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    FSPM Intro

    Uploaded by

    k201692 Muhammad Nawfal Mehboob

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    © All Rights Reserved
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    FSPM Intro

    Uploaded by

    k201692 Muhammad Nawfal Mehboob
    30 views29 pages

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    © © All Rights Reserved

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    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    30 views29 pages

    FSPM Intro

    Uploaded by

    k201692 Muhammad Nawfal Mehboob

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 29

    Fundamentals of

    Software Project
    Management (FSPM)
    Instructor: Iqra Fahad
    (School of Computing)
    National University- FAST (KHI C ampus)
    Week
    1
    Book
    s
    🠶 Text Book:
    🠶 Software Project Management: A Practitioner's Approach, E.
    M. Bennatan, ISSBN: 978-0077076481, McGraw-Hill Book
    Company
    🠶 Reference Books:
    🠶 Applied Software Project Management, Andrew Stellman, Jennifer
    Greene,
    ISBN: 978-0596009489, O'Reilly Media.
    🠶 A Guide to the Project Management Body of Knowledge
    (PMBOK® Guide), 7th edition, Project Management Institute
    (PMI).
    🠶 Agile Practice Guide, Project Management Institute
    (PMI).
    Marks
    Distribution
    🠶 Assignments 05 %
    🠶 Quizzes 05 %
    🠶 Report 10 %
    🠶 Mid Exam 30 % (15%
    each)
    🠶 Final Exam 50 %
    Course
    1
    Contents
    Week
    Initiation Phase. Introduction to Project management
    Topics

    2 Project management in organizations


    3 Process Groups
    Integration Management
    4 Scope Management
    5 Schedule (Time) Management
    MIDTERM EXAM 1
    7 Cost Management
    8 Quality Management
    9 Resource Management
    10 Communication Management
    11 Risk Management
    MIDTERM EXAM 2
    13 Procurement Management
    14 Stakeholder Management
    15 Professional Management
    16 Revision
    17 FINAL EXAM
    Initiation

    🠶 IT professionals (geeks) are qualified and competent


    Information Technology (IT) professionals into leadership
    positions.
    🠶 Some Properties:
    🠶 tough minded,
    🠶 open to new ideas, and
    🠶 customer-service orientation
    🠶 The work we do improves lives
    Selecting a Geek
    Leader
    🠶 They are promoted .
    🠶 Selection Criteria:
    1.Does the geek have courage: Leaders need the mental and moral strength to take
    reasonable risks, persist during difficult times, and endure when situations seem difficult
    or dangerous.

    2.Does the geek communicate well?


    3.Is the geek proactive? understand their priorities, take action to obtain realistic goals
    in a proactive manner
    Deming Cycle (Plan, Do, Check, Act)
    4.Is the geek capable of establishing and pursuing a unified vision? align their team’s
    tasks
    with the organization’s business objectives

    5.Is the geek accountable? (Document, Train, Measure, Praise)


    6.Does the geek have personal credibility? Leaders need to be believable. They need the
    respect and trust of their customers, their managers, their peers, and their team members.
    He must be honest.
    Selecting a Geek Leader
    (cont…)
    7.Is the geek trustworthy and reliable?

    8.Does the geek manage feelings? Leaders must be emotionally intelligent; they
    must
    be aware of their own feelings and their impact on the people around them.

    9.Does the geek lead by example?

    10.Can the geek manage risk?

    11.Is the geek a problem solver?

    12.Is the geek capable of continuously improving processes?

    13.Does the geek balance work and life priorities?


    The Geek Leadership
    Challenge
    “In that day you will be like a man who runs from a lion, only to
    meet a bear. Escaping from the bear, he leans his hand against a
    wall in his house and he’s bitten by a snake”
    Leadership
    Attributes
    IT Projects
    outcome
    Effective Complex Project
    Management (ECPM)
    Framework
    Scope Triangle
    “Tip
    ”
    🠶 “ Work Smart, not
    hard”
    What is
    SPM?

    🠶 Maintain flow
    🠶 Manage outcomes (Deliverables)
    🠶 Use tools and techniques
    🠶 Improve operation
    🠶 New requirement
    🠶 Aim is to achieve all the objectives remaining in its define
    constraint
    🠶 Time
    🠶 Cost
    🠶 Scope
    Project Vs Process
    (Operation)
    🠶 Definite time
    🠶 Resources
    🠶 Budget
    🠶 Deliverable parameters
    🠶 Has an end
    🠶 Need to update an operation (Operation) that result in some
    deliverable.
    People
    ( Resource)
    International Business
    Environment
    PM
    Processes
    🠶 Initiating Process Group
    🠶 Planning Process Group
    🠶 Executing Process
    Group
    🠶 Monitoring Process
    Group
    🠶 Closing Process Group
    Project Management
    Matrix

    Integratio
    n Scope
    Time

    Cost

    HR
    Quality
    Communica tion
    Risk
    Procurement
    Stakeholder
    Mang.
    Portfolio, Program and
    PM
    Portfolio
    🠶 Portfolio is a collection of program.
    🠶 May or may not be related
    🠶 Still part of Organizational goal
    🠶 Org. maintains a portfolio of all the programs in order to meet its
    strategic business goals.
    🠶 It handles the governance of Project life cycle
    🠶 It maintains the program’s standards, document repository and
    any portfolio management tools.
    Program

    🠶 Program is a related group of projects.


    🠶 They are grouped to achieve a Org. goal.
    🠶 Categorized work into smaller sets of related
    projects.
    🠶 May be done sequentially or parallel
    Project

    🠶 Is temporary
    🠶 Produce a deliverable, service or result
    🠶 A new work in organization

    🠶 Organization combine portfolio, program and project in one


    umbrella
    known as :
    “Organizational Project Management”
    Role of
    PM
    🠶 Leadership
    🠶 Motivation
    🠶 Team building
    🠶 Negotiation
    🠶 Conflict
    management
    Common
    Challenges
    Project life
    cycle
    Documenting
    Phases
    Project/Phase
    Gate

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