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Software Project Management

AHM Pervej KabirAnalyst ProgrammerERA-InfoTech LtdCell:+8801757051005

What Is Project ?

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“A project is a problem scheduled for solution”

Project Failure Key points

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• Developers do not understand customer's needs

• Product scope poorly defined • Changes poorly managed • Chosen technology changes • Business needs change or ill-defined • Sponsorship lost or never obtained • Project team members lack appropriate skills • Managers and practitioners avoid best

practices and lessons learnt

Project Success & Failure factors

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• Causes of Failure ->Failure to properly define the problem ->Planning was based on insufficient data -> Planning was performed by a planning

group -> Project not tracked against plan -> Project plan lacked details -> Resource planning was inadequate -> Project estimates were best guesses,

made without consulting historic data -> No one was in charge

Project Management W5HH Principles

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Why is the system being developed? What will be done? When will it be accomplished? Who is responsible for a function? Where are they organizationally

located? How will the job be done technically

and managerially? How much of each resource is

needed?

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Why Project Management? Project Management is an integrated part of

software development. It refers to manage the complete software

project. The goal is to provide the necessary support for

development to proceed smoothly and reduce any development problem. Its basic task is to ensure that, once a development process is chosen, it is implemented optimally.

Effective s/w project management focuses on the 4 P’s: The People, The Product, The Process, and The Project.

Project management basic

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Project management Processes– Initiating processes – recognize when project or phase

should begin– Planning processes – designing and maintaining a

scheme which leads to successful accomplishment of a project

– Executing processes – coordinating people and resources to carry out the plan

– Controlling processes – monitoring and measuring progress and taking corrective actions when necessary

– Closing processes – analyzing acceptance of the project or phase and bringing it to an end

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Project Management Key PointI. The People:

People-intensive SEI has developed a “People Management-

Capability Maturity Model” (PM-CMM): This model defines the key practice areas for

s/w people: recruitment, selection, performance management, training, compensation, career development, organization and work design, and team/culture development.

Team leaders: Motivation, Innovative, Problem solving, influence and team building.

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Project Management Key PointII. The Product:

Product objectives: Overall goals (from the customer’s point of view) without considering how these goals will be achieved.

Scope: identifies its primary data, functions, and behaviors.

Alternative Solutions: Once the project objectives and scope are understood, alternative solutions are considered. The alternative solutions enable managers to select a “best” approach, given the constraints imposed by the delivery deadlines, budgetary restrictions, personnel availability, technical interfaces etc.

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Project Management Key PointIII. The Process:

The way in which we produce the software. Provides a framework from which a

comprehensive plan for s/w development can be established.

Problem is to select the appropriate process model.

The project manager must decide which process model is appropriate for:

The customer who have requested the product The characteristics of the product itself, and The projcect environment in which the s/w team

works.

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Project Management Key PointIV. The Project:

In order to manage successful s/w projects, we must understand what can go wrong and how to do it right. Ten signs that indicate the project is in danger:

i. S/w people don’t understand their customer’s need.

ii. The product scope is poorly defined.iii. Changes are managed poorly.iv. The chosen technology changes.v. Business needs change (or ill defined).

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Commonsense Of Project Management

Five commonsense approach to avoid problems to s/w projects:

Start on the right foot: Working hard to understand the problem. Building the right team and giving the team

autonomy, authority, and technology needed to the job.

Maintain Momentum: Good start and then slowly disintegrate To maintain momentum, the project manager

must provide incentives, should emphasize quality in every task it performs etc.

Track progress: Progress is tracked as work products.

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Commonsense Of Project Management

Make smart decisions: Keep it simple. Use of existing s/w components Decide to avoid custom interfaces when

standard approaches are available. Decide to identify and then avoid obvious

risks. Decide to allocate more time than you think is

needed to complex or risky tasks.

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Commonsense Of Project Management

Conduct a postmortem analysis: Establish consistent mechanism for extracting

lessons learned for each project. Evaluate the planned and actual schedules,

collect and analyze s/w project metrics, get feedback from team members and customers, and record finding is in written form.

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Project management Activities The activities in the management

process for a project can be grouped broadly into three phases: Project planning Project Monitoring & Control Project Termination

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Project Planning The major issues project planning

addresses are:I. Process PlanningII. Effort estimationIII. Project scheduling , staffing TrainingIV. Configuration Management PlanV. Quality PlansVI. Risk ManagementVII. Project Monitoring plans

Advantage of Project management• Better control of financial, physical, and

human resources• Improved customer relations• Shorter development times• Lower costs• Higher quality and increased reliability• Higher profit margins

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Advantage of Project management• Improved productivity• Better internal coordination• Higher worker morale• Knowledge• Performance• Personal

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What Should a PM do ?• Set objectives • Establish Plans • Organize Resources • Staff • Set up Controls • Issue Directives • Motivate Personnel • Apply innovation for alternative action • Remain Flexible

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ConclusionWithout efficient project

management

project ‘s problem scheduled not be Solved” successfully.

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