Software Project Management: Project Managers Approach by Kiran Kumar Dr. Reddi & Dr. G. V.Bhanu Sai Prasad

Author:Kiran Kumar, Dr. Reddi & Dr. G., V.Bhanu Sai Prasad
Language: eng
Format: epub
Publisher: Dr. Reddi Kiran Kumar & Dr. G.V. Bhanu Sai Prasad
Published: 2024-10-05T00:00:00+00:00

Cost: Did the project come in at cost? (How much did we spend?)

Risk: Oftentimes, projects don’t go exactly as planned. Project managers need to know how to collect information, develop trust, and anticipate the modules that are likely to fail. The other two targets are tied to the deliverables of the project:

Functionality: Do project deliverables have the expected capability? (What can they do?)

Quality: Do the deliverables perform as well as promised? (How well can they do it?)

Co-ordination

A software project requires some level of coordination and management. Project coordination is generally informal and is performed by most project team members during the course of performing daily project tasks. Most of the time, Project coordination deals with the things that are not planable and are too minor to be formally planned or, most importantly, with the unexpected.

The meaning of coordination is to ensure that the defined project objectives are met within the constraints of time and budget and with the required level of quality. Multi-dimensional and multi-layered projects need a lot of coordination and communication among the team for any re-organize to minimize dire consequences on projects.

Caution

A caution is a technique part of Project Management that is to be considered when traversing from one phase to another. This is like when the work related to the present phase is completed and moving/shifting to the subsequent phase.

What to Expect?

The project manager needs to be cautious about what to expect from team members and vice versa. Project Manager need to work with team to discuss the sufficiency of resources which is essential in successful completion of the project.

Reasonable deadlines: The project manager must always work on deadlines and be cautious to be reasonable.

Conflict

Conflict in project management is inevitable. The potential for conflict in information systems development projects is usually high because it involves individuals from different backgrounds and orientations working together to complete a complex task. The cause of conflict in team projects can be related to differences in values, attitudes, needs, expectations, perceptions, resources, and personalities. Proper skills in dealing with conflict can assist project managers and other organization members in handling and effectively resolving conflicts, which can lead to a more productive organization.

Ripple effect?

Most of the time, Project manager works on similar types of projects. People, equipment, resources and deliverables are interrelated. These dependencies are to be properly planned or to be considered; if not, a single project delay has a significant ripple effect on related projects by disrupting schedules on related projects. This results in disrupting schedules, causing resource conflicts.

Bottlenecks?

Most projects run with inadequate resources, and projects run in parallel. People are assigned concurrently to different projects at the same time. There comes a high demand for people with specialized expertise and scarce skills. The project manager has to plan accordingly so that the resource conflicts do not cause bottlenecks. Adding a supportive resource with the expert for important modules to ensure the resource conflict does not become a major challenge.

The lesser the ripple effects and bottlenecks, the more the success stories unfold in the multi-dimensional projects.

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