Review 3 Adobe - the assignment of spm2021 PDF

Preview

Summary

the assignment of spm2021 subject is the assigment given...

Description

REVIEW-3

SWE-2006 SOFTWARE PROJECT MANAGEMENT SLOT: Al+TAl FACULTY: Prof. DINAKARAN SUBMITED BY: (19MIS0035)- VIDHYA R (19MIS0123)- SUNIL R TITLE: ONLINE TOURISM MANAGEMENT SYSTEM

CONTRACT MANAGEMENT A contract is a legally binding document between at least two parties that defines and governs the rights and duties of the parties to an agreement. A contract is legally enforceable because it meets the requirements and approval of the law. FIVE MAJOR PROCESSESS:     

Acquisition Supply Operation Maintenance Development

TYPES OF CONTRACTS:    

Services Fixed price contracts Time and Materials contracts Fixed price per delivered unit contracts

Contract for completed software package  Bespoke system  Off-the-shelf  Customized-off-the-shelf (COTS)

CONTRACTOR SELECTION: Selecting a contractor is one of the difficult aspects in project management. In our project we are going to select the project (open) and select the negotiated procedure for which we are going to negotiate with only one supplier/customer to complete the project as per their needs.

STAGES IN CONTRACT PLACEMENT:

MONITORING AND CONTROL Monitoring and Controlling are processes needed to track, review, and regulate the progress and performance of the project. It also identifies any areas where changes to the project management method are required and initiates the required changes. PROJECT CONTROL CYCLE:

Responsibility: Steering committee:  Senior supplier 1. In our online tourism management system the senior supplier plays main role ,who is Responsible for deliveries, quality, budget and schedules as agreed in the project. 2. Validate design and development of the project's products. 3.Ensure necessary supplier resources and competencies are made available. 4.Provide quality assurance to ensure compliance with senior users' quality requirements. 5.Resolve conflicts related to supplier requirements.  Executive 1. Ensures project will provide desired benefits-in alignment with the initial business case. 2.Has the final say within the Steering Committee (Chairman). 3.Balances the needs of the business, user and supplier. 4.Oversees the Business Case.  Senior 1.Represents the needs and interests of users. 2.Liaison with users. 3.Commits user resources. 4.Specifies outputs of the project. 5.Ensures products are delivered Verifies product quality, functionality and ease of use. 6.Monitor and manage user-related risks.

Project Reporting structure:

k Setting check point: In our online tourism management system Necessary check points are done in the initial activity planning Check points are:  Regular (weekly once)  Tied to specific events

Collecting data:  In our project that manager had braked down the long activities into more controllable tasks of one or two weeks.  It is necessary to gather information about partially completed activities, forecasts of how much work is left to be completed.

TIME SHEET:

Staff: VIDHYA R

weekending:20/10/21

Rechargeable hours %Done

Sch. date

24

95%

20/11/21 20 /11/21

10

40%

29/11/21 29 /11/21

project

Activity code

descripti Hours on this week

p10

A265

p25

B885

Code mode A5 Testing mode B7 total

Est. date

34

NON RECHARGEABLE HOURS Code

description

hours

Comment and authorization

L20

Hours in leave

6

Authorized by SUNIL

total

6

RAG Report (RED/AMBER/GREEN)  One way to overcome the objections of partial completion report is to avoid asking for completion dates. (instead ask for likelihood of meeting the target) Called "Traffic Light Method".  Identify the key elements for assessment in a piece of work  Break these key elements into constituent element Assess each of the second level element on the scale Green for target, Amber for not on target but recoverable Red for not on target and recoverable only with difficulty ACTIVITY ASSESSEMENT SHEET STAFF: VIDHYA R REF:IOE/P13 Week number Activity summary

Activity :code and test module C 13

14

15

16

G

A

R

R

COMPONENTS Screen handling procedure File update procedure

17

COMMENTS G

G

A

G

G

G

A

A

G housekeepin g assessment complication G Test data G runs Program G documentati on

G

G

G

G G

G G

R R

G

G

R

REVIEW: Review of work products is an important mechanism for monitoring the progress of a project and ensuring the quality of the work products. Utility of Review :  To identify any deviation from standards  To suggest ways to improve the work product  Learning opportunities

PROJECT TERMINATE REVIEW: Project termination decided by Manager Reason for the Project Termination  Project is completed successfully and handed over to the customer  Incomplete requirements  Lack of resources

Visualizing progress:  The data about the project progress should be presented in an effective way by the project manager  The GANN Chart  The Slip Chart  The Timeline

THE GANN CHART:

SLIP CHART:

COST MONITORING: Cost control   

The budget table defines your baseline Actual costs define your current status It can be split over years (or reporting periods)

items Hardware software travel Project bfr total

budgeted 15000 6000 2000 2000 25,000

actual 6000 5000 6000 17,000

status 8000 3000 -2000 4000 13,000

New budget 7000 4000 1000 1000 13,000

EARNED VALUE ANALYSIS:  Earned value analysis is based on assigning a 'value' to each task or work package based on the original expenditure forecasts.  The assigned value is the original budgeted cost for the item and is known as the Planned Value (PV) or Budgeted Cost of Work Scheduled (BCWS)

Monitoring earned value: To monitor the earned value of the project progress, we have monitor the completion task AC (actual cost), ACWP (Actual Cost of Work Performed)  Schedule Variance (SV)  Time Variance (TV)  Cost Variance (CV)

Performance ratio:  The Cost Performance Index (CPI) CPI= EV/AC (Earned Value / Actual Cost)  The Schedule Performance Index SPI=EV/PV (Earned Value / Performed Value)  The Schedule Variance is measured in cost terms as EV-PV  It indicates the degree to which the value of the completed work differs from the planned work.  A work with a PV of 32,000 should has been completed by now. In fact, some of t work has not been done so that the EV is a 14,000. Calculate SV.  SV=EV-PV 14,000-32,000=-18,000.( A negative SV means the project is behind schedule) BAC-BUDGET AT COMPLETION AC-ACTUAL COST EV-EARNED VALUE PV-PLANNED VALUE CV-COST VARIANCE SC-SCHEDULED VARIANCE CPI-COST PERFORMANCE INDEX SPI-SCHEDULED PERFORMANCE INDEX EAC-ESTIMATE AT COMPLETION (BAC)=30,000 (AC)=20,000 (EV)=14,000 (PV)=32,000

 Cost Variance CV=EV-AC=14,000-20,000=6,000 We are over the project by 6,000.  Scheduled variance SV=EV-PV=14,000-32,000 SV = -18,000. We are behind the budget by 18,000.  CPI=EV/AC =14,000/20,000 = 0.7 For each we spend we gain 0.7. We are behind schedule by 57%  SPI=EV/PV = 14,000/32,000 = 0.43  EAC=AC+(BAC-EV)/(CPI*SPI)) =20,000+((30,000-14,000)/(0.7*0.43) EAC =55,1567. If we continue with the same efficiency rate we might end up with a total cost 55,1567.

MANAGING PEOPLE IN SOFTWARE ENVIRONMENTS

Main Concerns with Staffs:  Staff Selection  Staff Development  Staff Motivation  Staff Well being STEP WISE PLANNING FOR STAFF (Steps 1,2,4,6,7) Step 1 –Project Scope and Objectives  Objectives can address the Health and Safety of staff during the project.  The company focuses upon imparting better comfortness to the staff.

Step 2 –Project Infrastructure  Project Infrastructure refers to the organisational structure, processes, tools, techniques to make projects more successful.  Although project leaders might have little control over organizational structure, they need to be aware of its implications Step 4-Products and Activities  The scope and nature of activities can be set in a way that will enhance staff motivation. Step 6 –Activity Risks  Any risks to project success related to staffing Step 7 –Allocate Resources  The qualities of individual members of staff should be taken into account in allocating staff to activities

UNDERSTANDING BEHAVIOUR:  Behaviours associated with complex and challenging mental health, dementia or other neurological conditions include aggression, wandering, agitation.  People differ from each other in their needs and values, Group effort eases their task of achieving organizational goals effectively.  Human relations can be defined as motivating people in organizations to work as a team.  People with practical experience – important aspect of project management.  Research into individual and group behavior in software and ICT development environments needs to adopt social science research methods.  Positivist Approach  Organizational behavior.

ORGANIZATIONAL BEHAVIOUR: A BACKGROUND The manager analyses the productive way of doing tasks like payment, booking, food. Manager has 3 basic objectives:  To select the best person for the job  To instruct them in best methods to complete the tasks.  To give incentives in the form of higher wages to the best workers.

SELECT THE RIGHT PERSON FOR THE JOB: It’s a significant process to select the right person for the job ➢ The recruitment process for selection Create a job specification Specification includes – software designer, data analyst, developer, tester, staff for maintenance project manager etc.. required for our project online tourism management system. Create a job holder profile Requires an educational qualification and enough knowledge according to the selected field from the job specification. Obtain applicants To get through more applicants candidates can apply through media, adds, elicit CV’s. Examine CV’s People whose CV in not clear indicates that they are unsuitable for our project. The candidate should fulfil the requirements. Interviews Selection process includes examination, interview .

Instruction in best methods :  The induction of new staff should be carefully planned  Good induction leads to new recruit becoming productive more quickly leading to the success of our project .  Need to review staff progress frequently Health and safety:      

Safety Policy document Responsibility of Safety Top management must be committed to the safety policy The delegation of responsibilities for safety must be clear Job description should include definitions of duties related to safety An adequate budgeting for safety costs.

WORKING WITH TEAMS WORKING IN TEAMS:  A team is created to carry out a joint assignment  By team, we mean groups of people who are working together.  As software systems are huge in nature, Software development task requires intense human mental  activity  This human effort has to be shared between individual developers within team or between groups  Hence how the efforts of individual developers within team can be coordinated well is a major  concern now. BECOMING A TEAM: Forming: The members of the group get to know each other and try to set up some ground rules about behaviour Storming: Conflicts arise as various members of the group try to exert leadership and the group’s methods of operation are being established Norming: Conflicts are largely settled and a feeling of group identity emerges . Performing: The emphasis is now on the tasks at hand Adjourning: The group disbands.

To be a good team member you must be able to:  time your interventions, e.g. not overwhelm the others in the team;  flexible;  be restrained;  keep the common goals of the team in mind all the time Group performance: Works yield better results if carried out as a team Categories of group tasks:  Additive tasks  Compensatory task  Disjunctive tasks:  Conjunctive DECISION Making: Categories:  Structured: Simple, routine decisions  Unstructured: More complex, requires a degree of creativity  Mental obstacles to good decision making  Faulty heuristics: Based only on information, might be misleading  Escalation of commitment: Once decided very difficult to alter  Information over load: Too much of information which disturbs. Measure to reduce disadvantages in group decision making Decision can be categorized as being: structured: generally relatively simple, routine decisions where rules can be applied in a fairly straightforward way Unstructured: more complex and often requiring a degree of creativity.  Another way to categorize decisions is by the amount if risk and uncertainty that is involved.  To make it more efficient and effective -> training members to follow a set procedure.

TEAM STRUCTURE:

CHIEF PROGRAMMER TEAM: The most senior member of the team, has overall technical responsibility for the project.

MIXED CONTROL TEAM: A mixed-control team organization attempts to combine the benefits of centralized and decentralized control, while minimizing or avoiding their disadvantages. The mixed-control organization is an example of the use of a hierarchy to master the complexity of software development as well as organizational structure....