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Lecture 04: Project Management Standards — Transcript

by NPTEL IIT Kharagpur · 2,639 words · 427 segments · language en · Watch on YouTube

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0:01[Music]
0:19welcome to this lecture in the last
0:23lecture we were discussing about the
0:26project management lifecycle and the
0:29software development lifecycle and we
0:33had said that the project management
0:35activities that much before the software
0:40development activity start with that
0:44let's discuss further in this lecture
0:48we'll discuss two main concepts the
0:51project management standards and the
0:53life cycle models in a typical project
0:59life cycle almost every software starts
1:05with need for the software somebody in a
1:11organization feels the need for a
1:14software to automate certain things and
1:17based on that the project proposal is
1:21written and it is approved by the top
1:25management the project manager is
1:29appointed and that forms the initiation
1:34of the project and after the project
1:39manager is appointed for the project the
1:43project life cycle starts with planning
1:48the project
1:53in the plan of the project various types
1:57of plants are prepared the schedule the
2:03configuration management the risk
2:09management and so on and once the plants
2:14have been prepared the project
2:16development lifecycle starts and that
2:19forms executing the plan and during the
2:25execution of the plan the project
2:28manager execute the plan that is directs
2:34the development team to proceed
2:37according to the plan but as the project
2:40progresses there can be several
2:43deviations from the plan and for this
2:47the project manager need to perform some
2:50control activities maybe there is some
2:55bottleneck why the project is not
2:57progressing as per the plan the project
3:01manager works to remove the bottleneck
3:05for example there may be a shortfall in
3:09the technical personnel or there may be
3:13subtle in the hardware equipment the
3:16project manager proactively removes
3:21those hurdles so that the project
3:24proceeds as per the plan but then
3:32the project manager might have to rework
3:34the plan because even in spite of that
3:37there will be delays or there may be
3:43some part of the project may get
3:45completed quickly than anticipated and
3:48so on and once the project completes the
3:53project manager carries out the project
3:56closeout activities as we proceed we
4:02will look at all these activities in
4:04more detail during the project lifecycle
4:14the project manager executes the project
4:18management processes let me repeat
4:24during the project lifecycle the project
4:28manager carries out the project
4:31management management processes the
4:34project management processes are
4:35concerned with planning and controlling
4:37the work of the project the activities
4:43here the project manager performs the
4:48planning of the project executing the
4:53plan that is directing the team to carry
4:59out development work and whenever there
5:02is a deviation the project manager
5:06controls removes the bottleneck so that
5:11the project proceeds as per the plan in
5:16contrast the development team carries
5:20out product oriented processes the
5:23product oriented processes are concerned
5:27with specifying and creating the project
5:29products that is they may do the
5:31requirement specification process design
5:34process coding process testing process
5:39and so on so those we call as the
5:41product oriented processes these are
5:45carried out by the development team
5:48where is the project manager caries of
5:50the project management processes let's
5:55see what are the project management
5:57processes the project management
5:59processes consists of initiating the
6:02project here the project manager writes
6:05the business case and the project
6:08chatter as we proceed we will see the
6:15business case and the project chatter
6:19the project manager also carries out the
6:22planning processes that is completes the
6:25work breakdown structure and performs
6:33the project scheduled cost estimation
6:35and so on and then the project manager
6:41carries out the executing processes
6:43which basically performing the necessary
6:47action to complete the work as outlined
6:52in the plan but then during the
6:59execution process there may be
7:01deviations from the plan and the project
7:06manager needs to carry out the
7:07monitoring and control processes where
7:09the project manager checks whether the
7:13project is proceeding as per the plan or
7:16there are deviations from the plan and
7:20when there are deviations the project
7:22manager takes corrective actions to
7:25match the progress of the project with
7:28the plan and finally the project manager
7:33needs to carry out the closing processes
7:39where the closing documents are created
7:42and the customer finally gives the
7:48formal acceptance of the project
7:54there are several guidelines which have
7:57come up for the project manager to carry
8:01out the project management processes
8:04there are two main types of project
8:07management standards one is of the self
8:10project management standards these are
8:14described in books and so on
8:16and here the popular ones are PMBOK that
8:25is project manager book of knowledge
8:29project management book of knowledge and
8:32prince2 and ISO 21,500 and so on there
8:40are many other just given some important
8:42examples here on the other hand an
8:45organization may have a slightly
8:47different project management standard as
8:51compared to the of the self standard
8:53they might tailor or maybe take
8:57different aspects from different
8:59standards and they might have a tailored
9:02in-house project management standard
9:05where that specific organization follows
9:08the standard
9:14it may be a good idea to know what is
9:17involved in the PMBOK prince2 is or
9:2121,500 and in our discussion will not
9:24restrict ourself to any one standard but
9:27our discussion in this course will be
9:30more on concepts that are used across
9:35all these standards prince2 is a popular
9:43project management standard prints
9:48stands for project in controlled
9:51environments this is not restricted to
9:57only software development but the prints
10:04one was more targeted to the IT or
10:09software project management and prince2
10:12is become a more generic project
10:16management standard this was developed
10:19by the United Kingdom office of
10:24government of Commerce it's very popular
10:28in the United Kingdom it's a process
10:32driven approach and has been used for
10:35both small and large projects there are
10:42essentially seven processes in prince2
10:46the project starting processes
10:50initiating processes directing or
10:54executing processes managing a stage
10:57boundary controlling a stage and
11:01managing product delivery if we
11:04represent that pictorially there is a
11:10startup processes and then two main
11:15processes which exist throughout the
11:20project are the directing a project
11:22which is basically execution of the
11:24project and then planning continues
11:27throughout because once the initial plan
11:31is made it is continuously revised and
11:34based on the plan once the plan is
11:37complete initial plan is complete the
11:40project is initiated and the project
11:42undergoes various stages and in each
11:46stage the project manager directs the
11:54project activities and the project team
11:58carries out the activities and here the
12:03project manager monitors and controls
12:05each stage and at the end of the stage
12:12the new stage needs to start so this is
12:16called as the managing the stage
12:18boundary and after all the stages are
12:22completed one by one stages are taken up
12:25here and once all the stages are
12:28complete the closing processes are
12:32undertaken by the project manager the
12:37ISO 21,500 life cycle here also we have
12:43the initiating processes the planning
12:46processes implementing or the directing
12:50or executing processes and finally the
12:52closing processes and throw out the
12:55controlling processes are carried out by
13:00the project manager
13:05PMBOK is a very popular product
13:10management starter standard is the
13:13project management body of knowledge is
13:19a dominant project management standard
13:21used widely across various products the
13:30PMBOK basically consists of several
13:32terminologies and guidelines and this
13:36has been documented in the form of a
13:38book as you can see here project
13:41management book of knowledge PMBOK guide
13:48it is published by the project
13:50management institute PMI and this guide
13:56is used as a support to prepare for the
13:59certification offered by the PMI in the
14:08PMBOK there are various process groups
14:12each process group consists of several
14:14processes there are the initiating
14:18process group where the project
14:20initiation activities are carried out by
14:24the project manager and as the project
14:29takes off the planning processes are
14:32carried out by the project manager the
14:36initial plan is made and the plan is
14:38continually refined the executing
14:44processes the project manager directs
14:47the project team to carry out various
14:51activities and at the same time the
14:54controlling processes are carried out
14:58the monitor if there are deviations from
15:02the plan and then take controlling
15:04actions and once the project completes
15:07the closing processes are carried out so
15:10these are five main process groups in
15:14the PMBOK the initiating processes
15:17the planning processes controlling
15:20processes executing processes and
15:22closing processes as you can see across
15:26all these different project management
15:29standards many things are common the
15:33processes the initiation planning
15:38executing a directing monitoring and
15:42controlling and finally the closing
15:44processes as I told earlier will not
15:49restrict ourself to anyone project
15:52management standard but we look at these
15:54various processes the project managing
15:58management processes across all these
16:01different project management standards
16:06the initiating processes this is the one
16:10that is carried out by the project
16:11manager first in the project lifecycle
16:14the main goal of these processes is to
16:20start off the project the output of
16:25these initiating processes are that the
16:28project manager is selected the key
16:32stakeholders are identified and the
16:35project chatter is completed the project
16:40planning processes here the output
16:43include work breakdown structure the
16:48project schedule in the form of grant
16:50chart and identification of all
16:54dependencies and resources and list of
16:59prioritized risks if we compare two
17:06popular project management standards the
17:08prince and the PMBOK we can see that the
17:11prince is the origin is United Kingdom
17:16whereas the PMBOK the origin is United
17:19States
17:24here the prince2 is administered by the
17:28AAP mg which is association for project
17:34management group PMBOK is administered
17:39by the project management institute both
17:42are very popular used worldwide but
17:45PMBOK is used more extensively than
17:49Prince - Prince - is a process based
17:54methodology as you had seen where as
17:57PMBOK is a documentation of the
17:59knowledge it is non prescriptive and the
18:09project manager is having flexibility to
18:16adopt his own processes but these just
18:19serve as the guidelines
18:21prince2 is used mostly in UK the PMBOK
18:25is used worldwide over 75% of the
18:28projects worldwide use PMBOK now let us
18:36look at the life cycle models because
18:41the project manager executes the project
18:47management the execute the project
18:52management processes to direct the
18:56project team to carry out the
19:00development work at different stages the
19:06project team carries of different
19:08activities and therefore as a project
19:11manager we must be clear about the
19:16various life cycle models what are the
19:18stages through which the development
19:20precedes the stage boundaries and so on
19:27here will emphasize only on the basic
19:29concepts
19:33intuitively the software life cycle
19:38consists of first somebody thinks of the
19:41project the need for the software and
19:45then the project is specified
19:48it is designed this coded it is tested
19:53finally delivered and once it is
19:59delivered and used it needs maintenance
20:01and it undergoes maintenance for a
20:05number of years as the software gets
20:11used over many years maintenance
20:15activities proceed and finally once the
20:19software is not used anymore
20:21it is written so this is the intuitive
20:24model of software development
20:26conceptualized specified design code
20:29tests deliver maintain and retire based
20:34on this conceptual model of the software
20:36life cycle various life cycle models
20:40have been proposed where these
20:43activities the sequencing of these
20:46activities vary the life cycle model is
20:54a is also called as a process model or
20:58software development lifecycle model it
21:02is a diagrammatic representation of the
21:06software life cycle and it is also
21:09accompanied by a description the
21:12software life cycle model essentially
21:15identifies all the activities that are
21:17undertaken during the product
21:19development it also establishes a
21:23precedent soldering among the activities
21:25and it divides the life cycle in two
21:28phases and each phase consists of
21:33several sub activities for example the
21:37design phase may consists of the sub
21:40activities structure design structured
21:43analysis structure design
21:45design review and so on for very small
21:53projects let's say student assignment
21:58the student unconsciously follows a
22:01build and fixed model it's not a formal
22:05life cycle model but this intuitively
22:08comes to the student this yields success
22:15for very small projects like a student
22:17assignment where the problem is within
22:20the grasp of an individual the wind and
22:22fixed model works as the name says here
22:27do the initial building here write the
22:31code here for the project and then test
22:37as long as the code does not pass the
22:40test carry out fixes again test carry
22:44out fixes again test until the developed
22:52code passes all the tests this is also
22:59called the exploratory model here the
23:04problem is very small and the developer
23:08has flexibility and freedom to undertake
23:14whatever activities he feels like so
23:17there is lot of flexibilities built into
23:19the build and fixed model for example
23:21the developer may first code then test
23:25do a little bit of design then test fix
23:30and so on or my code then do some design
23:35test change code and so on or may
23:39specify then code design test etcetera
23:42so this model build and fixed model is a
23:45very very informal model suitable only
23:50for projects where
23:55which is rather trivial like a student
23:58assignment but when the development is
24:03to be carried out by a team the formal
24:07process model has to be followed there
24:10must be a precise understanding among
24:12the team members that what are the
24:13activities which activity needs to be
24:16done after what who will do and so on
24:19otherwise to lead 2000 project failure
24:25if the build and fixed model is used for
24:29developing a non-trivial project and the
24:33team starts using the build and fixed
24:35model then maybe one of the developers
24:38will start writing the code
24:40another will try to design the third one
24:44will write to that do the test document
24:46and so on another may define the i/o for
24:50his portion first and so on and this way
24:55the project will not succeed there will
24:58be too much of delay poor quality of
25:00code will come out there will be a lot
25:02of idling cost escalation and a very
25:08poor quality code will come out so an
25:11informal project model like a build and
25:14fixed model is not suitable for
25:16non-trivial project work before we look
25:21at the different project lifecycle
25:24models we must know what is the phase
25:27entry and exit criteria a life cycle
25:31model as you said that consists of
25:33various phases and each phase starts
25:39when there are some criteria are met we
25:43call that as the phase
25:44entry criteria only when those criteria
25:48are satisfied the phase starts and when
25:53some criteria are satisfied fades ends
25:57so for every phase it is necessary to
26:02define the entry and exit criteria for
26:04that phase
26:10for example let's say what is the phase
26:14exit criteria for the software
26:17requirement specification phase the exit
26:21criteria is that the requirement
26:23specification document must have been
26:26completed it must have been reviewed and
26:30approved by the customer similarly a
26:38phase can start only when it's fades
26:41entry criteria have been satisfied
26:44another important concept is the
26:48milestones a milestone is very important
26:53for the project manager because using
26:59the milestones the project manager keeps
27:02track of the progress of the project
27:08there are various types of milestones
27:11but one important category of milestones
27:15are the phase entry and exit when there
27:19is a phase starts after the phase entry
27:22criteria has been met an important
27:25milestone is met similarly when the
27:28phase completes and the exit criteria
27:30are satisfied the project definitely has
27:35made some progress and that forms
27:38another important milestone with this
27:44discussion we will conclude this lecture
27:46and in the less next lecture we'll
27:50discuss a few project lifecycle models
27:58thank you

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