Transcript Document

Software Project Management
Lecture 01
Introduction to SPM
Instructor: Aatif Kamal
Dated: Sept 4th , 2006
Copyright Aatif Kamal, NIIT (2006-07)
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Objective
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Course Introduction (learning objectives)
Course Contents & Grading Policy
Motivation of Studying SPM
What is Project
What is Project Management
Copyright Aatif Kamal, NIIT (2006-07)
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Course Objectives
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Understand the fundamental principles of Software Project
management & will also have a good knowledge of
responsibilities of project manager and how to handle these.
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Be familiar with the different methods and techniques used for
project management.
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By the end of this course student will have good knowledge of
the issues and challenges faced while doing the Software project
Management and will also be able to understand why majority of
the software projects fails and how that failure probability can be
reduced effectively. Will be able to do the Project Scheduling,
tracking, Risk analysis, Quality management and Project Cost
estimation using different techniques
Copyright Aatif Kamal, NIIT (2006-07)
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Text Books
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Text books:
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A Guide to the
Project Management Body of Knowledge (PMBOK Guide)
By Project Management Institute
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Quality Software Project Management
By: Robert T. Futrell, Donald Shafer
Publisher: Prentice Hall
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Reference books:
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Software Project Management in Practice
By: Pankaj Jalote
Publisher: Pearson Education
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Software Project Management (Third Edition )
By: Bob Hughes & Mike Cotterell,
Publisher: McGraw-Hill
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Software Project Management
A Unified Framework
By: Walker Royce
Publisher: Addision-wesely
Copyright Aatif Kamal, NIIT (2006-07)
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Subject Assessments
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Quizzes
One Hour Tests
Assignments
Project/Report
Final Test
:
:
:
:
:
10%
30%
05%
10%
45%
Copyright Aatif Kamal, NIIT (2006-07)
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Motivation for Studying Project Management
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IT Projects have terrible track record
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A 1995 Standish Group study (CHAOS) found that
only 16.2% of IT projects were successful and
over 31% were canceled before completion,
costing over 81B$ in US alone
The need for IT Projects keeps increasing
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In 1998, corporate America issued 200,000 new
application development projects
In 2001, there were 300,000 new IT projects
In 2003, over 500,000 new IT projects were
started
Copyright Aatif Kamal, NIIT (2006-07)
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SPM Study Topics
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Project Management - Study Topics
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What is project management?
Project Selection
The role of Project Manager
Project Organization
Project Costing, Planning, Budgeting, Scheduling
Resource Allocation
Project Monitoring and Controlling
Risk management
Software quality assurance plans
Quality assurance, Legal issues
Copyright Aatif Kamal, NIIT (2006-07)
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What is a Project
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Daily, organizations are asked to accomplish tasks
that do not fit neatly into business-as-usual
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A software group may be asked to develop an application
program that will access Government data on certain
commodity prices and generate records on the value of the
commodity inventories held by the firm; the software must
be available for use on 26 Nov 2004.
The Ministry of Health may require an annually updated
census of all Punjab resident children, aged 17 years or
younger, living with an illiterate parents; the census must
happen in 18 months.
Develop a web page within the next four days that provides
information about the departmental timetable to new
incoming students.
Copyright Aatif Kamal, NIIT (2006-07)
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Project – Definition
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In the broadest sense, a project is a specific,
finite task to be accomplished. Any activity
that results in a deliverable or a product.
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Projects always begin with a problem. The
project is to provide the solution to this
problem.
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When the project is finished it must be
evaluated to determine whether it satisfies
the objectives and goals.
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Another Definition of Project
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A project is a temporary endeavor undertaken
to accomplish a unique purpose
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Attributes of projects
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unique purpose
temporary
require resources, often from various areas
should have a primary sponsor and/or customer
involve uncertainty
Copyright Aatif Kamal, NIIT (2006-07)
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Example of IT Projects
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Northwest Airlines developed a new
reservation system called ResNet
Many Organizations upgrade hardware,
software and networks via projects
Organizations develop new software or
enhance existing systems to perform many
business functions
Note: “IT projects” refers to projects involving
hardware, software and networks
Copyright Aatif Kamal, NIIT (2006-07)
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What is Management?
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Management can be defined as all activities and
tasks undertaken by one or more persons for the
purpose of planning and controlling the activities of
others in order to achieve objectives or complete an
activity that could not be achieved by others acting
independently.
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Management functions can be categorized as
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Planning
Organizing
Staffing
Directing
Controlling
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Management Functions
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Planning
Predetermining a course of action for accomplishing
organizational Objectives
Organizing
Arranging the relationships among work units for
accomplishment of objectives and the granting of responsibility
and authority to obtain those objectives
Staffing
Selecting and training people for positions in the organization
Directing
Creating an atmosphere that will assist and motivate people to
achieve desired end results
Controlling
Establishing, measuring, and evaluating performance of activities
toward planned objectives
Copyright Aatif Kamal, NIIT (2006-07)
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What is Project Management (1)
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According to *PMI, PMBOK Guide 2003
“The application of knowledge, skills, tools
and techniques to project activities in order to
meet project requirements”
* The Project management Institute (PMI) is an independent
professional society http://www.pmi.org
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What is Project Management (2)
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Project management is a system of
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management procedures,
practices,
technologies,
skills, and
experience
that are necessary to successfully manage a
project.
Copyright Aatif Kamal, NIIT (2006-07)
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Software Project Management
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Concerned with activities involved in ensuring
that software is delivered:
 on time
 on schedule
 in accordance with the requirements of the
organization developing and procuring the
software
Copyright Aatif Kamal, NIIT (2006-07)
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Laws of Project Management 
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No major project is ever installed on time, within budget, with the same
staff that started it. Yours will not be the first.
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Projects progress quickly until they become 90% complete, then they
remain at 90% complete forever.
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One advantage of fuzzy project objectives is that they let you avoid the
embarrassment of estimating the corresponding costs.
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When things are going well, something will go wrong.
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When things just can’t get any worse, they will
When things appear to be going better you have overlooked something
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If project content is allowed to change freely, the rate of change will
exceed the rate of progress.
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No system is ever completely debugged: attempts to debug a system
inevitably introduce new bugs that are even harder to find
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A carelessly planned project will take three times longer to complete
than expected, a planned project will take only twice as long.
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Project Stakeholders
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Stakeholders are the people involved in or
affected by the project actives
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Stakeholders include
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The project sponsor and project team
Support staff
Customers
Users
Suppliers
Opponents to the project
Copyright Aatif Kamal, NIIT (2006-07)
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Project Characteristics
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One clear objective
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Finite
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Fixed timeline, start date, end date, milestone dates
Limited
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A well defined set of end results
Goal oriented
End product or service must result
Budget, Resources, Time
Life Cycle
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Recognizable sequence of phases
Copyright Aatif Kamal, NIIT (2006-07)
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Project Characteristics (cont..)
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Interdependences (source of conflict)
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Uniqueness
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Cross-functional, cross-project, cross-activity
No practice or rehearsal, one time set of events
A team of people
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Non trivial number & organizational structure
Cross-functional origins, interests & allegiances
Copyright Aatif Kamal, NIIT (2006-07)
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Project Characteristics (cont..)
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Divisible into subtasks (called activities)
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often numerous, essentially unique and nonrepetitive
sequenced by precedence relationship
require careful co-ordination and monitoring
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Change (source of Conflict)
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A single point of responsibility (the Project
Manager)
Copyright Aatif Kamal, NIIT (2006-07)
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Potential for Conflict
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Resource conflict
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Interdependences
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Limited Resources
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People, Equipment, Time, Money, Facilities
People conflict
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Activities, Projects, Projects and Operations
As a result of resource conflict
Resistance to Change
Project Manager
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Must be a Conflict Manager
Copyright Aatif Kamal, NIIT (2006-07)
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Potential for Conflict (cont..)
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Client
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Organization
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Max Flexibility, Max Quality at Min Price in Min
Time
Max Profit, Min disruption to Operations
Public
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Obeisance of all relevant Government
Regulations
Min Environmental Impact
Copyright Aatif Kamal, NIIT (2006-07)
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Negotiation & Conflict resolution
Two different types of negotiations
 win-lose
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your savings are other party’s losses
win-win
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both parties try to understand the other party
needs
The win-win approach is a set of principles and
practices which enable a set of Interdependent
stakeholders to work out a mutually satisfactory
(win-win) set of shared commitments.
Copyright Aatif Kamal, NIIT (2006-07)
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Negotiation & Conflict resolution (cont..)
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Win-lose Generally Becomes Lose-lose
Proposed
Solution
“Winner”
“Loser”
Quick, cheap &
Sloppy product
Developer &
Customer
User
Lots of “Bells &
Developer &
Customer
whistles ”
User
Driving too hard
Customer &
Developer
a bargain
User
 Actually, nobody wins in these situations
Copyright Aatif Kamal, NIIT (2006-07)
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Win-Lose key concepts
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Win Condition:
Objective which makes a stakeholder feel like a winner
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Issue:
Conflict or constraint on a win condition
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Option:
A way of overcoming an issue
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Agreement:
Mutual commitment to an option or win condition
Copyright Aatif Kamal, NIIT (2006-07)
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WinWin Negotiation Model
Win
Condition
Issue
involves
covers
addresses
Agreement
Option
adopts
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WinWin Equilibrium State
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All Win Conditions covered by Agreements
No outstanding Issues
Copyright Aatif Kamal, NIIT (2006-07)
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9 Project Management Knowledge Areas
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Knowledge areas describes the key
competencies that project manager must
develop
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4 - core knowledge areas lead to specific project
objectives (scope, time, cost and quality)
4 - facilitating areas are the means through which
the project objectives are achieved (human
resource, communication, risk and procurement
management)
1- knowledge area (project integration
management) affects and is affected by all of the
other knowledge areas
Copyright Aatif Kamal, NIIT (2006-07)
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9 PM Knowledge Areas (cont..)
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Project Integration Management
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Project Scope Management
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Describes the processes required to ensure that various
elements of the project are properly coordinated. It consist
of project plan development, project execution and
integrated change control.
Describes the processes required to ensure that the project
includes all the work required and integrated change
control.
Project Time Management
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Describes the processes required to ensure the timely
completion of the project. It consist of initiation, scope
planning, scope definition, scope verification and scope
change control.
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9 PM Knowledge Areas (cont..)
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Project Cost Management
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Project Quality Management
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Describes the processes required to ensure that the project
is completed within the approved budget. It consist of
resource planning, cost estimating, schedule development
and schedule control.
Describes the processes required to ensure that the project
will satisfy the needs for which it was undertaken. It
consists of quality planning, quality assurance and quality
control.
Project Human Resource Management
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Describes the processes required to make the most
effective use of the people involved with the project. It
consist of organizational planning, staff acquisition and
team development.
Copyright Aatif Kamal, NIIT (2006-07)
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9 PM Knowledge Areas (cont..)
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Project Communication Management
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Project Risk Management
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Describes the processes required to ensure timely and
appropriate generation, collection, dissemination, storage and
ultimate disposition of project information. It consist of
communications planning, information distribution, performance
reporting and administrative closure,
Describes the processes concerned with identifying, analyzing
and responding to project risk. It consist of risk management
planning, risk identification, qualitative risk analysis, quantitative
risk analysis, risk response planning and risk monitoring and
control.
Project Procurement Management
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Describes the processes required to acquire goods and services
from the outside the performing organization. It consist of
procurement planning, solicitation planning, solicitation, source
selection, contract administration and contract closeout
Copyright Aatif Kamal, NIIT (2006-07)
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A Hierarchy of Activities
WBS (Work Breakdown Structure)
The backbone of any project is WBS. It describes the steps
necessary to carry out the project and their relationship to each
other, Not easy and straight forward.
System:
(IEEE) collection of components organized to accomplish a specific
function or set of function.
Program > Project > Work Package > Task > Work Unit
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Program
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A Group of Related Projects that is managed together, Programs
usually include an Element of Ongoing activity
An exceptionally large, long range objective that can be broken
into projects
E.g. Govt. of Pakistan Poverty reduction program
Copyright Aatif Kamal, NIIT (2006-07)
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A Hierarchy of Activities (cont..)
Program > Project > Work Package > Task > Work Unit
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Projects
 A temporary endeavor undertaken to create a unique
product or service
 A specific finite task
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Work Package
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Project major set of activities / Modules
Each WP has clear set of Objectives, Task and deliverables
Each WP must have WP leader
One continuous set of work units with a clearly defined and
observable beginning and end
Copyright Aatif Kamal, NIIT (2006-07)
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A Hierarchy of Activities (cont..)
Program > Project > Work Package > Task > Work Unit
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Activity
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Task
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A subdivision of an activity
Synonym for activity
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Task must have one or more responsible person
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An element of work performed during the course of a project. An
activity has an expected duration, cost and resource requirement
Any Task, Job or Operation that must be completed to finish a
project
Synonym for Task
Must Result in a Tangible deliverable
Work Unit
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Subdivision of a work package
Not recognized as a term
Copyright Aatif Kamal, NIIT (2006-07)
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What is Project Management (3)
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The application of Knowledge, Skills, Tools and
Techniques in order to Meet or Exceed Stakeholder
Requirements from a Project
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Meeting or Exceeding stakeholder requirements means
Balancing (trade-off) competing demands among:
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Primary objectives are:
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Scope, Time, Cost, Quality and other objectives
within Budget, on Schedule, to Specification
A Method and a Set of Techniques Based on
Accepted Principles of Management used for
Planning, Estimating and Controlling Work Activities
to reach a desired End Result on Time, within
Budget and according to Specification
Copyright Aatif Kamal, NIIT (2006-07)
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The Triple Constraints
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Every project is constrained in different ways
by its
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Scope goals
Time goals
Cost goals
It is the project manager’s duty to balance
these three often competing goals
Copyright Aatif Kamal, NIIT (2006-07)
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SPM Primary Objectives
Implicit Trade-off Functions
Performance
Performance = f (Time, Budget)
Time
= f (Budget, Perf)
Budget
= f (Perf, Time)
Required Performance
Due Date
Time (Schedule)
Cost
Budget Limit
Copyright Aatif Kamal, NIIT (2006-07)
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PM & SPM
PMBOK
Accepted PM
Knowledge & Practices
S/W
development
practices
Conceptual Diagram:
Intersection is Conceptual Not Proportional
Copyright Aatif Kamal, NIIT (2006-07)
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What is Project Management (4)
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Project Management focuses the Responsibility and
Authority for the attainment of a Project’s Goals on
an Individual or Small Group. The object of the focus
is, the Project Manager uses Project Management
Methods, Techniques and Tools (& Organizational
Structure) to
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Co-ordinate and Integrate all Project Activities
Be responsive to the Project’s Client
Identify and Correct Problems as soon as they become
Visible
Make timely decisions about Trade-Offs between
Conflicting Project Goals
Prevent Sub-optimization
Copyright Aatif Kamal, NIIT (2006-07)
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What is Project Management (5)
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Project Management is Interface
Management. The important Interfaces are
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Personal Interfaces
Organizational Interfaces and
System Interfaces
The goal of Project Management is
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Integration of all Project Components to Create
Seamless Interfaces.
Copyright Aatif Kamal, NIIT (2006-07)
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Project Management - Advantages
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Responsiveness to Clients and the
Environment
Ability to make Timely Trade-off Decisions
Central Locus of Decisions to insure overall
Project Optimality
Better control, better customer relations,
Shorter development time, lower costs,
Higher quality and reliability, higher profit
margins, better co-ordination, higher morale
Copyright Aatif Kamal, NIIT (2006-07)
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Project Management -Advantages (cont..)
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Bosses, customers, and other stakeholders do not
like surprises. Good project management (PM)
provides assurance and reduces risk
PM provides the tools and environment to plan,
monitor, track, and manage schedules, resources,
costs, and quality
PM provides a history or metrics base for future
planning as well as good documentation
Project members learn and grow by working in a
cross functional team environment
Copyright Aatif Kamal, NIIT (2006-07)
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Project Management - Disadvantages
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Greater Organizational Complexity
Lower Personnel Utilization
More Managerial Conflicts
Copyright Aatif Kamal, NIIT (2006-07)
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The Project Management Profession
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A 1996 Fortune article called project management
the “number one career choice”
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Other authors and IT Gurus stress that Project
managers are who add value to organizations
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Professional societies like the Project Management
Institute (PMI) have grown tremendously
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Average Salaries for Project managers are over 81K
US$ per year
Copyright Aatif Kamal, NIIT (2006-07)
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Project Management Certification
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PMI provides certification as a Project Management
Professional (PMP)
A PMP has documented sufficient project
experience, agreed to follow a code of ethics, and
passed the PMP exam
The number of people earning PMP certification is
increasing quickly, and the certification program
department received ISO approval in 1999
Other groups, like the Singapore Computer Society,
have their own IT PM Certification programs
Copyright Aatif Kamal, NIIT (2006-07)
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Assignment 01
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Define Project, Project Management and
Process
Write a note on W5HH Principle
Copyright Aatif Kamal, NIIT (2006-07)
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