Key point of Software Project management

1. 1
Software Project Management
AHM Pervej Kabir
Analyst Programmer
ERA-InfoTech Ltd
Cell:+8801757051005

2. What Is Project ?
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“A project is a problem
scheduled for solution”

3. 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

4. Project Success & Failure factors
4
• 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

5. 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?

6. 6
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.

7. Project management basic
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8. 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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9. 9
Project Management Key
Point
I. 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.

10. 10
Project Management Key
Point
II. 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.

11. 11
Project Management Key
Point
III. 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.

12. 12
Project Management Key
Point
IV. 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).

13. 13
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.

14. 14
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.

15. 15
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.

16. 16
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

17. 17
Project Planning
 The major issues project planning
addresses are:
I. Process Planning
II. Effort estimation
III. Project scheduling , staffing Training
IV. Configuration Management Plan
V. Quality Plans
VI. Risk Management
VII. Project Monitoring plans

18. 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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19. Advantage of Project management
• Improved productivity
• Better internal coordination
• Higher worker morale
• Knowledge
• Performance
• Personal
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20. 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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21. Conclusion
Without efficient project management
project ‘s problem scheduled not
be Solved” successfully.
Thanks
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