SOFTWARE PROJECT

MANAGEMENT&APPLICATIONS

RIFFAT ABBAS RIZVI

ASSISTANT PROFESSOR
MANAGEMENT SCIENCES

LECTURE-1 AND LECTURE 2

CLASS INTRODUCTION
 MY TEAM IS MY CLASS.
 ITS NOT YOURS LEARNING ONLY BUT I WILL
IMPROVE MY KNOWLEDGE TOO.
 FORMAL INTRODUCTION OF THE CLASS.
 TEACHERS INTRODUCTION

 PHD SCHOLAR in Project Human Resource Management

 MS in Project Management
 MSC in Computer Sciences
 MBA in Human Resource Management
 PGD in Project Management
 PGD in Marketing Management.
 Co-Trainer of Project Management (USAID)
 PMI Certification – Project Management Professional in Coming
Months.
 PMI-Certification-Project Risk Management in coming Months

3 Personal Experiences and Project 2/15/2020

Management
Flow of Activities
 Introduction to project management
 Division into groups and assignment of projects
 MS Project training
 Approval / Assignment of project charter
 Development of WBS and WBS dictionary
 Development of Project Schedule using MS Project
 Project presentation and defense
 Primavera training
 Development of Project Schedule using Primavera
 Project presentation
 Semester includes 3 quizzes
Course Outline
 Introduction to Project Management and PM Tools
 Getting Started with Microsoft Office Project 2007
 Understanding the Nature of Projects
 Discovering Project 2007
 Understanding Project 2007 File Types
 Navigating the Project 2007 Interface
 Getting Help and Guidance
 Configuring Options
 Creating and Defining Projects
 Creating and Saving Projects
 Defining Properties and Options
 Creating and Organizing the Task List
 Importing Data
 Modifying and Applying Calendars
 Setting Scheduling Options
 Working with Estimates and Dependencies
 Entering Task Estimates
 Using A PERT Analysis to Estimate Task Duration
 Linking and Unlinking Tasks by Using the Gantt Chart View
 Linking and Unlinking Tasks by Using the Network Diagram View
 Adding Lag or Lead Time to a Linked Task`
 Working with Deadlines, Constraints, and Task Calendars
 Introducing Deadlines, Constraints, and Task Calendars
 Creating and Modifying Deadlines
 Creating and Modifying Constraints
 Creating and Modifying Task Calendars
 Identifying Critical Tasks
 Working with Task Driver
 Working With Resources
 Introducing Resources, Assignments, and Budgeting
 Adding Resources to the Resource Sheet
 Creating and Modifying Resource Assignments
 Entering Project Budgets
 Predicting Behavior by Using Task Types and the Scheduling Formula
 Using Task Types and the Scheduling Formula
 Changing Variables and Predicting Behavior
 Applying Task Types to Produce Predictable Behavior
 Special Situations with Effort-Driven Scheduling
 Customizing and Formatting
 Formatting Screen Elements
 Creating and Modifying Templates
 Creating and Modifying Fields, Tables, and Formulas
 Creating and Modifying Filters and Groups
 Creating and Modifying Custom Views
 Analyzing Resource Utilization
 Introducing Resource Utilization Concepts
 Viewing Resource Assignments, Allocation, and Utilization
 Managing Resource Availability
 Optimizing and Leveling Resource Assignments
 Tracking Progress
 Working With Baselines
 Entering Duration Updates
 Entering Work Updates
 Entering Cost Updates
 Discovering Variances
 Troubleshooting and Getting Back on Track
 Creating Reports
 Selecting, Editing, and Creating Basic Reports
 Configuring Print and Page Setup Options
 Setting Options to Correct Printing Issues
 Exporting Reporting Data
 Creating and Modifying Visual Reports
 Managing Multiple Projects
 Introducing Management of Multiple Projects
 Creating Master Projects
 Creating Links Between Projects
 Calculating Single or Multiple Critical Paths
 Saving and Opening Multiple Projects
 Sharing Resources and Analyzing Resource Utilization Across Multiple
 Projects
Ground Rules
 Class will start at sharp 6:00pm.
 Mobiles are not allowed in class.
 Attendance will be marked twice during the lecture randomly.
 The assigned project must be taken seriously and project work must
reflect professional approach.
 Quizzes must be done honestly.
 If you cannot use software according to project management
standards, there is no need of doing it.
 Discuss your course related problems as soon as they are observed.
 You have to choose a project manager for your group project.
 Project team must be actively involved during planning phase of
project.
FOR MSPM STUDENTS
FOR ALL MSPM STUDENTS
Tea making project…
 Buy tea and Sugar
• 5mins
 Boil water
• 10mins
 Mix items
• 1min
 Boil mixture
• 3mins
Tea is ready

• 0min

Project WBS Predecessor Fast tracking

Crashing Slack Milestone Critical Path
Today’s Outline
 What is Project?
 What is Project Management?
 Importance of PM
 Benefits of Project Management Tools
 OBS, WBS & PBS
 Resources and resource over allocation
 Task dependencies
 PERT and GANTT
 CPM
What is a Project
A project is a temporary
Endeavour undertaken
to create a unique product, service, or result.
What is a Project
 A project is a one-time endeavor that ends with a specific
accomplishment, such as the development of a unique product
or service. It originates when something unique is to be
accomplished. A project has the following characteristics:
o A set of non-routine tasks performed in a certain sequence leading to a
goal.
o A distinct start and finish date.
o A limited set of resources that might be used on more than one project.
Do you feel like this?
Project Management
 How bad our projects are…
 Only 34% of all project succeed.
 The average project has 43% cost overrun.
 What is project management?
 People Skills
 Software
 Art…
Project Management
 Murphy’s Law
 If something can go wrong, it will

 Parkinson’s Law
 Work expands to fill the time allowed
What is Project Management?
 „a method and a set of techniques based on
the accepted principles of management used
for planning, estimating and controlling work
activities to reach a desired end result on time
– within budget and according to specification“
(Robert K. Wysocki / Robert Beck Jr. / David B. Crane,
Effective Project Management, 2. ed., John Wiley & Sons, 2002,
p. 79
What is Project Management?
 „ ... unique process, consisting of a set of
coordinated and controlled activities with start
and finish dates, undertaken to achieve an
objective conforming to specific require-ments,
including the constraints of time, cost and
resources“

[ISO 9001:2000]
What is Project Management
 Project management, involves project initiation, planning,
monitoring and closure. It may include items as:

 Definition of work requirements

 Definition of quantity and quality of work
 Definition of resources needed
 Tracking progress
 Comparing actual outcome to predicted outcome
 Analyzing impact
 Making adjustments
What helps project succeed?
 Executive support
 User involvement
 Experienced project manager
 Clear business objectives
 Minimized scope
 Standard software infrastructure
 Firm basic requirements
 Formal methodology
 Reliable estimates
Qualities of project manager
 Lead by example
 Are visionaries
 Are technically competent
 Are decisive
 Are good communicators
 Are good motivators
 Stand up to top management when necessary
 Support team members
 Encourage new ideas
OBS
 The OBS displays organizational relationships and then
uses them for assigning work to resources in a project.

PM

Networks
Cord Dev. TL Imp. TL
TL

N Eng N Eng SW Eng SW Eng Imp Off Imp Off

WBS
Running a project without a WBS is like
going to a strange land without a roadmap.

J. Phillips
WBS

 WBS allows you to break down a

seemingly overwhelming project
into pieces you can plan, organize,
manage and control
 It is top down effort to
decompose the deliverables and
the work required to produce
them
 Each work package consist of
nouns – things, rather than actions
 WBS is deliverable oriented
WBS
 Why Break up?
 Improves work management
 Understand resource and time constraints
 Set millstones for progress
 See alternative sequencing
 WBS
 Hierarchical tree structure
 Divides the project scope
WBS EXAMPLE
Rules for WBS
 WBS is created with the help of the team
 First level is completed before the work is broken down
further
 Each level of WBS is the smaller level of above
 WBS includes only deliverables that are required by the
project
 Deliverables not in WBS are not the part of project
The WBS in the Project
 The Work Breakdown Structure is central to the
development of a realistic schedule for the project

 The WBS consists of an ordered set of activities and

tasks, based upon a hierarchical decomposition of the
phases of the Project Life Cycle

 The starting point for the WBS is thus the chosen life
cycle model

 The resulting structure can take a number of forms,

Activity List
 Contains activity attributes
 Defines activity in detail
 Milestone
 Significant event that normally has no duration
PBS
OBS & WBS
Project Resources
 Resources are the people, equipment, and materials required
to accomplish project tasks and goals.

 Types of resources
 Work (People, equipment etc)
 Material (Consumable Supplies)

 Resource Overloading or Over-allocation

 Resource Leveling
Over Allocation
 Over Allocation is when a project calls for more time than a
team member has.
 Over Allocation can be solved by number of ways for example:
 Changing the relationships i.e. (SS, FS, SF, FF)
 Changing lag to “zero” or change it to lead
 Changing working time
 Changing Units
 Adding extra overtime hours to that particular resource
Program Evaluation and Review Technique
(PERT)
 PERT is a network analysis technique used to estimate project
duration when there is a high degree of uncertainty about the
individual activity duration estimates.

 PERT uses probabilistic time estimates:

 Duration estimates based on using optimistic, most likely, and pessimistic
estimates of activity durations, or a three-point estimate
PERT Formula and Example
 PERT weighted average =

optimistic time + 4X most likely time + pessimistic time

6
 Example:

PERT weighted average =

8 workdays + 4 X 10 workdays + 24 workdays = 12 days
6
where:
optimistic time= 8 days
most likely time = 10 days
pessimistic time = 24 days
Therefore, you’d use 12 days on the network diagram instead of 10 when using
PERT for the above example
Figure 6-3. Task Dependency Types
Gantt Charts
 Gantt charts provide a standard format for
displaying project schedule information by listing
project activities and their corresponding start and
finish dates in a calendar format.
 Symbols include:
 Black diamonds: Milestones
 Thick black bars: Summary tasks
 Lighter horizontal bars: Durations of tasks
 Arrows: Dependencies between tasks
Figure 6-5. Gantt Chart for Project X
Critical Path Method (CPM)
 CPM is a network diagramming technique used to predict total
project duration.
 Earliest time by which the project can be completed.
 Longest path through the network diagram
 Has the least amount of slack or float.
 Slack or float is the amount of time an activity can be delayed
without delaying a succeeding activity or the project finish
date.
 Free Float
 Total Float
 Project Float
Techniques for Shortening Project
Schedule
 Crashing
 Making cost and schedule trade-offs to obtain greatest amount
of schedule compression for the least incremental cost e.g.
hiring more resources
 Fast Tracking
 Doing activities in parallel
Figure 6-8. Determining the Critical Path for
Project X
Critical Path
Using the Critical Path to Shorten a Project
Schedule
 Three main techniques for shortening schedules:

 Shortening the duration of critical activities or tasks by

adding more resources or changing their scope.

 Crashing activities by obtaining the greatest amount of

schedule compression for the least incremental cost.

 Fast tracking activities by doing them in parallel or

overlapping them.
Leads & Lags
Float (Slack)
Sample Project Plan
 Project Plan for XYZ Project