Project Management Framework

PROJECT
MANAGEMENT
FRAMEWORK
WHAT IS SOFTWARE?
• Software can define as:
• Instruction – executed provide desire features, function &
performance.
• Data structure – to adequately manipulate operation.
• Documents – operation and use of the program.
• Software products may be developed for a particular
customer or may be developed for a general market.
• Software products may be
• Generic - developed to be sold to a range of different
customers e.g. PC software such as Excel or Word.
• Bespoke (custom) - developed for a single customer
according to their specification.
SOFTWARE CHARACTERISTICS
• Software is developed or engineered; it is not
manufactured.
• Software does not “wear out” but it does deteriorate.
• Software continues to be custom built, as industry is
moving toward component based construction.
TYPES OF SOFTWARE
System software
Application software
Engineering/scientific software
Embedded software
Product line software
Web applications
Artificial intelligence software
WHAT IS PROJECT?
• Dictionary meaning “Planned Activity”.
• Planning is the essence thinking carefully about
something before you do it.
• Characteristics
• Unique process
• Coordinated and controlled activities
• Start and finish dates
• To achieve an objective
• Specific requirements
• Constraints of time, cost and resources
PROJECT FACTORS
• Size of the project
• Budget/costs, Size of team, Size of product
• Complexity
• Industry in which it is carried out
• Civil engineering
• Manufacturing
• IT
TRIPLE CONSTRAINT
ON PROJECT
On Time, Budget, Quality = Required Scope
Time
Cost Quality
MANAGEMENT
SPECTRUM
• Effective project management focuses on four aspects of
the project known as the 4 P’s:
• People (recruiting, selection, performance management,

training, compensation, career development, organization,
work design, team/culture development)
• Product (product objectives, scope, alternative solutions,
constraint)
• Process (framework activities,milestones, work)
• Project (planning, monitoring, controlling)
ANALYSIS OF SOFTWARE PROJECT
MANAGEMENT FAILURES
• Unrealistic or unarticulated project goals
• Inaccurate estimates of needed resources
• Badly defined system requirements
• Poor reporting of the project's status
• Unmanaged risks
• Poor communication among customers, developers, and
users
• Use of immature technology
• Inability to handle the project's complexity
• Sloppy development practices
• Poor project management
• Stakeholder politics
• Commercial pressures
WHAT IS SOFTWARE
PROJECT MANAGEMENT?
Software project management is the art and
science of planning and leading software projects.
It is a sub-discipline of project management in
which software projects are planned, implemented,
monitored and controlled.
WHY SPM IS IMPORTANT?
• Controlled scope
• Deliver Project Results On Time and On Budget
• Define the Critical Path to Optimally Complete your Project
• Provide a Process for Estimating Project Resources, Time,

and Costs
SOFTWARE PROJECT
MANAGEMENT
• Concerned with activities involved in ensuring that
software is delivered on time and on schedule and in
accordance with the requirements of the organisations
developing and procuring the software.
• Project management is needed because software

development is always subject to budget and schedule
constraints that are set by the organisation developing the
software.
SOFTWARE MANAGEMENT
DISTINCTIONS
• The product is intangible.
• The product is uniquely flexible.
• Software engineering is not recognized as an engineering

discipline with the sane status as mechanical, electrical
engineering, etc.
• The software development process is not standardised.

PROJECT MANAGEMENT
FUNCTIONS
1. Scoping
• Defines the boundaries of the project.

• PM defines scopes before planning activities, estimating
costs.
2. Planning
• Identifies the tasks required to complete the project based

on project scope.
3. Estimating
• How much time is required?

• How many people with desired skills are required?
• What are the initial tasks need to be completed.
PROJECT MANAGEMENT
FUNCTIONS
4. Scheduling
• Completed with an understanding of required tasks, their

duration and requisites to finish them.
5. Organizing
• PM defines roles & responsibilities of the individual and

reporting method.
6. Directing
• PM co-ordinates, delegates, motivates, advises,

appraises and rewards team members
PROJECT MANAGEMENT
FUNCTIONS
7. Controlling
• PM continuously monitors and report progress against

goals, schedules and cost.
8. Closing
• PM assess the project success or failure

PROJECT ORGANIZATION
• is a structure that facilitates the coordination and
implementation of project activities.
• Main reason is to create an environment that fosters

interactions among the team members with a minimum
amount of disruptions, overlaps and conflict.
• Considerations
• Organizational environment,
• the project characteristics in which it will operate, and
• the level of authority the project manager is given.

• Objective: To reduce uncertainty and confusion that
typically occurs at the project initiation phase.
• Defines the relationship amongs the members of the

project management and relationships amongs members
of the project management and relationship with the
external environment.
• The structure defines authority by means of graphical

illustration called organization chart.
• An organization chart shows where each person is placed
in the project structure.
• Creating the project structure is only a part of organizing

the project
• The project organization chart establishes the formal

relationships among project manager, the project team
members, the development organization, the project,
beneficiaries and other project stakeholders.
• Purpose: to facilitate the interaction of people to achieve
the project ultimate goals within the specified constraints
of scope, schedule, budget and quality.
• Factors to consider:
• Specialization
• Projects can be highly specialized and focus on a specific
area of development, or have different broad
specializations in many areas of development.
• Coordination
• required to bring unity to the various elements that make
up a project.
• Development organizations are usually organized around
programmatic focus areas such as health or education.
• In this environment a project has three organization

structures available for design and all are defined by the
level of organizational authority given to the project
manager:
• Programmatic based, in which project managers have

authority only within the program focus or area.
• Matrix based, in which the project manager shares

responsibility with other program unit managers
• Project based, in which project managers have total

authority.
PROGRAMMATIC BASED
PROGRAMMATIC BASED
• Program sector mangers have formal authority over most
resources.
• Suitable for projects within one program sector.
• Not suitable for projects that requires a diverse mix of

people with different expertise from various program
sectors.
• a project team is staffed with people from the same area.

All the resources needed for the project team come from
the same unit.
PROGRAMMATIC BASED
• Advantages
• clear lines of authority.
• No need to negotiate with other program units for
resources
• the team members are usually familiar with each other,
since they all work in the same area.
• Disadvantages
• program area may not have all of the specialists needed to
work on a project
PROJECT COMMUNICATIONS
• The key to successful communications is to keep
information flowing in the right direction.
• Communication affects performance.

PROJECT COMMUNICATIONS:
REINFORCING PROJECT
COMMUNICATIONS
An effective communications plan will:
1. Facilitate team development
• provides the basis for the project team to work together

and understand objectives and tasks to be completed.
• Better communication means better performance.
2. Be used throughout the software development process
• a proper communication plan aids in informing all project

stakeholders what communication channels will be used
on the project, who will report to whom, and the
frequency, type, and format of project meetings.
REINFORCING PROJECT
COMMUNICATIONS
3. Make it easier to update stakeholders
Frequent communications keep stakeholders in the loop.
4. Save on creating additional project documentation.
• By taking effective communication steps from the day the

project starts, you may see a reduction in project
documentation.
EFFECTIVELY IMPROVING
YOUR COMMUNICATIONS
PROJECT DOCUMENTATION
• Project Documentation is an important part of project
management.
• It is substantiated by the essential two functions of

documentation i.e.
• to make sure that the project requirements are fulfilled
• to establish traceability with regard to what has been done,

who has done it and when it was done.
PROJECT MANAGEMENT
LIFE CYCLE
• The Project Management Life
Cycle has four phases:
Initiation, Planning,
Execution and Closure.
• Defines tasks that must be
completed to produce a
product or service.
PROJECT MANAGEMENT LIFE
CYCLE
CYCLE
1. Project Initiation Phase
• 1st phase in the Project Management Life Cycle, as it

involves starting up a new project.
• You can start a new project by defining its objectives,

scope, purpose and deliverables to be produced.
• You'll also hire your project team, setup the Project Office
and review the project, to gain approval to begin the next
phase.
CYCLE
Develop a business case

• help you build a Business Case for your project or
organization.
• help you identify the detailed benefits and costs of your

solution, giving your sponsor confidence
• will help you to gain approval of the business case and

secure the funding you need, to get started.
CYCLE
Undertake feasibility study

• will help you to conduct feasibility studies in your
organization.
• Essential study to evaluate cost and benefits.
• On the basis of study system decision is taken on whether

to proceed or to postpone the project or to cancel the
project.
CYCLE
Establish the project charter

• Identify the project vision and objectives
• Define the complete scope of the project
• List all of the critical project deliverables
• State the customers and project stakeholders
• List the key roles and their responsibilities
• Create an organizational structure for the project
• Document the overall implementation plan
• List any risks, issues and assumptions
CYCLE
Appoint the project Team
• Define the real purpose of the role
• List the key responsibilities of the role
• Define who this role will be reporting to
• Create a detailed Organizational Chart
• List the skills and experience needed
• Define any relevant qualifications
• Set out the key performance criteria
• Identify the salary and working conditions

CYCLE
Setup project office
• It lists the roles, equipment, standards and processes

needed to run a Project Management Office
CYCLE
Perform phase review
• measure the deliverables produced by the project, then

the results of the review are documented on this Project
Review form which is presented to the sponsor for
approval.
CYCLE
2. Project planning Phase
• The Project Planning Phase is the second phase in the

project life cycle.
• It involves creating of a set of plans to help guide your

team through the execution and closure phases of the
project.
• The plans created during this phase will help you to

manage time, cost, quality, change, risk and issues.
• will also help you manage staff and external suppliers, to

ensure that you deliver the project on time and within
budget.
CYCLE
Create a project plan

• Identify all of the phases, activities and tasks
• Sum up the effort needed to complete those tasks
• Document all of the project inter-dependencies
• List the planning assumptions and constraints
• Create a detailed project planning schedule
• Define the project scope & milestones
• Identify the Work Breakdown Structure
• Set and agree the target delivery dates
• Monitor and control the allocation of resource
• Report on the progress of the project, to the sponsor
CYCLE
Create a resource plan

• Types of human resource required for the project
• Roles and key responsibilities for each resource
• Number of people required to fill each role
• Items of equipment to be used and their purposes
• Types and quantities of equipment needed
CYCLE
Create a financial plan

• enables you to set a "budget", against which you measure
your expenditure.
• will help you to identify the:
• Types of human resource costs to be incurred during the
project
• Items of equipment needed to deliver the project
• Various materials needed by the project
• Unit costs for human resource , equipment and materials
• Other costs types such as administration
CYCLE
Create a quality plan

• will help you to set quality targets for your project to ensure
that the deliverables produced, meet the needs of your
customer.
• We can then use it to schedule quality control and quality
assurance activities, to assure your customer that the
quality targets will be met.
CYCLE
Create a risk plan

• helps you to identify risks and implement a plan to reduce
them.
• Identify risks within your project
• Categorize and prioritize each risk
• Determine the likelihood of the risks occurring
• Identify the impact on the project if risk does occur
CYCLE
Create a acceptance plan

• helps you to gain the customers acceptance for the
deliverables produced by your project.
• it allows the customer to accept the deliverables you have
produced for them.
CYCLE
Create a communication plan

• will help you to communicate the right information, to the
right people, at the right time.
• Listing your communications stakeholders
• Defining each stakeholders communication needs
• Identifying the required communications events
• Determining the method and frequency of each event
• Allocating resource to communications events
• Building a communication event schedule
CYCLE
Create a procurement plan

• helps you procure products and services from external
suppliers.
• Helps to define your procurement requirements.
• Identify all of the items you need to procure.
• Create a sound financial justification for procuring them
CYCLE
Contract the supplier

• Monitor and control your tender processes
• Ensure that your tender process is followed
• Identify and resolve any issues with you tender early
• Keep track of the overall status of your tender
• Ensure that your tender is completed on time
CYCLE
Phase review
• phase to tell the sponsor whether the project has achieved
its objectives to date.
• Project is under schedule and within budget
• Deliverables have been produced and approved
• Risks have been controlled and mitigated
• Issues have been resolved
• Project is on track.
CYCLE
3. Execution Phase
Build deliverables
CYCLE
3. Execution Phase
Monitor and Control
• Perform Time management helps to:

• Describe each of the Time management procedures step-by-step.
• Explaining how to use Timesheets and Time management logs.
• Put in place a process for recording time within projects.
• Use timesheets to monitor the time spent by staff.
• Identify and resolve time management issues.
• Keep your project Plan up-to-date

CYCLE
3. Execution Phase
Monitor and Control
• Perform cost management helps to:

• Monitor and report all expenses within the project.
• Identify each of the costs within your project.
• Ensure the expenses are approved before purchasing.
• Keep central record of all costs incurred.
• Control overall cost of the project.

CYCLE
3. Execution Phase
Monitor and Control
• Perform quality management helps to:

• Improve the quality of your team deliverables.
• Implements Quality Assurance Process.
• Set quality targets to be meet by your team.
• Define how those quality targets will be measured.
• Take the actions needed to measure quality.
• Identify quality issues and improvements.
• Report the overall level of quality achieved.

CYCLE
3. Execution Phase
Monitor and Control
• Perform change management helps to:

• Manage all request for change within your project.
• Monitor and control the amount of change that takes place.
• Identify the requests for change.
• Confirm the feasibility of each change.
• Manage the approval of change.

CYCLE
3. Execution Phase
Monitor and Control
• Perform risk management helps to:

• Monitor and control risk to ensure you meet the objectives.
• Identify critical and non-critical risks.
• Document each risk in depth by completing risk forms.
• Log all risks and notify management of their severity.
• Take action to reduce the likelihood of risks occurring.
• Reduce the impact on business.

CYCLE
3. Execution Phase
Monitor and Control
• Perform issues management helps to:

• Identify and resolve issues in project or organization.
• Identify and resolve issues quickly.
• Determine the impact of each issues.
• Prioritize issues and report on their status.
• Review all issues and decide on course of action.
• Take the action needed to resolve issues quickly.

CYCLE
3. Execution Phase
Monitor and Control
• Perform procurement management helps to:

• Purchase goods and services from external suppliers.
• Identify the goods and services to procure.
• Complete Purchase Orders and issues to suppliers.
• Agree on delivery timeframes and methods.
• Receive goods and services from suppliers
• Review and accept the items procured
• Approve supplier payments.

CYCLE
3. Execution Phase
Monitor and Control
• Perform acceptance management helps to:

• Perform proper use acceptance testing.
• Use acceptance forms to document the result.
• Request your customer’s final acceptance.
• Communicate the acceptance testing results.

CYCLE
3. Execution Phase
Monitor and Control
• Perform communication management helps to:

• Identify the messages that need to be sent.
• Determine your target audience for communication.
• Decide on your message format and timing.
• Draft your message and gain approval when required.
• Communicate your message, through communications events.
• Gather feedback and improve your communication processes.

CYCLE
4. Closure Phase
Perform Project Closure
• Perform project closure report helps to:

• Take the steps needed to normally wind-up your project.
• Understand the project completion criteria.
• Listing any outstanding activities or deliverables.
• Creating a plan for passing deliverables to your customer.
• Planning the handover of project documentation.
• Closing supplier contracts and agreements.
• Releasing projects resources to the business.
• Communicating the closure of the project.

CYCLE
4. Closure Phase
Review Project Closure
• Review project closure completion helps to:

• Take post project review.
• Measuring the benefits and objectives.
• Deciding whether the project was within scope.
• Assessing the final deliverables produced.
• Reviewing the project against the schedule.
• Comparing the expenditure against budget.
• Stating the final outcome of the project.

RISK MANAGEMENT
• An uncertain event or condition that , if it occurs , has a
positive or negative effect on project objectives.
• Key elements of risk:
• It relates to the future.
• It involves cause and effect
• Risk management is driven by risk analysis or

assessment.
RISK MANAGEMENT
• Risk in software has following characteristics
• Uncertainty: the risk may or may not happen
• Loss: risk occurs, unwanted consequences
• Important to measure the level of uncertainty and degree

of loss associated with each risk whenever risks are
analyzed.
CATEGORIES OF RISK
• Project risks:
• Threatens the project plan.
• Risk like project schedule will fall and the cost will rise.
• May affect budget, schedule, personnel, resource,

stakeholders.
• Technical risks:
• Threatens the quality and timeliness of the software to be

produced.
• May affect all phases of software development.

CATEGORIES OF RISK
• Business risks:
• Threatens the viability of the software.
• Sub-types:
• Market risk
• Strategic risk
• Sales risk
• Management risk
• Budget risk
CATEGORIES OF RISK
• Predictable risks:
• Figure out from past project experience.
• E.g. staff performance, poor communications.
• Unpredictable risks :
• They can and do occur.
• Extremely difficult to identify in advance.

A FRAMEWORK FOR DEALING
WITH RISK
• Risk identification
• Risk analysis and prioritization
• Risk planning
• Risk monitoring
WITH RISK
• Major risks that could prevent a project from being
successful have been identified, plans can be made to
reduce or remove the threat of those risks.
WITH RISK
• Risk identification
• Two approaches checklist & brainstorming.
• Checklists are simply lists of the risks that have been

found to occur regularly in software development process.
• Brainstorming is the process to identify possible solutions

to the problem that emerge.
CHECKLIST: RISK IDENTIFICATION
Risk Risk Reduction Techniques
Personnel shortfalls Staffing with top talent; team
building; training & development
Unrealistic time and cost estimates Multiple estimation techniques;
design to cost; incremental
development
Developing the wrong software Improved software evaluations; user
functions surveys;prototyping;early user
manuals
Developing wrong user interface Prototyping; user involvement
Late changes to requirements Stringent change control procedure
Shortfall in externally supplied Benchmarking; inspections;
components contractual agreements
Shortfall in externally performed Quality assurance procedures
tasks
Real-time performance shortfall Simulation;prototyping;tuning
Development technically too difficult Technical analysis; cost-benefit
analysis
BRAINSTORMING: RISK IDENTIFICATION
• Representatives of main stakeholders can be brought
together, ideally, once some kind of preliminary plan has
been drafted. They then identify, using their individual
knowledge of different parts of the project, the particular
problems that might occur.(collaborative approach)
• This collaborative approach may generate the sense of

ownership in the project
WITH RISK
Risk analysis and prioritization
• a common problem with risk identification is that a list of

risks is potentially endless. Some way is therefore needed
of distinguishing the more damaging and likely risks.
• This can be done by estimating the risk exposure for each

risk using the formula.
risk exposure=(potential damage)x(probability of occurrence)
• The potential damage would be assessed as money value.

WITH RISK
• Example: The software being developed was stored on the

computer that could be destroyed by a flood. It might be
estimated that if the flood occurred a new computer could
be installed and the software developed again from scratch
for Rs. 80000.
• It might be estimated that where the computer is located
there is 1 in 100 chance of flooding actually happening, the
probability is 0.01.
risk exposure=Rs.80000 x 0.01 = Rs. 800

WITH RISK
• One limitation with the calculation of risk exposure is that it

assumes the amount of damage sustained will always be
the same.
• In the previous example, the rework required if the

development had only just started would be lot less than
after several months of efforts.
WITH RISK
• According to Parkinson’s law principle the tasks will tend

to finish at the target time, even if they could have been
completed earlier.
• Loss is effectively being measured in days, rather than

money value.
• Barry Boehm suggested, both risk losses and

probabilities be accessed using relative scales in the
range of 0 to 10.
WITH RISK
Ref Hazard likelihood impact Risk Exposure
1 Changes to requirements 8 8 64
specification during coding
2 Specification takes longer than 3 7 21
usual
3 Significant staff sickness 5 7 35
affecting critical path activities
4 Significant staff sickness 10 3 30
affecting noncritical path
activities
5 Module coding takes longer 4 5 20
than usual
6 Module testing demonstrates 4 8 32
errors or deficiencies in design
Risk Exposure Assessment
WITH RISK
• Barry Boehm suggested, the planners focus attention on

the ten risks within highest risk exposure scores.
• Drawback: values are likely to be subjective and different

analyst will pick different numbers for the same risk.
WITH RISK
Table 1: Qualitative descriptors of risk probability and associated range values
Probability level Range

High Greater than 50% chance of happening
Significant 30-50% chance of happening
Moderate 10-29% chance of happening
Low Less than 10% chance of happening
Impact level Range

High More than 30% above budgeted expenditure.
Significant 20-29% above budgeted expenditure
Moderate 10-19% above budgeted expenditure
Low Within 10% above budgeted expenditure
Table 2: Qualitative descriptors of impact on cost and associated range values

WITH RISK
• Table 1 and table 2 is another approach to use qualitative

description of possible impact and likelihood of each risk.
• Table 2 shows the potential amount of damage on project

cost.
• Similarly other tables will be produced to show the impact

on project duration or on the quality of project
deliverables.
WITH RISK
• The risk exposure cannot be calculated by multiplying two

factors.
• Instead risk exposure is indicated by position of the risk in

a matrix.
WITH RISK
Risk analysis and prioritization Tolerance
line
High R6 R1
R2,R3,
Impact
Significant
R5
Moderate R4
Low
High Significant Moderate Low
Probability
WITH RISK
• Risks that appear within the zone have a degree of

seriousness that need particular attention.
RISK PLANNING
• Having identified the major risks and allocated priorities,
the task is to decide how to deal with them.
• The choices are as follows
• Risk acceptance
• Risk avoidance
• Risk reduction and mitigation
• Risk transfer
RISK PLANNING
Risk acceptance
• This is do-nothing option.
• We will already, in the risk prioritization process, have

decided to ignore some risks in order to concentrate on the
more likely or damaging.
• Have to identify the damage inflicted some risks would be

less than the costs of action
RISK PLANNING
Risk avoidance
• Some activities may be so prone to accident that it is best

to avoid them together .
RISK PLANNING
Risk reduction and mitigation
• Risk reduction attempts to reduce the likelihood of the risk

occurring.
• Risk mitigation is action taken to ensure the impact of the

risk is lessened when it occurs.
• E.g. taking regular backups of data storage would reduce

the impact of data corruption but not the likelihood.
• Note: Mitigation is closely associated with contingency

planning.
RISK PLANNING
Risk transfer
• Risk is transferred to another person or organization.
• E.g. Outsourcing of the tasks.

RISK MONITORING & CONTROL
• Is the process of keeping track of the identified risks,
monitoring residual risks and identifying new risks,
ensuring the execution of risk plans.
• Purpose of risk monitoring:
• Risk responses have been implemented as planned.
• Risk response actions are as effective as expected, or if

new responses should be developed.
• Project assumptions are still valid.
• Proper policies and procedures are followed.
• Occurrence of unidentified risks.

Project Management Framework

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PROJECT

• People (recruiting, selection, performance management,

• Deliver Project Results On Time and On Budget

• Define the Critical Path to Optimally Complete your Project

• Provide a Process for Estimating Project Resources, Time,

• Project management is needed because software

• The product is uniquely flexible.

• Software engineering is not recognized as an engineering

• The software development process is not standardised.

• Defines the boundaries of the project.

• Identifies the tasks required to complete the project based

• How much time is required?

• Completed with an understanding of required tasks, their

• PM defines roles & responsibilities of the individual and

• PM co-ordinates, delegates, motivates, advises,

• PM continuously monitors and report progress against

• PM assess the project success or failure

• Main reason is to create an environment that fosters

• the project characteristics in which it will operate, and

• the level of authority the project manager is given.

• Defines the relationship amongs the members of the

• The structure defines authority by means of graphical

• Creating the project structure is only a part of organizing

• The project organization chart establishes the formal

• In this environment a project has three organization

• Programmatic based, in which project managers have

• Matrix based, in which the project manager shares

• Project based, in which project managers have total

• Suitable for projects within one program sector.

• Not suitable for projects that requires a diverse mix of

• a project team is staffed with people from the same area.

• Communication affects performance.

1. Facilitate team development

• provides the basis for the project team to work together

• Better communication means better performance.

2. Be used throughout the software development process

• a proper communication plan aids in informing all project

Frequent communications keep stakeholders in the loop.

4. Save on creating additional project documentation.

• By taking effective communication steps from the day the

• It is substantiated by the essential two functions of

• to make sure that the project requirements are fulfilled

• to establish traceability with regard to what has been done,

• 1st phase in the Project Management Life Cycle, as it

• You can start a new project by defining its objectives,

Develop a business case

• help you identify the detailed benefits and costs of your

• will help you to gain approval of the business case and

Undertake feasibility study

• Essential study to evaluate cost and benefits.

• On the basis of study system decision is taken on whether

Establish the project charter

Appoint the project Team

• Define the real purpose of the role

• List the key responsibilities of the role

• Define who this role will be reporting to

• Create a detailed Organizational Chart

• List the skills and experience needed

• Define any relevant qualifications

• Set out the key performance criteria

• Identify the salary and working conditions

Setup project office

• It lists the roles, equipment, standards and processes