B.

Sc Computer Science

Software Project Management

Unit -1:

Introduction to competencies - Product development Techniques - Management skills - Product

Development life cycle - Software development Process and Models -The SEICMM -
International Organization for Standardization.

Unit-II:

Managing Domain Process – Project Solution Model – Project Portfolio Management – Financial
Processes – Selecting a Project Team – Goal and Scope of the Software Project - Project
Planning – Creating the work Breakdown Structure – Approaches to Building a WBS – Project
Milestones – Work Packages – Building a WBS for Software.

Unit-III

Tasks and Activites – Software size and Reuse Estimating – The SEICMM – Problems and risks
– Cost Estimation – Effort Measures – COCOMO: A Regression Model – COCOMOII – SLIM:
A Mathematical Model – Organizational Planning – Project Roles and Skills Needed.

Unit-IV

Project Management Resource Activities – Organizational Form and Structure – Software

Development Dependencies – Brainstorming – Scheduling Fundamentals – PERT and CPM –
Leveling Resource Assignments – Map the schedule to a Real Calendar - Critical Chain
Scheduling.

Unit-V

Quality: Requirements – The SEICMM – Guidelines – Challenges – Quality Functions –

Deployment – Building the Software Quality Assurance –Plan – Software Configuration
Management: Principles – Requirements – Planning and Organizing – Tools – Benefits – Legal
Issues in Software – Case Study.

Text book

Robert T.Futrell, Donald F. Shafer, Linda I. Safer, -Quality Software Project Management,
Pearson Education Asia 2002.

Reference Book

1. PankajJalote, - Software Project Management in Practical, Addison Wesley 2002.

2. Hughes, -Software Project Management , Tata McGraw Hill 2004, 3 rd Edition.
 UNIT - I

Introduction to Competencies:

Software Project Management (SPM) involves planning, executing, and overseeing software
development projects to meet specific objectives such as scope, time, cost, and quality. To
manage these projects effectively, professionals need a diverse set of competencies, which can
be broadly categorized into technical, managerial, and interpersonal skills.

1. Definition of Competency

A competency is a combination of skills, knowledge, and behaviors that enable an individual

to perform tasks successfully in a given context. In software project management, competencies
define the capability of a project manager to handle project complexities and deliver value.

Core Competency Areas in SPM

a. Technical Competencies

 Software Development Life Cycle (SDLC) understanding

 Requirements analysis and management
 Risk and quality management in software
 Familiarity with software tools and platforms (e.g., JIRA, Git, Agile tools)

b. Project Management Competencies

 Project planning and scheduling (e.g., Gantt charts, work breakdown structures)
 Budgeting and cost estimation
 Resource allocation and management
 Monitoring and control mechanisms

c. Interpersonal and Leadership Competencies

  Communication and stakeholder management
 Conflict resolution and team building
 Decision-making and problem-solving
 Negotiation and influence

d. Methodological Competencies

 Proficiency in project management methodologies (Agile, Scrum, Waterfall, PRINCE2)

 Process improvement and change management
 Metrics and performance evaluation

Importance of Competencies in SPM

 Ensure Project Success: Competent managers increase the likelihood of meeting goals
on time and within budget.
 Risk Reduction: Proper skills help identify and mitigate potential risks early.
 Team Motivation: Strong leadership and communication foster team morale and
productivity.
 Stakeholder Satisfaction: Effective management ensures alignment with client and
stakeholder expectations.

_______________________________________________________________________

Product development techniques:

In Software Project Management (SPM), product development techniques refer to the
strategies, methods, and practices used to design, build, and deliver software products
effectively.

1. Requirements Engineering

 Techniques:
o Stakeholder interviews

o Use case analysis

o User stories
 o Requirements workshops
o Prototyping
 Purpose: To gather and define functional and non-functional requirements clearly.

2. Agile Methodologies

 Frameworks: Scrum, Kanban, Extreme Programming (XP), SAFe

 Techniques:
o Iterative development
o Sprint planning and retrospectives
o Daily stand-up meetings
o Continuous feedback and delivery
 Purpose: To develop software in small, manageable increments with frequent user
feedback.

3. Waterfall Model

 Phases:
o Requirements → Design → Implementation → Testing → Deployment →
Maintenance
 Purpose: Suitable for projects with well-defined requirements and low uncertainty.

4. Prototyping

 Types:
o Throwaway prototyping
o Evolutionary prototyping
 Purpose: To build a model of the system quickly for early user feedback before full-scale
development.

5. Spiral Model

 Combines iterative development with systematic risk analysis.

  Involves repeated cycles (spirals) with four main phases: Planning → Risk Analysis →
Engineering → Evaluation.

6. Lean Software Development

 Principles:
o Eliminate waste
o Build quality in
o Deliver fast
o Empower the team
 Techniques: Value stream mapping, Just-in-time development

7. DevOps Practices

 Techniques:
o Continuous Integration (CI)
o Continuous Deployment (CD)
o Infrastructure as Code (IaC)
o Automated Testing
 Purpose: To bridge the gap between development and operations for faster and more
reliable releases.

8. Risk Management

 Techniques:
o Risk identification and assessment
o Risk mitigation planning
o Monitoring and control
 Purpose: To anticipate, reduce, and manage project risks throughout the lifecycle.

9. Quality Assurance Techniques

 Techniques:
o Code reviews
 o Unit, integration, system, and acceptance testing
o Test-driven development (TDD)
o Automated testing
 Purpose: To ensure the product meets quality standards.

10. Time and Cost Estimation

 Techniques:
o Function Point Analysis (FPA)
o Constructive Cost Model (COCOMO)
o Expert judgment
o PERT (Program Evaluation and Review Technique)
 Purpose: To predict project timelines and budget accurately.

SPM Management Skills:

1. Leadership Skills

 Set vision and direction for the team.

 Motivate team members and resolve conflicts.
 Lead by example and inspire trust.

2. Communication Skills

 Effective verbal and written communication with stakeholders.

 Active listening and clear articulation of project goals and issues.
 Documentation and reporting are vital.

3. Negotiation Skills

 Handle contracts, timelines, and resource allocation.

 Balance needs between clients, teams, and upper management.
 Conflict resolution through compromise and agreement.
4. Decision-Making Skills

 Analyze situations and data to make informed decisions.

 Risk-based and time-sensitive decision handling.
 Prioritization of tasks and issues.

5. Team Management Skills

 Form, build, and manage a team with diverse skill sets.

 Delegate tasks appropriately.
 Manage team dynamics and productivity.

6. Time Management

 Plan and schedule activities efficiently.

 Handle deadline pressure and adapt to project changes.
 Use tools like Gantt charts and time-tracking software.

7. Risk Management

 Identify potential project risks.

 Develop mitigation and contingency plans.
 Monitor and update risk strategies as needed.

8. Conflict Resolution

 Understand different viewpoints.

 Mediate and facilitate discussions.
 Foster a cooperative team environment.

9. Problem-Solving Skills

 Tackle technical, process, and human issues.

 Break problems into manageable parts.
 Use tools like root cause analysis, brainstorming, etc.
10. Organizational Skills

 Manage multiple project elements simultaneously.

 Maintain structure through documentation, task tracking, and version control.
 Efficient resource allocation.

11. Adaptability

 Flexible to changes in scope, technology, or requirements.

 Agile mindset for continuous improvement.

12. Technical Knowledge (Optional but Beneficial)

 Understanding of software development lifecycle (SDLC).

 Familiarity with tools, platforms, and technologies.
 Helps bridge communication between technical and non-technical stakeholders.

Product development lifecycle (PDLC):

The Product Development Lifecycle is a structured sequence of phases that guide the
development of a product from an initial idea through to its delivery and maintenance.

1. Idea Generation

 Brainstorming new product ideas or improvements.

 Market research and identifying customer needs.
 Feasibility analysis.

2. Requirement Analysis

 Gathering detailed requirements from stakeholders.

 Defining product features and functionalities.
 Prioritizing requirements based on business value.

3. Product Design
  Creating system architecture and design documents.
 UI/UX design for user interaction.
 Preparing technical specifications.

4. Product Development

 Actual coding and building the product.

 Unit testing and integration of components.
 Continuous collaboration with testers and designers.

5. Testing

 Systematic testing (functional, performance, security).

 Bug identification and fixing.
 Validation against requirements.

6. Deployment

 Releasing the product to production.

 User training and documentation.
 Deployment planning and execution.

7. Maintenance

 Monitoring the product in the real environment.

 Fixing bugs and updating features.
 Gathering feedback for future improvements.

Software Development Process:

The software development process is the approach to developing, and delivering software
applications. This process might include improving design and product management by
splitting the work into smaller steps or processes .
1. Communication
The first and foremost step is where the user contacts the service provider i.e. software
organization and initiates the request for a desired software product. The software
organization talks with the customer about its requirement and then work according to its
needs.

2. Requirement Gathering
In this step, the team of software developers holds discussions with various stakeholders from
the problem domain and provides as much as information possible for the requirement of the
software product. The requirements can be of different forms like user requirements, system
requirements, functional requirements, etc.

3. Feasibility Study
After requirement gathering, with the help of many algorithms, the team analyzes that if the
software can be designed to fulfil all requirements of the user and also analyzes if the project
is financially, practically and technologically feasible for the organization or not.

4. System Analysis(A planning phase)

Software developer decides on a roadmap for their plan and tries to bring up the best software
model stable for the project. System analysis may also include understanding product
limitations and identifying and addressing the impact of the project on the organization. The
project analyzes the scope of the project and plans the resources accordingly.

5. Software Design
Software design whole knowledge of requirements and analyses are taken together to plan up
design of software products. It takes input from the user and information gathered in the
requirement-gathering phase. It gives output in the form of logical and physical design.
6. Coding
This step is also known as the programming phase. The implementation of software design
starts in the form of writing code in suitable programming and developing error-free programs
efficiently.

7. Testing
Software testing is done while coding by the testers' developing team members. Testing is
done at various levels i.e. module testing, product testing, program testing and user-end
testing.

8. Integration
After writing all the codes for the software such as frontend, backend, and databases, The
software is integrated with libraries, databases and other programs.

9. Implementation
In this step, the software product is finally ready to be installed on the user's machine.
Software is tested for profitability, integration, adaptability, etc.

10. Operation and Maintenance

This phase confirms the software operations in terms of more efficiency and fewer errors. If
required, the users are trained or aided with the documentation on how to operate the software
and how they keep the software operational. This software is maintained timely by updating
the code according to the changes taking place in the user and environment or technology.

Models

The models specify the various stages of the process and the order in which they are carried
out. The most used, popular and important SDLC models are given below:
 Waterfall model
 V model
 Incremental model
  RAD model
 Agile model
 Iterative model
 Spiral model
 Prototype model

Waterfall Model
The waterfall model is a breakdown of project activities into linear sequential phases, where
each phase depends on the deliverables of the previous one and corresponds to a specialisation
of tasks. The approach is typical for certain areas of engineering design.

V Model
The V-model represents a development process that may be considered an extension of the
waterfall model and is an example of the more general V-model. Instead of moving down in a
linear way, the process steps are bent upwards after the coding phase, to form the typical V
shape.

Incremental model
The incremental build model is a method of software development where the model is
designed, implemented and tested incrementally (a little more is added each time) until the
product is finished. It involves both development and maintenance.

Iterative Model
An iterative life cycle model does not attempt to start with a full specification of requirements
by first focusing on an initial, simplified set user features, which then progressively gains
more complexity and a broader set of features until the targeted system is complete
RAD model
RAD is an incremental prototyping approach to software development that end users can
produce better feedback when examining a live system, as opposed to working strictly with
documentation.

Spiral model
A spiral model looks like a spiral with many loops. The exact number of loops of the spiral is
unknown and can vary from project to project. This model supports risk handling, and the
project is delivered in loops. Each loop of the spiral is called a Phase of the software
development process.

Agile model
Agile is an umbrella term for a set of methods and practices based on the values and
principles expressed in the Agile Manifesto that is a way of thinking that enables teams and
businesses to innovate, quickly respond to changing demand, while mitigating risk.
Organizations can be agile using many of the available frameworks available such as Scrum,
Kanban, Lean, Extreme Programming (XP) and etc.

Agile software development approach is typically operated in rapid and small cycles. This
results in more frequent incremental releases with each release building on previous
functionality. Thorough testing is done to ensure that software quality is maintained.

The SEICMM
 Well defined process and framework for assessing or  evaluating the maturity level of an
organization
 Organizations may receive a formal assessment from SEI licensed assessors DoD and
other organizations may require a formal assessment rating for contractors and partners
 Organizations may use the SEI/CMM materials to perform internal evaluations and as a
basis for improvement
  Describes an evolutionary improvement path to migrate an organization from an ad-hoc,
immature organization to mature, disciplined organization
 Evolves from one level to next
 Each level forms the foundation of the next

Level 1 – Initial

 Ad hoc, chaotic work environment

 Success depends on heroic effort, overtime
 Few processes defined Even fewer processes and procedures are documented
 Processes often ignored under schedule pressure
 Missed deadlines, poor quality
  Most organizations are Level 1

Level 2 - Repeatable

 Ability to repeat earlier success based on prior experience

 Basic project management processes are established
1. Project planning
2. Project tracking
3. Subcontractor management
 Basic software development processes are in place
1. Requirements management
2. Software quality assurance
3. Software configuration management
 Processes are project oriented

Level 3 – Defined

 Management and engineering processes are standardized and documented across the
organization
 Projects use approved, tailored versions of the standard process definitions
 A training program exists
 Level 3 focuses on organization wide issues
1. A formal focus for process improvement exists
2. Processes are documented and maintained

Level 4 – Managed

 The software process is under statistical control

 Quantitative quality goals for products are established and met
 Strong knowledge and use of metrics and statistical techniques throughout the
organization
 Schedule and quality performance is predictable
 Level 5 – Optimizing

 “Continuous process improvement is enabled by quantitative feedback and from

piloting innovative ideas and new technologies”

______________________________________________________________________________

INTERNATIONAL ORGANIZATION FOR STANDARDIZATION

Overview :
The mission of the International Standard Organization is to market the development of
standardization and its related activities to facilitate the international exchange of products
and services. It also helps to develop cooperation within the different activities like spheres of
intellectual, scientific, technological, and economic activity.

ISO 9000 Quality Standards:

It is defined as the quality assurance system in which quality components can be
organizational structure, responsibilities, procedures, processes, and resources for
implementing quality management. Quality assurance systems are created to help
organizations ensure their products and services satisfy customer expectations by meeting
their specifications.
Different types of ISO standards :

Here, you will see different types of ISO standards as follows.

ISO 9000: 2000 –

ISO 9000: 2000: contains Quality management systems, fundamentals, and vocabulary.

ISO 9000-1: 1994 –

This series of standards includes Quality management systems and Quality assurance
standards. It also includes some guidelines for selection and use .

ISO 9000-2: 1997 -

This series of standards also includes Quality management systems and Quality assurance
standards. It also includes some guidelines for the application of ISO 9001, ISO 9002, and
ISO 9003.

ISO 9000-3: 1997 –

This series contains Quality management systems, Quality assurance standards and also
includes guidelines for the application of ISO 9001 to 1994 to the development, supply,
installation, and maintenance of computer installation.

ISO 9001: 1994 –

This series of standards has Quality systems and a Quality assurance model. This model helps
in design, development, production, installation, and service.

ISO 9001: 2000 -

This series of standards also includes Quality management systems .

ISO 9002: 1994 -

This series of standards also includes some Quality systems. This Quality assurance model
used in production, installation, and servicing.

ISO 9003: 1994 –

This series of standards also includes some Quality systems. This Quality assurance model
used in the final inspection and test .

ISO 9004: 2000 –

This series of standards include some Quality management systems. It also includes some
guidelines for performance improvements.

ISO 9039: 1994 -

 This series of standards include some Optics and Optical Instruments. It includes quality
evaluation of optical systems and determination of distortion.

ISO/IEC 9126-1: 2001 –

This series of standards has information technology. It also includes some
software products, quality models.

ISO/IEC 9040: 1997 –

This series of standards has information technology. It also includes open system
interconnection and Virtual terminal basic class service.

ISO/IEC 9041-1: 1997 –

This series of standards has information technology. It also includes open system
interconnection, Virtual terminal basic class service protocol, and specification.

ISO/IEC 9041-2: 1997 –

This series of standards include information technology, open system interconnection,
Virtual terminal basic class protocol, and Protocol implementation conformance statement
(PICS),proforma.

ISO/IEC 9075-9: 2001 –

This series of standards has information technology, Database languages, and
SQL/MED(Management of External Data).

ISO/IEC 9075-10: 2000 -|

This series of standards has information technology, Database languages, and SQL/OLB
(Object Language Bindings).

Benefits of ISO Standards in SPM:

Implementing ISO standards in SPM can lead to several benefits, including:
  Improved software quality and reliability.
 Increased customer satisfaction.
 Enhanced efficiency and productivity in software development.
 Better communication and collaboration among stakeholders.
 Access to new markets and business opportunities.
 Compliance with regulatory requirements.
____________________________________________________________________________

UNIT- II

Managing Domain Process:

Domain processes refer to the specific workflows, operations, and procedures unique to a
particular business or industry domain (e.g., banking, healthcare, education). Understanding and
managing these is crucial in software project management to ensure the software aligns with
business needs.

Importance of Managing Domain Processes

 Ensures software supports business objectives.

 Improves communication between stakeholders.
 Helps in requirement gathering and validation.
 Aids in risk management by identifying critical business operations.
 Facilitates process automation and efficiency.

Key Activities in Managing Domain Processes

a. Domain Understanding

 Study the business domain through interviews, documentation, and observation.

 Identify key business processes, roles, and data flows.

b. Modeling Domain Processes

 Use models like:

o Business Process Models (BPMN)
 o Data Flow Diagrams (DFDs)
o UML Use Case Diagrams
 Helps visualize and validate the processes with stakeholders.

c. Stakeholder Analysis

 Identify all parties involved in the domain (e.g., users, managers, regulators).
 Understand their needs, expectations, and influence on the project.

d. Requirement Elicitation

 Gather requirements based on domain processes.

 Use techniques like interviews, workshops, prototyping.

e. Gap Analysis

 Compare current processes with desired or optimized processes.

 Identify areas for improvement or automation.

f. Process Reengineering (if needed)

 Modify or redesign business processes for efficiency and better software integration.

Tools and Techniques

 Modeling Tools: Lucidchart, MS Visio, Bizagi

 Requirement Tools: JIRA, Confluence, IBM DOORS
 Communication Tools: Interviews, focus groups, observations

Challenges in Managing Domain Processes

 Resistance to change from domain stakeholders.

 Incomplete or outdated documentation.
 Complexity of domain-specific rules and exceptions.
 Communication gaps between technical and business teams.
Outcomes of Effective Domain Process Management

 Better alignment of software with business goals.

 Reduced development rework and costs.
 Higher stakeholder satisfaction.
 Enhanced software usability and acceptance.

________________________________________________________________________

Project Selection Models:

Project Selection Models help organizations decide which projects to undertake when resources
(time, money, personnel) are limited. These models provide a systematic approach to evaluate,
prioritize, and select the most beneficial projects.

Objectives of Project Selection Models

 Maximize return on investment (ROI)

 Align projects with strategic goals
 Minimize risk
 Efficiently allocate resources
 Ensure feasibility and stakeholder satisfaction

Types of Project Selection Models

A. Non-Numeric Models

Used when benefits can't be quantified easily. More subjective in nature.

1. Sacred Cow

 A project initiated by top management based on intuition or personal interest.

 Lacks formal evaluation.

2. Operating Necessity
  Chosen because it is essential to keep the business running.
 Example: Upgrading a failing server system.

3. Competitive Necessity

 Selected to maintain or gain a competitive edge.

 Example: Developing a mobile app to compete in the market.

4. Product Line Extension

 Chosen to enhance or expand the current product line.

 Helps in maintaining brand consistency and customer base.

5. Comparative Benefit Model

 Projects are compared based on perceived benefits.

 Useful when quantitative data is unavailable.

Numeric Models

Involve quantitative evaluation. Objective and measurable.

1. Payback Period

 Time required to recover the investment cost.

 Formula:

Payback Period=Initial InvestmentAnnual Cash Inflow\text{Payback Period} =

\frac{\text{Initial Investment}}{\text{Annual Cash
Inflow}}Payback Period=Annual Cash InflowInitial Investment

 Shorter payback = better project.

2. Net Present Value (NPV)

 Considers the time value of money.

 Formula:
 NPV=∑Rt(1+r)t−C0\text{NPV} = \sum \frac{R_t}{(1 + r)^t} - C_0NPV=∑(1+r)tRt−C0

where RtR_tRt = net cash inflow, rrr = discount rate, ttt = time period, C0C_0C0 = initial
investment.

 Positive NPV = profitable project.

3. Internal Rate of Return (IRR)

 Discount rate at which NPV = 0.

 Higher IRR = better project.

4. Profitability Index (PI)

 Ratio of payoff to investment.

 Formula:

PI=Present Value of Future Cash FlowsInitial InvestmentPI = \frac{\text{Present Value

of Future Cash Flows}}{\text{Initial
Investment}}PI=Initial InvestmentPresent Value of Future Cash Flows

 PI > 1 = acceptable project.

5. Scoring Model

 Projects scored against multiple weighted criteria (e.g., ROI, risk, strategic alignment).
 Most flexible numeric model.
 Final score = ∑ (Weight × Score)
 6. Cost-Benefit Analysis

 Compares total expected costs vs total expected benefits.

 If benefits > costs, the project is selected.

4. Factors to Consider When Selecting a Model

 Organizational goals and strategy

  Data availability (qualitative or quantitative)
 Complexity of the project
 Risk level
 Resource availability

Project Portfolio Management (PPM):

Objectives of PPM

 Align projects with business goals and strategy.

 Optimize the use of resources (budget, time, manpower).
 Prioritize projects based on value, risk, and feasibility.
 Balance short-term and long-term goals.
 Enhance decision-making across the organization.

Key Components of PPM

a. Portfolio

 A collection of projects or programs grouped to achieve strategic objectives.

b. Governance

 Rules, policies, and processes to ensure project alignment and accountability.

c. Resource Management

 Allocation and monitoring of resources across projects for maximum efficiency.

d. Risk Management

 Identifying and mitigating risks across the portfolio.

e. Performance Monitoring

 Regular tracking of project progress, value delivery, and alignment with business goals.
4. PPM Process Steps

Step 1: Identify and List Projects

 Collect all potential and ongoing projects.

 Gather relevant data (scope, cost, timeline, risks).

Step 2: Evaluate and Prioritize Projects

 Use selection models (e.g., scoring, NPV, risk analysis).

 Rank projects based on strategic fit, ROI, resource needs, and urgency.

Step 3: Authorize and Approve Projects

 Approve projects that best align with strategic goals and available resources.

Step 4: Allocate Resources

 Assign budget, personnel, tools, and infrastructure.

Step 5: Monitor and Review Portfolio

 Continuously track performance using KPIs.

 Make adjustments (add, delay, or terminate projects as needed).

5. Tools and Techniques

 PPM Software: Microsoft Project, Jira Portfolio, Monday.com, Asana, Trello.

 Dashboards & KPIs: To monitor performance and health of projects.
 Scorecards & Risk Matrices: For evaluation and risk management .

Benefits of PPM

 Better decision-making and strategic alignment.

 Improved visibility and control over projects.
 Reduced risks and redundancy.
 Optimized use of resources.
 Increased ROI and business value.
Challenges in PPM

 Inconsistent evaluation criteria.

 Resistance to transparency and change.
 Conflicting stakeholder priorities.
 Data inaccuracy or lack of visibility.
________________________________________________________________________

Financial Process:

A well-structured financial process helps ensure that the software product is viable, profitable,
and strategically aligned with business goals.

1 .Budget Planning

 Estimate overall cost to develop and support the software.

 Includes R&D, design, development, testing, marketing, operations, and support costs.
 Allocate resources across different departments or product features.

2. Cost Estimation

 Use historical data or estimation models (e.g., COCOMO) to estimate:

o Personnel costs
o Infrastructure/tools/licenses
o Third-party services
o Hosting/cloud expenses
 Differentiate between CAPEX (development) and OPEX (maintenance, support).

3. Business Case & ROI Analysis

 Build a financial model to evaluate:

o Return on Investment (ROI)
o Net Present Value (NPV)
o Internal Rate of Return (IRR)
o Payback period
  Justify the product’s financial viability to stakeholders or investors.

4. Pricing Strategy

 Define how the product will be priced:

o Subscription (SaaS), one-time license, freemium, usage-based.
 Analyze competitive pricing and customer willingness to pay.
 Financial modeling for pricing tiers and packaging.

5. Revenue Forecasting

 Predict revenue based on:

o Customer acquisition rate
o Retention/churn rate
o Pricing plans
o Market size and penetration
 Used for financial planning and investor reporting.

6. Financial Tracking and Reporting

 Ongoing tracking of:

o Actual vs. planned expenses
o Burn rate (especially for startups)
o Revenue, profit margins, and growth
 Integrate with tools like QuickBooks, Xero, or ERP systems.

7. Profitability Analysis

 Determine product profitability by analyzing:

o Gross margin per product
o Customer Lifetime Value (CLTV)
o Customer Acquisition Cost (CAC)
 Make decisions on scaling, pivoting, or sunsetting products.
8. Funding and Investment

 Raise capital (internal or external) based on financial models.

 Plan usage of funds across product phases: MVP → Growth → Scale.

9. Cost Optimization

 Identify and eliminate unnecessary spending.

 Reallocate resources to high-ROI features or markets.
 Use lean/agile practices to control scope creep and reduce waste.

Financial Tools Commonly Used:

 Excel/Google Sheets (for modeling and forecasting)

 ERP Systems (SAP, Oracle NetSuite)
 Product Analytics Tools (Mixpanel, Amplitude) for usage-to-revenue insights
 Finance Platforms (QuickBooks, FreshBooks, Stripe, Chargebee for SaaS)

________________________________________________________________________

Selecting a Project Team:

Define Project Scope and Requirements

 Understand the product goals, features, complexity, and timeline.

 Identify technical and business domains required (e.g., AI, mobile, payments).

Identify Required Roles

Build a cross-functional team tailored to the product needs. Typical roles include:

Role Responsibilities
Product Manager (PM) Defines the product vision, roadmap, and user needs.
Project Manager (optional) Handles timelines, resources, risk, and coordination.
Role Responsibilities
Software Engineers Write code, implement features, and fix bugs.

UI/UX Designers Design user interfaces and experience workflows.

QA/Test Engineers Ensure quality through testing (manual/automated).

DevOps Engineer Manage deployments, CI/CD, and infrastructure.

Business Analyst (optional) Translates business needs into requirements.

Marketing/Go-to-Market Team Plans product launch, pricing, and customer communication.

Customer Support/Success Handles feedback and helps improve retention.

3. Assess Skills and Expertise

 Match team members based on:

o Technical skills (languages, frameworks, tools)
o Domain expertise (healthcare, fintech, etc.)
o Soft skills (communication, adaptability, problem-solving)
o Experience with Agile or product-centric workflows

4.Define Team Structure and Responsibilities

 Choose a suitable model (Scrum team, Feature team, Squad).

 Clarify ownership:
o Who owns the backlog?
o Who makes release decisions?
o Who interfaces with stakeholders?

5.Consider Team Dynamics and Culture Fit

 Select team members who:

o Collaborate well
o Are user-focused
o Embrace agile/product thinking

6. Involve Stakeholders and Get Buy-In

  Engage leaders from engineering, design, and marketing in the selection process.
 Align team composition with organizational goals.

7. Onboard and Align the Team

 Share product vision, goals, roadmap, and success metrics.

 Set up collaboration tools (Jira, Confluence, Slack, GitHub, etc.).
 Define team norms (stand-ups, sprint cadence, retrospectives).

________________________________________________________________________

Goal and Scope of the Software Project:

In Software Product Management (SPM), clearly defining the goal and scope of a software
project is crucial for ensuring that the product delivers value, meets expectations, and stays
within time and budget constraints.

Goal of a Software Project

The goal describes the purpose, outcome, or value the project aims to deliver. It answers:
"Why are we building this product?"

Characteristics of a Good Goal:

 Customer-focused (solves a real problem or fulfills a need)

 Measurable (e.g., increase conversion rate by 15%)
 Strategic (aligned with business objectives)
 Time-bound (target delivery window)

Example Software Project Goals:

 Build a mobile app to let users track their fitness activities in real time.
 Develop a SaaS platform for small businesses to manage payroll and invoices.
 Redesign an e-commerce site to reduce cart abandonment by 20% in 6 months.

Scope of a Software Project

The scope defines what will be done (and equally important, what won’t), including:

 Features and functionalities

 User groups and use cases
 Technology stack
 Integration needs
 Deliverables
 Timeline and phases

Characteristics of a Well-Defined Scope:

 Detailed but flexible (to allow for iterative improvement)

 Bounded (prevents scope creep)
 Aligned with resources and timeline

Example Scope Statement:

This project will deliver a web-based inventory management system for small retailers. The
system will allow product entry, real-time stock tracking, supplier management, and generate
basic reports. The initial release will include web access only, with mobile support deferred to a
later phase. Integration with QuickBooks is out of scope for version 1.

Goal vs Scope Summary

Aspect Goal Scope

Focus Why the project exists What the project will include

Timeframe Strategic / Long-term Tactical / Near-term

Vision, strategy, business

Drives Planning, execution, delivery
value

Changeability Generally stable Can evolve through iterations

_____________________________________________________________________
Project Planning:
Definition and Importance

Project Planning is the process of establishing a structured approach to achieve specific

software development goals. It lays the groundwork for execution, monitoring, and delivery.

Key Purposes:

 Provide a clear roadmap

 Allocate resources efficiently
 Minimize risks
 Ensure stakeholder alignment
 Facilitate tracking and control

Key Components of Project Planning

1. Project Scope

 Define project boundaries

 Identify deliverables
 Clarify what is in and out of scope

2. Requirements Gathering

 Collect functional and non-functional requirements

 Engage with stakeholders for clarity

3. Work Breakdown Structure (WBS)

 Break down the entire project into manageable tasks

 Assign responsibilities and deadlines

4. Scheduling

 Use tools like Gantt charts, PERT, or CPM

 Identify task dependencies and milestones
 Estimate duration for each task
5. Resource Planning

 Allocate human resources, tools, and technologies

 Ensure availability and competence

6. Budgeting

 Estimate costs: labor, tools, infrastructure

 Set a financial plan and get approval

7. Risk Management

 Identify potential risks (technical, operational, legal, etc.)

 Assess probability and impact
 Develop mitigation and contingency plans

8. Quality Planning

 Set quality standards and metrics

 Define testing strategies and code review processes

9. Communication Plan

 Determine how and when to communicate with stakeholders

 Choose communication channels and reporting frequency

10. Change Management Plan

 Prepare for handling changes in scope, timeline, or resources

 Set procedures for change requests and approvals

Tools Used in Project Planning

 Project Management Tools: Jira, Trello, Asana, MS Project

 Diagram Tools: Lucidchart, Draw.io
 Version Control: Git, GitHub, GitLab
  Documentation: Confluence, Notion

Agile vs Traditional (Waterfall) Planning

Aspect Agile Waterfall

Planning Style Iterative & Incremental Sequential & Predictive
Flexibility High Low
Documentation Lightweight Comprehensive
Requirement Changes Welcome any time Difficult after initial phase

Outcomes of Effective Planning

 Clear roadmap for execution

 Balanced workloads
 Reduced risk of failure
 Enhanced team coordination
 Higher likelihood of project success

Create a WBS in Software Product Management:

1. Understand Product Vision and Scope

Start with a clear understanding of:

 Product goals and vision

 Core features or modules
 Target users and value proposition

This will guide what deliverables the WBS should include.

2. Identify Top-Level Deliverables

Break the product into major functional components or phases, such as:

 Requirements
 UI/UX Design
 Frontend Development
 Backend/API Development
 Integration
 Testing
 Release
 Product Marketing

These become Level 1 elements of the WBS.

3. Break Down Each Component into Subcomponents

Decompose each major deliverable into smaller, manageable work packages (Level 2 and
Level 3).

Example WBS Structure for a Software Product:

pgsql
CopyEdit
1. Requirements & Planning
1.1 Market research
1.2 Stakeholder interviews
1.3 User stories and personas
1.4 Product roadmap

2. Design
2.1 Wireframes
2.2 UI design mockups
2.3 Prototypes
2.4 Design system creation
3. Frontend Development

3.1 Home page

3.2 User profile
3.3 Dashboard
3.4 Responsive design implementation

4. Backend Development
4.1 Database schema design
4.2 API development
4.3 Authentication system
4.4 Role-based access control

5. Testing
5.1 Unit tests
5.2 Integration tests
5.3 End-to-end tests
5.4 Usability testing

6. Deployment
6.1 Staging environment setup
6.2 Production deployment
6.3 Monitoring setup

7. Product Launch & Marketing

7.1 Launch plan
7.2 Beta release
7.3 Feedback collection
7.4 Marketing materials

8. Post-launch Activities
8.1 Bug fixes
8.2 Feature enhancements
 8.3 Support and maintenance

4. Assign Work Packages

For each leaf-level item (work package):

 Assign it to a team or individual

 Estimate time, cost, and dependencies
 Track completion status

5. Use Tools for Visualization and Management

 Diagram-based tools: Lucidchart, Draw.io

 Project management tools: Jira (with WBS plugin), Trello, ClickUp, Microsoft Project
 Spreadsheets: Google Sheets / Excel (for hierarchical outlines)

Approaches to building a WBS:

1. Deliverable-Based Approach (Most Common)

Break the project down based on product deliverables or features.

Example:

For a ride-sharing app:

markdown
CopyEdit
1. User Registration
2. Ride Booking
3. Payment Integration
4. Driver Tracking
5. Notification System
2. Phase-Based Approach

Break down based on project lifecycle phases, aligning with the Software Development Life
Cycle (SDLC).

🔹 Example:

markdown
CopyEdit
1. Requirements Gathering
2. Design
3. Development
4. Testing
5. Deployment
6. Maintenance

 Traditional or Waterfall methodology

 Large enterprise projects

 Emphasis on process over features

Functional/Team-Based Approach
Divide the work according to teams or departments (e.g., frontend, backend, design,
QA).

1. UI/UX Team

1.1 Wireframes

1.2 Prototypes

2. Frontend Team

2.1 Login Page

2.2 Dashboard
 3. Backend Team

3.1 API Design

3.2 Authentication System

 Cross-functional teams

 Agile environments

 Team accountability

4.Product Module or Feature-Based Approach

Decompose the product by functional modules or subsystems.

Example:

For an e-commerce platform:

markdown
CopyEdit
1. Product Catalog
2. Shopping Cart
3. Checkout & Payment
4. Order Management
5. Customer Support

 Modular architecture
 MVP (Minimum Viable Product) planning
 Prioritizing core features

5.Agile/Epic-User Story-Based Approach

Use epics, user stories, and sprints to create a flexible WBS that evolves over time.
Example:

pgsql
CopyEdit
1. Epic: User Management
1.1 User Login (Story)
1.2 User Profile (Story)
2. Epic: Order Processing
2.1 Place Order (Story)
2.2 Order Tracking (Story)

Agile and Scrum teams

Iterative development

Prioritized backlogs

6. Hybrid Approach

Combine multiple approaches—for example, phase-based at the top level and feature-based
at the next

Example:

yaml
CopyEdit
1. Development Phase
1.1 Feature: User Onboarding
1.2 Feature: Payment Gateway
2. Testing Phase
2.1 Feature: Unit Tests
2.2 Feature: UAT

 Complex projects with overlapping requirements

 Product teams using Agile within broader Waterfall plans

 Balancing delivery and process.

Project Milestones:
In software project management, project milestones are significant checkpoints or events used
to track progress and ensure the project is on schedule. They are not tasks themselves but rather
markers that indicate the completion of a group of tasks or a key phase.

Here are common project milestones in software development:

Project Initiation

 Milestone: Project Approval / Kickoff

 Details: Business case approved, project charter created, and stakeholders identified.

2. Requirements Gathering

 Milestone: Requirements Sign-off

 Details: Functional and non-functional requirements documented and approved.

3. Design Phase

 Milestone: Design Approval

 Details: System architecture and design documents are completed and validated.

4. Development Phase

 Milestones:
o Completion of Key Modules or Sprints (for Agile)
o Code Freeze
 Details: Major features or components are developed and integrated.

5. Testing Phase
  Milestones:
o Unit Testing Completed
o Integration Testing Completed
o User Acceptance Testing (UAT) Sign-off
 Details: Quality assurance phases are completed to verify the product meets
requirements.

6. Deployment

 Milestone: Product Launch / Go-Live

 Details: Software is deployed to the production environment and made available to users.

7. Post-Deployment

 Milestones:
o Warranty Period Completed
o Project Closure
 Details: Support provided post-launch, and a project retrospective is conducted.

Agile-Specific Milestones

In Agile projects (like Scrum), milestones might be more incremental:

 Sprint Planning Completed

 Sprint Demo/Review
 Sprint Retrospective
 Release Planning

Work Packages:

Definition of a Work Package

A work package is a well-defined task or group of related tasks within a project that has:

 A clear scope of work

  Deliverables or outcomes
 Estimated time and cost
 Resources assigned
 Specific start and end dates

Characteristics of Work Packages

1. Clearly Defined Scope

o Specifies what work needs to be done.
2. Manageable Size
o Small enough to be estimated and tracked, but large enough to avoid
micromanagement.
3. Deliverable-Oriented
o Each package results in a tangible output or deliverable.
4. Accountability
o Assigned to a team or individual for ownership and responsibility.

Example of Work Packages in a Software Project

Suppose you're developing a mobile banking application. Your WBS might include:

1. User Interface Design

 Create wireframes
 Design UI mockups
 Conduct user reviews

2. Backend Development

 Set up server architecture

 Develop APIs
 Implement database schema

3. Authentication Module

 Implement user registration/login

  Integrate multi-factor authentication
 Test login flow

4. Quality Assurance

 Write test cases

 Conduct unit testing
 Perform integration testing

Each of the above can be further broken down into work packages with estimated timelines,
resource allocations, and dependencies.

 Better Project Planning: Helps in detailed estimation of time and cost.

 Improved Monitoring: Easier to track progress and performance.

 Risk Management: Potential issues can be isolated and mitigated.

 Resource Allocation: Facilitates optimal use of team resources.

______________________________________________________________________________

Work Breakdown Structure (WBS):

A Work Breakdown Structure includes dividing a large and complex project into simpler,
manageable, and independent tasks. The root of this tree (structure) is labeled by the Project
name itself. For constructing a work breakdown structure, each node is recursively
decomposed into smaller sub-activities, until at the leaf level, the activities become
undividable and independent. It follows a Top-Down approach.

Steps Work Breakdown Structure:

Step 1: Identify the major activities of the project.
Step 2: Identify the sub-activities of the major activities.
Step 3: Repeat till undividable, simple, and independent activities are created.
Construction of Work Breakdown Structure
1. Firstly, the project managers and top level management identifies the main deliverables of
the project.
2. After this important step, these main deliverables are broke down into smaller higher-
level tasks and this complete process is done recursively to produce much smaller
independent tasks.
3. It depends on the project manager and team that upto which level of detail they want to
break down their project.
4. Generally the lowest level tasks are the most simplest and independent tasks and takes
less than two weeks worth of work.
5. Hence, there is no rule for up to which level we may build the work breakdown structure
of the project as it totally depends upon the type of project we are working on and the
management of the company.
6. The efficiency and success of the whole project majorly depends on the quality of the
Work Breakdown Structure of the project and hence, it implies its importance.

Uses of Work Breakdown Structure

1. Cost estimation: It allows doing a precise cost estimation of each activity.
2. Time estimation: It allows estimating the time that each activity will take more precisely.
3. Easy project management: It allows easy management of the project.
4. Helps in project organization: It helps in proper organization of the project by the top
management .
________________________________________________________________________
 Question Bank
UNIT –I

1. What is meant by ‘competency’ in software project management?

A) A person’s job title
B) The set of skills, knowledge, and behaviors that enable successful job performance
C) The number of years of experience a person has
D) The specific software tools a person can use

Answer: B

2. Which of the following is NOT considered a core competency for a software project
manager?
A) Communication skills
B) Technical knowledge
C) Physical strength
D) Leadership ability

Answer: C

3. Why are competencies important in software project management?

A) They determine how well a project manager can lead and deliver projects successfully
B) They replace the need for project planning
C) They only relate to the technical team, not management
D) They reduce the need for communication

Answer: A

4. Which competency helps a project manager to understand the big picture and align
the project with organizational goals?
A) Technical skills
B) Conceptual skills
C) Time management skills
D) Coding skills
 Answer: B

5. Interpersonal competency primarily includes:

A) Programming languages knowledge
B) The ability to interact and communicate effectively with team members and
stakeholders
C) Financial budgeting skills
D) Writing detailed technical documentation

Answer: B

6.Which software development model follows a linear and sequential approach?

A) Agile
B) Waterfall
C) Spiral
D) Incremental

Answer: B

7.In Agile development, what is the main focus?

A) Extensive documentation
B) Iterative development and customer collaboration
C) Final product delivery only
D) Fixed requirements from the start

Answer: B

8. Which of the following techniques is used to quickly build a working model for user
feedback?
A) Prototyping
B) Waterfall
C) V-Model
D) Critical Path Method
 Answer: A

9.Rapid Application Development (RAD) primarily emphasizes:

A) Extensive planning before coding
B) Quick development and iterative prototyping
C) Long testing phases at the end
D) Fixed scope and no changes

Answer: B

10.The Spiral Model is best suited for projects that:

A) Have very stable and well-defined requirements
B) Are small and simple
C) Require iterative risk analysis and multiple refinements
D) Do not need any user involvement

Answer: C

11.Which technique prioritizes software features into Must-have, Should-have, Could-

have, and Won’t-have?
A) MoSCoW method
B) SWOT analysis
C) PERT chart
D) Gantt chart

Answer: A

12.Which of the following is NOT a characteristic of Agile development?

A) Continuous customer feedback
B) Incremental delivery
C) Rigid planning and documentation
D) Flexibility to change requirements

Answer: C
13.Which management skill is most important for effectively resolving conflicts within a
project team?
A) Technical expertise
B) Conflict resolution and negotiation
C) Financial management
D) Coding skills

Answer: B

14.Time management in software project management primarily involves:

A) Delegating all tasks to others
B) Planning and controlling the schedule to meet deadlines
C) Writing code faster than others
D) Ignoring delays and focusing on quality only

Answer: B

15.What type of management skill involves understanding the project goals and seeing
how different parts interrelate?
A) Technical skill
B) Human skill
C) Conceptual skill
D) Administrative skill

Answer: C

16.Which skill is crucial for motivating and leading a software project team?
A) Leadership and interpersonal skills
B) Programming skills
C) Financial auditing skills
D) Database management skills

Answer: A
17.Effective communication in project management helps to:
A) Reduce misunderstandings and improve collaboration
B) Increase coding speed
C) Replace the need for documentation
D) Avoid meetings

Answer: A

18Risk management as a management skill involves:

A) Ignoring potential problems
B) Identifying, analyzing, and mitigating project risks
C) Only reporting issues after they occur
D) Delegating all risks to the client

Answer: B

19.Which of the following is NOT typically considered a key management skill in

software projects?
A) Planning and organizing
B) Conflict management
C) Writing software code
D) Decision-making

Answer: C

20.Which phase of the Product Development Life Cycle involves defining the system’s
functionalities and user expectations?
A) Design
B) Requirements Gathering and Analysis
C) Development
D) Testing

Answer: B
21.During which phase of the PDLC is the actual coding of the software product
performed?
A) Testing
B) Deployment
C) Development/Implementation
D) Maintenance

Answer: C

22.What is the primary goal of the Testing phase in the PDLC?

A) Writing code faster
B) Identifying and fixing defects to ensure quality
C) Collecting user requirements
D) Designing system architecture

Answer: B

23.Which phase involves delivering the software product to the end-users and
preparing the environment for use?
A) Deployment
B) Development
C) Maintenance
D) Requirements Gathering

Answer: A

24.In the Product Development Life Cycle, which phase is responsible for fixing bugs
and adding enhancements after release?
A) Testing
B) Maintenance
C) Design
D) Deployment
 Answer: B

25.Which PDLC model is best suited for projects with well-defined and fixed
requirements?
A) Agile
B) Spiral
C) Waterfall
D) Incremental

Answer: C

26.Which of the following is NOT a typical phase in the Product Development Life
Cycle?
A) Concept/Idea Generation
B) Market Sales
C) Design
D) Deployment

Answer: B

27.The iterative and incremental PDLC model that allows continuous customer
feedback is called:
A) Waterfall
B) Agile
C) V-Model
D) Spiral

Answer: B

28. Which software development model follows a strict linear and sequential approach?
A) Agile
B) Waterfall
C) Spiral
D) Incremental

Answer: B

29. In which software development model are requirements gathered at the beginning and
changes are minimized during the project?
A) Agile
B) Waterfall
C) Spiral
D) RAD (Rapid Application Development)

Answer: B

30. Which development model focuses on risk analysis and iterative refinement through
multiple cycles?
A) Waterfall
B) V-Model
C) Spiral
D) Agile

Answer: C

31. What is a key characteristic of Agile development?

A) Heavy documentation
B) Fixed scope and schedule
C) Iterative development with customer collaboration
D) Testing only at the end of the project

Answer: C

32. In the V-Model, testing activities are:

A) Only performed after development is complete
B) Performed in parallel with corresponding development stages
C) Not required
D) Done only by the client

Answer: B

33. Which model delivers the product in small, usable increments?

A) Waterfall
B) Incremental
C) Spiral
D) Prototyping

Answer: B

34. Rapid Application Development (RAD) primarily emphasizes:

A) Detailed upfront planning
B) Quick prototyping and iterative delivery
C) Strict change control
D) No user involvement

Answer: B

35. Which of the following is NOT a benefit of using software development models?
A) Better project planning and control
B) Clear milestones and deliverables
C) Complete elimination of all risks
D) Improved communication among stakeholders

Answer: C

36.What does CMM stand for in software project management?

A) Capability Maturity Model
B) Configuration Management Model
C) Continuous Monitoring Model
D) Customer Management Model
 Answer: A

37.How many maturity levels are there in the SEI CMM?

A) 3
B) 4
C) 5
D) 6

Answer: C

38.Which is the first (lowest) maturity level in the SEI CMM?

A) Repeatable
B) Initial
C) Defined
D) Optimizing

Answer: B

39.At which CMM level are basic project management processes established to track
cost, schedule, and functionality?
A) Initial
B) Managed
C) Defined
D) Quantitatively Managed

Answer: B (Level 2 - Repeatable)

40.The highest maturity level in CMM, focusing on continuous process improvement,

is:
A) Repeatable
B) Defined
C) Quantitatively Managed
D) Optimizing
 Answer: D (Level 5)

41.At which maturity level are processes standardized and documented across the
organization?
A) Initial
B) Repeatable
C) Defined
D) Optimizing

Answer: C (Level 3)

42.Which CMM level emphasizes the use of statistical and quantitative techniques to
manage processes?
A) Defined
B) Quantitatively Managed
C) Optimizing
D) Initial

Answer: B (Level 4)

43. SEI CMM is primarily used to:

A) Measure software quality only
B) Improve the maturity of software development processes
C) Replace project management tools
D) Manage software deployment only

Answer: B

44.What does ISO stand for?

A) International Standard Organization
B) International Organization for Standardization
C) Internal Software Optimization
D) Integrated System Operations
 Answer: B

45Which ISO standard specifically focuses on software life cycle processes?

A) ISO 9001
B) ISO/IEC 12207
C) ISO 14001
D) ISO/IEC 15504

Answer: B

46What is the main purpose of ISO/IEC 15504 (SPICE) in software project

management?
A) Software coding standards
B) Process assessment and improvement
C) Software marketing strategies
D) Hardware design guidelines

Answer: B

47ISO 9001 is primarily concerned with:

A) Environmental management
B) Quality management systems
C) Software testing procedures
D) Risk management

Answer: B

48Which of the following is NOT a benefit of implementing ISO standards in software

projects?
A) Improved process consistency
B) Enhanced product quality
C) Guaranteed zero defects
D) Better risk management
 Answer: C

49.Which ISO standard would help an organization improve its software development
and maintenance processes?
A) ISO/IEC 12207
B) ISO 14000
C) ISO 9000
D) ISO 31000

Answer: A

50.ISO standards are developed by:

A) Government agencies
B) Industry experts and stakeholders worldwide
C) Private corporations only
D) Software vendors

Answer: B

5mark Questions:

1. Write a notes on Introdction to Competencies.

2. Describe in detail about Management Skills.

3. Explain in detail about software development Process.

4. Write a notes on software development Models.

9mark Questions:

1. Write a note on Product Development Techniques.

2. Describe in detail about Product Development Life Cycle (PDLC).
3. Explain in detail about Software Development Process and Models.
4. Write a notes on The SEICMMM.
5. Explain in detail about ISO.
 UNIT-II

1. What is the main focus of domain management in software project management?

A) Managing physical infrastructure
B) Understanding and managing business requirements of the application domain
C) Installing software updates
D) Handling programming errors

Answer: B

2. Which of the following is most essential in managing domain processes?

A) Coding standards
B) Domain knowledge and stakeholder involvement
C) Graphic design tools
D) Network setup

Answer: B

3. Why is domain knowledge critical in software development?

A) It helps reduce testing time
B) It allows better alignment of software with business needs
C) It eliminates the need for documentation
D) It removes the need for project planning

Answer: B

4. Which activity is part of managing domain processes?

A) Database backup scheduling
B) Business process modeling
C) Compiler optimization
D) Antivirus installation

Answer: B
5. What is typically used to understand and model the domain in a software project?
A) Use case diagrams and domain models
B) Software patches
C) File compression tools
D) Programming language syntax

Answer: A

6. In software project management, domain experts are primarily responsible for:

A) Managing server load
B) Providing insight into the business processes and rules
C) Writing code for user interfaces
D) Designing test cases only

Answer: B

7. Which tool is commonly used in understanding domain-specific processes?

A) Gantt chart
B) Domain Model Diagram
C) Antivirus software
D) Disk management utility

Answer: B

8. Effective management of domain processes improves:

A) Software branding
B) Hardware design
C) Software relevance and usability
D) Keyboard layout design

Answer: C

9. What is the primary objective of a project solution model in software project

management?
 A) To manage team salaries
B) To select the best technical and business approach to meet project goals
C) To purchase hardware components
D) To replace legacy systems automatically

Answer: B

10.Which of the following is usually included in a project solution model?

A) Employee vacation schedules
B) Network printer configuration
C) Proposed architecture, technologies, and resource plan
D) Company logo design

Answer: C

11.A good project solution model should address:

A) Only the coding practices
B) Technical feasibility, cost, and risk
C) Just the software’s user interface
D) Only team structure

Answer: B

12.Which phase of software project management typically involves creating a project

solution model?
A) Testing
B) Maintenance
C) Initiation and planning
D) Deployment

Answer: C

13.Which of the following would not typically be considered when evaluating solution
models?
A) System scalability
B) Budget limitations
C) User training needs
D) Employee birthdays

Answer: D

14.What technique is commonly used in project solution modeling to visually represent

the system?
A) Gantt charts
B) Flowcharts and architecture diagrams
C) Financial statements
D) Meeting agendas

Answer: B

15.The process of comparing multiple solution models to select the best one is often
called:
A) Risk aversion
B) Solution evaluation
C) Quality testing
D) Deployment control

Answer: B

16.Why is stakeholder input important when building a project solution model?

A) To determine company branding
B) To ensure the solution aligns with business needs and expectations
C) To finalize testing scripts
D) To select development tools

Answer: B
17.What is the primary goal of Project Portfolio Management (PPM)?
A) Managing software bugs
B) Optimizing resource allocation across multiple projects
C) Writing code for multiple modules
D) Designing system architecture

Answer: B

18.Project Portfolio Management helps an organization to:

A) Eliminate the need for testing
B) Manage unrelated business operations
C) Align projects with strategic business objectives
D) Train developers in programming languages

Answer: C

19.Which of the following is a key benefit of using PPM in software project

management?
A) Faster hardware procurement
B) Enhanced visibility and control over projects
C) Fewer team meetings
D) Automatic project coding

Answer: B

20.Which of the following is not a typical component of project portfolio management?

A) Project selection and prioritization
B) Strategic alignment
C) Network packet routing
D) Resource management

Answer: C
21.Project Portfolio Management is most useful when an organization:
A) Has only one project
B) Has no deadlines
C) Manages multiple concurrent projects
D) Uses no planning tools

Answer: C

22.Which tool is commonly used in PPM for visualizing project progress and resource
use?
A) UML Diagram
B) Gantt Chart
C) Photoshop
D) Debugger

Answer: B

23.A portfolio in project management is best defined as:

A) A single detailed project plan
B) A collection of financial reports
C) A group of projects and programs managed to achieve strategic goals
D) A software debugging guide

Answer: C

24.What is a common challenge in project portfolio management?

A) Lack of programming skills
B) Misalignment with organizational strategy
C) Too many system backups
D) Poor hardware compatibility

Answer: B
25.What is the main purpose of financial planning in a software project?
A) To assign programming tasks
B) To estimate and control project costs
C) To evaluate software design
D) To update code repositories

Answer: B

26.Which document outlines the financial expectations and limitations of a software

project?
A) Risk Register
B) Budget Plan
C) Deployment Guide
D) Test Report

Answer: B

27.What is a cost baseline in project management?

A) The initial codebase
B) The approved version of the project schedule
C) The approved budget, used to compare actual spending
D) A version control system

Answer: C

28.Which of the following is a method for cost estimation in software projects?

A) Code analysis
B) Function Point Analysis
C) IP configuration
D) Peer review

Answer: B
29.A financial risk in a software project might include:
A) Team conflict
B) Lack of technical skills
C) Budget overrun
D) Network latency

Answer: C

30.What is the most important factor when selecting team members for a software
project?
A) Hobbies and interests
B) Availability of internet
C) Skills and experience relevant to the project
D) Time zone

Answer: C

31.Which of the following roles is typically not part of a core software project team?
A) Project Manager
B) Business Analyst
C) Software Developer
D) Interior Designer

Answer: D

32.Why is team diversity important in a software project?

A) It increases project costs
B) It reduces documentation needs
C) It brings different perspectives and problem-solving approaches
D) It simplifies testing

Answer: C
33.During team selection, which process ensures a good match between task
requirements and individual capabilities?
A) Conflict resolution
B) Skills mapping
C) Market analysis
D) Code optimization

Answer: B

34.Who is responsible for selecting the project team in most software projects?
A) Database Administrator
B) Human Resources
C) Project Manager
D) End Users

Answer: C

35. What is the primary purpose of defining the project goal in software project
management?
A) To write source code
B) To define the overall direction and success criteria of the project
C) To set up network connections
D) To hire the development team

Answer: B

36.Which of the following best defines the project scope?

A) The timeline of the project
B) The list of technologies used
C) The boundaries of what the project will and will not include
D) The programming languages preferred

Answer: C
37.What happens if a project's scope is not well-defined?
A) It leads to faster delivery
B) It increases clarity and reduces documentation
C) It may result in scope creep and misaligned expectations
D) It lowers budget requirements

Answer: C

38.Which document typically contains the defined project goals and scope?
A) Test Plan
B) Project Charter
C) Change Request Form
D) Debugging Guide

Answer: B

39.A clear project goal helps in:

A) Decreasing stakeholder involvement
B) Avoiding unnecessary testing
C) Aligning the team with the client’s expectations
D) Eliminating the need for user feedback

Answer: C

40.What is the purpose of project planning in software project management?

A) To design the user interface only
B) To define tasks, schedules, and resources needed to complete the project
C) To train customers to use the software
D) To handle hardware installation

Answer: B

41.Which of the following is a key component of a project plan?

A) Coding syntax
B) Resource allocation
C) Screen resolution
D) Server model

Answer: B

42.Which tool is commonly used to visualize project tasks and timelines?

A) Firewall
B) Flowchart
C) Gantt Chart
D) IDE (Integrated Development Environment)

Answer: C

43.In project planning, a Work Breakdown Structure (WBS) is used to:

A) Install software
B) Monitor CPU usage
C) Break the project into smaller, manageable tasks
D) Train the developers

Answer: C

44.A well-structured project plan improves:

A) Hardware speed
B) Data storage
C) Project tracking and delivery accuracy
D) Software branding

Answer: C

45.What is a Work Breakdown Structure (WBS)?

A) A timeline of meetings
B) A hierarchical breakdown of the project scope into manageable tasks
C) A code deployment tool
D) A software design pattern

Answer: B

46.Which of the following is the main goal of a WBS?

A) Increase software size
B) Reduce user interface complexity
C) Break down the project into smaller, manageable components
D) Eliminate the need for testing

Answer: C

47.In which WBS approach do you start with the final product and decompose it into
sub-tasks?
A) Bottom-Up
B) Mind Mapping
C) Top-Down
D) Agile

Answer: C

48.Which approach to WBS creation begins by identifying detailed tasks first, then
grouping them into higher-level deliverables?
A) Waterfall
B) Top-Down
C) Bottom-Up
D) Incremental

Answer: C

49.Which WBS approach is based on using a similar past project as a template?

A) Hybrid
B) Top-Down
C) Analogy
D) Bottom-Up

Answer: C

50.What is a milestone in project management?

A) A recurring meeting
B) A small development task
C) A significant event or achievement in the project
D) A type of software test

Answer: C

51.Which of the following best defines a work package?

A) A developer’s resume
B) The smallest unit in the WBS that can be assigned and managed
C) A project summary document
D) A backup of the source code

Answer: B

52.Why are milestones important in a project?

A) They provide technical solutions
B) They ensure employee benefits
C) They track progress and indicate key delivery points
D) They help generate passwords

Answer: C

53What do work packages help with in project management?

A) Code refactoring
B) Software licensing
C) Assigning tasks and estimating cost/time at a granular level
D) Buying equipment
 Answer: C

54.Which of the following is most likely to be the top-level item in a WBS for a software
development project?
A) Programming languages
B) Software Development Project
C) Database queries
D) Sprint backlog

Answer: B

55.Which WBS level usually includes design, development, testing, and deployment?
A) Level 0
B) Level 1
C) Level 4
D) Level 5

Answer: B

56.Which statement is true about WBS in software project management?

A) It is only used during testing
B) It ignores project objectives
C) It improves planning and task assignment
D) It is mainly used for sales purposes

Answer: C

5marks:
1. Explain in detail about Project solution model.
2. Describe in detail about Project Portfolio Management.
3. Write a notes on Selecting a Project Team.
4. Explain in detail about Goal and Scope of the software project.
5. Describe in detail about Creating the Work Breakdown Structure.
 6. Write a note on Approaches to Building a WBS .

9Marks:
1.Explain in detail about Managing domain Process.
2.Describe in detail about Financial Process
3. Write a notes on Project Planning.
4. Explain in detail about Project Milestones.
5. Describe in detail about Work Packages.
6. Write a notes on Building aWBS for software.