11/16/2021

Software Project Management

Project Configuration / Scope Management
Week4
BESE 24-A

Last week Recap

• Last week we learnt
• Project integration Management Process group
• Project Configuration Management
• This Session Agenda
• Project integration Management Process group
• Project Scope Management
• Work Breakdown Structure
• Ref:
• Chapter 2 Software Project Management By Dr Ashfaque
• Chapter 4 Project Management Body of Knowledge

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Configuration Management
• Needed on software projects:
• numerous artifacts are produced
• A supporting process that runs alongside the development process.
• Assist in current / updated version
Version Control
management system:
Characteristics of a
good configuration

Auditable
Centrally Located
Secure
Access to all Team members
Accessible to remote teams
Continues integration
Artifact Location
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Configuration Management
• Configuration Management:
• Need to store, archive, identify, retrieve, and release work products and
information items for the entire project team
• Used by the entire project team,

Configuration Management Tags:

Year and
Project Documen Documen Activity Documen Version
time Author
name t name t number identifier t type number
stamp

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Hierarchy structure of Configuration Management

Requirements Requirements
Requirements
Version 1 Version 2
Project 1

Design Design Version 1 Design Version2

Construction Construction
Construction
Version 1 Version 2

Testing Testing Version 1 Testing Version 2

version control is one of the most important aspects of any configuration

Software Project Management – Asst Prof Athar Mohsin- NUST
management system 5

KA: Project Scope Management

Project Scope Management includes the processes

required to ensure that:
• The project includes all the work required, and only
the work required, to complete the project
successfully.
• Managing the project scope is primarily concerned
with defining and controlling what is and is not
included in the project

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Processes of Scope Management

Plan Scope The process of creating a scope management plan that documents how
Management the project and product scope will be defined, validated, and controlled.
Project Scope Management

The process of determining, documenting, and managing stakeholder needs and

Collect Requirements
requirements to meet project objectives.
processes are:

Define Scope The process of developing a detailed description of the project and product.

The process of subdividing project deliverables and project work into smaller, more
Create WBS
manageable components.

Validate Scope The process of formalizing acceptance of the completed project deliverables.

The process of monitoring the status of the project and product scope and
Control Scope
managing changes to the scope baseline

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Project Scope Management Process

Project charter .

Project management plan .

Inputs .
Enterprise environmental factors .
Plan Project Scope

Organizational process assets .

Management

Expert judgment .
Tools &
Data analysis .
Techniques .
Meetings .

Scope management plan .

Outputs .
Requirements management plan

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Scope Management Process

Scope planning Scope definition Creating the WBS:

• Deciding how the • Reviewing the •Subdividing the major

scope will be project charter and project deliverables
defined, verified, and preliminary scope into smaller, more
controlled statement and manageable
adding more
information as components
requirements are
developed and
change requests are
approved

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Project Scope
• Importance: Most Project failed due to poorly
Assignment # 1
defined scope
Question 2
• Intangible nature of software product
• Explain Project Scope
• Requirements keep changing/ Poorly defined
Requirements Management as
• Disrupts development activity Knowledge Area
• Susceptibility to defects • Identify the Input, Tools
• Increased volume of the project work & Techniques and
• Cost escalation and an elongation of the schedule Output of all Tasks
• Plan Scope Management covering all process
groups.
• The process of creating a scope management
plan that documents how the project and product • Identify the Difference
scope will be defined, validated, and controlled. between Product Scope
& Project Scope

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Project Scope intigration

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Scope Management
• SCOPE MANAGEMENT PLAN
• A component of the project management plan that describes:
• How the scope will be defined, developed, monitored, controlled, and validated.
• The components of a scope management plan include:
• Process for preparing a project scope statement;
• Process that enables the creation of the WBS from the detailed project scope statement;
• Process that establishes how the scope baseline will be approved and maintained; and
• Process that specifies how formal acceptance of the completed project deliverables will be
obtained.

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Scope Management Process

• Scope planning:
• Deciding how the scope will be defined, verified, and controlled
• Scope definition:
• Reviewing the project charter and preliminary scope statement and
adding more information as requirements are developed and
change requests are approved
• Creating the WBS:
• Subdividing the major project deliverables into smaller, more
manageable components

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Scope Management Process

• Scope verification:
• Formalizing acceptance of the project scope
• Scope control:
• Controlling changes to project scope

• Sample Project Scope

• The project will be delivered within 15 months from the date of start of the project.
The software product that will be made through this project will have features for
customer complaint logging, issue resolution, and issue closure. The software
product should have the capability of supporting our customer base of 10,000,
who will be using the service through an Internet connection by logging into our
web portal.

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Work Breakdown Structure

• The project scope statement describes:
• The work that will be performed and the work that is excluded.
• A deliverable-oriented breakdown of a project into smaller
components
• WBS is a key project deliverable
• organizes the team's work into manageable sections
• 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.
• Each descending level of the WBS represents an increasingly
detailed definition of the project work

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Work Breakdown Structure

• Create WBS is the process of subdividing project deliverables and
project work into smaller, more manageable components

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Sample Work Breakdown Structure

WBS Through Work

WBS
WBS Through
Maj Phases
Deliverables
Packages

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WBS Dictionary
Descriptio
• Most of the Assumptio
ns and
n of work
Schedule
information included constraints
milestones
,
,
in the WBS
dictionary:
• Created by other Responsib
Associated
le
processes and organizatio
schedule
activities
n
added to this WBS
Dictionary
document at a later
stage
• Information in the Resources Acceptanc
WBS dictionary may required e criteria

include but is not

limited to: Cost Quality
estimates, requireme
nts

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Todays Objective
• Last Lecture Recap
• Project integration Management Process group
• Project Configuration Management
• Scope Management
• This Session Agenda
• Project Risk Management
• Ref:
• Chapter 4 Software Project Management By Dr Ashfaque
• Chapter 4 Project Management Body of Knowledge

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Risk
Predicting the future is impossible!!!
Possibility
of not
achieving
•Target Components
Risk
of Projects
• Budget,
Planned but • Time,
non
occurrence
Risk Uncertainty
• Resources,
• Quality,
• Technology

Unplanned
Happening

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Risk
• Risk can be either negative or positive:
• Negative risks, also referred to as threats,
• Potentially have a detrimental effect on one or more of the project objectives, such as
causing you to miss a deadline.
• Positive risks, also referred to as opportunities,
• Potentially have a beneficial effect on project objectives, such as allowing you to complete
a task with fewer personnel than you originally planned.

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Risk Management

Risk Management
Assess the Monitor the status Inform key
Develop plans for
potential effects of of your project’s audiences of all
Identify risks. mitigating the
those risks on risks throughout risks involved with
effects of the risks.
your project. performance. your project.

Determine whether
existing risks are still Explain the status
Determine which Consider what can Decide how you can
present, whether the and potential effect
aspects of your plan happen if those protect your project
likelihood of these of all project risks —
or project aspects don’t work from the
risks is increasing or from the initial
environment may out the way you consequences of
decreasing, and concept to the
change. envision. risks.
whether new risks project’s completion.
are arising.

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Reference
• Chapter 4 Project Management Body of Knowledge
• Chapter 1 & 2 Software Project Management by Dr Ashfaque
• https://www.projectmanager.com/blog/project-charter/
•

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