Learning Resource

On

Software Project Management

Unit-1: Part-1

Prepared By:
Kunal Anand
Assistant Professor, SCE
KIIT, DU, Bhubaneswar-24
 Talkflow

This part includes the brief discussion on:

• Definition of Software Project Management (SPM)
• How are software products different from other kinds of
projects?
• Components of SPM
• Activities covered under SPM
• Challenges and Opportunities in SPM
• Tools and Techniques in SPM
• Managing human and technical resources
• Setting Objectives
• Project success/failure

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 Software & Project

• Software
– A collection of programs
– Combined in a package
– To perform different applications

• Project
– A temporary activity but with a proper plan
– Performed by people in formally organized group
– To produce a unique product or service by adopting
standard establishment and practices.

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 Characteristics of Projects

A task is more ‘project-like’ if it is:

Non-routine
Planned
Aiming at a specific target
Carried out for a customer
Carried out by a temporary workgroup
Involving several specialisms
Made up of several different phases
Constrained by time and resources
Large and/or complex

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 Management

• According to Harold Koontz, “Management is the art of

getting the work done through people in formally organized
groups.”

• Management is an individual or group of individuals that

accepts the responsibilities to run an organization.

• The salient features of management:

– It is one or group of individuals who plan, organize, direct
and control all the essential activities of the organization.

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 Features of Management

• They don’t work alone; rather, they motivate people to do the

work and coordinate all the activities to achieve well-defined
objectives.
• Management is a continuous and never-ending process.
• It is “Result Oriented”.
• It is dynamic in nature.
• Management may be aided but not replaced by computers.
• It follows established principles and rules.

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 Why is Project Management important?

• Large amounts of money are spent on ICT e.g., the UK

government in 2003-4 spent £2.3 billion on contracts for ICT
and only £1.4 billion on road building

• Projects often fail – Standish Group claim only a third of ICT

projects are successful. 82% were late, and 43% exceeded
their budget.

• Poor project management is one of the major factors in these

failures ,

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 Are software projects different from other
projects?

• Software projects differ from other type of projects in

following aspects:
Tangible vs nontangible
Complexity
Flexibility
Invisibility

The above issues make software more problematic to build

than other engineered artifacts.

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 contd..

Projects can be:

• In-house: clients and developers are employed by the same
organization

• Out-sourced: clients and developers employed by different

organizations

• ‘Project Manager’ could be:

– a ‘contract manager’ in the client organization
– a technical project manager in the supplier/services
organization

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 Components of SPM
• SPM involves planning, executing, and controlling software
projects to meet specific goals within constraints such as time,
budget, and resources. The key components of software
project management include:
– Project Planning
• Scope Definition: Identifying project goals, deliverables,
and boundaries.
• Requirements Gathering: Documenting functional and
non-functional requirements.
• Work Breakdown Structure (WBS): Dividing tasks into
manageable sections.
• Scheduling: Creating timelines with milestones and
deadlines.
• Resource Planning: Allocating human, technological, and
financial resources.
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 contd..
• Project Estimation
– Time Estimation: Calculating the time required for each
task or phase.
– Cost Estimation: Budgeting for development, tools, and
contingencies.
– Effort Estimation: Determining the number of hours or
days required for tasks.
• Risk Management
– Risk Identification: Spotting potential risks early in the
project.
– Risk Analysis: Assessing the likelihood and impact of
risks.
– Risk Mitigation Planning: Developing strategies to
minimize or handle School
risks.
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 contd..
• Team Management
– Role Definition: Assigning clear roles and responsibilities
to team members.
– Communication Management: Establishing channels and
tools for effective collaboration.
– Motivation and Leadership: Ensuring team morale and
resolving conflicts.
• Quality Management
– Quality Assurance (QA): Establishing processes to ensure
high-quality deliverables.
– Quality Control (QC): Testing and validating the software
against requirements.
– Standards Compliance: Adhering to industry and
organizational standards.
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 contd..
• Project Monitoring and Control
– Progress Tracking: Monitoring timelines and deliverables.
– Performance Metrics: Measuring productivity and
quality.
– Issue Management: Identifying and resolving problems
quickly.

• Stakeholder Management
– Engagement: Keeping stakeholders informed and
involved.
– Expectation Management: Aligning project deliverables
with stakeholder needs.
– Feedback Integration: Incorporating stakeholder input
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into project adjustments.

 contd..

• Configuration Management
– Version Control: Managing changes to software artifacts.
– Baseline Management: Maintaining approved versions of
deliverables.
– Change Control: Handling requests for modifications
systematically.
• Delivery and Deployment
– Implementation Planning: Defining deployment
processes.
– User Training: Providing necessary documentation and
training to users.
– Post-Deployment Support: Ensuring smooth transition
and addressing issues after launch.
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 contd..

• Project Closure
– Final Review: Ensuring all objectives are met and
deliverables are accepted.
– Documentation: Archiving lessons learned, project
reports, and artifacts.
– Handover: Transitioning the system to maintenance teams
or end-users.

• Each of these components contributes to the success of

software projects by ensuring a structured approach to meeting
project objectives.

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 Activities covered by project management

• Feasibility study: The sole purpose is to decide whether the

project is doable.
• Planning: If the feasibility study indicates the proposed work is
viable, then the project planning can start. Here, the essential
aspects like scheduling, budget and resource allocation, staffing,
etc., are planned.
• Execution: Once the above two steps are done, one can start
with the project execution. Usually, the execution contains two
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sub-phases named design and implementation.
 Challenges and Opportunities in SPM
• SPM involves both challenges and opportunities.
Understanding these can help managers anticipate potential
issues and leverage available advantages to ensure project
success.
• Challenges in SPM
– Unclear Requirements: Incomplete or changing
requirements can disrupt project plans. It can leads to scope
creep, rework, and potential project failure.
– Time Constraints: Unrealistic deadlines can compromise
quality. It Causes stress, rushed deliverables, and potential
burnout.
– Budget Limitations: Financial constraints may limit
resources and tools. It affects quality, delivery timelines,
and team satisfaction.
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 contd..
• Team Collaboration: Poor communication and lack of
alignment can cause inefficiencies. It leads to delays and
conflicts within the team.
• Technical Challenges: Complex technologies or unproven
tools may introduce risks. It causes delays and increases
debugging or redevelopment efforts.
• Risk Management: Failure to identify and mitigate risks
early. It leads to unplanned issues and cost overruns.
• Quality Assurance: Balancing speed with maintaining high
standards. Risk of delivering subpar software.
• Adapting to Change: Rapid changes in technology or market
demands. It requires flexibility, often disrupting the original
plan.
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 contd..
• Opportunities in SPM
– Innovation in Tools and Processes:
• Opportunity: Leverage advanced project management
tools (e.g., Agile, DevOps).
• Benefit: Improves efficiency, collaboration, and
tracking.
– Global Talent Pool:
• Opportunity: Access skilled professionals worldwide.
• Benefit: Enhances expertise and innovation.
– Agile Methodologies:
• Opportunity: Implement flexible frameworks for
iterative development.
• Benefit: Allows faster adaptation to changing
requirements. School of Computer Engineering
 contd..
• Improved Communication Technology:
– Opportunity: Use tools like Slack, Zoom, or MS Teams for
collaboration.
– Benefit: Bridges communication gaps in distributed teams.
• Data-Driven Decision-Making:
– Opportunity: Use analytics and performance metrics to
guide decisions.
– Benefit: Identifies bottlenecks and optimizes resource
allocation.
• Automation in Testing and Deployment:
– Opportunity: Automate repetitive tasks such as code
testing.
– Benefit: Reduces manual errors and accelerates delivery.
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 contd..
• Focus on Sustainability:
– Opportunity: Adopt eco-friendly and cost-efficient
practices.
– Benefit: Aligns with organizational goals and public
sentiment.
• Scalability and Cloud Technology:
– Opportunity: Use cloud platforms for flexible
infrastructure.
– Benefit: Facilitates seamless scaling and efficient resource
usage.
• Emphasis on Soft Skills:
– Opportunity: Invest in leadership and interpersonal skills.
– Benefit: Builds cohesive teams and effective
communication. School of Computer Engineering
 contd..

• Enhanced Stakeholder Engagement:

– Opportunity: Involve stakeholders through collaborative
planning.
– Benefit: Ensures alignment and increases project
acceptance.

• By addressing these challenges proactively and seizing

opportunities strategically, software project managers can
enhance the chances of project success while driving
innovation and value creation.

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 Tools and Techniques in SPM
• Tools in SPM
– Project Planning Tools:
• Examples: Microsoft Project, Smartsheet, Monday.com,
Asana.
• Purpose: Create project plans, timelines, and schedules.
– Collaboration and Communication Tools:
• Examples: Slack, Microsoft Teams, Zoom, Google
Workspace.
• Purpose: Facilitate team communication and file
sharing.
– Version Control Systems:
• Examples: Git, GitHub, Bitbucket, GitLab.
• Purpose: Manage code versions and track changes
collaboratively. School of Computer Engineering
 contd..
– Task and Workflow Management Tools:
• Examples: Jira, Trello, ClickUp, Wrike.
• Purpose: Track tasks, assign responsibilities, and
visualize workflows.
– Risk Management Tools:
• Examples: RiskWatch, Active Risk Manager (ARM).
• Purpose: Identify, analyze, and mitigate risks.
– Resource Management Tools:
• Examples: Resource Guru, Hub Planner, TeamGantt.
• Purpose: Manage resource allocation and availability.
– Quality Assurance (QA) Tools:
• Examples: Selenium, TestRail, JMeter, Postman.
• Purpose: Automate and manage testing processes.
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 contd..
• Documentation Tools:
– Examples: Confluence, Notion, Microsoft OneNote.
– Purpose: Create and manage project documentation.
• Time Tracking and Reporting Tools:
– Examples: Toggl, Harvest, Clockify.
– Purpose: Track time spent on tasks and generate reports.
• Agile Tools:
– Examples: Rally, Azure DevOps, Scrumwise.
– Purpose: Support Agile methodologies like Scrum and
Kanban.
• Budgeting and Financial Tools:
– Examples: QuickBooks, Planview, Scoro.
– Purpose: Manage project budgets and financial planning.
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 contd..
• Deployment and Integration Tools:
– Examples: Jenkins, Kubernetes, Docker, Ansible.
– Purpose: Automate CI/CD pipelines and deployment
processes.

• Techniques in SPM
– Work Breakdown Structure (WBS): Breaking down the
project into smaller, manageable tasks.
– Critical Path Method (CPM): Identifying the sequence of
tasks that determine the project duration.
– PERT (Program Evaluation Review Technique):
Estimating project duration using optimistic, pessimistic,
and most likely time estimates.
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 contd..
• Agile Methodologies: Frameworks like Scrum, Kanban, and
SAFe for iterative development.
• Gantt Charts: Visualizing project schedules and timelines.
• Earned Value Management (EVM): Measuring project
performance against scope, schedule, and budget.
• Kanban Boards: Visualizing task progress in columns (e.g.,
To Do, In Progress, Done).
• Risk Assessment Techniques: Tools like SWOT Analysis,
Risk Matrices, and Monte Carlo simulations.
• MoSCoW Prioritization: Categorizing tasks as Must-have,
Should-have, Could-have, and Won’t-have.
• Rapid Prototyping: Building quick prototypes for early
feedback.
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 contd..
• Continuous Integration and Continuous Deployment
(CI/CD): Automating code integration and deployment to
enhance reliability.
• Stand-Up Meetings: Short, daily team meetings to review
progress and address blockers.
• Change Control Processes: Systematically evaluating and
approving project changes.
• Root Cause Analysis (RCA): Investigating the cause of
problems and preventing recurrence.

• By using these tools and techniques effectively, software

project managers can enhance team collaboration, minimize
risks, and ensure successful project delivery.
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 Managing Human Resources
• Managing human resources in SPM is crucial for ensuring that
the right people are in the right roles, effectively
collaborating to achieve project goals.
• It involves planning, organizing, and leading the team to
optimize productivity and maintain motivation.
• Stakeholders: These are people who have a stake or interest
in the project. They could be users/clients or
developers/implementers.
• They could be:
– Within the project team
– Outside the project team, but within the same organization
– Outside both the project team and the organization.
• Need to define common project objectives.
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 contd..
• Key Aspects of Human Resource Management in Software Projects
• Resource Planning:
– Role Identification: Define roles and responsibilities for
developers, testers, designers, and other team members.
– Skill Mapping: Match team members' skills to project
requirements.
– Resource Allocation: Ensure efficient use of available personnel
for each phase of the project.
• Team Building
– Hiring and Onboarding: Recruit individuals with the required
technical and soft skills.
– Training: Provide necessary training on tools, technologies, or
methodologies (e.g., Agile, DevOps).
– Team Cohesion: Foster collaboration and trust among team
members. School of Computer Engineering
 contd..

• Defining Roles and Responsibilities

– Clearly outline roles such as project manager, business
analyst, developer, tester, and UI/UX designer.
– Set expectations for deliverables and performance metrics.
• Communication Management
– Channels: Use tools like Slack, Teams, or email to
facilitate clear communication.
– Meetings: Schedule regular team meetings, stand-ups, or
one-on-ones.
– Feedback: Establish a system for ongoing performance
feedback.

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 contd..
• Conflict Resolution
– Address conflicts promptly and fairly to maintain a
harmonious team environment.
– Encourage open communication to resolve
misunderstandings or misalignments.
• Motivation and Leadership
– Incentives: Offer bonuses, flexible work options, or
growth opportunities.
– Support: Provide emotional support and guidance to help
team members manage stress.
• Time Management
– Scheduling: Ensure team members have realistic
workloads and deadlines.
– Prioritization: HelpSchool
the teamEngineering
of Computer focus on high-priority tasks.
 contd..
• Retention and Succession Planning
– Retention: Offer career growth, competitive compensation,
and a positive work environment.
– Succession Planning: Prepare backups for key roles to
ensure continuity in case of turnover.
• Challenges in Managing Human Resources
– Skill Gaps: Addressing shortages in required technical expertise.
– Team Dynamics: Managing diverse personalities and work
styles.
– Remote Collaboration: Ensuring productivity in geographically
dispersed teams.
– Burnout: Balancing workloads to prevent team fatigue.
– Attrition: Managing the impact of key team members leaving
mid-project.
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 Managing Technical Resources
• Managing technical resources in SPM involves effectively
planning, allocating, and utilizing the tools, infrastructure,
and technologies required for successful project delivery.
• This ensures that technical assets are available, optimized,
and aligned with project goals.
• Key Aspects of Technical Resource Management
– Resource planning: Identify existing technical resources.
Determine additional resources needed based on project
requirements. Plan costs for procuring and maintaining
technical resources.
– Technology selection: Choose appropriate tools for
development, testing, deployment, and project
management. Select technologies and frameworks that
align with the project’s needs.
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 contd..
– Infrastructure management
• Development Environment: Set up workstations,
servers, and network configurations.
• Test Environment: Provision staging and testing
environments that mimic production.
• Continuous Integration/Continuous Deployment
(CI/CD): Implement automated pipelines for efficiency.
– Version Control: Use tools like Git, GitHub, or Bitbucket
for managing code versions.
– Resource allocation:
• Ensure timely procurement and renewal of software
licenses.
• Allocate sufficient computational resources to avoid
bottlenecks. School of Computer Engineering
 contd..

– Performance monitoring: Track the utilization of

technical resources to prevent overuse or underuse. Use
tools like New Relic or AWS CloudWatch for real-time
monitoring of systems.
– Security management: Access control, Data protection,
Threat detection
– Scalability and Flexibility: Utilize services like AWS,
Azure, or Google Cloud to handle growing demands.
– Training and Documentation:
• Train the team on how to use specific tools and
technologies effectively.
• Maintain documentation for tools, configurations, and
troubleshooting.
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 contd..
– Lifecycle Management
• Procurement to Retirement: Plan the acquisition,
maintenance, and eventual decommissioning of technical
assets.
• Upgrades: Regularly update tools and technologies to remain
compatible with industry standards.
• Challenges in Managing Technical Resources
– Budget Constraints: High costs of tools, infrastructure, and
licenses.
– Rapid Technological Change: Keeping up with emerging
technologies and trends.
– Overuse or Underutilization: Inefficient resource allocation
leading to wastage or shortages.
– Security Risks: Protecting resources from cyber threats and
unauthorized access. School of Computer Engineering
 Setting Objectives
• Objectives focus on the desired outcomes of the project
rather than tasks within it.
• Need for a project authority who sets the project scope
and allocates/approves costs.
• Could be one person - or a group like a Project Board,
Project Management Board, Steering committee
• Informally, the objective of a project can be defined by
completing the statement:
“The project will be regarded as a success if……….
…………”
• Objectives are like post-conditions for the project, focus
on what will be put in place, rather than how activities will
be carried out.
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 Goals/sub-objectives
• These are steps along the way to achieving the objective.
Informally, these can be defined by completing the sentence
• To reach objective X, the following must be in place
A……………
B……………
C…………… etc
• Often, a goal can be allocated to an individual.
• Individuals might have the capability of achieving goals on
their own, but not the overall objective e.g.
• Overall objective – user satisfaction with software
product
– Analyst goal – accurate requirements

– Developer goal – reliable software

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 Measures of Effectiveness
• Measure of effectiveness is a practical method of checking
that an objective has been met.
– How do we know that the goal or objective has been
achieved?

– By a practical test, that can be objectively assessed.

• e.g., for user satisfaction with software products:
– Repeat business – they buy further products from
us
– Number of complaints – if low etc.

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 Project Success/Failure
• Degree to which objectives are met
scope (of deliverables)

time cost

• In general, if, for example, the project is running out of

time, this can be recovered by reducing scope or increasing
costs.
• Similarly, costs and scope can be protected by adjusting
other corners of the ‘project triangle’.

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 Reasons for Project Failure

• Reasons that make a project “Failure”:

– Insufficient resources
– Unrealistic timeline
– Unclear specifications
– Change in scope
– Disagreement among the stakeholders
– Bad planning
– Absence of suitable project management mechanism.

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 How a Project gets to success???

• Factors contributing to the success of a project include:

– A comprehensive, realistic plan.
– The plan must be up-to-date.
– Resolving conflicts among stakeholders to gain consensus
over the outcome.
– Reasonable resource requirements and their optimal
utilization.
– Build an efficient team and take good care of them.
– Stakeholders must be informed on a regular basis.
– Willingness to change or try new ideas.
– Be not only a manager but also a leader.

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