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Home Page > Internet > Internet Marketing > Tasks and Activities of Project Management Software

Tasks and Activities of Project Management Software

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Posted: Dec 15, 2010 |Comments: 0
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Today’s business world is based on proficient software that can make the work easier, faster, controllable and also allows for reusing practical functions and information. Proficient management software refers to the appropriate electronic program that can direct, operate, explore, track and, generally manage the specific activities and tasks of your line of work.

When talking about projects, the management system is even more important due to the provisional and cyclic character a project implies. The common tasks and activities of a web-based project management software refer to planning and scheduling, cost and cash flow, project forecast and trend support program, progress reporting or other typical schedule reports. Looking from a broad perspective, the management system should be focused on tools and services that address in detail all aspects related to cost control (such as cost code of accounts, budgeted cost realized and paid, project cost reports, trend or scope change control, forecasting), schedule control (for example specific work breakdown structure, schedule hierarchy, progress and performance curves, quantity tracking) and, also management reporting and risk management (that may include project calendar, progress reports, historical reports).

Altogether, the key to successful project management consists in a system that provides the appropriate tools (which include or lead to services) for each stage and aspect of work when the moment is right. This means a dynamic project management system that allows for consistent and timely identification of objectives and deliverables as per the work progress and in relation to the overall development and functionality of the project.

However, besides all the above, a main task of project management consists in summarizing and analyzing all project data based on which reports, statistics and forecasts are issued for improving project procedures, processes and methodology. Hence a management system is supposed to encompass all aspects of a project or a business, to synthesize and scrutinize these aspects, develop and correct any sort of practice and actions, monitor the evolution, and, finally record all data.

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We are considering to adapt a software which will allow us to manage the booking of Hotel Cars for Guest duties. Is there any Transport Management software designed for Hotels?
Hi, Can I consider my college graduation project as a part of my project management experience for the PMP applcation ? Thanks, Yamen

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The first and foremost serious cause for software failure is the inability to estimate with accuracy the cost, resources and schedule which are necessary for software projects.

For previous years cost and schedule estimation techniques are been used with mixed feeling because of restrictions of the assessment models. This failure on estimations can be due to lack of software development process understanding and the effect of that particular method used in the concern project plan, schedule and cost estimates.

There are several reasons because of which N number of tools can return to wrong estimate. The first reason can be:

The choice of the right tool of estimation. If the tool is incapable of handling the input then this can come up with the wrong estimate and hence software project failure.

The cost estimation tool should be customizable according to the need of the organization so that it can be customized according to the need of the organization and the past project data.

The cost estimation tool which is been selected should be easy to use and learn which means it should include help and user interface facilities. It should require less training and well defined input. The estimation should be accurate i.e., it should be capable of analyzing the various parameters and come up with accurate cost estimates.

Talking about the other factors risk management is also an important factor for software project failure if it is not managed effectively and timely. The necessary steps should be taken in the present itself to deal with any uncertain situation in the future. Risk management means dealing with a concern before it becomes a crisis.

The first one is risk identification; in this the project manager has to identify the areas of risk and how it can effect the development of the project. Risk can be of technical nature or non technical. Project managers needs to be aware of both the risks.

The next is the risk analysis which is the process of examining the project results and applying the techniques to lower the risk. After the completion of the risk analysis the first identified risks are categorized. At this point the risks are classified as the positive and negative risk.

Then after comes the risk prioritization, this step is to first focus on the most severe risk. These risk factors can worked from time to time so that the final project out come is free of risk. Most of the project management team lacks in risk prioritization which often results in the form of crisis. And lastly comes the risk control which is a pure intuitive process and depends on the experience of project management team.

          Apart from minor (but pertinent) details, the PDP is divided into four major parts, namely: Project Organization, Managerial Process Plans, Technical Process Plans, and Supporting Process Plans. The Project Organization part of the PDP document describes and illustrates the organizational hierarchy of the developing team. The Managerial Process Plan section of the PDP describes how the developing should start and how it will close. Apart from which, this section also tackles the general and specific details of managing resources, budget, staff and schedule. The Technical Process Plan part of the PDP is where the process, methods, tools and techniques in building the system, as well as maintenance and release, are stated. And, the Supporting Process Plan section of the PDP provides general details about configuration management, testing, standards and quality assurance, reviews, issue management, subcontract management and improvement plan. This part is essential because many documents particularly the Test Plan and the Quality Assurance documents base its initial plans, standards and processes.

          The first part of the Project Development Plan document details the purpose, scope and objectives of the project. Of course, the developers of the system must know what they are building, and the limitations and extent of the finished product. The initial section of the PDP also enumerates the list of deliverables of the project like documents and the finished system itself.

          The first major part of the PDP document is the Project Organization. This is where the internal and external organizations are identified, together with their roles and responsibilities. Improper or poorly defined position in the organization causes confusion amongst the members of the developing team regarding each one’s roles and responsibilities; causes some members of the team to slacken around and do nothing, while some have more than enough in their hands; and some members tend to assume the responsibility supposed to be assigned to another team member. Thus, poor staffing or poor Human Resources management might contribute heavily to the project’s total failure.

          The second major part of the PDP document is the Managerial Process Plans.  This is where the specific and general management process for the project appears. While doing this part of the PDP before, I find the contents of this section repetitive especially in the areas of schedule, budget, staffing and resources management. There are certain developers who don’t have to worry about estimating schedule, budget, staffing and resources because the company where they are employed provides them with all the things that they need.  However, there are developers who must do all the estimating and budgeting. Thus, the Start-up Plan (under the Managerial Process Plans) is where all the initial plans of the developers are found. Usually, this plan came about during the pre-Requirements stage. The opposite of the Start-up plan is the Close-out Plan that discusses how the project should end. Work Plan section (under the Managerial Process Plans) is where the specific details of budget, schedule, staffing and resources are found. Also, we can have an early glimpse of the Work Breakdown Structure and the specific work activities. Risk Management Plan (under the Managerial Process Plans) describes the mechanisms used to identify, analyze, build mitigation and contingency plans; and manages the risks possibly found in the project.

          The Technical Process Plans describe the processes used for developing the product or IT services.  The activities in the Work Breakdown Structure follow a guideline in the form of a Software Development Life Cycle Model (i.e. Waterfall Method). If a Life Cycle Model is not determined, sometimes it is difficult to prioritize the activities in the project.

          Lastly, the Supporting Process Plans of the PDP discusses the supporting processes of the project, namely: configuration management, testing, documentation, quality assurance, reviews, issue management (which I find somewhat similar with Risk Management), subcontract management and improvement plan. Configuration management has something to do with the configuration items identified in the project. These configuration items are already named as early as pre-Requirements stage but they are visible for every phase-end or if an item is already declared original and final version. Samples of configuration items are documents. Once changes are made in these items (which normally happens during project-end), a control board analyzes changes prior to acceptance or rejection. The analysis of the control board is one of several activities under Configuration Management. The general guidelines for the Test Plan and the Quality Assurance Plan documents are first planned and described in the Supporting Process Plans of the PDP. Without the initial guidelines, there is a huge possibility that testing and quality assurance activities are taken for granted.

          The Project Development Plan document is very important and essential especially if you’re into software development. Without this document as guide, an IT developer might experience “groping in the dark” in the middle of the project, NO FORMAL GUIDELINES AND STANDARDS established, and there is poor management in areas of budget, staffing, schedule and resources.

P. Lobrin

plobrin@gmail.com

There are too many books about software project management or software engineering which are dry, overly complex and boring, but this book is not one of them. It was a joy to read because their style of writing is clear without being simplistic and the authors describe things in just the right amount of detail. It seems they understand their audience and set out to write in an extremely helpful and practical way. They have certainly achieved this.

Part one of the book covers tools and techniques that can be applied on projects. Project planning, estimation, scheduling, reviews, requirements, design and programming and testing each have their own chapter. Part two is about using project management effectively and has chapters on understanding change, management and leadership, managing an outsourcing project and process improvement.

A clear thread throughout the book is a description of the typical problems software project teams face – inadequate requirements, managing changes, lack of quality assurance at each stage in a project, endless testing and bug-fixing cycles, tensions and misunderstandings between the software engineers and business users. None of these problems are technical in nature, but are organisational and managerial. Stellman & Greene offer practical advice to solve these problems based upon their experience on similar projects.

Stellman & Greene certainly appear to know a lot about problems that face software teams. As early as the introduction they describe the need to overcome chronic problems and this theme is continued throughout the book. For each problem, there is always at least one proposed solution. For example, they describe a common scenario whereby senior managers do not trust the estimates of the technical team, somehow believing that the technical team are deliberately over-estimating in order to give themselves some slack time. Their proposed solution is to involve these managers in the estimation process so they can see the estimates being made in a transparent and systematic fashion. They then go on to describe in detail how to run a Wideband Delphi estimation session and provide examples of templates and documents that can be used during such sessions. They also provide a valuable process script for teams to follow.

Subsequent chapters cover planning, scheduling, reviews, requirements, design and testing. Whilst most of these chapters cover each topic in reasonable detail, the section on design is lacking in detail and provides no description about what kind of design deliverables might be produced nor any detailed description of what these design deliverables might contain. This is in contrast to the requirements chapter which contains process scripts for requirements elicitation and analysis as well as a detailed description of use cases and software requirements specifications documents.

Another nice aspect to the book is the checklists that appear after dealing with one of the main project management or software engineering topics. Checklists are important quality assurance techniques that the authors rightly point out should be used throughout software projects as a way of catching errors early. For example, if a checklist applied to the software requirements specifications catches the fact that a critical requirement is missing or ambiguous, then the error can be corrected during the analysis stage. The authors explain that by catching and fixing errors early, the cost is small compared with the cost of fixing errors found later in a project. Their emphasis on quality assurance techniques being applied throughout the project with examples of checklists to apply is therefore very practical and useful.

The authors might want to reconsider some of the examples they use. They describe the process of refactoring code in order to make it more maintainable and use an example of some Java code which they gradually refactor over several iterations. At the end of this process they say why refactoring would be applicable in situations where code is spaghetti-like. This is fine, except they use an example of very un-spaghetti-like Java code to refactor. By doing this it looks to me that they fall into a common programmers trap of code beautification where programmers spend time from the schedule iteratively improving code that works just fine in order to write the ‘perfect’ code, class or object. I’ve seen this happen on projects where there simply wasn’t the time in the schedule to allow this, and it certainly didn’t bring any additional business benefits to the stakeholders. However this is a minor gripe.

I would have liked to have seen more pages devoted to risk management. Time and again, not managing risks is cited as a reason why projects fail. The authors do describe risk management in a cursory way, yet the book would benefit from a better description of how and why risk management should be done throughout the project, not just in the early stages of project planning.

One thing I thought the book lacked was a detailed look at iterative methods. The implicit assumption throughout is that the software project should follow the waterfall method. I would disagree. There have been some important alternatives to the waterfall method which have been developed over the last 20 years most notably those based upon iterative approaches. The main downfall with the waterfall approach is it’s assumption that everything about requirements is known at the beginning of a project.

Iterative approaches on the other hand assume that requirements will change during the project either because users gain a better understanding of what they need, or because of changes to the business environment. Based upon this assumption, iterative methods are designed to better manage this changing environment. With waterfall approaches, changes in requirements often require the project to revisit earlier stages with a corresponding increase in costs and effort. The authors spend barely a page on the Rational Unified Process (RUP) and the authors should look more closely into how their practical advice and processes might be used on alternative iterative approaches to the waterfall approach.

Finally, I think the book tried to be too broad by appealing to three different groups of people. Firstly, part one is aimed at those involved in a software team (project managers, analysts, programmers and testers). Part two is aimed at consultants hired to improve project management practices and project managers who need to manage software outsourcing projects. The book would have been better had it focused solely on those involved in the software team.

The penultimate chapter dealing with managing an outsourcing project is dealt with in a cursory way almost as if the authors felt they needed to mention it because outsourcing is such a business priority these days. The final chapter dealing with process improvement is also too short to deal effectively with such a large topic. Separate books dealing solely with these issues would have been more appropriate.

Not withstanding these points, this book is an excellent guide for those people involved in software projects, both project managers and technical team members alike. They will find much they can apply directly on their own projects.

I would recommend this book to anyone who works on a software development team because the book has so much practical advice to help people improve their capability to deliver quality software. Come to think of it, I would also recommend it to senior managers of companies who have a negative view of their own software development teams. Perhaps then senior managers might understand why committing resources to process improvement is one of the best investments they can make.

Allowed data structures:
-List (linked or array-based)
-Binary trees
-binary search trees
-Heaps
-Graphs

And also plz give me a reason for your choice… thanks a lot

”
In this project, you are requested to develop a software system to generate course schedules for a new academic semester. You are to implement the system based on the offered Electrical and Computer Engineering courses at the American University of Beirut. Here are the requirements for the system:
•The system will provide students with an electronic survey form to input their courses selection for the coming semester, including the time slot for each course
•Each student will need to use their student ID to login and use the system.
•At any given time, the system should be able to report who entered data (ie who has already completed the survey) for a particular semester.
•At any given time, the system should be able to report who has not completed the survey.
•Upon request by system administrator, the system should be able to send thank you note to all those who have already completed the survey.
•Upon request by system administrator, the system should be able to send reminder email to all those who have not completed the survey.
•The system should be able to report the number of classrooms needed and the room schedules.
•The system should be able to report for each student the new proposed student schedule

You can assume the following constraints
•A classroom has a maximum capacity of 40 students.
•Each course section has a maximum capacity of 40 students.

You should use your knowledge of the data structures and algorithms learned in the ECE 330 course, and justify your design choices. You should keep in mind that many solutions are possible. You should strive to achieve best solution that meets both functional and non-functional requirements. You should expect to possibly go through more than one iteration of typical software engineering cycle: Requirements, Design, Development, Testing, and Release.
Your final report should include the code and documentation that captures: Requirements, Design, Test Plan, and a user’s guide. You project grade will be based on how well and easy the program works and the clarity of the required documentation.

Extra Credit:
The system should be able to take as input available faculty members, their preferred teaching times for the coming semester, and their preferred courses to teach. The system will match faculty desires to student request, and propose the faculty assignments to their classes and their teaching slots. The system would also provide each faculty with their new teaching schedule.
”

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There was enough going on to make a manager want an IV drip of Valium, and expecting to answer to military types about question involving off-color language shouldn't be on that list.>>

which was in response to the question

Q/<>
To Stacy
Thanks.