Project Id-73 Project Management

2. PROJECT MANAGEMENT
2.1 PROJECT PLANNING AND SCHEDULING
2.1.1 Project Developmet Appro!c" #Proce$$ P!r!%&'m( !% J)$t&*&c!t&o
Project Developmet Appro!c"+,
The term prototype refers to, a working model of an information system application.
The prototype does not contain all features of final system. ather it includes sufficient
elements to ena!le indi"idual to use proposed system.
The !ct&v&t&e$ we followed for this project is listed !elow#
Planning the work or o!jecti"es
$nalysis % &esign of o!jecti"es
$ssessing and controlling risk 'or isk Management(
)stimating resources
$llocation of resources
*rgani+ing the work
&ata!ase &esigning
,orm &esign
The Proce$$ P!r!%&'m we used for our project is Incremental Model.
T"e Icremet!l So*t-!re Proce$$ Mo%el
The Incremental Model com!ines elements of the linear se-uential model with the
iterati"e philosophy of prototyping. The incremental model applies linear se-uences in a
staged fashion as calendar time progresses. )ach linear se-uence produces a deli"era!le
.increment/ of the software. ,or e0ample, word processing software de"eloped using the
incremental paradigm might deli"er !asic file management, editing and document production
functions in the first increment1 more sophisticated editing and document production
capa!ilities in the second increment1 spelling and grammar checking in the third increment1
and ad"anced page layout capa!ility in the fourth increment. It should !e noted that the
process flow for any increment can incorporate the prototyping paradigm.
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Project Id-73 Project Management
4hen an incremental model is used, the first increment is often a core product. That
is, !asic re-uirements are addressed, !ut many supplementary features remain undeli"ered.
The core product is used !y the customer. $s a result of use and5or e"aluation, a plan is
de"eloped for the ne0t increment. The plan addresses the modification of the core product to
!etter meet the needs of the customer and the deli"ery of additional features and functionality.
This process is repeated following the deli"ery of each increment, until the complete product
is produced.
The Incremental process model, like prototyping and other e"olution approaches, is
iterati"e in nature. 6ut unlike prototyping, the incremental model focuses on the deli"ery of
an operational product with each increment. )arly increments are stripped down "ersions of
the final product, !ut they do pro"ide capa!ility that ser"es the user and also pro"ide a
platform for e"aluation !y the user.
.&'.2.1 t"e Icremet!l Proce$$ Mo%el
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Analysis Design Code Test
System/information
engineering
Delivery of 1st increment
Increment 1
Analysis Design Code Test
Delivery of
4th
increment
Analysis Design Code Test
Delivery of 2nd increment
Increment 2
Analysis Design Code Test
Delivery of 3rd increment
Increment 3
Increment 4
Calendar Time
Project Id-73 Project Management
2.1.2 Project Pl! &cl)%&' M&le$toe$/ Del&ver!0le$/ Role$/ Re$po$&0&l&t&e$ !%
Depe%ec&e$
Project Plan considered as !elow#
.&' 2.2 Project pl!
$fter initial discussions with the 8 head and preliminary in"estigation, the
re-uirement analysis of the project was done. $ pre-*I was prepared which re"ealed the
e0act amount of efforts re-uired in people-person months, the cost that would !e incurred, the
risks and the mitigating factors.
&ifferent parameters were taken into consideration while considering the cost factor
incurred in the project#
The project planning was carried out !y our project leader with the higher
management considering all the feasi!ility analysis, such as Technical feasi!ility, time
schedule feasi!ility, Implementation feasi!ility and economic feasi!ility.
&ifferent parameters were taken into consideration while considering the cost factor
incurred in the project#
Co$)lt!c1 co$t# This cost is !ased on the staffing of the project and its location.
H!r%-!re co$t# This cost is !ased on the cost incurred on the hardware utili+ed per person
month like computer, tapes etc.
So*t-!re co$t# This cost includes the cost incurred on the licensing of tools and software used
in the project like Microsoft "isual studio etc.
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Project Id-73 Project Management
M&le$toe$ !% Del&ver!0le$
$ milestone is a su!project that you should ha"e completed at the gi"en point in time,
if you want to keep on track then.
$ deli"era!le is a documentation of a part of a project that you are re-uired to hand in.
The gi"en deadlines are firm.
&eli"era!les are usually milestones !ut milestones need not to !e deli"era!les.
SR NO ACTION START DATE END DATE
1 $nalysis 9;5:95<:99 <75:95<:99
2 &esign 9=5:95<:99 3:5:95<:99
2 &e"elopment <;5:95<:99 <>5:35<:99
3 Testing <=5:35<:99 :35:>5<:99
4 Implementation :;5:>5<:99 9:5:>5<:99
5 &ocumentation <:5:95<:99 975:>5<:99
T!0le 2.1 Project Sc"e%)le
Role$ !% Re$po$&0&l&t&e$
Sr. No N!me Role$
1 ?autam $ka!ari Team Mem!er
2 ?irish Panchani Team Mem!er
T!0le 2.2 Role$ 6 Re$po$&0&l&t&e$
2.1.2 Sc"e%)le Repre$et!t&o
The project schedule pro"ides a road map for a software project manager. If it has
!een properly de"eloped, the project schedule defines the task and milestones that must !e
tracked and controlled as the project proceeds. Tracking can !e accomplished in a num!er of
different ways.
2onducting periodic project status meeting in which each team mem!er reports
progress and pro!lems.
)"aluating the results of all re"iews conducted throughout the software engineering
process.
&etermining whether formal project milestone ha"e !een accomplished !y the
schedule date.
2omparing actual start date for each project task listed in the resource ta!le.
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Project Id-73 Project Management
Meeting informally with practitioners to o!tain their su!jecti"e assessment of progress
to date and pro!lems on the hori+on.
@sing earned "alue analysis to assess progress -uantitati"ely. 2ontrol is employed !y
a software project manager to administrator project resources, cope with pro!lems,
and direct project staff. If things are going well, control is light. 6ut when pro!lems
occur, the project manager must e0ercise control to reconcile them as -uickly as
possi!le.
E7PECTED DA8 CHART+,
.&' 2.3 D!1 C"!rt
COMPARISON CHART+,
.&' 2.4 Comp!r&$o C"!rt
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Project Id-73 Project Management
2.2 RIS9 MANAGEMENT
Project isk Management in"ol"es conducting risk management planning, engaging in
risk identification, completing risk analysis, creating a risk response action plan, and
monitoring and controlling risk on a project. Project isk Management is a continuous
process to !e engaged in throughout the entire project. $ key point to remem!er is that risk is
not always !ad. There are opportunities and there are threats. The opportunities are the good
risks. The treats are the !ad risks. The purpose of project risk management is to increase the
likelihood and impact of positi"e e"ents and to decrease the pro!a!ility and impact of
negati"e e"ents
)ach isk Management process results in a specific deli"era!le which is used as the
foundations for the su!se-uent process. 2om!ined the risk management processes pro"ide a
!est practice pattern for managing risk on a project.
2.2.1 R&$: I%et&*&c!t&o
isk Identification is a systematic attempt to specify threats to the project plan. 6y
identifying the known and predicta!le risks, the project manager takes a first step towards
a"oiding them when possi!le and controlling them when necessary.
*ne method of identifying risks is to create a risk item checklist. The checklist can !e
used for risk identification and focuses on some su!set of known and predicta!le risks in the
following su!categories.
Pro%)ct S&;e Arisks associated with the o"erall si+e of the software to !e !uilt or
modified.
<)$&e$$ &mp!ct Arisks associated with constraints imposed !y management.
C)$tomer C"!r!cter&$t&c$ A risks associated with the sophistication of the customer
and the de"eloperBs a!ility to communicate with the customer in a timely manner.
Proce$$ De*&&t&o A risks associated with the degree to which the software process
has !een defined and is followed !y the de"elopment organi+ation.
Developmet Ev&romet A risks a!out the a"aila!ility and -uality of the tools to !e
used to !uild the project.
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Project Id-73 Project Management
Tec"olo'1 to 0e 0)&lt A risk on the comple0ity of the system to !e !uilt and the
newness of the technology.
St!** $&;e !% e=per&ece A risks with the o"erall technical and project e0perience of
the software engineers who will handle the work.
2.2.2 R&$: A!l1$&$
egardless of the pre"ention techni-ues employed, possi!le threats that could arise
inside or outside the organi+ation need to !e assessed. $lthough the e0act nature of potential
disasters or their resulting conse-uences are difficult to determine, it is !eneficial to perform a
comprehensi"e risk assessment of all threats that can realistically occur to the organi+ation.
T1pe$ o* R&$:$+,
Per*orm!ce R&$: A The degree of uncertainty that the product will meet its
re-uirements and !e fit for its intended use.
$s we are trainees, the performance risk is there in our project.
Co$t R&$: A The degree of uncertainty that the project !udget will !e maintained.
The cost of our project is already decided !y management.
S)pport R&$: A The degree of uncertainty that the resultant software will !e easy to
correct, adapt, and enhance.
2lient of this project is in different premises.
Project R&$:$ A Threaten the project plan. If project risk !ecome real, it is likely that
project schedule will slip and that costs will increase.
The !udget of this project was decided !efore starting the project and it is enough to
complete it.
$ll the works are di"ided !etween team mem!ers.
e-uired all the resources are a"aila!le.
Tec"&c!l R&$:$ A Threaten the -uality and timeliness of the s5w to !e produced. If
technical risk !ecomes real, implementation may !ecome difficult or impossi!le.
Technology is already decided for this project.
<)$&e$$ R&$:$ A Threaten the "ia!ility of the s5w to !e !uilt.
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Project Id-73 Project Management
This is li"e project so no !usiness risk is there.
9o- R&$:$ A are those that can !e unco"ered after careful e"aluation of the project
plan.
E=per&ece R&$:$ A $re e0trapolated from past project e0perience. $s we are trainees,
make this project no such e0perience is there.
2.2.2 R&$: Pl!&' #I%et&*1 $tr!te'&e$ to m!!'e t"e r&$:(
To mitigate the risks, project management must de"elop a strategy for reducing
turno"er. $mong the possi!le steps to !e taken are#
Meet with current staff to determine causes for turno"er 'e.g. poor working conditions,
low pay competiti"e jo! market(.
Mitigate those causes that are under our control !efore the project starts.
2onduct peer re"iews of all work.
$ssign a !ack up staff mem!er for e"ery critical technologist.
2.2 ESTIMATION
2.2.1 E**ort E$t&m!t&o
&e"elopment in such applications re-uires programming skills and sound
knowledge in the $CP.D)T with "arious others functionalities and tools used with it.
2.2.2 Co$t A!l1$&$
The cost spent in the making of the project is categori+ed into two parts#
$.( D&rect co$t# This is in terms of money.
In our project it is the estimated cost of#
8ardware '2omputer(
Coftware '&reamwer(
MC CEF Cer"er <::;
Gisual Ctudio-<::3
&ocumentation 2ost.
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Project Id-73 Project Management
6.( I%&rect co$t+ This is in terms of la!or or the manual work.
In our project it is the estimated cost in terms of#
Time spent in system analysis and design
Managing time for coding.
?enerating eport
eferring other sources like the internet.
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