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SPM Lect 3

The document discusses software project management and processes. It summarizes statistics from the 2010 Standish Group Report that showed improvements in IT project success rates compared to 1995. Reasons for improvements included better tools for monitoring and control, more skilled project managers, and the use of more processes. The document also discusses factors that contribute to project success like executive support, user involvement, and clear objectives. It provides an overview of the Project Management Institute (PMI) framework and its five process groups - initiating, planning, executing, controlling, and closing.

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Hanzala Ahmed
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19 views

SPM Lect 3

The document discusses software project management and processes. It summarizes statistics from the 2010 Standish Group Report that showed improvements in IT project success rates compared to 1995. Reasons for improvements included better tools for monitoring and control, more skilled project managers, and the use of more processes. The document also discusses factors that contribute to project success like executive support, user involvement, and clear objectives. It provides an overview of the Project Management Institute (PMI) framework and its five process groups - initiating, planning, executing, controlling, and closing.

Uploaded by

Hanzala Ahmed
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Software Project Management

Processes
Project Success Rates
 The 2010 Standish Group Report Showed
significant Improvement in IT Project Success
Rates compared to 1995 stats:
◦ Time overruns: decreased to 63% compared to 222%
◦ Cost overruns were down to 45% compared to 189%
◦ Required features were up to 67% compared to 61%
◦ 28% of IT projects succeeded compared to 16%

 Why the Improvements?


 Better tools for monitoring and control
 More skilled PM’s, more process, more user involvement
 And “The fact that there are processes is significant in itself.“
Home task
 What are the latest stats about project
success rates?
Why Do Projects Succeed?
 How to identify a projects success potential
◦ What metrics could you look at?
 Project size
 Project duration
 Project team size
Why Do Projects Succeed?
◦ Executive support
◦ User involvement
◦ Experience project manager
◦ Clear project objectives
◦ Minimized scope
◦ Standard software infrastructure
◦ Formal methodology
◦ Reliable estimates
Why Executive Support?
 Top management can help to:
◦ Secure adequate resources
◦ Get approval for unique project needs in a timely
manner
◦ Receive cooperation from people throughout the
organization
◦ Provide leadership guidance
15 PM Job Functions
 Evaluate project
 Define scope of project
requirements
 Identify stakeholders,  Identify and evaluate risks
decision-makers, and
Prepare contingency plan
escalation procedures
 Identify interdependencies
 Develop detailed task list  Identify and track critical
(work breakdown
milestones
structures)
 Participate in project
 Estimate time
phase review
requirements  Secure needed resources
 Develop initial project  Manage the change
management flow chart control process
 Identify required  Report project status
resources and budget*Northwest Center for Emerging Technologies, "Building a Foundation for Tomorrow: Skills Standards for Info
Technology,"Belleview, WA, 1999
PMI Framework

Source: Project Management Institute


The 5 PMI Process Groups
 1. Initiating
 2. Planning
 3. Executing
 4. Controlling
 5. Closing
 Note: these can be repeated for each phase
 Each process is described by:
 Inputs
 Tools & Techniques
 Outputs
PMI Process Groups

Source: Project Management Institute


PMI: Process Links
PMI Phase Interactions

Design Phase
Initiating Planning
Processes Processes
Implementation Phase
Initiating Planning
Controlling Executing Processes Processes
Processes Processes

Controlling Executing
Closing Processes Processes
Processes

Closing
Processes
PMI: Initiating Process
 Inputs  Outputs
◦ Project Description ◦ Project charter
◦ Strategic plan ◦ Project Manager
◦ Project Selection assigned
Criteria ◦ Constraints
◦ Historical Information ◦ Assumptions
PMI: Planning Process
maintaining a workable scheme to accomplish the business need
that the project was undertaken to address
 Scope Planning  Risk Planning
 Scope Definition  Schedule Development
 Activity Definition  Quality Planning
 Activity Sequencing  Communications
Planning
 Activity Duration  Organization Planning
Estimating  Staff Acquisition
 Resource Planning  Procurement Planning
 Cost Estimating  Project Plan
 Cost Budgeting Development
PMI: Executing Process
Coordinating people and other resources to carry out the plan

 Information
 Project Plan
Distribution
Execution
 Solicitation
 Scope Verification
 Source Selection
 Quality Assurance
 Contract
 Team Development
Administration
PMI: Controlling Process
Ensuring that project objectives are met by monitoring and measuring
progress and taking corrective measures when necessary
 Overall Change  Performance
Control Reporting
 Scope Change  Risk Response

Control Control
 Schedule Control
 Cost Control
 Quality Control
PMI: Closing Process
Formalizing acceptance of the project or phase and
bringing it to an orderly end

 Administrative
Closure
 Contract Close-out

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