SOFTWARE PROJECT MANAGEMENT

1. SOFTWARE PROJECT MANAGEMENT Project Management Knowledge Areas Dr. Ahmet TÜMAY, PMP

2. Data Flow Diagrams

3. Project Integration Management Integration is primarilyconcernedwitheffectivelyintegratingtheprocessesamongthe Project Management ProcessGroupsthatarerequiredtoaccomplishprojectobjectiveswithin an organization’sdefinedprocedures.

4. Project Integration Management • Integration, in thecontext of managing a project, is • makingchoicesaboutresourceallocation, • Makingtrade-offsamongcompetingalternatives • Managingtheinterdependenciesamongtheprojectmanagement Knowledge Areas

6. Develop Project Charter Theproject charter is thedocumentthatformallyauthorizes a project or a phase and documenting initial stakeholder’s requirements. A projectinitiatoror sponsor externaltotheprojectorganization, at a levelthat is appropriatetofundingtheproject, issuestheproject charter.

7. Develop Project Charter

8. Project Charter • Documents business needs, current understanding of the customer’s needs and the new product, service, or results that it is intended to satisfy, such as ; • Project purposeorjustification, • Measurable project objectives and related success criteria, • High level requirements, • AssumptionsandConstraints • High level project description, • High level risks, • Summary milestone schedule, • Summary Budget, • Assigned Project Manager, responsibility,andauthoritylevel, • Project approval requirements, • Name and authority of the Sponsor. • StakeholdersList

9. Develop Project Management Plan The project management plan defines how the project is executed, monitored and controlled, and closed. Plan content is depending upon the application area and complexity of the project.

11. Project Management Plan • Integratesandconsolidatesall of thesubsidiarymanagementplansandbaselines ; • Life cycleselectedfortheprojectandprocessesthatwill be appliedtoeachphase • Results of thetailoringbytheprojectmanagementteam • Processesselected • Level of implementation • Selectedtoolsandtechniques • Determiningtheintegrationsbetweenprocesses • How workwill be executed • Changemanagement plan tomanagechanges

12. Project Management Plan Scope Management Plan (Chapter 5) Requirements Management Plan (Section 5.1.3.2) Schedule Management Plan (Chapter 6 introductory material) Cost Management Plan (Chapter 7 introductory material) Quality Management Plan (Section 8.1.3.1) Process Improvement Plan (Section 8.1.3.4) Human ResourcePlan (Section 9.1.3.1) Communication Management Plan (Section 10.2.3.1) Risk Management Plan (Section 11.1.3.1) Procurement Management Plan (Section 12.1.3.1) These other components include, but are not limited to: Milestone list Schedule Baseline Cost Performance Baseline Scope Baseline

13. Direct andManage Project Work The Direct and Manage Project Execution process requires the project manager and the project team to perform multiple actions to execute the project management plan to accomplish the work defined in the plan.

15. Project Execution • Perform activities to accomplish project objectives • Expend effort and spend funds to accomplish the project objectives • Staff, train, and manage the project team members assigned to the project • Obtain quotations, bids, offers, or proposals as appropriate • Select sellers by choosing from among potential sellers • Obtain, manage, and use resources including materials, tools, equipment, and facilities • Implement the planned methods and standards • Create, control, verify, and validate project deliverables • Manage risks and implement risk response activities • Manage sellers • Adapt approved changes into the project’s scope, plans, and environment • Establish and manage project communication channels, both external and • internal to the project team • Collect project data and report cost, schedule, technical and quality progress, and status information to facilitate forecasting • Collect and document lessons learned, and implement approved process • improvement activities.

16. Work Performance Information • Information on the status of the project activities being performed to accomplish the project work is routinely collected as part of the project management plan execution. • Schedule progress showing status information, Estimates to complete the schedule activities that have started • Deliverables that have been completed and those not completed • Costs authorized and incurred, Resource utilization detail • Manage Changes • Corrective action • Preventive action • Defect repair

17. Monitor and Control Project Work Process of tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. Performed throughout the project. Gives the project management team insight into the health of the project, and identifies any areas that can require special attention.

19. Monitor and Control • Comparing actual project performance against the project plan • Assessing performance to determine whether any corrective or preventive actions are indicated, and then recommending those actions as necessary • Analyzing, tracking, and monitoring project risks to make sure the risks are identified, their status is reported, and that appropriate risk response plans are being executed • Maintaining an accurate, timely information base concerning the project’s product(s) and associated documentation through project completion • Providing information to support status reporting, progress measurement, and forecasting • Providing forecasts to update current cost and current schedule information • Monitoring implementation of approved changes when and as they occur.

20. Perform Integrated Change Control • Process of reviewing all changes requests, approving changes and managing changes to the deliverables, project documents, project management plan and organizational process assets

22. Change Control • Change Control process includes the following change management activities in differing levels of detail, based upon the completion of project execution: • Identifying that a change needs to occur or has occurred. • Influencing the factors that circumvent integrated change control so that only • approved changes are implemented. • Reviewing and approving requested changes. • Managing the approved changes when and as they occur, by regulating theflow of requested changes. • Maintaining the integrity of baselines by releasing only approved changes for • incorporation into project products or services, and maintaining their related • configuration and planning documentation. • Reviewing and approving all recommended corrective and preventive actions. • Controlling and updating the scope, cost, budget, schedule and quality • requirements based upon approved changes, by coordinating changes across • the entire project. For example, a proposed schedule change will often affect • cost, risk, quality, and staffing. • Documenting the complete impact of requested changes. • Validating defect repair. • Controlling project quality to standards based on quality reports.

23. Configuration Management • Standardized, effective and efficient way to manage changes to project’s products. Includes, • Document configuration management • G222-PRJ-SoftwareRequirementsSpecification71213-V5R1.0-AHMETT-91003.doc • Code configuration management • Configuration Management includes : • Configuration Identification • Status Accounting • Control • Verification and Audit

24. Close Project or Phase Process of finalizing all activites across all of the project management process groups to formally complete the project or phase.

25. Close Project or Phase

26. Close Activities • Includes all the activities necessary for administrative closure of the project or phase including ; • Satisfy completion or exit criteria for the phase or project, • Transfer the project’s product, service or result to the next phase or production • Collect project or phase records, audit project success or failure and gather lessons learned.