SPM PROCESSES
PRESENTED BY WANIA SARFARAZ
CONTENT
What is SPM ?
Why are these processes Crucial ?
Five Core Processes
Initiation
Planning
Execution
Monitoring & Controlling
Closing
Methodologies
Key Takeaways
WHAT IS SOFTWARE PROJECT MANAGEMENT?
Applying knowledge, skills, tools, and techniques to project activities.
To meet project requirements and deliver valuable software. It’s about guiding a software idea from concept to a
working product efficiently.
Like a chef managing a kitchen to prepare a complex, multi-course meal on time and to a high standard.
Simply put, SPM is the art and science of leading a software project to success. It's about using the right methods
to turn an idea into a functional piece of software. Think of a project manager like a chef: they ensure all
ingredients (resources) are available, the cooking steps (tasks) are followed, and the final meal (software) is
delivered perfectly and on time.
WHY ARE THESE PROCESSES CRUCIAL?
Benefits
Clear Direction: Prevents "Are we building the right thing?
"Resource Management: Avoids "We don't have enough developers/budget!“
Risk Mitigation : Catches problems before they escalate (e.g., "The new library isn't compatible!").
Stakeholder Alignment : Ensures everyone is on the same page (e.g., "The client expected a different feature.").
Predictability: Better estimates for timelines and costs.
WHY ARE THESE PROCESSES CRUCIAL?
Without them: Chaos, missed deadlines, budget overruns, and unhappy users.
These processes aren't just bureaucracy; they're vital. They provide clear direction, help manage our resources like
team members and budget effectively, and allow us to identify and tackle risks early. For instance, without proper
planning, you might realize too late that a chosen technology isn't suitable. These processes keep everyone aligned
and make our projects more predictable.
THE 5 CORE PROCESS GROUPS
Initiation : Defining Planning: Detailing Execution: Doing
and authorizing. the roadmap. the work.
Monitoring &
Controlling: Closing: Finalizing
Tracking and and concluding.
adjusting.
THE 5 CORE PROCESS GROUPS
Most project management frameworks, like the PMBOK Guide, organize activities into five core groups.
These are Initiation, Planning, Execution, Monitoring & Controlling, and Closing.
Let's dive into each with examples.
1. INITIATION
Define why we're doing the project and get approval.Activities & Examples:
Develop a mobile app to increase customer engagement by 20%.
Can our current team build this app with existing tech, or do we need new skills/tools?
Project Charter: A document formally authorizing "Project Alpha - Mobile App Development," appointing Jane
Doe as PM, and outlining high-level goals and budget.
1. INITIATION
Identify Stakeholders: CEO, Marketing Head, Lead Developer, a sample of end-users.
Initiation is about defining the 'why' and getting the green light. For example, a business might want a new mobile
app to boost customer engagement. A feasibility study checks if it's doable. Then, a Project Charter officially starts
'Project Alpha,' naming the Project Manager and key objectives. We also identify everyone who has a stake in the
project, like the CEO or future users.
2. PLANNING
Goal: Define how the project objectives will be achieved. This is critical!
Key Activities & Examples:
Scope Definition (WBS): "Mobile app will have: User Login, Product Browsing, Shopping Cart, Order History.
Out of scope: Live Chat." WBS breaks 'User Login' into design, backend, frontend, testing tasks.
Schedule Development: "Login feature: 2 weeks. Product Browsing: 3 weeks. Total project: 3 months." Milestones:
UI Design Complete, Beta Version Ready.
2. PLANNING
Cost Budgeting: "Developer salaries: $X, Software licenses: $Y, Testing tools: $Z. Total Budget: $ABC.
"Resource Planning: "Need 2 backend devs, 1 frontend dev, 1 UI/UX designer, 1 QA tester.
"Risk Management Plan: "Risk: Key developer might leave. Mitigation: Document all work thoroughly, cross-train
another developer.
"Communication Plan: "Weekly progress report to CEO via email. Daily stand-ups for dev team."
2. PLANNING
Planning is where we detail the 'how'. If our project is the mobile app, we define its exact features – like user login
and product browsing, but maybe live chat is out of scope.
We create a schedule, for instance, login takes 2 weeks. We budget costs, allocate developers, and plan for risks –
what if a key developer leaves? We also decide how we'll communicate, like weekly reports to the CEO."
3. EXECUTION
Goal: Perform the work defined in the project plan.
Key Activities & Examples:
Directing & Managing Work: The PM leads daily stand-ups, resolves roadblocks (e.g., "The API documentation is
unclear").
Developing the Product: Developers write code for the login system, designers create UI mockups for product
pages.
3. EXECUTION
Quality Assurance: Testers run test cases on the shopping cart feature.
Stakeholder Engagement: PM presents a demo of the completed 'Product Browsing' feature to the Marketing
Head for feedback.
Execution is where the team builds the product. For our mobile app, developers code the login, designers create
screens, and testers check features.
The Project Manager leads the team, removes any obstacles – like unclear requirements – and keeps stakeholders
engaged, perhaps by demoing completed parts of the app.
4. MONITORING & CONTROLLING
Goal: Track progress, compare to plan, and make corrections. Runs parallel to Execution.
Key Activities & Examples:
Tracking Progress: "We planned to finish User Login by Friday, but it's Thursday and only 70% done. We are behind
schedule.
"Performance Reporting: Creating a weekly status report: "Budget spent: 40%, Schedule: 5 days behind, Key risks:
New bug in payment gateway."
4. MONITORING & CONTROLLING
Change Management: "Client wants to add a 'Wishlist' feature. PM assesses impact on scope, cost, timeline, gets
approval via a Change Request form.
"Risk Monitoring: "The risk of a third-party API becoming unavailable is increasing; PM starts looking for
alternative APIs.
"Scope Verification: Reviewing the "Shopping Cart" feature with the client to confirm it meets agreed
requirements.
4. MONITORING & CONTROLLING
This isn't a separate phase after execution; it happens during it. We constantly check if we're on track.
For example, if the login feature is behind schedule, we figure out why and what to do. If the client requests a new
'Wishlist' feature, we assess its impact before agreeing.
We monitor risks and ensure what we're building is what was agreed upon."
5. CLOSING
Goal: Formally finalize all project activities.
Key Activities & Examples:
Final Product Acceptance: Client signs off: "The mobile app meets all agreed requirements and is accepted.
"Lessons Learned: Team meeting: "What went well? (Daily stand-ups kept us aligned). What could be improved?
(Initial time estimates for API integration were too optimistic)."
5. CLOSING
Releasing Resources: Developers are assigned to new projects.
Archiving Documents: Storing the Project Plan, Change Requests, final code, and test reports in a central
repository.
Celebrate Success! Team dinner or recognition.
Closing means formally ending the project. The client accepts the final mobile app. Crucially, the team discusses
lessons learned – what went well, like daily meetings, and what didn't, like underestimating certain tasks. This helps
future projects. Resources are released, documents are archived, and successes are celebrated."
METHODOLOGIES: APPLYING THE PROCESSES
Waterfall Example: For a project with very fixed requirements (e.g., a government compliance reporting system),
each process group (Initiate, Plan, Execute, etc.) is completed fully before the next begins.
Agile (Scrum) Example: For an innovative product where requirements evolve (e.g., a new social media feature),
these 5 process groups are repeated in short 2-4 week "sprints." Each sprint delivers a working increment.
Planning is adaptive.
METHODOLOGIES: APPLYING THE PROCESSES
How these processes are applied varies. In Waterfall, good for stable projects like a compliance system, you finish
all planning before any coding.
In Agile, for evolving projects like a new app feature, you do mini-cycles of these processes in short 'sprints,'
adapting as you go
KEY TAKEAWAYS
SPM processes provide a roadmap, not rigid rules.
Planning is an investment, not an expense (e.g., good planning avoids costly rework).
Monitor & Adapt: Software development is dynamic; expect changes.
Communication is King: With team and stakeholders (e.g., clear updates prevent surprises).
Focus on Value: The ultimate goal is useful, working software.
KEY TAKEAWAYS
So, remember, these processes are a guide. Good planning saves a lot of trouble later.
Be ready to monitor your progress and adapt to changes.
Clear communication is essential. And always focus on delivering real value to your users."
THANK YOU
