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    CHP 3

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    Daniyal Gaikwad
    The document discusses the four key aspects of effective software project management: people, product, process, and project. It provides details on each: 1) the people factor focuses on management of both technical and customer stakeholders, 2) defining the product objectives, scope, and alternatives is essential for planning, 3) the software process provides a framework for development, and 4) software projects require planning, monitoring, and control to avoid failures and overruns.

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    CHP 3

    Uploaded by

    Daniyal Gaikwad
    14 views6 pages
    The document discusses the four key aspects of effective software project management: people, product, process, and project. It provides details on each: 1) the people factor focuses on management of both technical and customer stakeholders, 2) defining the product objectives, scope, and alternatives is essential for planning, 3) the software process provides a framework for development, and 4) software projects require planning, monitoring, and control to avoid failures and overruns.

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    Chp3

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    The document discusses the four key aspects of effective software project management: people, product, process, and project. It provides details on each: 1) the people factor focuses on management of both technical and customer stakeholders, 2) defining the product objectives, scope, and alternatives is essential for planning, 3) the software process provides a framework for development, and 4) software projects require planning, monitoring, and control to avoid failures and overruns.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    14 views6 pages

    CHP 3

    Uploaded by

    Daniyal Gaikwad
    The document discusses the four key aspects of effective software project management: people, product, process, and project. It provides details on each: 1) the people factor focuses on management of both technical and customer stakeholders, 2) defining the product objectives, scope, and alternatives is essential for planning, 3) the software process provides a framework for development, and 4) software projects require planning, monitoring, and control to avoid failures and overruns.

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    The Management spectrum

    Effective software project management


    focuses on the four P’s:
    1) The People
    2) The Product
    3) The Process
    4) The Project
    The People
    • The “people factor” is so important that the
    Software Engineering institute has
    developed a people management
    capability maturity model (PM-CMM).
    • If people factor is strong software
    organization can easily undertake
    increasingly comprehensive complex
    applications.
    The People
    • The people involved in a S/W Project includes
    1. Senior managers who defines the business issues
    that often have significant influence on the project.
    2. Project (technical) managers who must plan,
    motivate, organize and control the practitioners who do
    software work.
    3. Practitioners who deliver the technical skills that are
    necessary to engineer a product or application
    4. Customers who specify the requirements for the S/W
    to be engineered
    5. End-users who interact with the S/W once it is
    released for production use
    The Product
    • Before a project can be planned, product objectives should be
    established, alternative solutions should be considered, and technical
    and management constraints should be identified.
    • Without this information, it is impossible to identify cost, risk, project
    schedule.
    • The s/W Developer and customer must meet to define product
    objectives and scope.
    • Objectives identifies the overall goals for the product (from the
    customers’ s point of view) without considering how these goals are
    achieved.
    • Scope identifies the primary data, functions and behaviors and
    bounding these characteristics in a quantitative manner.
    • Once the product objectives and scope are understood, alternative
    solutions are considered.
    • The alternatives enable managers and practitioners to select a best
    approach which suits to the delivery deadlines, budgetary restrictions,
    personnel availability, technical interfaces and other factors
    •
    The Process
    • A particular method of doing something is
    generally involving number of steps or
    operations.
    • The process that deals with the technical and
    management issues of S/W development is
    called as S/W Process
    • A S/W Process provides a framework from
    which a comprehensive plan for S/W
    development can be estalished
    • Framework activities are populated with tasks,
    milestones, work products, and quality
    assurance points.
    The Project
    • Software projects are planned to manage
    complexity.
    • In 1998, industry data indicated that 26%
    of S/w projects failed & 46% experienced
    cost and schedule overruns.
    • In order to avoid project failure, a S/w
    project manager and the S/w engineers
    who build the product must plan, monitor
    and control the project well.

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