1. Mumtaz Ali Rajput mumtaz.ali@superior.edu.pk +92 – 301- 4949 409
SOFTWARE PROJECTMANAGMENT– WEEK 1
Mumtaz Ali Rajput
+92 –

2. Software Project Management
Agenda
Course Introduction (Software Project Management)
Defining Project
Defining Operation
Defining Project Management
Necessasity of Project Management
Software Project Management

3. Software Project Management
“A project is a temporary endeavor undertaken to create a unique product, service, or result.” [ANSI/PMI ]. Purpose: to attain its objective and then terminate.
Software Project Management

4. Software Project Management
Attributes of Project
Unique Purpose
Temporary
Require Resources, often from various areas
Should have a primary sponsor and/or a customer
Constrained by limited resources
Involve uncertainty
Planned, executed, and controlled
Software Project Management

5. Software Project Management
Operations
“Operations are ongoing and repetitive efforts with objective to sustain the business.” [ANSI/PMI ]. Purpose: to sustain the business.
Software Project Management

6. Software Project Management
A set of proven principles, methods and techniques for the effective planning, scheduling, controlling and tracking of deliverable-oriented work (results) that helps to establish a sound historical basis for future planning of projects. (PMI)
A set of principles, methods and techniques for the effective planning to accomplish the software development tasks.
It is the task of establishing a sound basis for effective scheduling, controlling and re-planning in the management of programs and projects.
Software Project Management

7. Four P’s of project management
Product
Process
People
(Software Project Management)
(Product Project People | Process)
Software Project Management

8. Why Project Management?
To control project failure
Late delivery of SW products
Unreliability of the product
Poor performance
Crossing cost limits
Actual reasons
The team don’t follow the scientific/engineering ways.
They don’t apply proper SE tools
SW products are intangible
Actual progress is ambiguous
Software Project Management

9. Software Project Management
Questions?
Software Project Management

10. Relationship among: SDLC, Product LC, and Project LC
Software Development Life Cycle starts with the start of the development of software product i.e. from the idea of the software product. It ends with successful delivery of the product.
Software Product Life Cycle is same as the SDLC, the difference is at the end it continues through improvements till the retirement of the software.
Software Project Life Cycle is not only concerned with the product but the resources, the product, the processes, and all the stakeholders that are involved with the project. It starts with the initiation of the project and by passing through the phases like: Planning, execution, Management and control ends up to termination of the project.
Software Project Management

11. Identifying stakeholders
“Individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion.”
“Any one who benefits in a direct or indirect way from the system which is being developed.”
(Performing organization, PMO, Project management, Project team members, Project Management team, users, future users, system managers, partners, sub contractors, Law and Policy, customer’s customers, domain experts, developers, etc)
Finding them (Stakeholder Identification)
Getting access to them (Cost, Politics)
--STAKEHOLDER ACCESS IS CRITICAL AND SHOULD BE STATED AS SUCH, e.g. in contract or other agreement. (true for other resources also, e.g. documentation etc.)—
--Stakeholders are the main source for eliciting requirements… but finding them does not mean you understand them!
Software Project Management

12. Questionnaire to identify Stakeholders
Who is behind the request for this work?
Who will use the solution?
What will be the economic benefit of a successful solution?
Is there another source for the solution that you need?
Software Project Management

13. Organizational Structures
Project-based (Projectized) Organization: That who’s operations consist primarily of projects.
It is an organization in which participants are assigned to only one project at a time for the duration of the project.
it consists of a dynamically changing set of projects, which are created on request and terminated when the outcome is delivered. None of the project are permanently part of the organization.
Imagine Off-shore development
It has further two categories:
Organizations that derive their revenue primarily from performing projects for others under contract
Organizations that have adopted management by projects.
Software Project Management

14. Properties of Project-based (Projectized) Organization
+ Due to having large resource pool of people from which to choose project participants, teams of people can be assembled quickly.
+ Team members are often ‘collocated’
+ Projects require only a small amount of effort from people with specialized knowledge or skills (possibly part-time employees).
+ Communication needs can be handled flexibly by cross- functional teams constructed dynamically as the need arises.
Less inter-personal intimacy and skill transfer.
Lake of knowledge about company culture among the team members.
Personals training takes time from the project schedule.
Software Project Management

15. Organizational Structures
Non-Project based OR Line Organizations: In here participants are grouped by their specialties. The organizational units are called departments (Planning, Analysis, Design, Quality Assurance).
Person Section Department Division
It is fixed structure in the form of departments where department heads supervise the people in their department. Projects proceed here through pipeline for one department to the next, so few participants are involved for the duration of the project.
Software Project Management

16. Properties of Non Project-based (Line) Organization
+ People have established relationships with each other.
+ Easy to choose people of required skills
+ Lesser training expanses
+ Clearly established line of authority
+ Defines clear career path for people
+ Good for Assembly line operations
They often lack management systems designed to support project needs efficiently and effectively.
Slow response time mainly due to fixed staff size
Limited outside the domain knowledge of experts
Software Project Management

17. Organizational Structures
Matrix Organization: Combines the characteristics of functional and project-based organizations.
People from different departments of the organization are assigned for less than or equal to 100% of their time, to work on projects
It has further three categories: (A) Weak matrix organization, (B) Balanced matrix organization, (C) Strong matrix organization.
Software Project Management

18. Properties Matrix Organization
+ Combine the benefits of both project-based and non-project based organizations.
Double boss problem: Project member report to the departmental head and the project manager (conflict between departmental and project interests).
Software Project Management

19. Software Project Management
Matrix Organization
Weak matrix organization: People from different department deputed for the project but their progress is monitored at the departmental level. Departmental heads perform as PM for their own assigned part (no explicitly nominated project manager).
Balanced matrix organization: People from different department deputed for the project. One of the employee from any department is declared as PM (with less authority). Team members repot to the PM for technical matters however rest of the matters are dealt at departmental level.
Strong matrix organization: Within the functional organization full-time project managers with considerable authority and full-time project administrative staff is deputed for separate projects.
Software Project Management

20. Organizational Structures
Composite Organization: It involves structures like: project-based, Non- Project based, and mixed Organizations at various levels.
Special project teams are organized for critical projects. The team may include full-time staff from different functional departments, may develop its own set of operating procedures and may operate outside the standard, formalized reporting structure.
Software Project Management

21. Software Project Management
Questions?
Software Project Management