Project Management Software

Application
Muhammad Tahir Khan
mtkhan2003@gmail.com
Introduction
 IT Background and PMP
 36 years IT Industry Experience
 Career started in 1983
 Served in leading software houses and Industry of Pakistan
 Systems Limited
 Shakarganj Mills Limited
 Xavor
 NetSol
 SSA Soft
 2RG Solutions
 Currently, I have started my own software house
 Innovative Business and Technology Solutions (IBTS)
Project Management Software
Application
 Course Outline
 Introduction
 Planning
 Tracking

 Assessment
 Mid Term 30%  Final Term 35%
 Quizzes 10%  Assignment 10%
 Project 15%
Project Management Software
Application
 Books
 PMBOK 6th Edition
 Software Project Management (Bob Hughes and Mike Cotterell)
 Software Project Management, A Concise Study (S.A. Kelkar)

 Tools
 MS Project
 Primavera
 JIRA
Objective
 This course will cover project management
concepts from the perspective of using software
project management tools where we would use
MS Project or Primavera
What is Project?
 “A project is a temporary endeavor to create a
unique product, Service, or result.”
What is Project?
 “Projects are undertaken to fulfill objectives by
producing deliverables.”

 “An objective is defined as an outcome toward which work is to be

directed, a strategic position to be attained, a purpose to be
achieved, a result to be obtained, a product to be produced, or a
service to be performed.”

 “A deliverable is defined as any unique and verifiable product, result,

or capability to perform a service that is required to be produced to
complete a process, phase, or project.”
What is Project?
 “A project is an initiative launched to create a
unique product or service. A project has a start
date and an end date. A project is not reoccurring
activity but something that occurs once to
produce something or provide a service.”
What is Project? - Examples

 Developing a new pharmaceutical compound for market,

 Expanding a tour guide service,
 Merging two organizations,
 Improving a business process within an organization,
 Acquiring and installing a new computer hardware system for use in
an organization,
 Exploring for oil in a region,
 Modifying a computer software program used in an organization,
 Conducting research to develop a new manufacturing process, and
 Constructing a building.
What is Project?
 A project has three (3) key characteristics

 Temporal nature
 A project is started and ended on specified dates to meet a
specific need
 Unique Deliverables
 A project produces a new (unique) product or service that does not
exist
 Progressive
 A project’s defined actions follow a sequence or pattern
What is Project Management?
 Project management is the application of
knowledge, skills, tools, and techniques to
project activities to meet the project
requirements.
What is Project Management?
 Effective project management helps individuals,
groups, and public and private organizations to:
 Meet business objectives;
 Satisfy stakeholder expectations;
 Be more predictable;
 Increase chances of success;
 Deliver the right products at the right time;
 Resolve problems and issues;
 Respond to risks in a timely manner;
 Optimize the use of organizational resources;
 Identify, recover, or terminate failing projects;
 Manage constraints (e.g., scope, quality, schedule, costs, resources);
What is Project Management?
 Poorly managed projects or the absence of
project management may result in:
 Missed deadlines,
 Cost overruns,
 Poor quality,
 Rework,
 Uncontrolled expansion of the project,
 Loss of reputation for the organization,
 Unsatisfied stakeholders, and
 Failure in achieving the objectives for which the project was
undertaken.
Project Management - Life Cycle
 Initiating
 Planning
 Executing
 Monitoring and Controlling
 Closing
Project Management
 Definition
A project is a temporary endeavor undertaken to create a unique
product, service, or result.

 Scope
Projects have defined objectives. Scope is progressively elaborated
throughout the project life cycle.

 Change
Project managers expect change and implement processes to keep
change managed and controlled.
Project Management
 Planning
Project managers progressively elaborate high-level information into
detailed plans throughout the project

 Management
Project managers manage the project team to meet the project
objectives.

 Monitoring
Project managers monitor and control the work of producing the
products, services, or results that the project was undertaken to
produce.
Project Management
 Success
Success is measured by product and project quality, timeliness, budget
compliance, and degree of customer satisfaction.
Project Management
 Problem Identification
 Problem Definition
 Project Planning
 Project Organization
 Resource Allocation
 Project Scheduling
 Trading, Reporting and Controlling
 Project Termination
Project / Program / Portfolio
 Program Management
A program is defined as a group of related projects, subsidiary programs,
and program activities managed in a coordinated manner to obtain
benefits not available from managing them individually.

 Portfolio Management
A portfolio is defined as projects, programs, subsidiary portfolios, and
operations managed as a group to achieve strategic objectives.

 Program management and portfolio management differ from project

management in their life cycles, activities, objectives, focus, and
benefits.
Operation
 Operation
Operations management is concerned with the ongoing production of
goods and/or services. It ensures that business operations continue
efficiently by using the optimal resources needed to meet customer
demands. It is concerned with managing processes that transform inputs
(e.g., materials, components, energy, and labor) into outputs (e.g.,
products, goods, and/or services).
Project / Program / Portfolio
What is Software?
 “The programs and other operating information
used by a computers”
Project Management Software?
 “Project management software helps project
managers (PMs) and teams collaborate and meet
goals on time while managing resources and cost.
Functions may include task distribution, time
tracking, budgeting, resource planning, team
collaboration, and many more.”
Project Management Software
 Features & Tools
 Planning
 Scheduling
 Forecasting
 Tracking and Management
 Time Tracking
 Task Management
 Analysis and Reporting
Top Project Management Software
 Scoro
 Proofhub
 Basecamp
 Asana
 JIRA
 Trello
 Microsoft Project
 Primavera
 Teamwork
Project Management Data & Information
 Throughout the life cycle of a project, a
significant amount of data is collected, analyzed,
and transformed. Project data are collected as a
result of various processes and are shared within
the project team.

 The collected data are analyzed in context,

aggregated, and transformed to become project
information during various processes.
Project Management Data & Information
 Work performance data
The raw observations and measurements identified during activities performed to
carry out the project work. Examples include reported percent of work physically
completed, quality and technical performance measures, start and finish dates of
schedule activities, number of change requests, number of defects, actual costs,
actual durations, etc. Project data are usually recorded in a Project Management
Information System (PMIS) and in project documents.
Project Management Data & Information
 Work performance information
The performance data collected from various controlling processes, analyzed in
context and integrated based on relationships across areas. Examples of
performance information are status of deliverables, implementation status for
change requests, and forecast estimates to complete.

 Work performance reports

The physical or electronic representation of work performance information
compiled in project documents, which is intended to generate decisions or raise
issues, actions, or awareness. Examples include status reports, memos,
justifications, information notes, electronic dashboards, recommendations, and
updates.
Project Management Data & Information
 Project Dashboard
Project Management Data & Information
 Project Status Report
Why Projects Fail?
 Not enough resources
 Not enough time
 Unclear specification
 Changes in scope
 Disagreement among stakeholder
 Bad plan
 Lack of project management
Problems with Projects
 Poor estimates and plans
 Lack of quality standards and measures
 Lack of guidance about making organizational
decision
 Lack of techniques to make progress visible
 Poor role definition – who does what?
 Incorrect success criteria
Why projects get success
 Develop a comprehension, realistic plan and keep it
up-to-date
 Gain consensus on project outcomes
 Make reasonable resource requirement
 Build the best team you can and take care of them
 Keep the stakeholders informed
 Be willing to change or to try new things
 Be both a manager and a leader
Life Cycle Model
 Concept of life-cycle model is central to the software
engineering thinking.
 It is aimed at achieving better control over the entire
software development process.
Life Cycle Models in industry
 Predictive Life Cycle - Waterfall Model / Fully Plan Driven Life Cycle
The project takes a phase by phase approach whereby the work on each
phase is completed before moving onto the next phase. For instance, all
requirements must be signed off before development can begin. In the
end, the outcome is the final product

 Iterative and Incremental Life Cycle

The development team can start working on a single set of
requirements once they are signed off. This way, while the relevant
stakeholders are still working on the remaining set of requirements, the
development and eventually the testing team can start their work as
well. The outcome is partial product that ‘increments’ as we move
further
Life Cycle Models in industry
 Adaptive Life Cycle / Change Driven / Agile
The project will take the phase by phase approach but multiple times.
Each iteration will generate a deliverable or a set of deliverables. The
outcome could be an instance of the end product which can be
improved in further iterations
Agile Life Cycle Model
 Agile development model is also a type of Incremental model.
 Software is developed in incremental, rapid cycles. This results in
small incremental releases with each release building on previous
functionality.
 Each release is thoroughly tested to ensure software quality is
maintained. It is used for time critical applications.
Agile Methodologies
 The most widely-used Agile methodologies:
 Agile Scrum Methodology
 Lean Software Development
 Kanban
 Extreme Programming (XP)
 Crystal
 Dynamic Systems Development Method (DSDM)
 Feature Driven Development (FDD)
High Level Project Management Steps
 The feasibility study
 Planning
 Project Execution
High Level Project Management Steps
 The feasibility study
 Thisis an investigation to decide whether a
prospective project is worth starting.
 Following are project evaluation steps:
 Strategic Assessment
 Technical Assessment
 Cost-benefit analysis
High Level Project Management Steps
 Planning
 Select project
 Identity project scope and objectives
 Identify project infrastructure
 Analyse project characteristics
 Identify project products and activities
 Estimate effort for each activity
 Identify activity risks
 Allocate resources
 Review / Publicize plan
 Execute plan
 Lower level of planning
Project Management Tasks
 Project Initiation  Procurement Management
 Project Planning  Project Monitoring
 Effort Estimation  Project Control
 Timeframe Estimation  Evaluating Alternatives
 Cost Estimation  Taking Decisions
 Requisitioning Resources  Communicating Decisions
 Risk Management  Motivating
 Configuration Management  Liaison with all concerned
Project Initiation
 Purpose of Project Initiation
 To confirm that the assigned project is achievable with the
specified framework
 To formally authorize a new project, or allow continuation of an
existing project
 To confirm what is to be achieved
 To clearly project requirements for undertaking the project
planning activity
 To determine the quantum and the kind of resources required for
completing the project
 To establish a basis for the success of the project through project
control
Project Initiation
 Project Initiation Activities
 Study customers’ orders with case
 Investigate needs/business objectives
 Find out constraints and opportunities
 Choose development strategy by considering alternatives
 Revalidate Estimates
 Develop the initial project plan
 Review the initial project plan
 Requests for resources
 Build the team
 Undertake team building activities as necessary
 Organize the project kick-off
Project Interfaces
 Project Interfaces with the outside world
 Handling project interfaces is as much a part of the project as
handling technical work
 Project communication with outside world is usually through
standard interfaces
 Many of these interfaces are defined within the performing
organization i.e. common for all projects
 Standard forms are available for most interfaces
 A project manager needs to:
 Understand these interfaces
 Make best possible use of them
Project Kick-Off
 Need for formal kick-off
 To create a team spirit right-up-front
 To create an open environment where a fair exchange of technical
issues is encouraged
 To achieve a common understanding of project requirements
 To get commitment of the team members towards the project
objectives
 The agenda for kick-off occasion is to share and discuss the
following:
 Customer Commitments
 Project plan and milestones
 Risks
….. continued
Project Kick-Off
 Performance Measures
 Inter-Group commitments
 Baselines
 After the Kick-off meeting
 Circulate action items with responsibilities
 Update action log and project plan as appropriate
 Who should attend project kick-off
 Project Manager  Customers
 Team Members  Suppliers
 Steering Committee Members  (Any other stakeholder)
 Senior Management
 Members of the interface groups
Project Planning and Project Plan
 Planning involves determining in a reasonably detailed way as
to how to convert inputs into outputs
 Plan is defined in the following ways:
 It is the outcome of the planning activity
 It depicts the best possible approach for executing a project
 It states the assumptions to best of project manager’s ability
 It includes the list of items which will form the deliverable
baseline
 Effectiveness of planning is judged by:
 How well the goals have been defined?
 How well the methods have been defined?
Project Planning Notes
 Project planning begins during the project initiations stage
 A project plan specifies:
 What work will be done?
 How will it be done?
 How much will it cost?
 When will it be accomplished?
 Who will do the work?
 How will the status be reported?
 How will the progress be reviewed?
 And in general, how will it be managed?
 A plan needs to be approved before the project starts and then
modified as the project progresses
Project Plan Coverage
 Project charter  Risk Analysis

 Project Objectives  Project Organization

 Customer and Management  Quality Assurance Approach

Requirements  Customer feedback
 Inputs  Periodic reporting and reviews
 Work breakdown structure (WBS)  Annexures
 Deliverable breakdown structure  Component plans which
contribute towards making of
 Acceptance criteria
the project plan
 Methodology to be used
 Human resources requirements
 Dependencies in the plan
 Estimations
Project Plan Annexures
 Scope Management Plan
 Project Schedule
 Cost Management Plan
 Quality Management Plan
 Staffing Management Plan
 Risk Management Plan
 Communication Management Plan
 Procurement Management Plan
Project Risks
 What are risks?
 Factors or Aspects which are likely to have a negative impact
on the project’s performance
 Possibility of a loss or an injury
 Uncertainties which affect the performance
 For example: Budget, Schedule, Performance
 Risk Exposure
 Probability of unsatisfactory outcome
 Loss due to unsatisfactory outcome
 When a risk materializes, project performance parameters
show adverse trends
Project Risks
 Risk Categorization
 Risk Management
 Risk Quantification
 Risk Analysis
 Mitigation and Contingency
Project Metrics
 Choice of Metrics
 Relevance
 Meaningful and practical measurement
 Ability to calibrate
 Mutually Independent
 Effectiveness
 Effort productivity
 Fixing factor
 Test plan effectiveness
 Testing effectiveness
Project Metrics
 Approach
 Choose a set of metrics
 Calibrate them with past project data
 Apply them to current project
 Monitor performance based on feedback
 Revise and extend them as appropriate
 Analyse the costs and benefits
Project Quality Management
 Quality management includes the processes required for
ensuring that the project’s product will satisfy the needs
for which it was undertaken
 Typically quality assurance activities
 Typical cost of quality
Configuration Management
 Reasons for changes to software
 Configuration management comprises the documented
procedures for applying technical and administrative
directions and surveillance
 Configuration management helps in ensuring that the
project’s product is correct and complete
 Configuration control board is responsible for approving/
rejecting the proposed changes
 Key functions:
 Record all version  Produce status reports
 Retrieve the desired version on demand  Control Security
 Control changes