UNIT -1

Project Evaluation and project Planning

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

  Main goal is to enable a group of developers to work effectively towards successful
completion of project.
 Project Manager is an administrative leader of the team
 Job responsibilities of project manager are-
 Planning
 Organizing
 Staffing
 Directing
 Monitoring
 Controlling
 Innovating
 Representing
 Various factors make this job very complex-
 Changeability
 Uniqueness
 Complexity
 Possibility of multiple solutions

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

Importance of Software Project Management:
Effective software project management is essential for the success of any software development
project. It involves the planning, monitoring, and controlling of resources to ensure that a project
achieves its objectives on time, within budget and to the required quality standards.
It is a discipline that ensures the following:

 Efficient Resource Allocation: Proper management of resources, including human resources,

finances, time, and technology, helps optimize their utilization, leading to cost-effective and
timely project delivery.
 Clear Communication: Software project management fosters
transparent communication channels among team members, stakeholders, and clients. This
clarity prevents misunderstandings, promotes alignment, and reduces the likelihood of errors.
 Risk Mitigation: Identifying and addressing potential risks early in the project lifecycle helps
minimize their impact and ensure that projects stay on track despite unforeseen challenges.
 Scope Control: Defining and managing project scope prevents scope creep, ensuring that the
project stays focused on its objectives and doesn't deviate unnecessarily, which can lead to time
and cost overruns.
 Quality Assurance: Effective software project management includes quality assurance and
testing processes, guaranteeing that the software meets the defined standards and fulfills user
requirements.
 Stakeholder Satisfaction: Involving stakeholders throughout the project makes their
expectations and needs more likely to be met, resulting in higher satisfaction levels.
 Timely Delivery: Through proper scheduling and monitoring, software project management
ensures that projects are completed successfully on time, meeting critical deadlines.

Activities:
Software Project Management consists of many activities, that includes planning of the project,
deciding the scope of product, estimation of cost in different terms, scheduling of tasks, etc.

The lists of activities are as follows:

1. Project planning and Tracking

2. Project Resource Management
3. Scope Management
4. Estimation Management
5. Project Risk Management
6. Scheduling Management
7. Project Communication Management
8. Configuration Management

Now we will discuss all these activities -

1. Project Planning: It is a set of multiple processes, or we can say that it a task that performed
before the construction of the product starts.

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

2. Scope Management: It describes the scope of the project. Scope management is important
because it clearly defines what would do and what would not. Scope Management create the project
to contain restricted and quantitative tasks, which may merely be documented and successively
avoids price and time overrun.

3. Estimation management: This is not only about cost estimation because whenever we start to
develop software, but we also figure out their size(line of code), efforts, time as well as cost.

If we talk about the size, then Line of code depends upon user or software requirement.

If we talk about effort, we should know about the size of the software, because based on the size we
can quickly estimate how big team required to produce the software.

If we talk about time, when size and efforts are estimated, the time required to develop the
software can easily determine.

And if we talk about cost, it includes all the elements such as:

o Size of software
o Quality
o Hardware
o Communication
o Training
o Additional Software and tools
o Skilled manpower
4. Scheduling Management: Scheduling Management in software refers to all the activities to
complete in the specified order and within time slotted to each activity. Project managers define
multiple tasks and arrange them keeping various factors in mind.

For scheduling, it is compulsory -

o Find out multiple tasks and correlate them.

o Divide time into units.
o Assign the respective number of work-units for every job.
o Calculate the total time from start to finish.
o Break down the project into modules.
5. Project Resource Management: In software Development, all the elements are referred to as
resources for the project. It can be a human resource, productive tools, and libraries.

Resource management includes:

o Create a project team and assign responsibilities to every team member

o Developing a resource plan is derived from the project plan.
o Adjustment of resources.
6. Project Risk Management: Risk management consists of all the activities like identification,
analyzing and preparing the plan for predictable and unpredictable risk in the project.

Several points show the risks in the project:

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

 o The Experienced team leaves the project, and the new team joins it.
o Changes in requirement.
o Change in technologies and the environment.
o Market competition.
7. Project Communication Management: Communication is an essential factor in the success of
the project. It is a bridge between client, organization, team members and as well as other
stakeholders of the project such as hardware suppliers.

From the planning to closure, communication plays a vital role. In all the phases, communication
must be clear and understood. Miscommunication can create a big blunder in the project.

8. Project Configuration Management: Configuration management is about to control the

changes in software like requirements, design, and development of the product.

The Primary goal is to increase productivity with fewer errors.

Some reasons show the need for configuration management:

o Several people work on software that is continually update.

o Help to build coordination among suppliers.
o Changes in requirement, budget, schedule need to accommodate.
o Software should run on multiple systems.
Tasks perform in Configuration management:

o Identification
o Baseline
o Change Control
o Configuration Status Accounting
o Configuration Audits and Reviews

Methodologies:

A methodology is a model, which project managers employ for the design, planning, implementation
and achievement of their project objectives. There are different project management methodologies
to benefit different projects. Several project management methodologies are commonly used in
various industries, each with its unique characteristics, advantages, and suitability for different
types of projects. Some of the most widely recognized methodologies include:
1. Waterfall: The Waterfall methodology follows a linear, sequential approach to project
management, with distinct phases such as initiation, planning, execution, monitoring, and
closure. It is well-suited for projects with clear, well-defined requirements and limited
changes expected during the project lifecycle.
2. Systems Development Life Cycle (SDLC): This is a conceptual model used in software
development projects. In this method, there is a possibility of combining two or more project
management methodologies for the best outcome. SDLC also heavily emphasizes on the use of
documentation and has strict guidelines on it.

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

3. Spiral: Spiral methodology is the extended waterfall model with prototyping. This method is
used instead of using the waterfall model for large projects.
4. Agile: Agile methodologies, such as Scrum and Kanban, emphasize iterative and incremental
delivery, collaboration, and flexibility in responding to changing requirements. Agile is
particularly well-suited for software development projects and projects where requirements
are likely to evolve.
5. Lean: Lean project management focuses on maximizing value while minimizing waste
through continuous improvement, eliminating non-value-added activities, and optimizing
processes. It originated in manufacturing but has since been applied to various industries,
including healthcare, construction, and service sectors.
6. PRINCE2: PRINCE2 (Projects in Controlled Environments) is a process-based methodology
that provides a structured approach to project management, with defined roles, processes,
and governance principles. It is widely used in the UK and Europe, particularly in government
and public sector projects.
7. Critical Path Method (CPM): CPM is a mathematical algorithm used for scheduling and
managing projects, focusing on identifying the critical path, which is the longest sequence of
dependent tasks that determines the project's duration. It is commonly used in construction,
engineering, and manufacturing industries.
8. Kanban Methodology: Kanban is one of the widely used software development
methodologies along with Scrum. The Kanban Methodology was developed in the 1940s by
Toyota for manufacturing purposes. However, for software purposes, it was released in 2001
after the release of the Agile Manifesto.
9. Project Management Body of Knowledge (PMBOK): PMBOK is a process-based project
management methodology (actually a framework), developed by the Project Management
Institute (PMI). It constitutes a collection of project management processes, best practices,
terminologies, guidelines, and tools, accepted as standard within the project management
industry.
10. Extreme Programming (XP): XP is based on the frequent iteration through which the
developers implement User Stories. User stories are simple and informal statements of the
customer about the functionalities needed. A User Story is a conventional description by the
user of a feature of the required system.
11. Six Sigma: Six Sigma is a powerful methodology for process improvement and quality
management that originated with Motorola Corporation. This approach revolves around
expressing process capability in terms of defects per million opportunities (DPMO), where a
Six Sigma level implies a mere 3.4 parts per million defect probability.
12. Scrum Methodology: Scrum is the type of Agile framework. It is a framework within which
people can address complex adaptive problem while productivity and creativity of delivering
product is at highest possible values. Scrum uses Iterative process.

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

Categorization of software Projects:
Software projects can be categorized based on various criteria, which help in managing and
understanding the scope and requirements of the project. Here are some common categorizations:
1. User Types : Projects can be for compulsory or voluntary users
2. System Types : Differentiating between Information Systems and Embedded Systems.
3. Outsourcing : Determining if projects are outsourced or developed in-house
4. Objectives : Projects can be objective-driven or product-driven

Software projects can indeed be categorized based on various criteria, each serving to manage
and understand the project's scope and requirements more effectively. Here are some
common categorizations:

1. User Types
Projects can be designed for compulsory or voluntary users:
 Compulsory Users:
Users who are required to use the software as part of their job or mandated process.
Examples:
Enterprise Resource Planning (ERP) systems used within organizations.
Educational software mandated by school curriculums.
Government systems like tax filing software.

 Voluntary Users:
Users who choose to use the software out of personal preference or interest.
Examples:
Social media platforms like Facebook or Twitter.
Entertainment applications like Spotify or Netflix.
Personal productivity tools like Evernote or Trello

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

Software Project Management Prepared by: Mrs. Nidhi Kushwaha
 Additionally, projects can be categorized based on:
 Scope and Significance: National and international scale projects.
 Type of project: Industrial or non-industrial.
 Level of Technology: Conventional, non- conventional, high-tech, or low investment technology
projects.
 Size and scale of operations: Large scale, medium scale, or small scale
 Ownership and control: Government, private, or joint ventures.
 Implementation: Speed and location of deployment
 Purpose: The end goal or the problem the project aims to solve.

Setting Objectives:

Management Principles:

Division of Work - According to this principle the whole work is divided into small tasks. The
specialization of the workforce according to the skills of a person , creating specific personal and
professional development within the labor force and therefore increasing productivity; leads to
specialization which increases the efficiency of labor.
 Authority and Responsibility - This is the issue of commands followed by responsibility for
their consequences. Authority means the right of a superior to give enhance order to his
subordinates; responsibility means obligation for performance.
 Discipline - It is obedience, proper conduct in relation to others, respect of authority, etc. It is
essential for the smooth functioning of all organizations.
 Unity of Command - This principle states that each subordinate should receiveorders and be
accountable to one and only one superior. If an employee receives orders from more than one
superior, it is likely to create confusion and conflict.
 Unity of Direction - All related activities should be put under one group, there should be one
plan of action for them, and they should be under the control of one manager.
 Subordination of Individual Interest to Mutual Interest - The management must put aside
personal considerations and put company objectives firstly. Therefore the interests of goals of
the organization must prevail over the personal interests of individuals.

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

 Remuneration - Workers must be paid sufficiently as this is a chief motivation of employees
and therefore greatly influences productivity. The quantum and methods of remuneration
payable should be fair, reasonable and rewarding of effort.
 The Degree of Centralization - The amount of power wielded with the central management
depends on company size. Centralization implies the concentration of decision making
authority at the top management.
 Line of Authority/Scalar Chain - This refers to the chain of superiors ranging from top
management to the lowest rank. The principle suggests that there should be a clear line of
authority from top to bottom linking all managers at all levels.
 Order - Social order ensures the fluid operation of a company through authoritative procedure.
Material order ensures safety and efficiency in the workplace. Order should be acceptable and
under the rules of the company.
 Equity - Employees must be treated kindly, and justice must be enacted to ensure a just
workplace. Managers should be fair and impartial when dealing with employees, giving equal
attention towards all employees.
 Stability of Tenure of Personnel - Stability of tenure of personnel is a principle stating that in
order for an organization to run smoothly, personnel (especially managerial personnel) must
not frequently enter and exit the organization.
 Initiative - Using the initiative of employees can add strength and new ideas to an organization.
Initiative on the part of employees is a source of strength for organization because it provides
new and better ideas. Employees are likely to take greater interest in the functioning of the
organization.
 Esprit de Corps/Team Spirit - This refers to the need of managers to ensure and develop
morale in the workplace; individually and communally. Team spirit helps develop an
atmosphere of mutual trust and understanding. Team spirit helps to finish the task on time.

Management Control:
The following are common types of management control.
 Structures. Organizational structures such as authority, roles, accountability, responsibility and
separation of concerns.
 Objectives
 Performance Management.
 Task Assignment
 Setting Expectations
 Supervision
 Measurements
 Monitoring

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

 What Is a Project Portfolio?
A project portfolio is a collection of projects, programs and processes that are managed together
and optimized for the financial and strategic goals of an organization. A portfolio can be managed at
either the functional or the organizational level.
Each project in the portfolio is like a piece of the bigger picture, helping the company reach its
goals. Just like a mix of different investments in a portfolio, there are different projects in a project
portfolio, each at various stages.
Unlike a project, which has a defined end goal or deliverable, a portfolio represents a more strategic
planning commitment to continuously optimizing the allocation, prioritization and scheduling of
resources across many projects.

Project Portfolio Management:

When there are many projects run by an organization, it is vital for the organization to manage their
project portfolio. This helps the organization to categorize the projects and align the projects with
their organizational goals.

Project Portfolio Management (PPM) is a management process with the help of methods aimed at
helping the organization to acquire information and sort out projects according to a set of criteria.

Project portfolio management (PPM) refers to a process used by project managers and project
management organizations (PMOs) to analyze the potential return on undertaking a project. By
organizing and consolidating every piece of data regarding proposed and current projects, project
portfolio managers provide forecasting and business analysis for companies looking to invest in
new projects.

Project portfolio management gives organizations and managers the ability to see the big picture.

 Executives – know what project managers to reach

 Project Managers – easy access to team members

 Team Members – improved communication with leadership and other teammates

 Stakeholders – kept in the loop with reliable and consistent feedback

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

 The importance of project portfolio management

Project portfolio management functions as the bridge between an organization's overall strategic
objectives and the set of individual projects needed to achieve them. The Project Management
Institute (PMI), a not-for-profit professional association, explains that PPM "ensures that an
organization can leverage its project selection and execution success" to help it "bridge the gap
between strategy and implementation."

By examining all projects from the perspective of how well they align with strategic objectives, PPM
not only helps drive an organization's collective effort to achieve desired outcomes, but it can also
help accomplish those goals in cost-effective and efficient ways. Part of the job of the PPM group is
to designate and monitor the methodologies, processes and technologies used to complete projects.

Project Portfolio Management Tools

There are many tools that can be used for project portfolio management. Following are the
essential features of those tools:

 A systematic method of evaluation of projects.

 Resources need to be planned.
 Costs and the benefits need to be kept on track.
 Undertaking cost benefit analysis.
 Progress reports from time to time.
 Access to information as and when its required.
 Communication mechanism, which will take through the information necessary.

Techniques Used to Measure PPM

There are various techniques, which are used to measure or support PPM process from time to
time. However, there are three types of techniques, which are widely used:

 Heuristic model.
 Scoring technique.
 Visual or Mapping techniques.

The use of such techniques should be done in consideration of the project and organizational
objectives, resource skills and the infrastructure for project management.

Cost-benefit evaluation Technology

Cost-benefit evaluation techniques are methods used to assess the costs and benefits associated
with a particular project, decision, or investment. These techniques help in determining whether
the benefits derived from a course of action outweigh the costs incurred, allowing organizations to
make informed choices. Here are some commonly used cost-benefit evaluation techniques:

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

1. Net Present Value (NPV): NPV calculates the present value of expected cash inflows and outflows
associated with a project, taking into account the time value of money. If the NPV is positive, the
project is considered financially viable.
2. Return on Investment (ROI): ROI measures the profitability of an investment by comparing the
net profit or benefit with the cost of the investment. It is expressed as a percentage, with a higher
ROI indicating a better return on the investment.
3. Cost-Benefit Analysis (CBA): CBA compares the total costs of a project with its total benefits, both
in monetary and non-monetary terms. The goal is to quantify the benefits and costs and determine
whether the benefits outweigh the costs.
4. Payback Period: The payback period calculates the time it takes to recover the initial investment
through expected cash flows. A shorter payback period is generally preferred as it indicates a
quicker return on investment.
5. Cost-Effectiveness Analysis (CEA): CEA evaluates the relative costs and outcomes of different
alternatives or interventions. It helps in determining the most efficient option in achieving a specific
objective, regardless of monetary values.
6. Break-Even Analysis: Break-even analysis determines the point at which total costs equal total
revenues, resulting in zero profit or loss. It helps in understanding the minimum level of sales or
output needed to cover costs.
These techniques provide organizations with a systematic framework to evaluate the financial
viability, effectiveness, and efficiency of projects or decisions, aiding in decision-making and
resource allocation. The appropriate technique to use depends on the specific context and
requirements of the evaluation.

Risk Evaluation:

Risk evaluation is defined by the Business Dictionary as: “Determination of risk management
priorities through establishment of qualitative and/or quantitative relationships between benefits
and associated risks.”
Anyone responsible for a company’s data, server, network, or software must perform a risk
evaluation. A risk evaluation can help determine if those assets are at risk for a cyber attack, virus,
data loss through natural disaster, or any other threat.
The benefit of a risk evaluation is simple — it provides IT professionals with knowledge of where
and how their business and reputation are at risk.

Performing a Risk Evaluation

A risk evaluation can be performed in five simple steps.
1. Identify and prioritize assets. Consider all the different types of data, software applications,
servers, and other assets that are managed. Determine which of these is the most sensitive or would
be the most damaging to the company if compromised.

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

2. Locate assets. Find and list the source of those assets. Be it desktop office computers, mobile
devices, internal servers, or anything else, you’ll want to trace each asset back to its source.
3. Classify assets. Categorize each asset as either public information, sensitive internal information,
non-sensitive internal information, compartmentalized internal information, or regulated
information.
4. Perform a threat modeling exercise. Identify and rate all the threats faced by your top-rated
assets. Microsoft’s STRIDE method is a popular one.
5. Finalize data and make a plan. Once you have your evaluation, it’s time to start tackling those
risks, beginning with the most critical.

Strategic program Management:

Strategic Management is a comprehensive approach to planning, executing, and controlling
programs that align with an organisation's strategic objectives. It provides a framework for
managing multiple related projects in a coordinated manner, ensuring that resources are effectively
allocated, and goals are achieved. In this blog, we will delve into the fundamental concepts of
Strategic Program Management and how you can plan your programs strategically.

Understanding Strategic Program Management

Strategic Program Management involves coordinating multiple projects, referred to as a program,

to achieve specific strategic goals. Unlike individual projects, programs are characterised by
interdependencies, shared resources, and collective impact. A program is a collection of related
projects that, when combined, contribute to achieving a broader objective that aligns with the
organisation's strategy.

To distinguish between projects and programs, it's essential to recognise that projects focus on
delivering specific outputs within predefined constraints, such as time, budget, and scope. On the
other hand, programs encompass multiple projects and provide strategic direction, integrating and
aligning these projects to realise desired outcomes and benefits.

Strategic alignment is a critical aspect of Program Management. Programs should be aligned with
the organisation's overall strategy and objectives, ensuring that the efforts invested in the program
contribute to the organisation's success. Organisations can optimise their resources, increase
efficiency, and achieve long-term strategic goals by adopting this approach.

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

Key components of Strategic Program Management

Organisations can effectively manage their programs by focusing on these key components,
ensuring alignment with strategic objectives, optimising resource utilisation, and achieving desired
outcomes.

Program initiation

Program initiation is the first step in Strategic Program Management. It involves defining the
program objectives, identifying the strategic fit, and understanding the stakeholders. During this
phase, it is essential to assess the feasibility and alignment of the program with the organisation's
strategic priorities. By clearly defining the program's objectives, the organisation can ensure that all
efforts are directed towards achieving the desired outcomes.

Program planning

Once the program is started, a comprehensive plan is developed to guide its execution. This
involves creating a program roadmap that outlines the program's major milestones, deliverables,
and dependencies.

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

Additionally, establishing a program governance structure ensures effective decision-making and
accountability throughout the program's lifecycle. The program charter is also defined, providing a
clear mandate, scope, and objectives.

Program execution

During the program execution phase, the focus shifts to managing program resources, monitoring
progress, and addressing risks and issues. Project Resource management involves allocating the
necessary personnel, budget, and equipment to individual projects within the program.

Regular monitoring of program progress helps identify any deviations from the plan, allowing for
timely corrective actions. Addressing risks and issues ensures that potential obstacles are
mitigated, minimising the impact on program outcomes.

Program control and evaluation

Program control and evaluation are ongoing processes that ensure the program remains on track
and delivers the intended results. Tracking program performance through key performance
indicators (KPIs) and metrics provides valuable insights into the program's progress and allows for
data-driven decision-making.

Regular program reviews are conducted to assess achievements, identify areas for improvement,
and adapt the program strategy as needed. Flexibility and agility are essential in responding to
changing circumstances, ensuring the program remains aligned with the organisation's strategic
goals.

Implementing a Strategic Program Management strategy

By implementing these Strategic Management practices, organisations can establish a solid

foundation for successful program execution, enabling effective governance, standardised
processes, and enhanced collaboration across programs.

Stepwise Project Planning:

The framework of basic steps in project planning illustrates the various activities involved in the
development process. An outline of Step Wise planning is listed below:
 Selecting project
 Project scope & objectives
 Project infrastructure
 Analyze project characteristics
 Project products and activities
 Estimation effort
 Activity risks
 Allocate resources

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

  Review plan
 Execute plan

Software Project Management Prepared by: Mrs. Nidhi Kushwaha

Software Project Management Prepared by: Mrs. Nidhi Kushwaha
Software Project Management Prepared by: Mrs. Nidhi Kushwaha
Software Project Management Prepared by: Mrs. Nidhi Kushwaha