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Name: Registration No: Learning Centre: Learning Centre Code: Course: Applications (BCA) Subject: Semester: Module No: Date of Submission: Marks Awarded:

Bhawani Pratap Singh 520840181 Atmark Infotech 01669 Bachelor of Computer BC0053 Software Project Management & Quality Assurance 5th Semester I 20 November 2010

Signature of Signature of Coordinator Evaluator

Signature of Centre head

August 2010 Bachelor of Computer Application (BCA) Semester 5 BC0054 Software project Management & Quality Assurance 4 Credits
(Book ID: B0958)

Assignment Set 1 (60 Marks)

1. Explain the difference between light-weighted matrix organization and heavy-weighted matrix organization.

Answer: Organizational structure depends on the product to be developed. Wheelwright and Clark define a continuum of organizational structures between two extremes, functional organizations and project organizations. Functional organizations are organized according to technological disciplines. Senior functional managers are responsible for allocating resources. The responsibility for the total product is not allocated to a single person. Coordination occurs through rules and procedures, detailed specifications, shared traditions among engineers and meetings (ad hoc and structured). Products that need a high level of specialized knowledge require a functionally organized structure. There are two types of matrix organizations

3 A light-weighted matrix organization remains functional and the level of specialization is comparable to that found in the functional mode. What is different is the addition of a product manager who coordinates the product creation activities through liaison representatives from each function. Their main tasks are: to collect information, to solve conflicts and to facilitate achievement of overall project objectives. Their status and influence are less as compared to functional managers, because they have no direct access to working-level people. A heavy-weighted matrix organization exists of a matrix with dominant the project structure and underlying the functional departments. The product manager has a broader responsibility. Manufacturing, marketing and concept development are included. The status and influence of the product manager, who is usually a senior, is the same or higher as compared to the functional manager because they dont have direct access to working-level people. A project organization exists of product oriented flows: project and teams. The project members leave their functional department and devote all their time to the project. They share the same location. The professionals are less specialized and have broader tasks, skills and responsibilities. The functional manager is responsible for the personnel development and the more detailed technology research in the functional groups. Companies can be classified to their organizational structures. Another variable companies can be classified to is the nature of the projects undertaken. We characterize projects by the number of employees needed to perform the tasks, or workload, and the number of tasks that are fundamentally different in nature. An example of the latter aspect is PCB development and structural design. Another way to classify organization structure is by one of the following four categories: I. The product to be developed is comprehensible for one person. One person is likely to have all the knowledge needed to develop Manufacturing and Assembly. The development departments in companies that undertake these kinds of projects are usually very small. If a company consists of more than one department, it is usually structured as a functional organization. The product to be developed has a fairly low complexity, but total work is high. These kinds of products are likely to be developed within one

II.

4 functional department. A research department may also be an example of a department in which type II projects are undertaken. If more departments involved, then the light weighted matrix structure is preferable. Employees are involved on a full-time basis. Tasks may be performed concurrently. The product to be developed consists of a lot of different elements, such as software, PCB, power supply and mechanical structure. The product is however in the engineering phase, i.e. it is clear what needs to be done to get the product into production. Various disciplines perform their own tasks. These tasks have mostly a low workload. Employees cannot work full-time on one project. This creates a complex situation that may be compared to a job shop situation in production logistics. Though the comparison between manufacturing and product development is not accepted by all product development managers, it may yield good results. Studying each step in the Product Development Process and fluctuations in workloads reveals ways to reduce variation and eliminate bottlenecks. It is necessary to view the Product Development Process as a process and not as a list of projects. Three important findings regarding this are: 1. 2. Projects get done faster if the organization takes on fewer at a time. Investments to relieve bottlenecks yield disproportionately large time-to-market benefits. 3. Eliminating unnecessary variation in workloads and work processes eliminates distractions and delays, thereby freeing up the organization to focus on the creative parts of the task. IV. The product is complex. Total work is high. Employees can thus participate on a full-time basis. A project organization is the most appropriate organizational structure for these kinds of products.
2. What is project management? Explain various activities involved in project management

III.

Answer: Project management is the disciple of organizing and managing resources in such a way that these resources deliver all the work required to complete a project within the defined scope, time and cost constraints. A project is a temporary and one-time endeavor undertaken to create a unique product or service that brings about beneficial change or added value. This property of being a temporary and one time undertaking contrasts with processes or operations, which are permanent or semi permanent ongoing functional work to create the same product or service again and again. The management of these two systems is often very

5 different and requires varying technical skills and philosophy, hence requiring the development of project management. Some definitions of project management are Project management is the application of knowledge, skills, tools and techniques to project activities to meet the project requirements by Project Management Institute PMI. Project management is the complete set of tasks, techniques, tools applied during project execution by Deutsches Institute For Normung. Project management acitivities Planning the work or objectives a manager must decide what objectives are to be achieved, what resources are required to achieve the objectives, how and when the resources are to be acquired and how the objectives are achieved. Assessing and controlling risk also known as risk management, risk is associated with several issues. It can be technical, methodology or financial one. Manager needs to plan from the starting of the project, to handle unexpected occurrence of risk. Estimating resources its another crucial task of the project manager. A resource can be software, hardware, human personnel, capital etc. resource estimation involves the planning of required resources for the given tasks in the given period of time with optimum utilization of these resources. Allocation of resources and assigning tasks this involves identification of task and allocation of required resources to fulfil the given task. Organizing the work organizing involves clear lines of authority and responsibility for groups of activities that achieve the goals of the enterprise.

6 Acquiring human resources (staffing) staffing deals with hiring personnel, which involves recruiting, compensating, developing and promoting employees. Directing activities it involves leading subordinates. The goal of directing is to guide the subordinates and to understand and identify the organizational structure and goals of the enterprise. Controlling project execution consists of measuring and correcting activities to ensure that the goals are achieved. Controlling requires the measurement against plans and taking corrective action when development occurs. Tracking and reporting errors after assigning the tasks to the team members, its essential to track and monitor the work progress. The work progress is documented at regular intervals. Forecasting future trends in the project the project must be designed to facilitate extensibility of new features in the forth coming days. This is very crucial task of designer. Designers should keep this in mind, while designing architecture for the system. Quality management satisfying the customer requirements is called quality. Quality reflects in many ways. It can be through functionality, performance and external factors like portability. So the project manager needs to implement different quality management techniques form the analysis phase itself. Issues solving an issue can be conflict among the team members, sudden increase in the attrition rate of employees, sudden drop in rupee value etc. based on the issues, proper corrective action needs to be taken to ensure the smooth working of the system. Defect prevention a defect is a flaw in the system. It is more serious than an error. A defect occurs because of improper design, poor quality etc. t thorough testing is needed before and after implementation of the product, to avoid the defects.

7 Project closure meet it describes the overall project details. The details can be conveyed through closure reports. Some closure reports are performance reports, testing reports and project completion reports
3. Explain in detail about software project development stages Answer: Different stages of project development process will include

Initiation this stage determines the nature and scope of the development. If this stage is not performed well then it is unlikely that the project will be successful in meeting the businesss needs. The key project control needed her is an understanding of business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them. This stage include a cohesive plan that encompasses the following areas Study analyzing the business needs in measurable goals. Review of the current operations. Conceptual design of the operation of the final product. Equipment requirement. Financial analysis of the costs and benefits including the budget. Select stakeholders, including users and support personnel for the project. Project charter including costs, tasks, deliverables and schedule.

Sometimes project can be dropped during this phase. Planning and design after the initiation stage, the system is designed. Occasionally, a small prototype of the final product is built and tested. Testing is generally performed by a combination of testers and end users and can occur after the prototype is built or concurrently. Controls should

8 be in place that ensures that the final product will meet the specification of the project charter. The results of the design stage should include a product design that Satisfies the project sponsor, end user and business requirements. Functions as it was intended. Can be produced within quality standards. Can be produced within time and budget constraints.

Project implementation against the project plan and project organization structure defined in the previous stages, the project activities are executed, tracked and measured. The project implementation stage not only includes the completion of the planned activities, but also the evaluation of the success, contribution of the effort, continual review and reflection of project status and outstanding issues against project business case. The implementation is basically concerned with development of code and deploying the code. There should be synchronization between the code and design. Tools are available to synchronize both code and design. Once implementation is over, proper testing is required. Testing can be unit testing, performance testing, load testing, integration testing and system testing. Closing and maintenance one of the key success criteria for continuous process improvement involves defining a formal process for ending o project. This includes evaluating the successful aspects of the project as well as identifying opportunities for improvement, identification of project and evaluating the performance of the project team members. Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned. Maintenance is an ongoing process and includes Continuing support of end users. Correction of errors

9 Upgradation of software and hardware etc. Documentation preparation (user manuals).

4. Explain different project planning methods

Answer: The purpose of planning a project is to identify the sequence of activities as per their complexities and dependencies. These plans help us to find any deviations from the actual plan, so that the corrective action may be taken. The sooner the deviations from the plan are detected, the more it is possible to cope up with them. There are several methods available for planning. The popular ones are PERT chart PERT (program evaluation and review technique) is basically a method to analyze the tasks involved in completing a given project, especially the time needed to complete each task and identifying the minimum time needed to complete the total project. A PERT chart is represented with boxes and arrows. Each box represents an activity. The arrows are used to show the dependency of activities on one another. The activity at the head of the arrow cannot start until the activity at the tail is finished. For developing this PERT chart one must first list all the activities required for the completion of the project and estimate how long each will take and then one must determine the dependencies of activities on one another. Salient features of PERT chart It forces and helps the manager to plan. It shows the interrelationship among the tasks in the project. It exposes the critical path and allows us the opportunity to consider the alternative approaches to cope with a potential problem. It allows scheduling and simulation of alternative schedules. 40

Example

10

30

50

20

10 t=1 mo D t=3 mo A t=4 mo B E C t=3 mo F t=3 mo

t=2 mo

Gantt chart Gantt chart is project planning technique used for several purposes, including scheduling, budgeting, resource planning. It was initially developed by Henry L Gantt. A Gantt chart represents the following Graphical representation of a schedule. Clear and easy communication. Resource allocation. Tracking of the schedule. Providing a history of the project.

A Gantt chart helps in scheduling the activities of a project, but it does not help in identifying them. Gantt charts are also used to allocate resources and plan staffing. Gantt charts do not highlight inter-task dependencies, which is a subject matter of PERT chart. PERT chart is better for monitoring the timely progress of activities, while Gantt chart helps in planning utilization of resources.

5. What is cost estimation? Explain different cost Estimation methods.

Answer: Cost engineering is an area of engineering practice concerned with the "application of scientific principles and techniques to problems of cost estimating, cost control, business planning and management science, profitability analysis, project management, and planning and scheduling."

11 Cost estimation models are mathematical algorithms or parametric equations used to estimate the costs of a product or project. The results of the models are typically necessary to obtain approval to proceed, and are factored into business plans, budgets, and other financial planning and tracking mechanisms. These algorithms were originally performed manually but now are almost universally computerized. They may be standardized (available in published texts or purchased commercially) or proprietary, depending on the type of business, product, or project in question. Simple models may use standard spreadsheet products. Models typically function through the input of parameters that describe the attributes of the product or project in question, and possibly physical resource requirements. The model then provides as output various resources requirements in cost and time. Cost modeling practitioners often have the titles of cost estimators, cost engineers, or parametric analysts.
6. What is budgeting? Write any three budgeting techniques.

Answer: A budget (from old French bougette, purse) is generally a list of all planned expenses and revenues. It is a plan for saving and spending. A budget is an important concept in microeconomics, which uses a budget line to illustrate the trade-offs between two or more goods. Here are a number of standard tools which are used in the capital budgeting and investment appraisal process. The merits of each are discussed below: Payback Period This is the simplest of all the tools available. Here one takes an undiscounted cash flow and simply asks, how long does the project take to pay back? The advantages of the tool are that it requires only a simple calculation and is an easy concept to explain to nonfinancially minded managers. The disadvantages are that the tool ignores the profit of the whole life of the project and does not take account of the time value of money. From a ranking perspective, the best project is considered to be the one with the shortest payback period. Net Present Value (NPV) Net present value takes a discounted cash flow for the entire life of a project and then gives a project value, by subtracting

12 the initial investment from the discounted returns. The advantage of the tool is that it takes account of the time value of money for the entire life of the project, in addition NPV also allows for a degree of risk in capital budgeting. On the down side, NPV can be a complex calculation and can be relatively difficult to explain to non-accounting managers. Accounting Rate of Return (ARR) ARR simply asks what rate of return a project generates, as a percentage of the initial amount invested. ARR has an advantage over that of the payback period in that it takes account of the entire life of the project. However, ARR still fails to take account of the time value of money.

Name: Registration No: Learning Centre: Learning Centre Code: Course: Applications (BCA)

Bhawani Pratap Singh 520840181 Atmark Infotech 01669 Bachelor of Computer

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Subject: Semester: Module No: Date of Submission: Marks Awarded:

BC0053 Software Project Management & Quality Assurance 5th Semester II 20 November 2010

Signature of Signature of Coordinator Evaluator

Signature of Centre head

August 2010 Bachelor of Computer Application (BCA) Semester 5 BC0054 Software project Management & Quality Assurance

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4 Credits
(Book ID: B0958)

Assignment Set 2 (60 Marks)

1. Explain the software configuration management process in detail. (10 marks) 2. What is software risk? Explain various factors for risks. (10 marks) 3. What is risk prioritization? Explain risk prioritization techniques ( 10 marks) 4. What are issues involved in software quality assurance? ( 10 marks) 5. What is SQA plan? Briefly explain it. ( 10 marks) What is version control? Explain how it helps to reduce too many changes. (10 Marks)