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Software Project Management

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Software Project Management (CS615)
4.7.4 Tools and Techniques for SDP
6. Project planning methodology. A project planning methodology is any
structured approach used to guide the project team during development of the
project plan. It may be as simple as standard forms and templates (whether
paper or electronic, formal or informal) or as complex as a series of required
simulations (e.g., Monte Carlo analysis of schedule risk). Most project
planning methodologies make use of a combination of "hard" tools, such as
project management software, and "soft" tools, such as facilitated startup
7. Stakeholder skills and knowledge. Every stakeholder has skills and
knowledge that may be useful in developing the project plan. The project
management team must create an environment in which the stakeholders can
contribute appropriately. Who contributes, what they con-tribute, and when
they contribute will vary. For example:
On a construction project being done under a lump-sum contract, the
professional cost engineer will make a major contribution to the
profitability objective during proposal preparation when the contract
amount is being determined.
On a project where staffing is defined in advance, the individual
contributors may contribute significantly to meeting cost and schedule
objectives by reviewing duration and effort estimates for
8. Project management information system (PMIS). A PMIS consists of the
tools and techniques used to gather, integrate, and disseminate the outputs of
project management processes. It is used to support all aspects of the project
from initiating through closing, and can include both manual and automated
9. Earned value management (EVM). A technique used to integrate the
project's scope, schedule, and resources and to measure and report project
performance from initiation to closeout.
Outputs from SDP
1. Project plan: The project plan is a formal, approved document used to
manage project execution. The project schedule lists planned dates for
Software Project Management (CS615)
performing activities and meeting milestones identified in the project plan.
The project plan and schedule should be distributed as defined in the
communications management plan (e.g., management of the performing
organization may require broad coverage with little detail, while a contractor
may require complete details on a single subject). In some application areas,
the term integrated project plan is used to refer to this document. A clear
distinction should be made between the project plan and the project
performance measurement baselines. The project plan is a document or
collection of documents that should be expected to change over time as more
information becomes available about the project. The performance
measurement baselines will usually change only intermittently and then
generally only in response to an approved scope of work or deliverable
SDP Execution
Project plan execution is the primary process for carrying out the project plan the
vast majority of the project's budget will be expended in performing this process.
In this process, the project manager and the project management team must
coordinate and direct the various technical and organizational interfaces that exist
in the project. It is the project process that is most directly affected by the project
application area in that the product of the project is actually created here.
Performance against the project baseline must be continuously monitored so that
corrective actions can be taken based on actual performance against the project
plan. Periodic forecasts of the final cost and schedule results will be made to
support the analysis.
Inputs to SDP Execution
1. Project plan: The subsidiary management plans (scope management plan,
risk management plan, procurement management plan, configuration
management plan, etc.) and the performance measurement baselines are key
inputs to project plan execution.
2.  Supporting detail
3.  Organizational policies: Any and all of the organizations involved in the
project may have formal and informal policies that may affect project plan
4. Preventive action: Preventive action is anything that reduces the probability
of potential consequences of project risk events.
5. Corrective action: Corrective action is anything done to bring expected
future project performance in line with the project plan. Corrective action is
an output of the various control processes--as an input here it completes the
feedback loop needed to ensure effective project management.
Tools and Techniques for SDP Execution
Software Project Management (CS615)
1. General management skills: General management skills such as leadership,
communicating, and negotiating are essential to effective project plan
2. Product skills and knowledge: The project team must have access to an
appropriate set of skills and knowledge about the project's product.
3. Work authorization system. A work authorization system is a formal
procedure for sanctioning project work to ensure that work is done at the right
time and in the proper sequence. The primary mechanism is typically a written
authorization to begin work on a specific activity or work package. The design
of a work authorization system should balance the value of the control
provided with the cost of that control. For example, on many smaller projects,
verbal authorizations will be adequate.
4. Status review meetings. Status review meetings are regularly scheduled
meetings held to exchange information about the project. On most projects,
status review meetings will be held at various frequencies and on different
levels (e.g., the project management team may meet weekly by itself and
monthly with the customer).
5. Project management information system.
6. Organizational procedures. Any and all of the organizations involved in the
project may have formal and informal procedures that are useful during
project execution.
Outputs from SDP Execution
1. Work results. Work results are the outcomes of the activities performed to
accomplish the project. Information on work results--which deliverables have
been completed and which have not, to what extent quality standards are
being met, what costs have been incurred or committed, etc.--is collected as
part of project plan execution and fed into the performance reporting process.
It should be noted that although outcomes are frequently tangible deliverables
such as buildings, roads, etc., they are also often intangibles such as people
trained who can effectively apply that training.
2. Change requests. Change requests (e.g., to expand or contract project scope,
to modify cost [budgets], or schedule estimates [dates, etc.]) are often
identified while the work of the project is being done.
Table of Contents:
  1. Introduction & Fundamentals
  2. Goals of Project management
  3. Project Dimensions, Software Development Lifecycle
  4. Cost Management, Project vs. Program Management, Project Success
  5. Project Management’s nine Knowledge Areas
  6. Team leader, Project Organization, Organizational structure
  7. Project Execution Fundamentals Tracking
  8. Organizational Issues and Project Management
  9. Managing Processes: Project Plan, Managing Quality, Project Execution, Project Initiation
  10. Project Execution: Product Implementation, Project Closedown
  11. Problems in Software Projects, Process- related Problems
  12. Product-related Problems, Technology-related problems
  13. Requirements Management, Requirements analysis
  14. Requirements Elicitation for Software
  15. The Software Requirements Specification
  16. Attributes of Software Design, Key Features of Design
  17. Software Configuration Management Vs Software Maintenance
  18. Quality Assurance Management, Quality Factors
  19. Software Quality Assurance Activities
  20. Software Process, PM Process Groups, Links, PM Phase interactions
  21. Initiating Process: Inputs, Outputs, Tools and Techniques
  22. Planning Process Tasks, Executing Process Tasks, Controlling Process Tasks
  23. Project Planning Objectives, Primary Planning Steps
  24. Tools and Techniques for SDP, Outputs from SDP, SDP Execution
  25. PLANNING: Elements of SDP
  26. Life cycle Models: Spiral Model, Statement of Requirement, Data Item Descriptions
  27. Organizational Systems
  28. ORGANIZATIONAL PLANNING, Organizational Management Tools
  29. Estimation - Concepts
  30. Decomposition Techniques, Estimation – Tools
  31. Estimation – Tools
  32. Work Breakdown Structure
  33. WBS- A Mandatory Management Tool
  34. Characteristics of a High-Quality WBS
  35. Work Breakdown Structure (WBS)
  36. WBS- Major Steps, WBS Implementation, high level WBS tasks
  37. Schedule: Scheduling Fundamentals
  38. Scheduling Tools: GANTT CHARTS, PERT, CPM
  39. Risk and Change Management: Risk Management Concepts
  40. Risk & Change Management Concepts
  41. Risk Management Process
  42. Quality Concept, Producing quality software, Quality Control
  43. Managing Tasks in Microsoft Project 2000
  44. Commissioning & Migration