Module 1: project management essentials

Introduction to project management and its key terminologies

What is Project?
A project is a group of tasks that need to complete to reach a clear result. A project
also defines as a set of inputs and outputs which are required to achieve a goal.

What is software project management?

Software project management is an art and discipline of planning and supervising
software projects. It is a sub-discipline of software project management in which
software projects are planned, implemented, monitored, and controlled.

It is a procedure of managing, allocating and timing resources to develop computer

software that fulfils requirements.

In software Project Management, the client and the developers need to know the
length, period and cost of the project.

Prerequisite of software project management?

There are three needs for software project management. These are:

1. Time
2. Cost
3. Quality

It is an essential part of the software organization to

deliver a quality product,

keeping the cost within the client’s budget and

deliver the project as per schedule.

Stakeholder management:

Stakeholders are those with an interest in your project's outcome. They are
typically the members of a project team, project managers, executives,
project sponsors, customers, and users. Stakeholders are people who will
be affected by your project at any point in its life cycle, and their input can
directly impact the outcome. It's essential to practice good stakeholder
management and continuously communicate to collaborate on the project.

Internal stakeholders are those within your organization. They can include
top management, project team members, your own manager, your peers or
co-workers, a resource manager, and internal customers.

External stakeholders are not part of your organization but might include
external customers, government entities, contractors, and subcontractors,
as well as suppliers. 
The project manager usually creates the stakeholder management plan.

What is covered in a stakeholder

management plan?
The primary components of a stakeholder management plan are:

1. Prioritization of stakeholders: Rank stakeholders based on

their ability to influence your project and how much they care
about its outcome. 

2. Stakeholder expectations: You cannot manage expectations

if you don’t know what they are. You must document
everything, including how they prefer to communicate and
what they want to be involved with. 

3. Communication rules: The plan should outline the level,

frequency, and type of communication with each stakeholder
as well as who on the team is their point of contact. 

4. Action plans:  how you will manage stakeholder involvement

and what steps to take to ensure expectations are met. 
Why is a stakeholder management
plan important?
Effective stakeholder management is critical to a project’s success. Key
stakeholders often have control over project resources, such as project
funds, employees, materials, or knowledge critical to its success. 

A documented stakeholder management plan of action ensures your

stakeholders’ interests and expectations are understood so that you can
properly manage them. A plan enables you to articulate to a project team
how communication will work, including who will be told what and when. 

Going through the process of creating a plan also helps you analyze your
stakeholders and better understand them. This can help you better
anticipate their needs and proactively address any concerns.

Top tips for how creating a

stakeholder management plan
Here are eight tips for how to create the perfect stakeholder management
plan:

1. Use a template: A stakeholder management template will

save you time creating your plan, ensure no information fields
are overlooked, and create consistency, as every stakeholder
plan in your company will look the same. 

2. Start early: Key stakeholders can influence your project before

it’s even off the ground. Identifying and involving stakeholders
early can make all the difference to their level of engagement
and your success.

3. Update regularly: Stakeholders change throughout your

project. Some may leave positions while others may join. Plus,
 their level of engagement and expectations may evolve as time
goes on. Review your plan at least monthly to ensure it’s up-to-
date. 

4. Ensure transparency: Transparency builds trust, and when

you have your stakeholders’ trust, you’re much more likely to
have their cooperation and support. When creating your
communication guidelines in your plan, keep in mind that
open, frequent, two-way communication creates project
transparency. 

5. Make priority clear: Including a grid or matrix of

stakeholders based on interest and influence can help you
quickly see and understand where to focus your efforts. 

6. Be concise: For your plan to be successful, you need to get to

the root of what people care about and document it in concise,
easy-to-understand terms that anyone who reads it can grasp. 

7. Plan for conflict: You will inevitably have stakeholders with

conflicting needs. Be proactive about how you will resolve
issues and document this approach in your plan so that
everyone is aware of it beforehand. 

8. Publish it: Your stakeholder management plan shouldn’t be a

secret. Store it somewhere accessible and share it with
stakeholders. Not only does this increase transparency, but it
also helps ensure no stakeholders or key factors were
overlooked.
Project scope management:

What is project scope management?

Project scope management is a process that helps in determining and

documenting the list of all the project goals, tasks, deliverables, deadlines,

and budgets as a part of the planning process. In project management, it is

common for a big project to have modifications along the way.

With the scope in the project management defined right in the beginning, it

becomes much easier for project teams to manage and make the required

changes.

Importance of project scope management

For a project manager, managing the expectations of the stakeholders and

clients is one of the most challenging tasks. With a definite project scope,

managers can easily stay on track and ensure that all the deadlines are

being followed throughout the project life cycle.

A well-defined project scope management helps avoid common issues like:

 Constantly changing requirements

 Pivoting the project direction when you are already mid-way

 Realizing that the final outcome isn’t what was expected

 Going over the discussed budget

 Falling behind the project deadlines

Effective project scope management gives a clear idea about the time, labor,

and cost involved in the project. It helps to distinguish between what is

needed and what isn’t needed for accomplishing the project. Scope in project

management also establishes the control factors of the project to address

elements that might change during the project life cycle.

Scope statement in project management

The project’s scope statement is also called its scope document or statement

of work. The project scope statement

 details all the boundaries of the project while also establishing the

responsibilities of the team,

 defines all the procedures that need to be followed for verifying and

approving the finished work, and,

 gives team members a definitive guideline for making project-related

decisions.

Project scope management process

Let’s discuss the six processes involved in accurately identifying the project
scope management:
1. Planning scope management
It includes:

 Detailed project scope statement

 Breakdown of all the project requirements

 Expected project deliverables

 Project change control process

2. Collecting requirements
The next step is to work out stakeholder requirements and expectations. You

will be required to document all the project requirements, expectations,

budgets, and deliverables through interviews, surveys, and focus groups.

This is a rather important step because more often than not, stakeholders

can have unrealistic requirements or expectations and the project managers

would be required to step in to find a solution that is acceptable by everyone

from avoiding project delays.

At the end of the collection requirements stage, you should have the

following:

 Functional as well as non-functional requirements

 Stakeholder requirements

 Business requirements

 Support and training requirements

 Project requirements

3. Defining the scope

At this step, you need to turn your requirements into a well-detailed

description of the service or product that you are trying to deliver through the

project. You will then have a project scope statement that you can then refer

to throughout your project.

While it is important to list what is in the scope of the project, it is just as

important to note down what is out of the project scope. Any kind of

inclusions to the scope would then have to go through the entire change

control process to ensure the team is only working on things that they are

supposed to work on.

With a defined scope, you get a reference point for your project team and

anyone else involved. In case there is something that is not involved in the

scope, it doesn’t need to be completed by the team.

4. Making a project breakdown structure
A project breakdown structure is a document that breaks down all the work

which needs to be done in the project and then assigns all the tasks to the

team members. It lists the deliverables that need to be completed and their

respective deadlines as well.

assign and prioritize project tasks which will make it easier to track the entire

progress of the project and avoid any unnecessary bottlenecks.

5. Validating scope
In this step, the scope and deliverables that you have recorded need to be

sent to project executives and stakeholders to get the necessary approvals.

Scope validation needs to be done before starting the project to ensure that if

something goes wrong then it is easy to find where it went wrong.

6. Controlling scope
Project managers need to ensure that as the project begins, it always stays
within the defined scope. In case there are some things that need to change,

then the proper change control process should be followed.

The nature of software production:

Key objectives of effective management: role of the software project management

Following are the main Software Project Management Objectives:

 How does the project fit into the organization?

 How will the project evolve over time?
 What skills are required to manage the project successfully?
 Development and Implementation of procedures
 Efficient communication, collaboration, and productive guidelines
 Achieve project goals within the estimated time with high quality
 Allocate and optimize necessary resources to meet project goals
 Meet the exclusive needs and requirements of the client

Project Manager
A project manager is a character who has the overall responsibility for the planning,
design, execution, monitoring, controlling and closure of a project. A project
manager represents an essential role in the achievement of the projects.

A project manager is a character who is responsible for giving decisions, both large
and small projects. The project manager is used to manage the risk and minimize
uncertainty. Every decision the project manager makes must directly profit their
project.

Role of a Project Manager:

1. Leader

A project manager must lead his team and should provide them direction to make
them understand what is expected from all of them.

2. Medium:

The Project manager is a medium between his clients and his team. He must
coordinate and transfer all the appropriate information from the clients to his team
and report to the senior management.

3. Mentor:

He should be there to guide his team at each step and make sure that the team has
an attachment. He provides a recommendation to his team and points them in the
right direction.
Responsibilities of a Project Manager:
1. Managing risks and issues.
2. Create the project team and assigns tasks to several team members.
3. Activity planning and sequencing.
4. Monitoring and reporting progress.
5. Modifies the project plan to deal with the situation.
Organizational Behaviour & People Management: Selecting the Right Person for the Job:

A general approach might be the following.

• Create a job specification Advice is needed, as there will be legal implications in an

official document. However, formally or informally, the requirements of the job
should be documented and agreed.

• Create a job holder profile Using the job specification, a profile of the person
needed to carry out the job is constructed. The qualities, qualifications, education
and experience required would be listed.

• Obtain applicants Typically, an advertisement would be placed, either within the

organization or outside in the trade or local press. The job holder profile would be
examined carefully to identify the medium most likely to reach the largest number of
potential applicants at least cost. For example, if a specialist is needed it would
make sense to advertise in the relevant specialist journal. The other principle is to
give enough information in the advertisement to allow an element of self-elimination.
By giving the salary, location, job scope and any essential qualifications, the
applicants will be limited to the more realistic candidates.

• Examine CVs These should be read carefully and compared to the job holder profile
- nothing is more annoying for all concerned than when people have CVs which
clearly indicate that they are not eligible for the job and yet they are called for
interview.

• Interviews etc. A number of different selection techniques can be tried, including

aptitude tests, personality tests, and the examination of samples of previous work.
All these methods must be related to specific qualities detailed in the job holder
profile. Interviews are the most commonly used method. It is better if there is more
than one interview session with an applicant and with each session there should not
be more than two interviewers because a greater number reduces the possibility of
follow-up questions and discussion. Some formal scoring system for the qualities
being judged should be devised and interviewers should then decide scores
individually which are then compared. An interview should be of a technical nature
where the practical expertise of the candidate is assessed, or of a more general
nature if not. In the latter case, a major part of the interview will in fact be evaluating
and confirming what was stated in the CV - for example any time gaps in the
education and employment history would be investigated, and the precise nature of
jobs previously done would need to be explored.

• Other procedures References will need to be taken up where necessary, and a

medical examination might be needed.
Instruction in the Best Methods:

https://www.bmc.com/blogs/software-project-management/
motivation:

The third concern that we noted from Taylor was that of motivating people to work.
We are now going to look at some different models of motivation that have been
proposed.

The Taylorist model

Taylor's viewpoint is reflected in the use of piece-rates in manufacturing industries

and sales bonuses amongst sales forces. A problem that project leaders must be
aware of is that piece-rates often cause difficulties if a new system is going to
change work practices. If new technology is going to improve productivity, the
question of adjusting piece-rates downwards to reflect this will be a sensitive issue.

Piece-rates are where workers are paid a fixed sum for each item they produce. Day-
rates refer to payment for time worked.

Exercise 11.2

Usually, radical changes in work practices have to be preceded by a move from

piece-rates to day-rates.

Even where work practices are stable and output can be easily related to reward,
people paid by the amount they produce will not automatically maximize their output
in order to maximize their income. The amount of output will often by constrained by
'group norms', informal, even unspoken, agreements among colleagues about the
amount to be produced.

Rewards have to be related in a simple and direct way to the work produced. Where a
computer system is being produced, this is not easy. It is difficult to isolate and
quantify work done, especially as system development and support is very much a
team effort. Typical is the sentiment expressed by one member of staff in a study of
software support work practices:

'This support department does well because we're a team, not because we're all
individuals. / think it's the only way the support team can work successfully.'

In this kind of environment, a reward system that makes excessive distinctions

between co-workers can be damaging to morale and eventually to productivity.

A software development department wants to improve productivity by encouraging

the re-use of existing software components. It has been suggested that this could be
encouraged through financial rewards. To what extent do you think this could be
done?
Maslow's hierarchy of needs

Different people are motivated by different things. Clearly money is a very strong

motivator when you are broke. However, as the basic need for cash is satisfied, other
motivators are likely to emerge. Abraham Maslow, an American psychologist,
suggested that there is a hierarchy of needs. As lower levels of needs are satisfied
then gradually higher level needs emerge. If these are then satisfied then yet another
level of need will emerge. Basic needs are for things like food and shelter. The
highest level need, according to Maslow, is the need for 'self-actualization', the
feeling that you are completely fulfilling your potential.

In practice, the project leader must realise that people are likely to be motivated by
different things at different stages of their life. For example, salary increases, while
always welcome, probably have less of an impact on the more mature employee who
is already relatively well-paid, than on a new and lowly-paid trainee. Older team-
members might place more value on qualities of the job such as being allowed
relative autonomy when they do their work, which shows respect for their judgment
and sense of responsibility.

Exercise 11.3

Newspapers often report on the vast sums of money that are paid to the top
executives of many companies. Does this mean that these people are at a low level
in the Maslow hierarchy of motivation? Do they really need all this money to be
motivated? What do you think that the significance of these salaries really is?

Herzberg's two-factor theory

Certain things about a job might make you dissatisfied. If the causes of this
dissatisfaction are removed, this does not necessarily make the job more exciting.
On the basis of research into job satisfaction that Herzberg and his associates
carried out there seemed to be two sets of factors about a job that were of
importance:

• hygiene or maintenance factors, which can make you dissatisfied if they are not
right, for example, the level of pay or the working conditions;

• motivators, which make you feel that the job is worthwhile, like a sense of
achievement or the nature of the work itself.

Brigette, at Brightmouth College, is in an environment where it is difficult to compete

with the high level of maintenance factors that can be provided by a large
organization like IOE, but the smaller organization with its closer contact with the
users is often able to provide better motivators.

Identify three incidents or times when you felt particularly pleased or happy about
Exercise 11.4 something to do with your work or study. Identify three occasions
when you were particularly dissatisfied with your work or study. Compare your
findings with those of your colleagues and try to identify any patterns.

The expectancy theory of motivation

Amanda and Brigette will need to be aware of how the day-to-day ups and downs of
system development affect motivation. A model of motivation developed by Vroom
and his colleagues illustrates this. It identifies three influences on motivation:

• expectancy, the belief that working harder will lead to a better performance;

• instrumentality, the belief that better performance will be rewarded;

• perceived value, of the resulting reward.

Motivation will be high when all three factors are high. A zero level for any one of the
factors can lead to a lack of motivation.

Imagine that you are trying to get a software package supplied by a third party to
work. If you realize that you will never get it to work because of a bug in it, you will
give up. No matter how hard you work you will not be able to do any better (zero
expectancy).

If you are working on a package for a user and, although you think you can get it to
work, you discover that the user has started employing an alternative package and
no longer needs this one, then you will probably feel you are wasting your time and
give up (zero instrumentality).

Given that the users really do want the package, your reward in this set of
circumstances might simply be a warm feeling that you have helped your colleagues
and that they are grateful to you. If in fact, when the users employ the package all
they do is complain and hold you responsible for any shortcomings, then you will
probably avoid getting involved if they later ask for help implementing a different
package (low perceived value of reward).

The Oldham-Hackman job characteristics model

Managers should try to group together the elements of the tasks that need to be
carried out so that they form meaningful and satisfying assignments. Oldham and
Hackman suggest that the satisfaction that a job gives is based on five factors. The
first three factors make the job 'meaningful' to the person who is doing it:

• skill variety, the number of different skills that the job holder has the opportunity to
exercise;

• task identity, the degree to which your work and its results are identifiable as
belonging to you;

• task significance, the degree to which your job has an influence on others. The
other two factors are:

• autonomy, the discretion you have about the way that you do the job;

• feedback, the information you get back about the results of your work.

Couger and Zawacki found that programmers in general rated their jobs lower on
these factors than other professions, while systems analysts and analyst-
programmers rated them higher. Computer development people experienced about
the same level of meaningfulness in their work as other, non-IT, professionals, but
had lower perceptions of the degree of responsibility and knowledge of results of
their work.

Cheney found that in the programming environment, the degree to which

programmers got feedback on their work and the degree to which they could
contribute to decision making had positive influences on both productivity and job
satisfaction, although 'consideration', which was 'the degree to which the leader
develops a work climate of psychological support, mutual trust and respect,
helpfulness and friendliness', rated as less important.

In practical terms, activities should be designed so that, where possible, staff follow
the progress of a particular product and feel personally associated with it.

Methods of improving motivation

• Setting specific goals These goals need to be demanding and yet acceptable to
staff. Involving staff in the setting of goals helps to gain acceptance for them.

• Providing feedback Not only do goals have to be set but staff have to have regular
feedback about how they are progressing.

• Job design Jobs can be altered to make them more interesting and give staff more
feeling of responsibility.
Two measures are often used to enhance job design - job enlargement and job
enrichment.

• Job enlargement The scope of the job is increased so that the member of Job
enlargement and job staff carries out a wider range of activities. It is the opposite of
increasing enrichment are based on specialization. For example, a programmer in a
maintenance group might be the work of F. Herzberg. given responsibility for
specifying minor amendments as well as carrying out the actual code changes. It is
significant that Couger and Zawacki found that programmer/analysts had a higher
degree of job satisfaction than programmers.

• Job enrichment In this case, the job is changed so that the holder carries out tasks
that are normally done at a higher, managerial, level. Staff might be given
responsibility for ordering consumables, for scheduling their work or for quality
control. With a programmer in a maintenance team, they might be given authority to
accept requests for changes which involved less than five days' work without the
need for their manager's approval.
Behavioural models:
There are several models of behaviour that the project manager can draw upon in his or her work. These include
Maslow’s need hierarchy theory, Herzberg’s Hygiene theory and McGregor’s theory X and theory Y as applied
to project management. All these behavioural models point to the ability of the project manager to motivate
the people in the team towards the common goal of ensuring the success of the project.

Maslow’s need hierarchy theory postulates that people do not work for money or security alone. According to
this theory, once a person fulfils the basic needs of money and security, he or she tends to seek actualization of
their potential and engage in what he called “self-actualization”.

Maslow’s hierarchy theory argues that there are 5 different stages of human needs that motivate the behaviour:
physiological needs, safety, love and belongingness, esteem, self-actualization.

Thus, this theory holds that once an individual reaches a certain stage in life or a position, the pay and other
benefits matter less to him or her than the quality of the work that they are doing.

When we apply this theory to the real world issues of management, we find that the Project Manager has to
ensure that he or she does not concentrate on raising the perks alone to achieve optimal performance from his
team members but also keeps giving challenging work to the team members to fulfil their potential. According
to our experience and from talking to seasoned project managers, we have found that most team members take
great pride in their work and hence challenging assignments are one way of motivating them.

Of course, there has been much criticism of this theory in recent years and experts have pointed to several
inconsistencies in this theory and application. The most notable example is that of the skyrocketing executive
compensation that belies the hypothesis of Maslow’s theory. This is one clear instance of the fact that pay
matters more than other variables and job satisfaction alone does not motivate people. In my opinion, it is a fact
that people tend to get motivated by perks as well as promise of rewards, monetary and otherwise. So, it is up to
the Project Manager to use the notion of reward judiciously without compromising quality or alienating other
team members.

If we take a look at Herzberg’s theory of hygiene, the factors that contribute to the success of the individual can
be divided into presence and absence of hygiene factors. The definition is that the presence of good working
conditions and salary are things that do not motivate people by themselves. The absence of such factors de-
motivates the individual. Thus, the idea here is that hygiene factors are those that do not contribute by their
presence but contribute negatively by their absence.

Thus, the project manager cannot be complacent with the fact that he or she has provided optimal working
conditions for the team members and expect them to perform at their full potential. The manager also needs to
understand that it is his responsibility to take the lead in motivating the team members by holding regular one-
one meetings and ensuring that their grievances are heard and accepted.

The Theory X and Theory Y holds that people need to be supervised and told what to do (X) and people would
work with little supervision and thus do not need to be told what to do (Y). These are the opposing views of the
theory of motivation and behaviour. Thus these conflicting and competing views reflect human nature and
model the behaviour accordingly.

There are two types of people in an organization: X and Y

As we discussed, the underlying theory behind the motivation models is the approach that the project manager
must take to ensure that the team members and the team as a whole is motivated enough to take action and
contribute meaningfully to the project. There is nothing more troublesome than a team that is de-motivated and
unable to function cohesively and as a team. Thus, the primary responsibility before the project manager is to
ensure a professional approach towards people management.

Stress management:

Causes Of Stress In Project Management

Imaging the project deadline is 2 weeks away and there are still some
critical issues to be resolved. To make it worse, one of your key team
members has been hospitalized. Customer is unhappy and
management is requesting for a daily review. The source of stress in
Project Management can be many and varied. Some common sources
are listed below:

1. Unrealistic timeline
2. Working in a matrix system which PM does not have the full
control of the resources
3. Lack of resources – human and/or equipment
4. Proliferation of virtual teams and cross cultural influences
5. Inter-group conflict in organization
6. Project environment
And the list goes on.

Stress Management Techniques

Project Manager must first acknowledge or recognize that he or she is

being under stress and then develop self-discipline before proceeding
to learn and practice what are the techniques to manage stress.
Learning to manage stress successfully begins with our willingness to
take an honest look at ourselves.

Many techniques can help to manage stress. There is no-one-size-fits-

all technique and no technique will be able to eliminate stress totally.
Each person must decide what will work best for him or her. A few
techniques should be explored to determine which works best and
once they have found some strategies that work, commitment to
practicing them is the key for managing stress.

I find five interpersonal skills and/or attitudes that help reduce stress
taken from “Tangible Tips for Handling the Endless Stress in Project
Management” by Steven Flannes, Ph.D., Principal, Flannes &
Associates below to be really helpful in managing stress in Project
Management:

1. Detach or dissociate: Consider the team meeting where you are

extremely frustrated by seeing wasted time or the personal
posturing from a team member. To use detachment or
dissociation, allow yourself to mentally “check out” of the
meeting as much as is appropriate, letting your mind wander to
a more pleasant image. Obviously, these approaches are used
selectively and discretely.
2. Monitor “what if?” thinking: In the middle of a stressful event,
it is natural to engage in “what if thinking,” asking ourselves
“What if we’d only done this in the past, then we might not be in
this crisis right now?” As is evident, this form of “what if” thinking
involves a focus that is not present oriented. An alternative to
this form of thinking is to focus very much in the present, such
as posing this question to yourself: “It’s Thursday at 3:17 PM, I’ve
 just received bad news about the project. What can I do in the
next hour to take a small step towards improving the situation?”
3. Develop potent conflict resolution skills: We add stress to our
work lives by either under reacting to the stressful situation
(avoiding or denying it) or over reacting to the stressful situation
(coming on too strong). Both approaches increase our stress. A
menu of conflict resolution skills (which will help reduce stress) is
found in Flannes and Levin (2005).
4. Know when enough is enough, and stay away from
debating: A natural but often unproductive approach to resolve
a stressful situation is to debate another person about the
wisdom of your point of view. This does not mean you should
not assert your belief, but you should know when to stop, often
when your message has been heard. At this point in the
dialogue, if we continue try to be seen as “right,” we are actually
increasing our stress. It’s better to stop earlier than later; it can
be a matter of diminishing returns to continue to be seen as
“right.”
5. Look for a paradoxical component in the situation: In the
midst of a situation that is legitimately stressful, we may find
ourselves taking ourselves, or the situation, too seriously.
Cognitive behavioral psychologists would say that we are
engaging in “catastrophizing” behavior, in which we take a
singular, negative event, cognitively “run with it,” and then find
ourselves believing, for example, that the entire project is
probably doomed because of this one serious problem. An
antidote to this is to find a paradoxical cognition that you can
hold onto, something that will put your stress and worries in
perspective.
Health and safety:

It is in everyone's interest to have a high standard of health and safety for all projects.
The project engineer or manager is typically liable for health and safety recording, or
tracking. They may or may not be the workplace health and safety officer. There are
usually targets/requirements to be met throughout the project. Often appreciation is
there for achieving goals and targets with zero health and safety incidents. 
There are many tracking all recording tools available. improvements always required.
Weekly meetings or monthly meetings, should be conducted reporting on any
incidents or potential incidents that may occur on this project. it's at that meeting that
any enhancements are also tabled., and discussed. because the project manager, you're
searching for all style team, construction team, delivery of the project in a safe and
orderly manner. 

Right or wrong, any accident that happens beneath your management (your project
management) may be a reflection on your project management skills. it's then up to
you to correct, manage the method of the incident and have it corrected as presently as
possible. This ability can facilitate dissipate any misconceptions concerning your
project management skills. That is the Importance of health and safety in project
management!

smart project managers implement healthiness and safety guidelines and methodology
well before the project has started, and ensures they're adhered to, usually by way of a
"work Place Health and Safety Officer" Health and safety management is a
specialized field, that sometimes requires further training.

The level of training requirements differs greatly depending on which country you are
operating in, and the level of supervision you are willing to oversee. Either way, you
look at it, Safety is everyone's business, and we all have the right to travel range in
precisely the same method we have a tendency to arrive. though this article is written
for project managers or engineers, it will be applied to multiple industries.
Some ethical and Professional concerns:

https://www.c-sharpcorner.com/article/issues-in-professional-ethics-in-software-project-
management/
team organizations and structure:

organization structure for project management:

https://www.itechgurus.org/blog/organization-structure-of-project-management/16

https://www.greycampus.com/blog/project-management/common-types-of-organizational-
structures-in-project-management
leadership styles:

https://www.indeed.com/career-advice/career-development/project-management-leadership-
styles
module 2: project planning and evaluation:

step wise planning:

Step 0: Select Project

Step 1: Identify project scope and objectives

Step 1.1 : Identify objectives and practical measures
of the effectiveness in meeting those objectives
Step 1.2 : Establish  a project authority
Step 1.3 : Stakeholder analysis - identify all
stakeholders in the project and their interests.
Step 1.4 : Modify objectives in the light of stakeholder
analysis.
Step 1.5 : Establish methods of communication with
all parties.

Step 2 : Identify project infrastructure

Step 2.2 : Identify installation standard and
procedures
Step 2.3 : Identify project team organization

Step 3 : Analyse project characteristics

Step 3.1 : Distinguish the project as either objectives-
or product-driven.
Step 3.2 : Analyse other project characteristics
Step 3.3 : Identify high-level project risks
Step 3.4 : Take into account use requirements
concerning implementation
Step 3.5 : Select development methodology and life-
cycle approach
Step 3.6 : Review overall resource estimates

Step 4 : Identify project products and activities

Step 4.1 : Identify and describe project products
Step 4.2 : Document generic product flows
Step 4.3 : Recognize product instances
Step 4.4 : Produce ideal activity network
Step 4.5 : Modify the ideal to take into account need
for stages and checkpoints

Step 5 : Estimate effort for each activity

Step 5.1 : Carry out bottom-up estimates
              - distinguish carefully between effort and
elapsed time
Step 5.2 : Revise plan to create ontrollable activities 
              - breakup very long activities into a series of
smaller ones
              - bundle up very short activities

Step 6 : Identify activity risks

Step 6.1 : Identify and quantify activity based risks 
              - damage if risk occurs
              - likelihood if risk occuring
Step 6.2 : Plan risk reduction and contingency
measures
              - risk reduction : activity to stop risk occuring
              - contingency : action if risk does occurs
Step 6.3 : Adjust overall plans and estimates to take
account of risks

Step 7 : Allocate resources

Step 7.1 : Identify and allocate resources
Step 7.2 : Revise plans and estimates to take into
account resource constraints

Step 8 : Review/ Publicize plans

Step 8.1 : Review quality aspects of the project plan
Step 8.2 : Documentr plans and obtain agreement

Step 9 and 10 : Execute plan. Lower levels of planning

Prince2:

https://www.openproject.org/blog/prince2-with-openproject/

sPrince2 stands for Project IN Controlled Environments. It is a spm methodology. It consists of 7

principles, 7 themes and 7stages:

7 principles:

Business justification

Learn from experience

Roles and responsibilities

Manage by steps

Manage by exception

Focus on the product

Tailor to suit the project

7 themes:

Progress

Change

Plan

Risks

Quality

Organization

Business case

7stages:

Starting a project

Initiating a project

Directing a project

Controlling a stage

Managing product delivery

Managing stage boundaries

Closing up a project
Pmbok:

What Is PMBOK in Project

Management?
PMBOK stands for Project Management Body of Knowledge, and it is the
entire collection of processes, best practices, terminologies, and guidelines
that are accepted as standard within the project management industry.
PMBOK is considered valuable for companies as it helps them standardize
practices across various departments, tailor processes to suit specific needs,
and prevent project failures. 

What is the PMBOK methodology?

PMBOK is technically not a methodology but rather an industry framework
that incorporates best practices in project management. It is often
associated with the waterfall methodology, which aligns project stages in a
sequential approach, but it is also compatible with newer methodologies
such as Agile. The PMI does not advocate for any particular methodology
as the processes of PMBOK can be tailored to suit a variety of project
management situations — managers select what they need for their
respective companies, teams, and projects.
Project Evaluation – cost benefit analysis:

Cost-Benefit Analysis in Project Management

In project management, a cost-benefit analysis is used to evaluate the cost versus

the benefits in your project proposal and business case.

There’s a list of every project expense and what the expected benefits will be after
successfully executing the project. From that, you can calculate the cost-benefit
ratio (CBR), return on investment (ROI), internal rate of return (IRR), net present
value (NPV) and the payback period (PBP).

if the cost is 50 percent of the benefits and the payback period is not more than a
year, then the action is worth taking.

The Purpose of Cost-Benefit Analysis

The purpose of cost-benefit analysis in project management is to have a systemic

approach to figure out the pluses and minuses of various paths through a project,
including transactions, tasks, business requirements and investments. The cost-
benefit analysis gives you options, and it offers the best approach to achieve your
goal while saving on investment.

There are two main purposes in using CBA:

1. To determine if the project business case is sound, justifiable

and feasible by figuring out if its benefits outweigh costs.

2. To offer a baseline for comparing projects by determining

which project’s benefits are greater than its costs.

How to Do a Cost-Benefit Analysis

Let’s go through this checklist to learn how to do a cost-benefit analysis:

1. What Are the Goals and Objectives of the Project?

Create a business case for your project and state its goals and objectives.

2. What Are the Alternatives?

Before you can know if the project is right, you need to compare it to similar past
projects to see which is the best path forward. You can quickly check their success
metrics such as their return on investment, internal rate of return, payback period
and benefit-cost ratio.

3. Who Are the Stakeholders?

List all stakeholders in the project. They’re the ones affected by the costs and
benefits. Describe which of them are decision-makers.

4. How Will You Measure Costs and Benefits?

You need to decide on the metrics you’ll use to measure all costs and benefits.
Some of them will have a dollar value, while others will need other metrics. Also,
how will you be reporting on those metrics?

The process can be greatly improved with project management

software. ProjectManager has one-click reporting that lets you can create eight
different project reports. Get data on project status, variance and more. Reports can
be easily shared as PDFs or printed out for stakeholders. Filter any report to
display only the data you need at the time.

5. What Is the Outcome of Costs and Benefits?

Look over what the costs and benefits of the project are, assign them a monetary
value and map them over a relevant time period. It’s important to understand that
CBA estimates the monetary value of present and future costs and benefits.
6. What Is the Common Currency?

As mentioned in the last step, you can’t compare the current monetary value of
costs and benefits with future rates. That’s why you’ll have to calculate the time
value of money, discount rate, and the net present value of cash flows.

However, in some cases, the benefits of a project are not measurable in monetary
value. If you find yourself in that position, you should do a cost-effectiveness
analysis.

7. What Is the Discount Rate?

The discount rate is used to calculate the present value of the future cash flows
coming in or out of your project.

8. What Is the Net Present Value of the Project?

The net present value of a project is a measurement of profit that is calculated by

subtracting the present values of cash outflows from the present values of cash
inflows over a period of time.

9. What Is the Sensitivity Analysis?

A sensitivity analysis is a probability method used in management and business to

determine how uncertainty affects your decisions, costs and profits.
In a project management CBA, sensitivity analysis is used to determine the benefit-
cost ratio of probable scenarios. You can use Excel or more specialized software to
do sensitivity analyses.

10. What Do You Do Once Your CBA Is Complete?

The final step after collecting all this data is to make the choice that is
recommended by the CBA, which is the one with the highest benefit-cost ratio.
Cost-Benefit Analysis Example

Now let’s put that theory into practice. For our cost-benefit analysis example, we’ll
do an assessment of a project that involves delivering a product as its main goal.

Costs
 Direct costs: These are all the costs that are directly related to
the manufacturing of the product. Such as materials,
equipment, labor, etc.

 Indirect costs: Other expenses that are not directly related to

the product such as rent, utilities, or transportation costs.

 Intangible costs: Any other costs that can’t be quantified,

such as the brand damage if the market doesn’t respond
positively to the product.

 Opportunity costs: The loss of opportunities that occurs

when a decision is made instead of another. For example, you
could have chosen to manufacture a product that could have
been more profitable than the one you chose to make.

 Costs of potential risks: Any project is susceptible to a

variety of risks. You should always consider that you might
have unexpected costs at some point.
Benefits
 Direct Benefits: The measurable benefits in monetary value
that you get from the project. In this case, the revenue, sales
and profit obtained from your product.

 Indirect Benefits: Benefits that you can perceive but not

necessarily measure such as increased brand awareness.
Cash flow forecasting:

Cash flow is the movement of the money in and out of an organisation. It

involves the expenditure and income of an organisation.
Cash Flow Forecasting:
In simple words, it is the estimation of the cash flow over a period of time. It
is important to do cash flow forecasting in order to ensure that the project
has sufficient funds to survive. It gives an estimation that when income and
expenditure will take place during the software project’s life cycle. It must be
done time to time especially for start-ups and small enterprises. However, if
the cash flow of the business is more stable then forecasting cash flow
weekly or monthly is enough.

Cash flow is of two types:

Positive Cash Flow:

If an organisation expects to receive income more than it spends
then it is said to have a positive cash flow and the company will
never go low on funds for the software project’s completion.
 Negative Cash Flow:
If an organisation expects to receive income less than it spends
then it is said to have a negative cash flow and the company will go
low on funds for the software project’s completion in future.
Importance of Cash Flow Forecasting:
 It allows the management to plan the expenditures based upon the
income in future.
 It helps the organization to analyse its expenditures and incomes.
 Makes sure that the company can afford to pay the employees and
suppliers.
 Helps in financial planning.
Cost – benefit evaluation techniques:

The common methods for Cost-Benefit

Evaluation are:-

1. Payback Method
2. Present Value Method
3. Net Present Method
4. Net Benefit Method
5. Break Even Method
6. Cash Flow Analysis

1. Payback Method

Payback analysis defines the time required to recover the money spent on
a project.

Formula

Payback Time=Overall cost outlay/ Annual cash return+ installation period.

 

2. Present Value Method

The present value method compared the present value to future values by
considering the time value of invested money. The present value analysis
determines how much money it is worthwhile investing now, in order to
receive a given return in some year’s time.
 

Formula

P=F/(1+r/100)

Where P is the present value

F is the future value

r is the rate of interest

n is the number of years

 

3. Net Present Value Method

This method takes into consideration the time value of money & attempts to
calculate the return on investment by introducing the factor of the time
element.

The net present values of all inflows& outflows of cash occurring during the
entire life of the project are determined separately for each year by
discounting these flows by the firm’s cost of capital.
 

4. Net Benefit Method

In this method, the net benefit is calculated by subtracting the total

estimated cost from the total estimated benefit.

5. Break Even Method

In the Break-Even Method, the costs of current & new systems are
compared to find the time when both are equal. This point is called a break-
even point. The breakeven point is the time at which the cost of the new
system equals the cost of the current one.

6. Cash Flow Analysis

Cash flow is a procedure designed to keep track of accumulated saving

and expenditure on a regular basis. In cash flow analysis method, projected
expenditure& costs are identified & totaled. The difference between the
incoming savings& outgoing expenses is the cash flow.
Selection of an appropriate life cycle model:

https://www.geeksforgeeks.org/selection-process-parameters-for-a-software-life-cycle-model/

sdlc:

https://www.javatpoint.com/software-engineering-software-development-life-cycle

types of sdlc models:

https://www.javatpoint.com/software-engineering-sdlc-models
effort estimation:

https://www.wrike.com/project-management-guide/faq/what-is-effort-estimation/
contract management:

Contract Management, as name suggests, is a management that mainly

focuses on management of contract between two or many parties and to
ensure that all parties meet their respective objectives more effectively and
efficiently.  It mainly focuses on management of contract between two
companies, parties, or organizations. Its main goal is to achieve mutual
satisfaction among parties or organizations or companies whose objectives are
not same but are closely linked. Contract usually binds two different business
entities but if there are more than two entities then there are separate sub-
contracts. It involves various processes such as managing contracts,
deliverables, guidelines, deadlines, execution, analysis. It mainly focuses on
economic of project and manage claims and dispute against contract. Its key
objective is to create value for organization. Various contract management
software’s are PandaDoc, Concord, Corridor, SAP Ariba, etc.
Module 3: activity scheduling and risk management:

Activity planning:

https://www.javatpoint.com/software-project-management-activities
Critical Path method (CPM):

Critical Path Method (CPM) is a method used in project planning, generally

for project scheduling for the on-time completion of the project. It actually
helps in the determination of the earliest time by which the whole project can
be completed. There are two main concepts in this method namely critical
task and critical path. Critical task is the task/activity which can’t be delayed
otherwise the completion of the whole project will be delayed. It must be
completed on-time before starting the other dependent tasks.
Critical path is a sequence of critical tasks/activities and is the largest path in
the project network. It gives us the minimum time which is required to
complete the whole project. The activities in the critical path are known as
critical activities and if these activities are delayed then the completion of the
whole project is also delayed.

Steps: activity specification, activity sequence establishment, network

diagram, critical path identification, critical path diagram to show project
progress.
Key Steps in Critical Path Method
Let's have a look at how critical path method is used in practice. The process of using critical
path method in project planning phase has six steps.
Step 1: Activity specification
You can use the Work Breakdown Structure (WBS) to identify the activities involved in the
project. This is the main input for the critical path method.
In activity specification, only the higher-level activities are selected for critical path method.
When detailed activities are used, the critical path method may become too complex to
manage and maintain.
Step 2: Activity sequence establishment
In this step, the correct activity sequence is established. For that, you need to ask three
questions for each task of your list.
 Which tasks should take place before this task happens.
 Which tasks should be completed at the same time as this task.
 Which tasks should happen immediately after this task.
Step 3: Network diagram
Once the activity sequence is correctly identified, the network diagram can be drawn (refer to
the sample diagram above).
Although the early diagrams were drawn on paper, there are a number of computer softwares,
such as Primavera, for this purpose nowadays.
Step 4: Estimates for each activity
This could be a direct input from the WBS based estimation sheet. Most of the companies use
3-point estimation method or COCOMO based (function points based) estimation methods
for tasks estimation.
You can use such estimation information for this step of the process.
Step 5: Identification of the critical path
For this, you need to determine four parameters of each activity of the network.
 Earliest start time (ES) - The earliest time an activity can start once the
previous dependent activities are over.
 Earliest finish time (EF) - ES + activity duration.
 Latest finish time (LF) - The latest time an activity can finish without delaying
the project.
 Latest start time (LS) - LF - activity duration.
The float time for an activity is the time between the earliest (ES) and the latest (LS) start
time or between the earliest (EF) and latest (LF) finish times.
During the float time, an activity can be delayed without delaying the project finish date.
The critical path is the longest path of the network diagram. The activities in the critical path
have an effect on the deadline of the project. If an activity of this path is delayed, the project
will be delayed.
In case if the project management needs to accelerate the project, the times for critical path
activities should be reduced.
Step 6: Critical path diagram to show project progresses
Critical path diagram is a live artefact. Therefore, this diagram should be updated with actual
values once the task is completed.
This gives more realistic figure for the deadline and the project management can know
whether they are on track regarding the deliverables.
Advantages of Critical Path Method (CPM):
It has the following advantages:
1. It figures out the activities which can run parallel to each other.
2. It helps the project manager in identifying the most critical elements
of the project.
3. It gives a practical and disciplined base which helps in determining
how to reach the objectives.
4. CPM is effective in new project management.
5. CPM can strengthen a team perception if it is applied properly.
6. CPM provides demonstration of dependencies which helps in the
scheduling of individual activities.
7. It shows the activities and their outcomes as a network diagram.
8. It gives a fair and concise procedure of documenting of project.
9. It helps in determining the slack time.
 10. An explicit and clear approach of communicating project plans,
schedules, time and cost performance is developed.
11. It is extensively used in industry.
12. It helps in optimization by determining the project duration.
Disadvantages of Critical Path Method (CPM):
It has the following disadvantages:
1. The scheduling of personnel is not handled by the CPM.
2. In CPM, it is difficult to estimate the completion time of an activity.
3. The critical path is not always clear in CPM.
4. For bigger projects, CPM networks can be complicated too.
5. It also does not handle the scheduling of the resource allocation.
6. In CPM, critical path needs to be calculated precisely.
Project Evaluation and Review Technique (PERT):

https://www.productplan.com/glossary/pert-chart/

https://www.geeksforgeeks.org/project-evaluation-and-review-technique-pert/

https://www.techtarget.com/searchsoftwarequality/definition/PERT-chart
sequencing and scheduling activities:

https://hmhub.in/scheduling-and-sequencing/#:~:text=Sequencing%20is%20the%20order%20of,the
%20manufacturing%20time%20and%20cost.
network diagrams:

https://www.wrike.com/project-management-guide/faq/what-is-a-network-diagram-in-project-
management/

https://www.projectmanager.com/blog/network-diagrams-free-tools

https://www.projectmanager.com/blog/arrow-diagrams-activity-on-node-activity-on-arrow
risk management – risk identification and prioritization

"risk" is a problem that could cause some loss or threaten the progress of the project, but
which has not happened yet.

Risk identification:

The project organizer needs to anticipate the risk in the project as early as possible
so that the impact of risk can be reduced by making effective risk management
planning.

Identifying risk is one of most important or essential and initial steps in risk

management process.
By chance, if failure occurs in identifying any specific or particular risk, then
all other steps that are involved in risk management will not be implemented
for that particular risk.
For identifying risk, project team should review scope of program, estimate
cost, schedule, etc.
To manage risk, project team or organization are needed to know about what
risks it faces, and then to evaluate them.
It basically includes generating or creating comprehensive list of threats and
opportunities that are based on events that can enhance or degrade,
successful achievement of objectives.

Other important benefits of risk identification include:

 Creates a safe and secure work environment for all staff and customers.
 Increases the stability of business operations while also decreasing legal liability.
 Provides protection from events that are detrimental to both the company & the
environment.
 Protects all involved people and assets from potential harm.
 Helps establish the organization’s insurance needs to save on unnecessary premiums.

Types of risk:

https://www.geeksforgeeks.org/different-types-of-risks-in-software-project-development/

Many methods are used for identifying risks, some are mentioned below.
 Brainstorming with project team
 Document Analysis and historical diagrams
 Evaluation of risk lists and lessons learned from similar projects
 Risk Checklists with risk categories and risks
Risk identification methods:

https://www.geeksforgeeks.org/methods-for-identifying-risks/

https://www.geeksforgeeks.org/risk-management-steps-in-software-engineering/

https://www.projectmanager.com/blog/risk-management-process-steps
Resource Allocation:

Resource allocation is the process of assigning and scheduling available

resources in the most effective and economical way possible. Projects will
always need resources but they can often be scarce. The task, therefore, lies
with the project manager to determine the proper timing and allocation of
those resources within the project schedule.

Nature of resources, identifying resource requirements:

https://ggn.dronacharya.info/ITDept/Downloads/QuestionBank/Odd/VIIsem/SPM/Section-C/
SPM_6.pdf

publishing the resource schedule:

https://www.float.com/resources/resource-scheduling-in-project-management/

cost scheduling:

https://www.geeksforgeeks.org/cost-and-schedule-estimating-process/

resource levelling:

https://www.tutorialspoint.com/management_concepts/resource_leveling.htm
module 4: monitoring and control

https://www.srividyaengg.ac.in/coursematerial/CSE/104834.pdf

creating the framework:

https://www.gristprojectmanagement.us/software-2/creating-the-framework.html

collecting data :

https://www.gristprojectmanagement.us/software-2/collecting-the-data.html

review:

https://www.geeksforgeeks.org/software-engineering-software-review/

reporting:

https://kissflow.com/project/project-management-report/

feedback:

https://www.gitkraken.com/blog/feedback-loops-agile-development

visualizing progress:

https://citizenchoice.in/course/software-project-management/Chapter%204/3-visualizing-progress

cost management:

https://www.ecosys.net/knowledge/project-cost-management/

earned value analysis:

https://www.edureka.co/blog/earned_value_analysis_in_project-management/

https://www.geeksforgeeks.org/earned-value-management-evm/

prioritizing monitoring:

https://www.gristprojectmanagement.us/software-2/prioritizing-monitoring.html

more questions:

https://www.srividyaengg.ac.in/questionbank/CSE/QB104831.pdf

https://www.srividyaengg.ac.in/questionbank/CSE/QB104832.pd
module 5: project closure and quality management:

project closure:

What Is Project Closure?

Project closure is the critical last phase in the project management lifecycle. During
project closure, the team reviews the deliverables, then compares and tests its
quality to the intended project outcome. Then they share the deliverables with the
project’s client. 

Reason for project closure:

Common Reasons for project Termination:

1. Low profitability and or lowered market potential

2. Competing projects become a higher priority
3. Severe delays to schedule
4. Change of market needs
5. Technical issues that can not be resolved
6. Low profitability and or lowered market potential
7. Increase in damaging cost
8. High uncertainty of technical success or commercial gain

Project Closure Process

Take these steps during each phase of closing a project. By following this quick and
easy guide to project closure steps and related activities, you’re building a stronger
future for yourself, your team, and your organization.
Technical Phase
The technical phase, while a bit on a bureaucratic side, creates a true sense of
finality (and success) among the team and for the organization. A great project
lifecycle enables you to do the following:

 Tie Up Loose Ends: Make sure everything is in order (e.g., all vendors and workers
are properly paid) and paperwork is complete.
 Show Appreciation for Supporting Departments: Give a hearty thanks to
everyone who helped with the project. Report back on the successful closure of the
project. For example, send a note saying you appreciated the space and resources
allocated for this work and you’ve left it in good shape for the next team.
 Hold a Project Outcomes Meeting: Gather upper-level managers and supervisors
and thank them for giving the project the green light. Use this time to report on the
deliverables and summarize lessons learned, emphasizing the foundation laid for
future successes for the organization as a result. 
 Create a Repository of Digital Project Resources: Make these materials available
for future reference. If questions come up about this project or if a future project
manager seeks to learn from your processes and successes, these documents will
help.
Learning Phase
We want all projects to be both challenging and manageable, but sometimes not
everything goes as planned. Occasionally you encounter a glitch along the way. No
matter what happens during a project’s lifecycle, learning is always present. The
learning phase of project closure is time dedicated to team reflection on what you’ve
done, how you’ve done it, and what you’ve learned now that the project is complete. 

There are multiple ways to focus project closure on learning and growth, both for the
organization as a whole and for individual team members. Doing so will likely lead to
greater satisfaction and meaning associated with doing project work. 

The learning phase of project closure enables you to:

 Dedicate Time for Team Reflection: Consider what you’ve done, how you’ve done
it, and what you’ve learned now that the project is complete. 
 Document Lessons Learned: The learning phase brings lessons learned to the
forefront and documents them for the benefit of your team today and for future
reference when you or a colleague initiates a new project. 
 Respond to Questions about the Current Project: Now is the time to document
organizational and project memory that’s accessible to all relevant parties. One way
to ensure you’ve addressed all issues is to respond to questions about the current
project, then making that information accessible to all relevant parties.
 Facilitate Discussion and Reflection in a Team Setting: The learning phase, just
like the other phases, mostly involves holding team discussions about the project.
Learning that takes place as a result of a team project helps to feed organizational
success. Just as important, the project can inform individual team members’
professional development and sense of mission. Now is the time to ask: 

o Has the team member learned something specific about their interests and
talents and, therefore, their career goals? 

o Have you as project manager identified a special contribution of a team

member that you’d like to highlight during a one-on-one meeting rather than in
a team setting?

People Phase
Take the time to commemorate what you’ve accomplished as a team. You’ve come
to know the team well and have a good sense of the team’s personality. Make the
most of the camaraderie you’ve developed to celebrate in a way that’s right for your
team within your organization. 

Remember, the team made the project deliverables possible, and recognizing those
efforts and the need for emotional closure will leave everyone feeling good and
ready to move on, whatever comes next. Depending on the context, it may be
appropriate to invite the upper-level supervisor who gave the green light for the
project to participate, too. 

Each project closure phase helps to create an organizational culture of appreciation,

gratitude, and accomplishment. Take the time to do this right, in ways meaningful to
your specific circumstances, and you’ve set the stage not just to move on but also to
take a step forward.
Performing a financial closure:

Project closure report:

https://study.com/academy/lesson/project-closure-report-definition-contents.html

software quality:

https://www.javatpoint.com/software-engineering-software-quality

software quality models:

http://softwareindustries-ifour.blogspot.com/2016/04/types-of-software-quality-models.html

product and process metrics:

https://www.javatpoint.com/software-engineering-software-metrics

product vs project quality management:

https://www.gristprojectmanagement.us/software-2/product-versus-process-quality-
management.html

process capability models:

https://www.geeksforgeeks.org/software-engineering-capability-maturity-model-cmm/

Techniques to Help Enhance Software Quality

https://www.browserstack.com/guide/how-to-improve-software-quality

Software Quality Control and Quality Assurance:

https://www.geeksforgeeks.org/differences-between-quality-assurance-and-quality-control/

Quality Standards:

https://www.geeksforgeeks.org/iso-standards-in-software-engineering/

software quality management:

What is Software Quality Management?

Software Quality Management ensures that the required level of quality is achieved by
submitting improvements to the product development process. SQA aims to develop a culture
within the team and it is seen as everyone's responsibility.
Software Quality management should be independent of project management to ensure
independence of cost and schedule adherences. It directly affects the process quality and
indirectly affects the product quality.
Activities of Software Quality Management:
 Quality Assurance - QA aims at developing Organizational procedures and
standards for quality at Organizational level.
 Quality Planning - Select applicable procedures and standards for a particular
project and modify as required to develop a quality plan.
 Quality Control - Ensure that best practices and standards are followed by the
software development team to produce quality products.

Iso 9126:

https://www.geeksforgeeks.org/iso-iec-9126-in-software-engineering/

You’ve been asked to build software to support a low-cost video editing system. The system accepts
digital video as input, stores the video on disk, and then allows the user to do a wide range of edits to
the digitized video. The result can then be output to DVD or other media. Do a small amount of research
on systems of this type and then make a list of technology risks that you would face as you begin a
project of this type.

Answer:

The following activities are to be done in a low cost video editing system:

1. It should accept a digital video as input.

2. It should store the video on disk.

3. It should allow the users to do changes.

4. It should store the modified video in DVD or any other media.

Following are some of the technology risks associated in developing a low cost video editing system:

1. Need to consider various formats of the digital video. The formats keep changing rapidly.

2. Need to consider various compression algorithms. There is a frequent change in the compression
algorithms.

3. Need to consider frequent changes in processing power and bus architectures.

4. Need to consider various modes of uploading or inputting the digital video. The modes of inputting
the digital video changes from time to time (via internet, direct from camera, direct from mobile, from
LAN, from analog tape, etc.).

5. Need to consider various media for storing the modified video (DVD, camera, mobile etc.).

Case tools:

https://www.tutorialspoint.com/software_engineering/case_tools_overview.htm