Prince Shri Venkateshwara Padmavathy Engineering College, Ponmar, Chennai-127
ASSIGNMENT- I
Academic 2017-
Branch/Year/Semester: CSE/IV/VIII
Year 18
MG6088/SOFTWARE PROJECT
Subject Code/Name: MANAGEMENT Regulation: R13
Max. Marks : 15
K1 – Remember K2 – Understand K3 – Apply K4 – Analyze K5 – Evaluate K6 - Create
QUESTIONS
1. Explain in detail about software process and process models. 5 CO-1 K-2,5
2. Explain in detail about setting objectives. 5 CO-1 K-2,5
3. Explain the step-wise project planning in detail with suitable 5 CO-1 K-2,5
flowchart.
KEY
1. Explain in detail about software process and process models.
A software process is a set of activities that leads to the production of a software product.
These activities may involve the development of software from scratch in a standard programming
language like Java or C. Increasingly, however, new software is developed by extending and
modifying existing systems and by configuring and integrating off-the-shelf software or system
components. Software processes are complex and, like all intellectual and creative processes, rely on
people making decisions and judgements. Because of the need for judgement and creativity,
attempts to automate software processes have met with limited success. Computer-aided software
engineering (CASE) tools can support some process activities. However, there is no possibility, at
least in the next few years, of more extensive automation where software takes over creative design
from the engineers involved in the software process. Although there are many software processes,
some fundamental activities are common to all software processes:
1. Software specification the functionality of the software and constraints on its operation must
be defined.
2. Software design and implementation the software to meet the specification must be
produced.
3. Software validation the software must be validated to ensure that it does what the customer
wants.
4. Software evolution the software must evolve to meet changing customer needs.
Software process models
1. Plan-driven model.
2. Separate and distinct phases of specification and development.
3. Incremental development
4. Specification, development and validation are interleaved.
5. May be plan-driven or agile.
6. Reuse-oriented software engineering
7. The system is assembled from existing components. May be plan-driven or agile
Incremental development benefits
The cost of accommodating changing customer requirements is reduced.
The amount of analysis and documentation that has to be redone is much less than is
required with the waterfall model.
It is easier to get customer feedback on the development work that has been done.
Customers can comment on demonstrations of the software and see how much has been
implemented.
2. Explain in detail about setting objectives.
Answering the question ‘What do we have to do to have a success?’ •
Need for a project authority
1. Sets
2. the project scope
3. Allocates/approves costs • Could be one person - or a group
4. Project Board
5. Project Management Board Steering committee
Objectives Informally, the objective of a project can be defined by completing the statement: The
project will be regarded as a success “if………………………………..” Rather like post-conditions
for the project Focus on what will be put in place, rather than how activities will be carried out
Objectives should be SMART An objective is a statement which describes what an individual, team
or organisation is hoping to achieve.
Objectives are 'SMART' if they are specific, measurable, achievable, realistic and, timely (or time-
bound).
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
Specific There are a number of different ways in which SMART objectives can be set, one method
is to start by identifying what you want the individual to do or achieve that reflects both the
departmental or team objectives. For example: You may be a manager in a Professional Services
department and your department is also looking at ways to improve the student experience as one of
its objectives or priorities. What does the department need the staff you manage to achieve? Is it the
introduction of new processes/procedures in order to improve the service given to either students
directly or academic departments? Is it maintaining a certain (high) level of service to students/staff
over a period of time?
Measurable Having identified what needs to be achieved and having written this as a statement (in
the box above) you then apply the SMART criteria to it. For example: Specific: For the lecturer:
Increase student satisfaction levels in the learning resources provided by the department. What kind
of increase are you looking for – a small % increase or a large one? What learning resources are you
referring to?
Achievable This is where you need to consider the context, abilities etc of the individual that you
are expecting to do this work. Is it something that they would be able to do? It may be that the
individual would need support in the form of resources, training/ development etc in order to
achieve the objective set (you would note these down in sections C & D of the SRDS form). It might
be that the time frame that you place on the objective (which is currently missing from one of the
examples) makes it less achievable so check this as well.
Relevant Double check that the statement you are now crafting reflects both what is needed by the
department and fits in with the expectations of the individual as described in their job summary/ job
description.
Time Constrained A deadline, date or time when the objective will be accomplished or completed
is necessary and must be included so as to make the objective measurable. A deadline helps to create
the necessary urgency, prompts action and focuses the minds of those who are accountable for the
commitments that they have made through the objectives. Not setting a deadline reduces the
motivation and the urgency of those required to perform the tasks. Ask yourself if the objective can
be accomplished within the deadlines which have been established, bearing in mind other possible
competing demands which may cause delay.
3. Explain the step-wise project planning in detail with suitable flowchart.
Step 1: Identify project scope and objectives. Project objectives, Project authorities, and
Modified project objectives.
Step 2: Identify project Infra structure. Role of existing strategic plans, identifying standards,
project organization.
Step 3: Analyze project characteristics, High-level risks.
Step 4: Identify project products and activities, Product break down structure, IOE has standard
PFD, Identifying product instances, Activity network for IOE Maintenance Accounts.
Step 5: Estimate effort for each activity, IOE Maintenance Group Accounts- breaking activities
down into manageable tasks.
Step 6: Identify activity risks. Identifying risks for Amanda
Step 7: Allocate Resources. Taking resource constraints into account,
Step 8: Review/Publicize plan IOE existing quality standards
Step 9 &10: Execute plan and lower levels of planning, lower level planning for individual
modules.
Step 0 Select project
Step 1 Establish project scope and objectives Identify objectives and measures of
effectiveness in meeting them. Establish of a project authority ‘What are we trying to achieve?
How about we know if we have succeeded?’ Where is the overall authority for the project?’
Step 2 Establish project infrastructure Establish relationship between project and strategic
planning ‘Why about they want the project?’ Identify Installation standards and procedures
‘What standards do we have to follow?’ Identify project team organisation ‘What is the
organizational framework?
Step 3 Analysis of project characteristics
* Distinguish the project as either objective or product based Analyse other project
characteristics (including quality based ones) Identify high level project risks Take into account
user requirements concerning implementation Select general life cycle approach ‘
Step 4 Identify project products and activities Document generic product flows Recognise
product instances Product ideal Activity Network Identify and describe project products
(including quality criteria) ‘What sort of things do we try to create?’ ‘In what order do we
produce them?’ e.g. what modules do we have to code?
Step 4 Identify project products and activities Document generic product flows Recognise
product instances Product ideal Activity Network Identify and describe project products
(including quality criteria) ‘What sort of things do we turn to create?’ e.g. what modules do we
have to code? Modify ideal to take into account for checkpoints
Step 5 Estimate effort for each activity
Estimate effort for activity ‘How long will this activity take?’ ‘Do we need to combine
activities or split then? to get to a convenient size’ Revise plan to create controllable activities
Step 6 Identify activity risks Identify and quantify activity-based risks Plan risk reduction and
contingency measures where appropriate Adjust plans and estimates to take into account risks
‘What could go wrong with this activity?’ ‘How can we stop it going wrong? What do we do if
it goes wrong anyway?’
Step 7 Allocate resources Identify and allocate resources ‘What resources do we need for this
activity?’ ‘When will the resources be available?’ Revise plans and estimates to take to account
resource constraints
Step 8 Review/publicise plan Review quality aspects of project plan Complete documentation
of plan Publicise plan and obtain agreement of parties to project
Step 9/10 Execute plan/ lower levels of planning This may quire the reiteration of the
planning process at a lower level.
