Module 1:

An Overview of
Software Project
Management:

1
 Software Engineering

2
 Project Management

3
 Contents...

 An Overview of Software Project Management: Introduction to

Project,
 Project Management,
 Difference between Software Engineering & Software Project
Management.
 An Overview of IT Project Management:
 Define project, project management framework,
 The role of project Manager,
 Systems View of Project Management, Stakeholder management,
 Leadership in Projects: Modern Approaches to Leadership &
Leadership Styles.

4  Self Learning Topics: Evolving role of software.

 Introduction To Software
Engineering

“ Software engineering is the

study and
an application of engineering to the
design, development, and maintenance
of software”.

5
 Introduction To Software
Engineering

Typical formal definitions of software

engineering are:

"an engineering discipline that is concerned with all aspects

of software production";

"the establishment and use of sound engineering principles

in order to economically obtain software that is reliable
and works efficiently on real machines."
6
 Software

7
 Software
 In 1970, less than 1 percent of the public could have intelligently
described what "computer software" meant.
 Today, most professionals and many members of the public at
large feel that they understand software. But do they?
 A textbook description of software might take the following form:
Software is
 Instructions (computer programs) that when executed
provide desired function and performance
 Data structures that enable the programs to adequately
manipulate information.
 Documents that describe the operation and use of the
8 programs.
 Software Characteristics

When hardware is built, the human creative process (analysis,

design, construction, testing) is ultimately translated into a
physical form.

Although some similarities exist between software

development and hardware manufacture, the two activities are
fundamentally different.

Software costs are concentrated in engineering.

9
 Software Characteristics conti...

Software is a logical rather than a physical system element.

Therefore, software has characteristics that are considerably
different than those of hardware.
Both activities are dependent on people, but the relationship
between people applied and work accomplished is entirely different.
Both activities require the construction of a "product" but the
approaches are different.
Thismeans that software projects cannot be managed as if they
were manufacturing projects.
10
 Software Applications

11
 Software
Applications
The following software areas indicate the breadth
of potential applications

System software:
System software is a collection of programs written to service
other programs.
Some system software (e.g., compilers, editors, and file
management utilities) process complex, but determinate,
information structures.
Other systems applications (e.g., operating system components,
drivers, telecommunications processors) process largely
indeterminate data.
In either case, the system software area is characterized by
12 heavy interaction with computer hardware.
 Software
Applications cont..
The following software areas indicate the breadth
of potential applications

Real-time software:
Software that monitors/analyzes/controls real-world events as
they occur is called real time. Elements of real-time software
include a data gathering component that collects and formats
information from an external environment.

Web-based software:
The Web pages retrieved by a browser are software that
incorporates executable instructions (e.g., HTML, Perl, or Java),
and data (e.g., hypertext and a variety of visual and audio
formats).
13
 Software
Applications cont..
The following software areas indicate the breadth
of potential applications

Business software:
 Business information processing is the largest single software
application area.

 Discrete"systems" (e.g., payroll, accounts receivable/payable,

inventory) have evolved into management information system
(MIS) software that accesses one or more large databases
containing business information.

 Businesssoftware applications also encompass interactive

computing (e.g., pointof-sale transaction processing).
14
 Software
Applications cont..
The following software areas indicate the breadth
of potential applications

Engineering and scientific software:

 Engineering and scientific software have been characterized by
"number crunching" algorithms. Applications range from
astronomy to volcanology, and from molecular biology to
automated manufacturing.

 Computer-aided design, system simulation, and other

interactive applications have begun to take on real-time and
even system software characteristics

15
 Software
Applications cont..
The following software areas indicate the breadth
of potential applications

Embedded software:
 Intelligent
products have become commonplace in nearly every
consumer and industrial market.
 Embedded software resides in read-only memory and is used to
control products and systems for the consumer and industrial
markets.
 Embedded software can perform very limited and esoteric
functions (e.g., keypad control for a microwave oven) or
 Provide significant function and control capability (e.g., digital
functions in an automobile such as fuel control, dashboard
16 displays, and braking systems).
 Software
Applications cont..
The following software areas indicate the breadth
of potential applications

Personal computer software:

The personal computer software market has burgeoned over the past
two decades.
Word processing, spreadsheets, computer graphics, multimedia,
entertainment, database management, personal financial applications,
database access are only a few of hundreds of applications.
Artificial intelligence software:
Artificial intelligence (AI) software makes use of non numerical
algorithms to solve complex problems that are not amenable to
computation or straightforward analysis.
Expert systems, also called knowledgebased systems, pattern recognition
(image and voice), artificial neural networks, theorem proving, and game
17 playing are representative of applications within this category.
 Reuse
Re-
Three “R”
Engineering
&
Retooling

18
 Three “R”
 Reuse
– Using a given piece of software to solve more than one
problem
 Re-engineering
– The combination of reverse engineering and forward
engineering
– The concept of “redoing” a software system
 Retooling(Reverse engineering)
– The tools and methods used to understand software
– Figuring out a software system for potential
redeployment
19
 R-Reuse
Software Reuse is the process of creating software systems from
predefined software components. This practice enables us to
assemble new programs from existing components.
Two basic process of software reuse are:
 The systematic development of reusable components and
 The systematic reuse of these components as building blocks to
create new systems.
The positive features of software reuse are:
 Increase software productivity
 Shorten development time
 Develop software with fewer people
 Reduce software development and maintenance costs
20  Produce more standardized and better quality software
 Rethinking Software
Development

 Traditional methods of software development, cannot

meet the ever-growing demand for more software
systems delivered in shorter span with low cost.

 Software development needs to be re-engineered with

software reuse approach

 Here software is developed from predefined,

standardized, interchangeable software components. .

 Software reuse is the best answer to the software crisis

21
 The Reuse Techniques

Commonality Analysis: Commonality analysis is the process of

identifying common components across a set of existing and /or
future systems.
Domain Analysis: Domain analysis is the process of capturing and
modeling information in the domain for the purpose of gaining a
better understanding of the domain and for developing future
systems for the domain from highly reusable components .

22
 The Reuse Techniques

Redundancy Checking: Set of techniques that identify software

components that have been implemented multiple times in one
software system or across multiple systems.

Reuse Planning: Reuse planning is the process of creating a reuse

implementation plan for a reuse program.

Reuse Library: The development of software reuse library is an

essential part of practicing reuse.

23
 Stages Of Reuse Engineering

24
 An Overview Of

IT Project
Management

25
 What Is a Project?
A project is “a temporary endeavor
undertaken to accomplish a unique product
or service to achieve a defined goal”.
The dictionary definitions put a clear
emphasis on the project being a planned
activity.
 A project is a sequence of unique,
complex, and connected activities that have
one goal or purpose and that must be
completed by a specific time, within
budget, and according to specification.
26
 What Is a Project? Cont...

 A set of interrelated jobs whose accomplishment leads to

the completion of the project
 Projects end when their objectives have been reached or the
project has been terminated
 Jobs or activities consume time and resources and are
governed by precedence relations.

27
 Software projects :

Many of the techniques of general project management are

applicable to software project management, but the products
of software projects have certain characteristics which make
them different.

One way of perceiving software project management is as

the process of making visible that which is invisible.

28
 Types of Projects?

 Projects at personal level

–Preparing for an examination
–Writing a book
–A birthday function
–A family vacation

 Projects in local neighbourhood

–A school function
–Cleanliness drive

 National Projects
–Launching a new satellite
–Literacy campaign

29
 Types of Projects?

 Organisational projects
–Planning and launching a new product.

–A technician replaces ten laptops for a small department.

–A small software development team adds a new feature to an

internal software application for the finance department
–A college campus upgrades its technology infrastructure to
sprovide wireless Internet access across the whole campus

 Global Projects
–Environment Protection – ozone layer is not disturbed.

30
 Examples of IT Projects:

31
 Examples of IT Projects:

32
 Project Attributes

A project:
 Has a unique purpose
-Every project have a well-defined objective.

 Is temporary
-has a definite beginning and a definite end.

 Is developed using progressive elaboration

-The projects defined broadly when they begin and as time
passes the specific details of the project become more clear.
33 -Increments.
 Project Attributes

 Requires resources, often from various areas

– People, h/w,s/w or other assets.
– Resources are limited, they must be used effectively to meet
project goals.

 Should have a primary customer or sponsor

– The project sponsor usually provides the direction and
funding for the project

 Involves uncertainty
34
 The Triple Constraint of Project
Management

Successful project
management
means meeting
all three goals
(scope, time, and
cost) – and
satisfying the
project’s sponsor!

35
 The Triple Constraint
 Every project is constrained in different ways by its
– Scope/Performance Goals What is the project trying to
accomplish?
– Time goals: How long should it take to complete?
– Cost goals: What should it cost?

 It is the project manager’s duty to balance these three often

competing goals

 Some people refer to the ‘quadruple constraint’ of project

management including quality along with scope,time and cost.
36
 What is Project Management?

Project management is “the application of knowledge,

skills, tools, and techniques to project activities in order to meet
project requirements”.
For any systems development, effective project
management is necessary to ensure that the project meets the
deadline, is developed within an acceptable budget, and fulfills
customer expectations and specifications.
Project management is the process of scooping, planning,
staffing, organizing, directing, and controlling the development of
an acceptable system at a minimum cost within a specified time
frame.
37
 Project
Management
Framework

38
 Project Management Framework

39
 Project Stakeholders
 Stakeholders are the people involved in or affected by project
activities.

 Stakeholders include:
– The project sponsor
– The project manager
– The project team
– Support staff
– Customers
– Suppliers
– Opponents to the project

40
 Project Management Knowledge Areas:
 Knowledge areas describe the key competencies that project
managers must develop
–4 core knowledge areas lead to specific project objectives
(scope, time, cost, and quality)
–4 facilitating knowledge areas are the means through which
the project objectives are achieved (human resources,
communication, risk, and procurement management
–1 knowledge area (project integration management) affects
and is affected by all of the other knowledge areas
–All knowledge areas are important!

41
 Project Management Knowledge Areas

42
 Project Management Knowledge Areas

Project integration management, the ninth knowledge area, is an

overarching function that affects and is affected by all of the other
knowledge areas. Project managers must have knowledge and skills
43 in all nine of these areas.
 Project Management Tools and
Techniques
 Project management tools and techniques assist project
managers and their teams in various aspects of project
management.

 Some specific ones include:

– Project charter, scope statement, and WBS (scope)
– Gantt charts, network diagrams, critical path analysis,
critical chain scheduling (time)
– Cost estimates and earned value management (cost)

44
 Project Management Tools and
Techniques

45
 Project Management Tools and
Techniques

46
 Project Management Tools and
Techniques

47
 Sample Gantt Chart(Henry Gantt)

The WBS is on the left, and each task’s start and finish date are shown on
the right using a calendar timescale. Early Gantt Charts, first used in 1917,
48 were drawn by hand.
 Sample Network Diagram

Each box is a project task from the WBS. Arrows show dependencies between
tasks. The bolded tasks are on the critical path Network diagrams were first used
in 1958 on the Navy Polaris project, before project management software was
49 available.
 Sample Enterprise Project Management
Tool

In recent years, organizations have been taking advantage of software

50 to help manage their projects throughout the enterprise.
 Project Success Factors

 Executive support
 User involvement
 Experienced project manager
 Clear business objectives
 Minimized scope
 Standard software infrastructure
 Firm basic requirements
 Formal methodology
 Reliable estimates
 Other criteria, such as small milestones, proper planning,
competent staff, and ownership

51
 The Role
of
Project
Manager

52
 The Role of the Project Manager
 Project Manager is the person responsible for supervising a
system project from initiation to conclusion. Successful project
managers possess a wide range of technical, management,
leadership, and communication skills.
 Job descriptions vary, but most include responsibilities like
planning, scheduling, coordinating, and working with people to
achieve project goals
 Remember that 97% of successful projects were led by
experienced project managers, who can often help influence
success factors
53
 The Role of the Project Manager
 Key skills
– Communication
– Planning
– People
– Coordination
– Risk management
– Stakeholder management

54
 Project Manager Roles &
Responsibilities
 Responsible for the success and failure of the project.

 Responsible for:
– Completing project on time.
– Completing project within agreed upon cost
– Completing on agreed upon scope.

55
 Suggested Skills for Project Managers

 The Project Management Body of Knowledge

– Be comfortable with change
 Project environment knowledge
 Understand the org they work in and how products are
developed and services are provided.
 General management knowledge and skills, imp topics related
to financial, sales, marketing, contracts, manufacturing etc.,
 Soft skills or human relations skills, effective commun,
leadership, motivation, negotiation etc.,

56
 A Systems View
of
Project
Management

57
 A Systems View of Project
Management
 A systems approach is an analytical approach to management and
problem solving
 Three parts include:
– Systems philosophy: an overall model for thinking about things as
systems
– Systems analysis: problem-solving approach that requires:
 defining the scope of the system,
 dividing it into components,
 identifying and evaluating its problems,
 examining alternative solutions, and
 identifying a satisfactory solution
– Systems management: address business, technological, and
organizational issues before creating or making changes to systems
58
 A systems approach
Systems Approach

Systems philosophy Systems management Systems Analysis

Business organization technology

Political frame HR frame Structural frame Symbol frame

59 functional project matrix

 Three Sphere Model for Systems
Management

60
 Four frames of organizations

 All organizations consist of four different frames: structural,

human resources, political, and symbolic. Each of these frames
describes a particular way of looking at organizations and how
they function.
– Structural – the rational side
– human resource – the people side
– Political – the conflict side
– Symbolic – the cultural side

 just as looking through a different color lens on the same view.

61
 Understanding Organizations

Structural frame: Focuses on Human resources frame:

roles and responsibilities, Focuses on providing harmony
coordination and control. between needs of the
Organization charts help define organization and needs of
this frame. people.

Political frame: Assumes Symbolic frame: Focuses on

organizations are coalitions symbols and meanings
(alliance) composed of varied related to events. how do
individuals and interest groups. people dress? how many
Conflict and power are key hours do they work? how do
issues.
they run meetings?
62
 Four frames of organizations

Structural frame represents architectural

design of organization. How departments,
units and subunits are structured

Assigned roles and responsibilities of the

employees, ways of coordination and
configurations.

Organization charts help define this frame.

63
 Four frames of organizations

Human resources frame emphasizes

understanding people and their
relationships

Individuals have needs, feelings, fears,

skills, and development opportunities.

By attending to people, the focus of this

frame, the org can meet individual needs
and train the individual to meet
organizational needs.

64
 Four frames of organizations

The political frame sees organizations as

jungles, arenas, or contests. This frame
emphasizes power, competition, and
winning scarce resources.

Diverse values, beliefs, interests, behaviors,

and skills provides the rich context for the
allocation of power and resources.

Such realities of organizational life can be

toxic or sources of creativity and
innovation.
65
 Four frames of organizations

The symbolic frame captures

organizational life as drama and treats
organizations as theatre, temples, or
carnivals.

Rules, policies, and managerial authority

matter less in this frame. Instead, culture,
symbols, and spirit provide this frame’s
pathway to organizational effectiveness.

Meaning matters more than results.

66
 Organizational Structures
 3 basic organization structures
– Functional: functional managers (vice president) report
to the CEO (Chief Executive Officer)

– Project: program managers report to the CEO

– Matrix: middle ground between functional and project

structures; personnel often report to two or more
bosses; structure can be weak, balanced, or strong
matrix

67
 Functional, Project, and Matrix Organizational
Structures

68
 Stakeholders
Management

69
 Stakeholders Management

 Project managers must take time to identify, understand,

and manage relationships with all project stakeholders.

 Using the four frames of organizations can help you meet

stakeholder needs and expectations.

 Senior executives and top management are very

important stakeholders.

70
 Importance of Top Management
Commitment
 Several studies cite top management commitment as one of the
key factors associated with project success.
 Top management can help project managers:
– Secure adequate resources.
– Get approval for unique project needs in a timely manner.
– Receive cooperation from people throughout the
organization.
– Learn how to be better leaders.

71
 Need for Organizational Commitment
to Information Technology (IT)
 If the organization has a negative attitude toward IT, it will
be difficult for an IT project to succeed
 Having a Chief Information Officer (CIO) at a high level in
the organization helps IT projects
 Assigning non-IT people to IT projects also encourage more
commitment

72
 Need for Organizational Standards
 Standards and guidelines help project managers be more
effective
 Senior management can encourage
– the use of standard forms and software for project
management
– the development and use of guidelines for writing
project plans or providing status information
– the creation of a project management office or center of
excellence

73
 Leadership in
Projects:
Modern Approaches to Leadership &
Leadership Styles.

74
 Project Leadership
 Management
– Focuses on policies and procedures that bring order and
predictability to complex organizational situations
– Is traditionally defined with such activities as planning,
organizing, controlling, staffing, evaluating, and
monitoring

 Leadership
– Is different from management, although they tend to
overlap
– Centers on vision, change, and getting results that involves

75 setting direction, aligning people, and motivating them

 LEADERSHIP

Managers are people who do things right,

while leaders are people who do the right
thing.

- Warren Bennis "On Becoming a Leader"

76
 Managers vs. Leaders

 Managers know how to  Leaders create and

plan, budget, organize, communicate visions and
staff, control, and problem strategies
solve
 Managers deal mostly  Leaders deal mostly with
with the status quo change
 Management is a bottom  Leadership deals with the

line focus: How can I best top line: What are the
accomplish certain things I want to
things? accomplish?
 Leadership is doing the
 Management is doing
right things
77 things right
 Some Modern Approaches to Leadership

 Kouzes & Posner (2002) conducted research for

over 20 years on effective leadership
– Found leaders are often ordinary people who
help guide others
– Defined Five Practices of Exemplary Leadership
to help others become more successful leaders

78
 Model
the Way

Inspire a
Encourage
Share Vision
the
Heart 5 Practices
Of
Exemplary
Leadership

Enable Others Challenge

To Act the Process

79
 Five Practices of Exemplary Leadership
1. Model The Way
– Most effective leaders lead by example

– Find your own voice based on your personal values

and beliefs - what you do is often more important
than what you say

– Modeling the way sets an example of what the

leader expects from others and gives the leader the
right to lead others.

– Identify your top 4-5 personal values and model

80 these every day!
 2. Inspire a Vision
– Exemplary leaders have an exciting vision or dream
that acts as a force to ignite a passion for what the
future could be (i.e., inventing the future)

– This vision should inspire people so that they become

committed to a purpose by
 Understanding their needs, interest, and language
 Engaging in dialogue, not monologue
 Enlist others in a common vision by appealing to
shared aspirations.
81
 3. Challenge the Process

– Exemplary leaders venture out and accept challenges not the status
quo
 They look for new opportunities to innovate, grow and improve
– But most leaders do not create, develop, or come up with new
products, services, or processes
 They are often good listeners who recognize good ideas,
support those ideas, and then challenge the process to make
those ideas happen
 They minimize the risk of failure for others while making
people feel safe and comfortable in taking risks

82
 4. Enable Others to Act
– Leaders must get others to act by encouraging collaboration and
building trust among the project stakeholders

– Leaders provide an environment that makes it possible for others

to do good work

– People should feel empowered and motivated to do their best, feel

a sense of ownership, and take pride in what they do

– Leaders should give power away, not hang on to it

– In short, a leader must turn his or her followers into leaders

83 themselves
 5. Encourage the Heart

– Exemplary leaders rally others to carry on by encouraging the heart

 Can be simple gestures such as a thank-you note or more dramatic
such as a marching band

– The leaders should show appreciation for people’s contributions and

create a culture to recognize accomplishments
 Recognition and celebration should not be phony or lame
 Must visibly link rewards with performance

– Authentic rituals and celebration can that align with a team’s values can
build a strong collective identify and spirit that can carry the team
throughout the project journey

84
 Leadership Styles
 Many effective leaders have a collection of distinct leadership styles

 A study of 3,871 executives worldwide by Daniel Goleman in 2000

suggests that the best leaders do not rely only on one leadership style, but
may use a several different styles depending on the situation

 The following six styles can be used in influence performance and results
– The Coercive Style
– The Authoritative Style
– The Affiliative Style
– The Democratic Style
– The Pace Setting Style
– The Coaching Style

85
 Leadership Styles:
The Coercive Style
 Attitude: “do as I say”

 Can be effective in a crisis situation, kick start a turnaround

situation, dealing with a problem employee, or when trying
to achieve immediate compliance

 Can be ineffective in many other situations and can have a

negative impact on the climate of the organization or project

– Can obstruct new ideas and limit communication

– People can become resentful or disillusioned thus
leading to a loss of initiative, motivation, commitment,
86 and sense of ownership
 Leadership Styles:
The Authoritative Style
 Attitude: “Come with me!”
 The leader outlines a clearly defined goal but empowers people to choose
their own means for achieving it

 Authoritative leaders provide vision and enthusiasm

– Shows how peoples’ work fits into the large picture
– People believe their work has meaning and purpose
– Standards for success and performance are clear to everyone

 Not a good style for inexperienced leaders who work with experts or a
more experienced team
– The leader can undermine an effective team if he or she appears
pompous, out of touch, or overbearing

87
 Leadership Styles:
The Affiliative Style
 Attitude: “people come first!”

 Affiliative leaders try to build strong emotional bonds that translate in

to strong loyalty by attempting to keep people happy and creating
harmony among them
– The idea is that people who like each other tend to communicate
more, share ideas & inspirations, and take risks
– The leader does not impose unnecessary rules and structures to
define the work – that’s up to those who must do it

 Does not work well where people need some structure or direction
– An over-caring and over-nurturing approach can create a
perception that mediocrity is tolerated

88
 Leadership Styles
The Democratic Style

 Attitude: “what do you think?”

 The leaders tries to get other’s ideas, while building trust, respect, and
commitment

 Works best when the leader needs buy-in or consensus or to gain valuable
input from others

 But can lead to seemingly endless meetings or the perception that the
group is leaderless
– Not appropriate in a crisis or when the team does not have competence
or experience to offer sound advice

89
 Leadership Styles:
The Pacesetting Style

 Attitude: “do as I do, now!”

 Leader sets high performance standards and has an obsession for doing
things better and faster
– Poor performers are quickly identified and replaced
– Morale can deteriorate if people feel overwhelmed by the pace or
demands for excellence or performance
– Goals may be clear to the leader, but not to everyone else
 The leader may try to micromanage by taking over the work of
others
– People may lose energy and enthusiasm if the work becomes task-
focused, routine, and boring
– If the leader leaves, people may feel adrift since the pacesetter sets
all direction
 May be appropriate in situations that require quick results from a highly
motivated, self-directed, and competent team
90
 Leadership Styles:
The Coaching Style

 Attitude: “try this!”

 The leader helps people identify their unique strengths and weaknesses
so that they can reach their personal & career goals

 The leader is good at delegating and giving people challenging, but

attainable, assignments
– Short or minor failures are acceptable and viewed as positive
learning experiences
– Works well in many situations, but is most effective when people
are willing to be coached
– Least effective when people are resistant to change or when the
leader does not have to knowledge, capability, or desire to be a
coach
91
 Emotional Intelligence

 Goleman’s study suggests that leaders who have mastered the authoritative,
democratic, affiliative, and coaching styles have the best climate and have
the highest performance

 Effective leaders have the flexibility to switch among these leadership

styles as needed

 This ability depends on a person’s emotional intelligence

– Emotional intelligence is the ability to understand and manage our
relationships and ourselves better

 Although our intelligence quotient (IQ) is largely genetic,

emotional intelligence can be learned (and improved) at any age
92
 Thank you!

93