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Sepm M4P1

The document outlines the principles of Software Project Management (SPM), highlighting its similarities and differences with traditional project management. It discusses key aspects such as project characteristics, setting objectives, stakeholder involvement, and the importance of a business case where benefits must outweigh costs. The content emphasizes the need for effective management practices to achieve project goals and ensure client satisfaction.

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Janardan KS
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11 views15 pages

Sepm M4P1

The document outlines the principles of Software Project Management (SPM), highlighting its similarities and differences with traditional project management. It discusses key aspects such as project characteristics, setting objectives, stakeholder involvement, and the importance of a business case where benefits must outweigh costs. The content emphasizes the need for effective management practices to achieve project goals and ensure client satisfaction.

Uploaded by

Janardan KS
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 ENGINEERING

PROJECT MANAGEMENT
School of Engineering
Department of Computer Science and Engineering
Course
Semester: V
Code:
Course Academic
SEPM 2024 - 2025
Title: Year:
Faculty
Dr. Damodharan D
Name:

Department of Computer Science & Engineering


Module 4 – SEPM
• Introduction

• Software Project Versus Other Type of Projects

• Dimensions of a Software Project

• Activities in SPM

• Setting Goals & Objectives

• Business Case

• Significance of Processes

• Project Vs. Program Management

3
Outline of talk
In this introduction the main questions to be
addressed will be:

What is software project management?


Is it really different from ‘ordinary’ project
management?

How do you know when a project has been


successful?
For example, do the expectations of the
customer/client match those of the developers?

4
What is management?
management is achieving goals in a way that makes the best use of all

resources

This involves the following activities:

• Planning – deciding what is to be done

• Organizing – making arrangements

• Staffing – selecting the right people for the job

• Directing – Supervision, Motivation, Leadership,


Communication. “giving instructions”
5
(continued)

• Controlling –The purpose of controlling is to ensure that


everything occurs in conformities with the standards.

• Monitoring – checking on progress

• Innovating – coming up with solutions when problems emerge

• Representing – liaising with clients, users, developers and


other stakeholders

6
What is a project?
• A project is a temporary effort to create a unique
product or service. Projects usually include constraints
and risks regarding cost, schedule or performance
outcome.

• A project is Planned set of interrelated tasks to be


executed over a fixed period and within certain cost and
other limitations.

7
What is Project
Management?
• Project Management is the discipline of planning,

organizing, motivating, and controlling resources to achieve

specific goals

• Project management is a methodical approach to planning

and guiding project processes from start to finish.

8
Characteristics of projects
A task is more ‘project-like’ if it is:

• Non-routine tasks are involved.


• Planning is required
• Aiming at a specific target
• Work carried out for a customer
• Involving several specialisms
• Made up of several different phases
• Constrained by time and resources
• Large and/or complex
9
Software project versus others
Are software projects really different from
other projects?
Not really! …but…

• Invisibility: progress in software project is not immediately


visible.
• Complexity: Per dollar, software products contain more
complexity than other engineered artefacts
• Conformity: Software developers have to conform to the
requirements of human clients
• Flexibility: Software systems are particularly subject to
change
10
Setting objectives
• Answering the question ‘What do we have to do to
have a success?’

• Need for a project authority


• Sets the project scope
• Allocates/approves costs

• Could be one person - or a group


• Project Board
• Project Management Board
• Steering committee

11
Objectives should be
SMART
S– specific, that is, concrete and well-defined

M– measurable, that is, satisfaction of the


objective can be objectively judged

A– achievable, that is, it is within the power of the


individual or group concerned to meet the target

R– relevant, the objective must relevant to the


true purpose of the project

T– time constrained: there is defined point in time by


which the objective should be achieved
12
Goals/sub-objectives
continued
Often a goal can be allocated to an individual.
Individual may have the capability of achieving goal,
but not the objective on their own e.g.

Objective – user satisfaction with software product

Analyst goal – accurate requirements

Developer goal – software that is reliable

13
Measures of effectiveness
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 product:

• Repeat business – they buy further products from us

• Number of complaints – if low etc etc

14
Stakeholders
These are people who have a stake or interest in
the project
In general, 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

15
The business case
Benefits of delivered project
Benefits must outweigh costs

Costs Costs include:


- Development
- Operation
£
£ Benefits
- Quantifiable
- Non-quantifiable

16

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