Software Project Management

DCAP304/DCAP515
 Introduction to Software Project Management
In today's dynamic business landscape, successful project management
is essential for organizations aiming to stay competitive and meet
evolving demands. This comprehensive guide aims to provide insights
into the fundamentals of project management, particularly focusing on
software projects. From understanding the basic concept of a project to
delving into specific methodologies and common challenges, this
content will equip you with the knowledge needed to navigate the
complexities of software project management effectively.
 Introduction
Software project management includes the tools, techniques, and knowledge
essential to deal with the growth of software products. In Software Project
Management, the end users and developers require to know the cost of the project,
duration and length. It is a process of managing, allocating and timing resources to
develop computer software that meets necessities. It consists of eight tasks:
• Problem Identification
• Problem Definition
• Project Planning
• Project Organization
• Resource Allocation
• Project Scheduling
• Tracking, Reporting and Controlling
• Project Termination
• In problem identification and definition, the conclusions are made as approving,
declining or prioritizing projects. In problem identification, project is recognized, defined
and justified. In problem definition, the use of the project is clarified.
• The main product is project proposal. In project planning, it explains a series of actions
or steps that are needed to for the growth of work product. In project organization, the
functions of the personnel are incorporated. It is done in corresponding with project
planning.
• In resource allocation, the resources are allocated to a project in order that the goals and
objectives are attained. In project scheduling, resources are allocated so that project
objectives are attain within a sensible time span.
• In tracking, reporting and controlling, the process engage whether the project results are
in accordance with project plans and performance specification. In controlling, suitable
action is taken to correct improper deviations. In project termination, the concluding
report is submitted or a release order is signed.
 What is Project?

A project is a sequence of unique, complex, and connected activities

having one goal or purpose and that must be completed by a specific
time, within budget, and according to specification. This definition tells
us quite a bit about a project. To appreciate just what constitutes a
project let’s look at each part of the definition.
At its core, a project is a temporary endeavor undertaken to create a
unique product, service, or result. It involves a sequence of activities
aimed at achieving a predefined goal within specified parameters, such
as time, budget, and quality. Let's break down the essential
characteristics of a project:
 Sequence of Activities

A project includes a number of activities that must be completed in some particular

order, or sequence. An activity is a defined chunk of work. The chain of the
activities is based on technical requirements, not on management concern. To
conclude the sequence, it is helpful to think in terms of inputs and outputs as
follows:
• What is needed as input in order to begin working on this activity?
• What activities produce those as output?
Unique Activities Notes: The activities in a project must be unique. A project has
never happened before, and it will never happen again under the same conditions.
Something is always different each time the activities of a project are repeated.
Usually, the variations are random in nature—for example, a part is delayed,
someone is sick, a power failure occurs. These are random events that can happen,
but we never are sure of when, how, and with what impact on the schedule. These
random variations are the challenge for the project manager.
Complex Activities: The activities that make up the project are not simple, repetitive
acts, such as mowing the lawn, painting the house, washing the car, or loading the
delivery truck. They are complex. For example, designing an intuitive user interface to
an application system is a complex activity.
Connected Activities: Connectedness implies that there is a logical or technical
relationship between pairs of activities. There is an order to the sequence in which the
activities that make up the project must be completed. They are considered connected
because the output from one activity is the input to another. For example, we must
design the computer program before we can program it.
Unconnected Activities: You could have a list of unconnected activities that must all be
complete in order to complete the project. For example, consider of developing a
payroll system. With some exceptions, the different modules of payroll system like, data
entry module, updating module, calculation module, etc. can be developed separately
in any order. But the pay roll system as a whole cannot be completed until all its
modules are completely developed, but the different modules may be developed in any
order. So developing a payroll system with various modules in which the modules can
be developed in any order is not considered a project according to the definition.
 One Goal

Projects must have a single goal.

Example: Consider the development of Management Information System
(MIS) project for an institute. Each module of the MIS like, Personal
information system accounting system, administration control system,
examination system can be consider as a subproject, each of which is a
project in its own right.
This division makes for better management control. This artificial
decomposition of a complex project into subprojects often simplifies the
scheduling of resources and reduces the need for interdepartmental
communications while a specific activity is worked on. The downside is
that the projects are now interdependent. Even though interdependency
adds another layer of complexity and communication, it can be handled.
 Specified Time

Projects have a specified completion date. This date can be self-

imposed by management or externally specified by a customer or
government agency. The deadline is beyond the control of anyone
working on the project. The project is over on the specified completion
date whether or not the project work has been completed.
 Within Budget

Projects also have resource limits, such as a limited amount of people,

money, or machines that are dedicated to the project. While these
resources can be adjusted up or down by management, they are
considered fixed resources to the project manager.
Example: Suppose a company has only one Web designer at the
moment. That is the fixed resource that is available to project
managers. Senior management can change the number of resources,
but that luxury is not available to the project manager. If the one Web
designer is fully scheduled, the project manager has a resource conflict
that he or she cannot resolve.
 According to Specification
The customer, or the recipient of the project’s deliverables, expects a
certain level of functionality and quality from the project. These
expectations can be self-imposed, such as the specification of the
project completion date, or customer-specified, such as producing the
sales report on a weekly basis. Although the project manager treats the
specification as fixed, the reality of the situation is that any number of
factors can cause the specification to change.
For example, the customer may not have defined the requirements
completely, or the business situation may have changed (this happens
in long projects). It is unrealistic to expect the specification to remain
fixed through the life of the project. Systems specification can and will
change, thereby presenting special challenges to the project manager.
 Software Projects vs. Other Types
Software projects are disreputably hard to define. Unlike a house, you can’t see software
or touch it or feel it or visualize it and it’s hard for the layman to get a theoretical grip of
its size or cost or how long it might take to construct. Software projects have numerous
properties that make them exceptionally different to other kinds of engineering project.
The properties of Software Projects are as follows:
• The technology changes very rapidly: Most large software projects utilize new
technology; for many projects.
• The product is intangible: It’s very difficult to declare a bridge is 90% complete if there
is not 90% of the bridge there. It is easy to declare that a software project is 90%
complete, even if there are no visible outcomes.
• Large software projects are generally modified: Most large software systems are one-
off, with experience gained in one project being of little help in another.
• We don’t have much knowledge: Software engineering is a new discipline, and so we
basically don’t have much understanding of how to engineer large scale software
projects.
 Other Types of Projects
Construction Projects: The project produces an artifact. The worth generated by the
project is implanted in the artifact. The artifact may be a compound system with human
and mechanical components.
Research Projects: The project generates information. The information may be formally
symbolized as models, patterns or patents. Or the information may be embedded in a
working process or artifact.
Reengineering Projects: The project generates a desired change in some system or
process.
Procurement Projects: The project create a business relationship contractually based
with a chosen supplier for a describe product or service based on a fixed specification
and/or a described specification process.
Business Implementation Projects: The project constructs an operationally effective
process. The value generated by the project is embedded in the process.
 Activities by Software Project Management
1. Project Scope Definition and 7. Schedule Development
Scope Planning 8. Quality Planning
2. Project Activity Definition and 9. Risk Management Planning
Activity Sequencing
10. Project Plan Development and
3. Time, Effort and Resource Execution
Estimation
11. Performance Reporting
4. Risk Factors Identification
12. Planning Change Management
5. Cost Estimation and Budgeting
13. Project Rollout Planning
6. Organizational and Resource
Planning
 Methodologies

Software development methodologies provide structured frameworks

for managing the software development process. Popular methodologies
include Agile, Waterfall, Scrum, and Lean, each offering distinct
approaches to project planning, execution, and delivery.
The Iterative Approach to Software Development
 Project Methods/Techniques

Project management techniques such as Gantt charts, critical path

analysis, risk management, and stakeholder analysis are instrumental in
monitoring progress, identifying bottlenecks, and making informed
decisions throughout the project lifecycle.
 Problems with Software Projects

Despite meticulous planning and execution, software projects often

encounter various challenges that can hinder their success. Common
problems include scope creep, resource constraints, technical
complexities, communication breakdowns, and changing requirements.
 Summary
In summary, effective software project management is essential for
delivering high-quality software products on time and within budget. By
understanding the fundamental principles of project management,
leveraging appropriate methodologies and techniques, and addressing
common challenges proactively, organizations can enhance their
chances of project success and achieve their business objectives.