🗊Презентация Basic concepts of software economics and project management

Lecture 2: Basic concepts of software economics and project management.

Basic concepts of project management A project is an assignment/task/job that has to be undertaken and completed within a set time, budget, resources and performance specifications designed to meet the needs of stakeholder and beneficiaries

Basic concepts of project management Project Management is the use of knowledge, skills, tools, and techniques to plan and implement activities to meet or exceed stakeholder needs and expectations from a project.

Basic concepts of project management Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into five Process Groups. These five Process Groups are: Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

Basic concepts of project management Initiating Process Group. Those processes performed to define a new project or a new phase of an existing project by obtaining authorization to start the project or phase. Planning Process Group. Those processes required to establish the scope of the project, refine the objectives, and define the course of action required to attain the objectives that the project was undertaken to achieve. Executing Process Group. Those processes performed to complete the work defined in the project management plan to satisfy the project specifications.

Basic concepts of project management Monitoring and Controlling Process Group. Those processes required to track, review, and regulate the progress and performance of the project; identify any areas in which changes to the plan are required; and initiate the corresponding changes. Closing Process Group. Those processes performed to finalize all activities across all Process Groups to formally close the project or phase.

Basic concepts of project management Project Management Process Groups

Basic concepts of project management The project manager is unique because s/he manages temporary activities and is usually an outsider brought into a business or government department to implement a specific project. A project manager is generally expected to be the projects’ leader who needs to motivate and inspire people working on the project. Project managers are expected to organise resources to complete a project on time, on budget and within specification. They provide direction, coordination, and integration to the project team and are responsible for performance.

Basic concepts of project management The project manager competencies: Knowledge—Refers to what the project manager knows about project management. Performance—Refers to what the project manager is able to do or accomplish while applying his or her project management knowledge. Personal—Refers to how the project manager behaves when performing the project or related activity. Personal effectiveness encompasses attitudes, core personality characteristics, and leadership, which provides the ability to guide the project team while achieving project objectives and balancing the project constraints.

Basic concepts of project management Project governance is an oversight function that is aligned with the organization’s governance model and that encompasses the project life cycle. Project governance framework provides the project manager and team with structure, processes, decision-making models and tools for managing the project, while supporting and controlling the project for successful delivery.

Basic concepts of project management The elements of a project governance framework include: Project success and deliverable acceptance criteria; Process to identify, escalate, and resolve issues that arise during the project; Relationship among the project team, organizational groups, and external stakeholders; Project organization chart that identifies project roles; Processes and procedures for the communication of information; Project decision-making processes; Guidelines for aligning project governance and organizational strategy; Project life cycle approach; Process for stage gate or phase reviews; Process for review and approval for changes to budget, scope, quality, and schedule which are beyond the authority of the project manager; and Process to align internal stakeholders with project process requirements.

Basic concepts of project management According to the modern analysis being done in the field of project management it has been justified that any project is critically dependant on three fundamental pillars or legs. 1. Development Cost 2. Implementation Schedule 3. Working Performance

Development cost Here are typical kinds of costs found in a project: Direct costs – These costs are chargeable to individual work package in the WBS: Labour Materials Equipment Other ƒ

Development cost WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables. PMBOK 5

Development cost Project Overhead Costs – represents project costs that cannot be tied to specific deliverable but serve the entire project. For example, a temporary shed may be set up that will be used to store tools and equipment of various contractors, host the training and the handing over function. ƒ General and Administrative (G&A) overhead costs – these represent organisational costs incurred by the firm managing the project. G&A overhead costs are usually allocated as a percentage of total direct cost and may vary from one project manager to another. The organisation of the budget into these three categories helps control the process and improve decision making.

Development cost An example of a budget format:

Implementation schedule This is the process of analyzing activity sequences, durations, resource requirements, and schedule constraints to create the project schedule model. The key benefit of this process is that by entering schedule activities, durations, resources, resource availabilities, and logical relationships into the scheduling tool, it generates a schedule model with planned dates for completing project activities.

Project team Project teams include roles such as: Project management staff. The members of the team who perform project management activities such as scheduling, budgeting, reporting and control, communications, risk management and administrative support. Project staff. The members of the team who carry out the work of creating the project deliverables. Supporting experts. Supporting experts perform activities required to develop or execute the project management plan. These can include such roles as contracting, financial management, logistics, legal, safety, engineering, test, or quality control. User or Customer Representatives. Members of the organization who will accept the deliverables or products of the project may be assigned to act as representatives or liaisons to ensure proper coordination, advise on requirements, or validate the acceptability of the results.

Project team Sellers. Also called vendors, suppliers, or contractors, are external companies that enter into a contractual agreement to provide components or services necessary for the project. The project team is often assigned the responsibility to oversee the performance and acceptance of sellers’ deliverables or services. Business partner members. Members of business partners’ organizations may be assigned as members of the project team to ensure proper coordination. Business partners. Business partners are also external companies, but they have a special relationship with the enterprise, sometimes attained through a certification process. Business partners provide specialized expertise or fill a specified role such as installation, customization, training, or support.

Project team The composition of project teams varies based on factors such as organizational culture, scope, and location. Examples of basic project team compositions: Dedicated. In a dedicated team, all or a majority of the project team members are assigned to work full-time on the project. The project team may be colocated or virtual and usually reports directly to the project manager. This is the simplest structure for a project manager, when team members can focus on the project’s objectives. Part-Time. Some projects are established as temporary additional work, with the project manager and team members working on the project while remaining in their existing organizations and continuing to carry out their normal functions.

Models of plan schedule management 1. Expert Judgment Expert judgment, guided by historical information, provides valuable insight about the environment and information from prior similar projects. Expert judgment can also suggest whether to combine methods and how to reconcile differences between them. Judgment based upon expertise in an application area, Knowledge Area, discipline, industry, etc., as appropriate for the activity being performed, should be used in developing the schedule management plan.

Models of plan schedule management 2. Analytical Techniques The Plan Schedule Management process may involve choosing strategic options to estimate and schedule the project such as: scheduling methodology, scheduling tools and techniques, estimating approaches, formats, and project management software. The schedule management plan may also detail ways to fast track or crash the project schedule such as undertaking work in parallel. Organizational policies and procedures may influence which scheduling techniques are employed in these decisions. Techniques may include, but are not limited to, rolling wave planning, leads and lags, alternatives analysis, and methods for reviewing schedule performance.

Models of plan schedule management 3. Meetings Project teams may hold planning meetings to develop the schedule management plan. Participants at these meetings may include the project manager, the project sponsor, selected project team members, selected stakeholders, anyone with responsibility for schedule planning or execution, and others as needed.

Practice task № 1.1 Description of software (requirement specification), what necessarily includes budget, labor costs, organizational structure and economic effect from implementation. Real geographically distributed organization, what buys services / products and manufacturing services / products.

Practice task № 1.2 Make a plan of works, what necessarily includes identifying deliverables, identifying the activities needed to complete those deliverables, estimating the resource requirements for the activities, estimating time and cost for activities, developing the schedule, developing the budget and risk planning. Make a flow-chart. Real geographically distributed organization, what buys services / products and manufacturing services / products.

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