MEDICAPS UNIVERSITY, INDORE

Department of Computer Science & Engineering

FACULTY OF ENGINEERING

Practical File
IT Project Management
[CB3CO20]

Submitted To: Submitted By:

Ms. Snehal Moghe Name: Abhay Patidar
Enroll No.: EN19CS306001

EN19CS306001 Abhay Patidar

 INDEX

Sr. No. Lab Work Performed Date of Lab Work

1 Roles and Responsibilities of Team Members

2 CPM and PERT

3 Cost Budgeting of a Project

4 HR Best Practices

5 Comparison of Waterfall vs Agile Model

6. Gantt Chart

7. Agile Project Dashboard

8. DevOps vs Scrum

9. Agile Principles

10. Comparison of Waterfall vs Agile Model

EN19CS306001 Abhay Patidar

 Lab 1
Objective: To understand roles and responsibilities of an IT Project Manager and his
diverse Team, Stakeholders. Write 4-5 bullet points about each team member. From
SDE till CEO.
Different Team Members and roles
1. Software Developer
 Work with developers to design algorithms and flowcharts
 Produce clean, efficient code based on specifications
 Troubleshoot, debug and deploy programs and systems
 Gather and evaluate user feedback
 Create technical documentation for reference and reporting

2. Senior Software Engineer

 Identify, prioritize and execute tasks in the software development life cycle
 Automate tasks through appropriate tools and scripting
 Perform validation and verification testing
 Collaborate with internal teams and vendors to fix and improve products
 Ensure software is up-to-date with latest technologies

3. Technical Lead
 Hiring and training technical personnel
 Delegating work and assignments to team members
 Collaborating with their team to identify and fix technical problems
 Creating end goals for their team
 Supervising system modifications

4. Technical Manager
 Performing analyses on CIS efficiency and integration.
 Reporting to management on CIS development, implementation, and
progress.
 Managing support teams and evaluating performance metrics.
 Ensuring that products and services are delivered on time and within budget.
 Managing software and hardware installations and upgrades.

5. Senior Technical Manager

 Develop and deliver status reports and maintains accurate and up-to-date
Project Control Workbook data
 Assist in developing and recommending best practices and tools for project
execution and management
 Develop and sustain an end-to-end metrics system for the A&PS
organization

EN19CS306001 Abhay Patidar

  Apply significant knowledge of safety best practices, safety trends and
developments to improve service to the enterprise
 Prioritize and establish requirements for project proposals and other
materials
6. Principal Architect
 Gathering early non-functional requirements
 Evaluating functional requirements captured by a business analyst
 Selecting a technology stack and deployment methods
 Estimating development time
 Designing a high-level architectural solution

7. Director
 Drive high quality software development process which maintain a spirit of
fast fails, testing-in-production, and continuous integration/deployment
 Effectively work with multiple stakeholders including clients and direct
operations groups program and project managers
 Manage the design, development, and operations of a team within our
object storage group
 Work with Product Management to translate internal and external customer
and market requirements into a system, product, and technology roadmaps
 Support staffing exercises to make sure the right skills are within the team
8. Vice President
 Making important company decisions or commitments
 Assisting in strategic goal setting
 Determining company success and deciding on improvements
 Deciding on the budget for the department or company
 Prepare and allocate budgets

9. Senior Vice President

 Overview daily operations
 Set performance and financial goals and attain them through team direction
and management
 Assess, evaluate, and report on overall team and individual team member
performance
 Research and identify new business opportunities
 Seek new business tools and methods
 Guide and support VPs and managers

10. Chief Technical Officer

 Monitor social and technology trends that could influence the company's
business goals.
 Identify opportunities and risks for the business.

EN19CS306001 Abhay Patidar

  Research, outline and recommend the most effective content management
systems.
 Manage research and development of technology, IT assets and associated
revenue.
 Develop a strategy to oversee the use of new technology in the
organization.
 Communicate the company's technology strategy to partners, management,
investors and employees.

11. Chief Executive Officer

 Direct the company in keeping with the vision outlined for the company by
the Board of Directors
 Partner with high-level officers to grow the company, strengthen it and
ensure its sustainability
 Represent the company as required, including attendance of important
functions, industry events and public meetings
 Work closely with the CFO (Chief Financial Officer) to prepare annual
budgets, complete risk analysis on potential investments, and advise the
Board of Directors with regard to investment risk and return
 Work closely with Human Resources (HR) regarding hiring practices,
payroll and benefit disbursement

EN19CS306001 Abhay Patidar

 Lab 2
Objective: To calculate PERT, CPM, draw Network Activity Diagram, calculate time
estimations using Forward pass and Backward pass.

EN19CS306001 Abhay Patidar

EN19CS306001 Abhay Patidar
 Lab 4
Objective: To demonstrate how best HR Practices are helpful in Agile work
environment, to retain top talent and further grow the headcount, in a growing IT
startup.

Traditional HR practices focus on rules and standards within a more strict hierarchical
structure. Agile HR shifts the paradigm to a simpler and faster approach that
prioritizes collaboration, feedback, and innovation.

Agile allows companies and their people leaders to develop programs and initiatives
that empower and engage their employees.

Use the following tips to transition to a more agile HR model.

Look beyond traditional organizational hierarchy

The first step to an agile HR model is to rethink your organizational structure and
bridge gaps between traditionally siloed teams and structures. Agility in leadership
and decision-making relies on creating cross-functional, collaborative teams across the
company.

An agile HR organization should be small and nimble, working with leaders from
across the company to solve organizational challenges. This approach focuses less on
strict demarcations of roles and job titles and more on the skills each player can bring
to a project.

The result is an HR organization that is more integrated, transparent, and flexible—

and an org that’s able to help the rest of the company adopt similar practices.

Adopt an agile approach to compensation

Organizations that pay their employees fairly and equitably will have a happier, more
engaged workforce. As the employment landscape changes quickly and the skills gap
tightens competition for top talent, it makes sense for organizations to regularly and
frequently assess their payment structures and compensation plans.

An agile HR approach thus moves away from traditional annual raises to more
frequent market evaluations and ongoing performance measures and feedback.

Regularly assessing your pay structures, benefits, and compensation packages can
help organizations identify and reduce pay gaps, protect against wage discrimination
lawsuits, and personalize compensation plans to attract and retain employees
effectively.

EN19CS306001 Abhay Patidar

Move towards a continuous feedback model

Traditional HR practice focuses on rules-planning and performance management

based on long-term organizational goals. This is most clearly exemplified in the
employee annual review process.

Here employees are assessed on their yearly performance and measured against goals
that are often imposed or structured around broad organizational initiatives. The main
outlet for employee feedback to the organization is in a once-per-year review.

The agile approach upends this model to prioritize continuous employee feedback and
team-focused performance management. As individuals increasingly work on shorter-
term projects, with greater cross-functional collaboration, one-time performance
reviews and feedback just don’t make sense.

Increase frontline decision rights

Agile HR is all about facilitation and engagement. Empower your frontline people to
make decisions, take ownership of their work, and learn from their mistakes.

Develop an agile team culture by implementing processes like retrospectives that help
teams constantly assess their work and improve. A retrospective is a team meeting
typically held after a project or iteration to review how the project went. The goal is to
understand what worked well, what didn’t work, and steps to take moving forward.

Retrospectives are a great way for teams to evaluate their decision-making process,
identify opportunities for improvement, and have real ownership for the results. This
template can be a great place to start a retrospective—you can access it with your
team and edit it together in real time to celebrate your achievements and improve.

Develop your managers’ coaching skills

Traditional HR focuses on individuals and their goals, performance, and needs. Agile
HR shifts the focus to groups and teams. To ensure high performance and effective
collaboration, agile organizations should prioritize coaching skills among their people
leaders.

Instead of controlling teams and projects through strict structures and standards, agile
HR organizations facilitate and enable teams to do their best work. To do this, teams
need skilled coaches who can guide projects with confidence.

Teams working under effective agile coaches are empowered to work together to
create, execute, and set tasks and goals, track their own progress, assess leadership,
and identify how to improve.

EN19CS306001 Abhay Patidar

 Lab 5
Objective: How are time and resources allocated in traditional ITPM (Waterfall
model) and Agile Methodologies (Scrum) Milestones & or Sprints decided.

Factors Waterfall Model Agile Methodology(Scrum)

Time and Resource and time estimates Agile places emphasis on resources
Resource are generated based on the fixed and time over scope. Agile projects
Allocation scope and are tracked and commit to delivering project
managed throughout the outcomes within a fixed time frame
project. As the project goes with fixed resources. With time and
through the development phases resources being constant, scope that
and new information identified is not core or critical to achieving the
necessitates a change to the project outcomes become the
scope, the project goes through constraint that is most negotiable.
a structured change control Design features or functional
process and resources and time elements that are not deemed core or
are adjusted accordingly. critical to the project are flexible and
are dependent upon the amount of
time and resources available for the
project.

Milestones A major issue with milestones Agile development emphasizes

in waterfall models is that they flexibility, interactivity, and a high
overlook continuous evolution. level of transparency. Projects in
Once an application is in the Agile welcome constant evolution
testing stage, it’s very difficult and change, relying on frequent
to go back and change releases of usable code and
something that was not well- continuous testing. Although an agile
thought-out in the discovery development approach is becoming
stage, making this model increasingly common in software
unsuitable for modern projects of any size, using milestones

EN19CS306001 Abhay Patidar

 application development where with Agile might seem
there is a high risk of the project counterintuitive.
changing.

Sprints There is no concept of sprints in The Scrum guide states that the sprint
traditional waterfall model. The length should be limited to one
phases are alloted with time calendar month (4 weeks). Though
constraints on whole. there is no lower limit prescribed, the
minimum sprint length is considered
to be 1 week.

Based on facts and experience, it has

been seen between 1 to 4 weeks, a
team establishes a pattern of
development and delivering a
working software.

EN19CS306001 Abhay Patidar

 Lab 6
Objective: Draw Gantt Chart for the following: (Duration in weeks)
Activity Optimistic Activity Duration Pessimistic
(Most Likely)
A 5 5 8
B 3 5 7
C 2 4 5
D 3.5 5 7
E 1 4 8
F 8 10 15
G 2 4 5
H 2 3 5
Precedence Chart-
Activity Predecessor
A -
B -
C B
D A
E -
F C, E
G F
H D
Gantt Chart -

EN19CS306001 Abhay Patidar

 Lab 7
Objective: Plot all the agile project dashboards, (considering any project), including
Sprint Planning, MVPs, Daily Scrum Meetings, Velocity projections, daily targets met
or not/ progress weekly/ daily, etc.
At the end, burn-down charts to suffice the results. (Make Assumptions as per your
project, no copy –paste for whole lab, different burn-down charts for different
projects).
Scenario
I am assuming a project for online Book Store eCommerce Website is to developed
with all essential and extra features for better user experience.
MVP
A minimum viable product is a version of a product with just enough features to be usable by
early customers who can then provide feedback for future product development.

Our MVP will have following features –

 User Authentication (Signup, Login, OAuth)

 Profile Creation
 Book Searching
 Buy Now
 Make Payment
Tasks Story Points Needed
User Authentication (Signup, 10
Login, OAuth)
Profile Creation 8
Book Searching 5
Buy Now 6
Make Payment 8

Other Upcoming Features will be –

 Filter for searching
 Add to Cart
 Add to Wishlists
 Compare
 Essence of Book
 Similar Books
 Track Order
 And others.

EN19CS306001 Abhay Patidar

Daily Scrum(Daily Stand-Up):
The daily scrum, also called the standup, is a short daily meeting designed to let the
team plan out its work for the day and identify any obstacles that could impact that
work. Most teams hold these meetings in the morning and limit them to 10 or 15 minutes.

3 Members of Team:
Abhay’s Stand Up for Today:

 Desgined Books, Users Table Yesterday

 Will Finish other tables by today
 No issues in work till now

Velocity Projection:
Activity Story Points Committed Story Points Used
User Authentication 10 12
(Signup, Login, Oauth)
Profile Creation 8 8

Average Sprint Velocity = (12+8)/2 = 10

As we have total 37 story points, and average 10 story points per sprint. Hence, we
will need near to 4 sprints. Assuming 1 story point as 1 engineer-day, 37 engineering
day will be required, and with 3 people, 37/3=12.333(13) Days.
Progress
From Above table we can say that till now, we are 2 story points late which could
delay project by as much as 7-8 story points.

EN19CS306001 Abhay Patidar

Burndown Chart

EN19CS306001 Abhay Patidar

 Lab 8
Objective: Demonstrate difference between DevOps and Scrum, via Role-play, script
and 2 paragraph note.

With DevOps, you deploy code in production at the end of each iteration (sprint),
whereas with Scrum, your goal is to only prepare shippable code at the end of each
iteration. In DevOps, test automation and continuous software integration which are
prerequisites of continuous software delivery are in the DNA of software development
practices, whereas with Scrum, software delivery is an afterthought that must be
planned and operated by people who are totally out of software development practices.

Also in DevOps, projects are oriented on products and services who create business
value for organization, whereas Scrum does possess no maturity to contribute business
results. DevOps projects are oriented on products and services who create business
value for organization, whereas Scrum does possess no maturity to contribute business
results. DevOps contributes how you should architect your software to enable quality
and continuous deliverability, whereas Scrum has no support to build your software
with correct architecture. DevOps focuses on an end-to-end Software Engineering
Organization to enable amazing business results, whereas Scrum is only concerned
about software developers.

EN19CS306001 Abhay Patidar

 Lab 9

Objective: Summarize Agile principles in four paragraphs

The original formulation of the first of the Agile principles says, "our highest priority
is to satisfy the customer through early and continuous delivery of valuable software".
For which it has following principles
1. Satisfy Customers Through Early & Continuous Delivery
2. Deliver Value Frequently
3. Working Software is the Primary Measure of Progress
4. Maintain a Sustainable Working Pace

Secondly, Agile focuses on collaboration and communication. Agile relies on cross-

functional teams to make communication easier between the different stakeholders in
the project. As the original text states, "business people and developers must work
together daily throughout the project".
5. Break the Silos of Your Project
6. The Most Effective Way of Communication is Face-to-face

Thirdly, It mentions team qualities. The logic behind these Agile principles is that by
reducing micromanagement and empowering motivated team members, projects will
be completed faster and with better quality.
7. Self-organizing Teams Generate Most Value
8. Simplicity is Essential
9. Build Projects Around Motivated Individuals

And Lastly it describes about some other pinciples which are essential.
10. Regularly Reflect and Adjust Your Way of Work to Boost Effectiveness
11. Welcome Changing Requirements Even Late in the Project
12. Continuous Excellence Enhances Agility

EN19CS306001 Abhay Patidar

 Lab 10
Objective: Compare Agile vs. Waterfall Model, on the following dimensions:
- Project planning
- Project estimation & negotiation
- Project development
- Project risk management (including testing end product and bugs resolution)
- Project delivery and feedback (retrospection)
Factors Agile Waterfall
Project In Agile Methodologies, In Waterfall Model, After
planning Project planning happens with requirement gathering, complete
every sprint. Before beginning planning is done which involves
of each sprint, sprint planning all type of planning.
happens. In this planning
meeting sprint backlog,
objectives, deliverables,
timeline, desgins, etc. all are
prepared.
Project In Agile Project is divided into In waterfall Model, once a phase is
development various sprints and milestones. completed, it can’t be undone. The
The sprints consists of a fixed progress and development of
and defined goals. project falls like water. Changes
Late changes are also allowed are also not permitted in waterfall
in agile methogology. When model as desging phase is
tasks are divided parallel completed first.
development of tasks are also There is no product to use in
possible which makes waterfall in between.
development phase faster and
faster and continuous product
delivery
Project risk While some degree of upfront Traditional risk management tries
management Risk identification and to identify and evaluate project
Evaluation happens in Agile risks and opportunities prior to or
projects, the planning horizon at the start of projects. While risk
is typically far shorter than that management is supposed to
of traditional projects. Also, happen throughout a project’s
most Risk Identification and timeline, traditional projects tend
Evaluation of technical risks to perform the bulk of Risk
happen as part of Identification and Evaluation
development, rather than upfront.
resulting from a separate risk
management process. The test plan is reviewed after
T est plan is reviewed after each sprint. Testing team can take
complete development. It is

EN19CS306001 Abhay Patidar

 difficult for the testing team to part in the requirements change
initiate any change in needs. phase without problems.

Project In Agile Methodologies, after In Waterfall model, it is near to

delivery and each sprint new releases of impossible to work upon complex
feedback projects are possible. Which and larger feedbacks. Waterfall
gives us opportunities for Model is used only where the
continuous and frequent requirements are crystal clear.
delivery of project. Talking about project delivery, In
Also in agile it is very possible waterfall project is delivered in
to take feedbacks and enhance only end. Also There is not MVP
product as agile is made to available in between to show to
support it. client and verify.

EN19CS306001 Abhay Patidar