Software Project

Management
 Software Engineering
Software Engineering is the establishment and use of sound engineering
principles in order to economically obtain software that is reliable and works
efficiently on real machines (Fritz Bauer).
 Software Project Management
SPM is the application of knowledge, skills, tools, techniques to project
activities to meet project requirements. SPM is accomplished through the use
of processes like planning, controlling, executing, closing, initiating, cost, time,
risk (control, forecasting, evaluation etc.) quality, requirements etc.
 What is a Project?

• A project is usually a one-time activity with a well-defined set of desired end

results, complex enough that the subtasks required careful coordination and
control in terms of timing, precedence, cost and performance.
• The assignment of resources to accomplish specific results (deliverables)
with a well-defined schedule and budget.
 What is Program?
• A program is different; it is a collection of projects.
• A program manager manages multiple projects, and sometimes
multiple programs
• programs are concerned with delivering business outcomes
 What is Portfolio?
• A portfolio in project management refers to a grouping of projects, and
programs. It can also include other project related activities and
responsibilities. The purpose of a portfolio is to establish
centralized management and oversight for many projects and/or programs
 What is a Process?
• A process is a repetitive activity like a plant turning over and producing the
same product.
 Characteristics of a Project

• A Project;
• Has specific objectives
• Has a start and end date
• Has a budget
• Has an ‘owner’/’sponsor’
• Produces specific deliverables
• Can vary vastly in size, complexity and duration
• May be a phase within a larger project or a phase within a program
 Characteristics of a Project

• Projects are Temporary;

• Temporary does not necessarily mean short in duration:
• Many projects last for several years.
• Temporary means that every project has a definite beginning and a definite end.
• The end is reached:
• When the project’s objectives have been achieved, or
• When it becomes clear that the project objectives cannot be met and the project is
terminated.
 Operations and Projects

• Common Characteristics;
• Operations and Projects, both are Planned, executed, and controlled.
• Constrained by limited resources.
• Performed by people.
• Examples of Operations;
• Product Distribution
• Continuous Manufacturing
• Examples of Projects;
• Development of a new product or service
 Project Management

• Project Management is the act of directing and

coordinating (human and material) resources throughout
the life of a project to achieve predetermined objectives of
• Scope
• Quality
• Effort
• Risk
• Time
 Project Management

• Meeting stakeholder needs and expectations involves balancing challenging demands

among scope, time, cost, and quality.
• A project is a non-repetitive activity achieved by a finite, time-ordered and
interrelated set of tasks.
• The activity is the project.
• The set of tasks is called the project sequence.
• Project management is the identification of tasks and the management of their
sequence.
 Project Management Hierarchy

• Leadership
– Management
• Project management
– Software/Hardware Project management
Stages of Project Management
 Cost of Poor Project Management

• 31% of all new software development projects are cancelled

before completion.
• 53% of projects cost >189% of original estimates.
• 16.2% of software projects completed on time and on budget.
• Average overrun is 222% of original estimates.
• Source: Standish Group, 1995
Triple Constraints of Project Management
 Project Stakeholders

• Project stakeholders are individuals and organizations who are

actively involved in the project, or whose interests may be
positively or negatively affected as a result of project execution or
successful project completion.
• The project management team must identify the stakeholders,
determine what their needs and expectations are, and then
manage and influence those expectations to ensure a successful
project.
 Four Project Dimensions
• People
• Process
• Product
• Technology
 People
• “It’s always a people problem”
• Improvements:
- Team selection
- Team organization
- Team motivation
 People (contd.)
• Other success factors
• Matching people to tasks
• Career development
• Balance: individual and team
• Clear communication
 Process
• Is process stifling?
• Two Types: Management & Technical
• Quality assurance
• Risk management
• Lifecycle planning
 Process (contd.)
• Customer orientation
• Continuous Improvement
• Rework avoidance
 Product
• The “tangible” dimension
• Product size management
• Product characteristics and requirements
 Technology
• Often the least important dimension
• Language and tool selection
• Value and cost of reuse
The End