project charter, scope statement, and WBS (scope)
Gantt charts, network diagrams, critical path analysis,
critical chain scheduling (time)
Cost estimates and earned value management (cost)
Super Tools

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 Has PM helped us?
Standish Group’s CHAOS studies:

Projects 1995 2012

Successful 16.2% 39%
-22.8%
Cancelled/ Failed 31% 18%
-13%
Challenged 53.8% 43%
-9.2%

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Why the Improvements?

*Standish Group, "CHAOS 2012

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Project Success
There are several ways to define project success:
The project: scope, time, and cost goals

The project satisfied the customer/sponsor

The results of the project met its main objective, such as

making or saving a certain amount of money, providing a
good return on investment, or simply making the sponsors
happy

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What the Winners Do…
Recent research findings show that companies that excel in
project delivery capability:

Use an integrated project management toolbox (use

standard/advanced PM tools, lots of templates)
http://en.wikipedia.org/wiki/Comparison_of_project_management_software

Grow project leaders, emphasizing business and soft skills

Develop a streamlined project delivery process

Measure project health using metrics, customer satisfaction or

return on investment

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How to be a winner in a Systemic Way?
ADOPTION OF
PROJECT MANAGEMENT FRAMEWORK

Which we will cover in this course

Best Practices
Tired of facing the same old problems?
If you’ve worked on a lot of projects, you know that you face the same
problems, over and over again.
It’s time to learn some common solutions to those problems.
There’s a whole lot that project managers have learned over the years.

Getting the project management

knowledge is the ticket to putting that
wisdom into practice.

Get ready to change the way you

manage your projects forever.
Organisations, Constraints, and Projects
In good company
If you want something done right…better hope
you’re in the
right kind of organization.
All projects are about teamwork—but how your team
works depends a lot on the type of organization you’re in.

You’ll learn about the different types of organizations around—

and
which type you should look for the next time you need a new
job.
The Project Management Institute

The Project Management Institute (PMI) is an international

professional society for project managers founded in 1969
PMI has continued to attract and retain members, reporting 3
million members worldwide by 2013
There are specific interest groups in many areas, like
engineering, financial services, health care, IT,etc.
Project management research and certification programs
continue to grow
Students can join PMI at a reduced fee (see www.pmi.org for
details)

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Growth in PMP Certification, 1993-2008

350,000
318,289

300,000

267,367
250,000
221,144

200,000
# PMPs

175,194

150,000

100,000 102,047

76,550

50,000 52,443
40,343
27,052
18,184
6,415 10,086
1-,000 1,900 2,800 4,400

1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008
Year

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What’s your next project?
Top 50 of all times:
http://www.pcworld.com/article/130207/article.html?pa
ge=2

2013:
http://www.creativeapplications.net/featured/10-best-
and-most-memorable-projects-of-2013/

2014:
http://www.creativeapplications.net/featured/10-most-
memorable-projects-of-2014/

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Next Class
Project Program and Portfolio
Organizations, Constraints and Successful PM
Come prepared!

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