SPM AND ITS NEED

Project management is the application of knowledge, skills, tools and techniques to project
activities to meet the project requirements.
Software project management is the art and science of planning and leading software projects.
It is a sub-discipline of project management in which software projects are planned,
implemented, monitored and controlled. SP is concerned with activities involved in ensuring
that software is delivered on time and on schedule and in accordance with the reuirements of
the organi!ations developing and procuring the software.
" disciplined project management process is important to an# project. Project managers are
e$pected to deliver results, on time %if not sooner& and on budget. Solid project planning reduces
the risks associated with an# project #ou take on.
'ere are ten reasons wh# we need project management(
!. "ontrol Scope "reep and Manage "hange
Small changes in demands occur on ever# project. )he# come from management, the customer,
#our project team, suppliers, or other stakeholders. Individuall#, the# ma# appear acceptable, but
collectivel# these project demands can add up to a significant project e$pansion %referred to as
*scope creep+& that can overrun #our budget. ,ith project management, if the manager
effectivel# manages the scope of their project, the# have a better than even chance of effectivel#
managing project resources - time, mone#, etc. - and managing change.
#. Deliver Project $esults %n Time and %n &udget
)he project management process starts with a well thought out business case justification that
usuall# includes some t#pe of cost calculation associated with .eturn /n Investment %./I&.
/nce these measures are established, it is up to the project manager to ensure that on-time, on-
budget performance is maintained0 otherwise, the project will never produce the e$pected
results. )hat1s what good project management is all about.
'. (ocus the Project Team on the Solution
)he project team can easil# drift off topic and spend too much time on the wrong tasks. "
good project manager keeps the project team focused b# using a clear and concise project
charter, resolving barriers, or shielding the team from unnecessar# interference.
). %*tain Project &u+,In from Disparate -roups
"s President 2incoln once said, Public sentiment is everything. With it, nothing can fail;
without it, nothing can succeed. " good project manager uses the tools in the initiation phase of
project management to collect user requirements, project constraints, and a feasibilit# stud# to
build a strong business case justification. 3sing input from various sources, the project manager
overcomes dissent and obtains bu#-in b# communicating the project benefits as the different
stakeholder groups see them.
.. Define the "ritical Path to %ptimall+ "omplete +our Project
4ver# project is made up of a series of connected activities, each of which has its own
constraints. )he project manager identifies the critical path of activities - the optimal sequence
of actions that best ensure the project1s successful completion.
/. Provide a Process for Estimating Project $esources0 Time0 and "osts
3sing project management software, previous project e$periences, and a solid project initiation
phase can provide the discipline needed to reduce project estimating errors, increasing the
likelihood that the project will finish on time and on budget.
1. "ommunicate Project Progress0 $is2s0 and "hanges
"s a project progresses, stakeholders must be kept informed of the outcomes, changes, stumbling
blocks, or successes that the project e$periences. Project management creates a
project communication plan to address these communication issues, provide a format, and la#
out a process for e$ecution.
3. Surface and E4plore Project Assumptions
"ll projects are based on assumptions to some e$tent. " good project manager delves into user
requirements, project constraints, and management e$pectations to understand
whatis said and what is not said. .el#ing on too man# unconfirmed assumptions can invalidate a
project schedule or, worse, sink the project.
5. Prepare for 6ne4pected Project Issues
4ver# project runs into unforeseen issues, such as changes in market conditions, and is hit
with random cause variabilit#. 4$perienced project managers plan for the une$pected b# lining
up alternative courses of action.
!7. Document0 Transfer0 and Appl+ 8essons 8earned from 9our Projects
)he last phase of project management focuses on *closing out+ the project. )he project manager
reviews how well each prior phase - project initiation, project planning, project e$ecution, and
project monitoring and control - was performed. "s part of good knowledge management, all
project review notes should be dissected and anal#!ed for patterns, trends, and opportunities for
improvement. )hese *lessons learned+ should be documented and communicated to other
project managers before starting the ne$t project.