SOFTWARE PROJECT MANAGEMENT

QUE :- 1 Describe the activities and Importance of Software Project

Management

ANS :- Software Project Management (SPM) is the process of planning,

organizing, and managing resources to successfully complete a software project
within defined goals, timelines, and budgets. It ensures that the software is
developed efficiently, meets user needs, and is delivered on time.
Activities of Software Project Management
SPM involves several key activities to guide a software project from start to finish:

Project Planning:

This is like making a roadmap for the project. It involves:

Defining what the software will do (scope).
Estimating how long it will take and how much it will cost.

Resource Management:

This means assigning the right people, tools, and budget to the project.
Ensuring the team has enough developers, designers, and testers.

Scheduling:

Creating a timeline for tasks, like when coding or testing will start and finish.
Using tools like Gantt charts to track progress.

Risk Management:

Identifying potential problems, like delays or bugs, and planning how to handle
them.

Team Coordination:

Ensuring the team works together smoothly by holding meetings, sharing

updates, and resolving conflicts.
QUE:-2 Discuss in detail about the Categorization of Software Projects.

ANS :- In Software Project Management (SPM), the categorization of software

projects helps us understand the different types of software projects and how to
manage them effectively. Different types of projects have different goals, risks,
team sizes, and complexities.

1. Based on Size
Software projects can be classified by their size:

a. Small-scale Projects
Done by 1 to 5 developers.
Takes a few weeks to complete.

b. Medium-scale Projects
Team size: 5 to 20 people.
Duration: A few months.

c. Large-scale Projects
Involves 20+ team members.
Takes many months or years.

2. Based on Application Domain

This categorization is based on the type of user or industry it serves.

a. Business Software
Used in companies to handle daily work.
Example: Payroll systems, Inventory systems.

b. Engineering & Scientific Software

Used in scientific research, simulations, or engineering tasks.
Example: Weather forecasting, AutoCAD.

c. Embedded Software
Software built into devices.
Example: Microwave oven, washing machine, smart TVs.

d. Web Applications
Software that runs on a browser.

3. Based on Delivery Model

How the software is delivered or accessed:

a. Desktop Applications
Installed on personal computers.
Works offline.
Example: Photoshop, MS Word.

b. Mobile Applications
Installed on smartphones.

Example: WhatsApp, Instagram.

c. Web-based Applications
Runs on a web browser.

QUE :- 3 Discuss characteristics of an objective of a project

ANS :- In software project management, an objective is a clear goal that guides

the project. Its key characteristics (SMART criteria + extras) are:

Specific: Clearly defines what to achieve (e.g., "Build a mobile app for booking
cabs").

Measurable: Includes metrics to track success (e.g., "Support 500 users daily").

Achievable: Realistic with available resources (e.g., "Complete with a team of

three in six months").

Relevant: Aligns with project purpose and user needs (e.g., "Improve customer
experience for a restaurant").

Time-Bound: Has a deadline (e.g., "Launch by July 2025").

Clear: Easy for everyone to understand.

Agreed-Upon: Stakeholders approve the goal.

Flexible: Can adapt to minor changes if needed.

Why it matters: These traits ensure objectives are focused, trackable, and
realistic, helping the team deliver the right software on time and within budget
while meeting user needs.

QUE-4 Briefly discuss any two of the following through an example.

(i) Cost-benefit evaluation technology
(ii) Risk evaluation
(iii) Stepwise Project Planning

ANS :-
(i) Cost-Benefit Evaluation Technology
It compares the cost of a project with the benefits it will give. It helps to decide
whether the project is worth doing or not.

Example:
Suppose a company wants to build an online store.

Cost: ₹5,00,000 (for development, hosting, marketing)

Benefit: Expected profit is ₹10,00,000 in 1 year

Since the benefit is more than the cost, the project is profitable and a good idea.

(ii) Risk Evaluation

It means identifying and checking possible problems or dangers that can affect
the project.

Example:
A team is building a mobile app.

Risk 1: Developer may leave in the middle.

Risk 2: Deadline may not be met.

Risk 3: App may not work on all devices.

They list these risks and prepare backup plans, like hiring extra help or testing on
more devices. This helps to reduce surprises and keep the project on track.

(iii) Stepwise Project Planning

It means planning a project step by step, so nothing is missed and everything is
organized.

Example: Building a school attendance app.

Set Goal: Create an app for teachers to track attendance.

List Tasks: Design, code, test, and launch the app.
Estimate Resources: 2 developers, $5,000, 1 month.
Schedule: Design (Week 1), code (Week 2-3), test (Week 4).
Assign Roles: Developer 1 designs, Developer 2 codes, Tester tests.
Track Progress: Weekly checks to stay on schedule.
Deliver: Launch app by month-end.

QUE :-5 Briefly discuss about the Project Evaluation.

QUE : 5 Briefly discuss about the Project Evaluation.

ANS :- Project evaluation is the process of assessing a project's performance to

see if it meets its goals, stays within budget, and finishes on time. It helps in
identifying the success, problems, and areas for improvement. Evaluation is done
during and after the project using tools like cost-benefit analysis, risk analysis,
and performance reports.

QUE :- 1 Outline Rapid Application Model for software development.

ANS :- The RAD (Rapid Application Development) model is a software

development method created by IBM in the 1980s. It focuses on fast development
using prototypes, user feedback, and powerful tools.

It is an incremental model, meaning the software is built in small parts or modules.

Each part is developed quickly, often by different teams working at the same time,
and then combined into a final product.

🔹 When to Use RAD Model?

RAD is useful when:

Project requirements are clear.

The project must be completed quickly (within 2–3 months).

There is active user involvement.

The project can be divided into modules.

The team has skilled developers and good tools.

🔹 Phases of RAD Model (4 Simple Steps):

 Requirements Planning

Gather project needs from users using discussions and meetings.

Plan what to build and how.

User Design (User Description)

Build a quick prototype and show it to users.

Get feedback and make changes.

Repeat until the design is approved.

Construction

Build the actual software using tools like Java, C++, Visual Basic.

Make sure it works as expected.

Cutover (Deployment)

Combine all parts (modules), test the full system, and fix any issues.

Give it to users for final testing and approval.

🔹 Obj ti f RAD M d l (Wh It’ U d)

🔹 Objectives of RAD Model (Why It’s Used)
Fast Delivery – Finish the project quickly using quick prototyping.

Flexibility – Easy to change things based on feedback.

User Involvement – Users are involved at every step.

Better Communication – Regular updates and feedback help avoid confusion.

Quality Output – Early testing improves the product.

Happy Users – Final product matches what users wanted.

✅ Advantages of RAD Model

Saves time by using reusable components.

Early feedback from customers helps make better decisions.

Fewer developers needed, so lower cost.

Powerful tools = better product in less time.

Easier to handle changing requirements.

High productivity even with a small team.

❌ Disadvantages of RAD Model

Needs highly skilled developers and good tools.

If parts can't be reused, the project may fail.

Requires constant involvement from users.

Not suitable for small or low-budget projects.

🔹 Applications of RAD Model

Use RAD when:

Requirements are clear and fixed.

You need fast development.

The project can be split into small modules.

🔻 Drawbacks of RAD
Needs large teams for big projects.

Fails if users or developers aren’t fully involved.

Needs high resources (tools, time, skilled people).

QUE :- 2 Discuss Agile methodologies for software development

ANS :- What is Agile?

ANS :- Agile is a simple, flexible way to build software. Instead of making the whole
product and showing it at the end, Agile teams create small parts of the software,
share them with users, and improve them based on feedback. It’s like building a toy
step by step, checking with the user if they like it, and making it better each time.

Steps of Agile Software Development

Understand What Users Need:

The team talks to the customer to find out what they want the software to do.
They list the most important features to work on first.
Example: For a game app, users want a fun game level, so that’s the focus.

Make a Plan:
The team plans how to build the software in small, quick steps (called iterations).
They decide what to build in each step and when to finish it.
Example: Plan to build one game level in two weeks.

Build the Software:

The team creates small, working parts of the software in short cycles (1–4 weeks).
Each part adds something new to the product.
Example: Build a game level with characters and test it.

Test the Software:

The team checks each part to make sure it works well and has no mistakes.
This keeps the software good quality and user-friendly.
Example: Test the game level to ensure it doesn’t crash.

Share with Users:

The finished part is given to users to start using.
This lets users try the software early.
Example: Release the game level for players to try.
Example: Release the game level for players to try.

Keep Improving:
After release, the team keeps fixing bugs and adding new features based on user
needs.
This keeps the software useful and up-to-date.
Example: Add a new game level based on player feedback.

Why Agile is Great

Fast and Flexible: Builds small parts quickly and can change if users want
something different.

User-Focused: Gets user feedback often to make sure the software is what they
want.

Fewer Problems: Testing early catches mistakes before they grow big.

Teamwork: Teams work together and share updates daily.

Summary: Agile is like building a house room by room, showing it to the

owner at each step, and making changes they suggest. It’s perfect for
projects that need to be done fast and can change as you go, ensuring the
software is useful and loved by users.

QUE :- 3 Outline COSMIC full function points for software cost estimation

ANS :-

What is COSMIC?

COSMIC (Common Software Measurement International Consortium) is a standard

method for measuring software size. It focuses on what the software does from the
user’s point of view — not how it is built.

Why Use COSMIC?

When building software, you need to estimate cost and time. COSMIC helps by
measuring the amount of work the software will do in terms of handling data.

The COSMIC method measures software size by counting data movements in a

project. Here’s how it works in simple steps:

Understand the Software’s Purpose:

Look at what the software is supposed to do (e.g., a shopping app lets users
browse products add to cart and pay)
browse products, add to cart, and pay).
Identify the users and the main tasks they perform.
Example: In a shopping app, users search products and make payments.

Break Down into Functional Processes:

Split the software into small tasks called functional processes (things the software
does, like saving data or showing a result).
Each process involves moving data, like entering, reading, writing, or exiting data.
Example: “Search products” is one process, and “Save order” is another.

Count Data Movements:

Count four types of data movements in each functional process:

Entry (E): Data coming into the software (e.g., user types a product name).
Exit (X): Data going out (e.g., showing search results on the screen).
Read (R): Reading data from storage (e.g., fetching product details).
Write (W): Saving data to storage (e.g., saving an order).

Each movement is counted as 1 COSMIC Function Point (CFP).

Example: For “Search products,” there’s 1 Entry (user types search), 1 Read (get
product data), and 1 Exit (show results) = 3 CFPs.

Add Up All Function Points:

Sum the CFPs from all functional processes to get the total size of the software.
Example: If the shopping app has 10 processes, each with 3 CFPs, the total is 30
CFPs.

Estimate Cost and Effort:

Use the total CFPs to estimate how much time, effort, or money the project will
need.

Why Use COSMIC in Software Project Management?

Simple: Counts data movements, which are easy to identify.

Accurate: Focuses on what the software does, not how much code it has.
Works for All Projects: Can measure any software, from apps to embedded
systems.
Helps Planning: Gives a clear idea of the project size to estimate costs and time.

QUE-4 Describe any two of the following.

(i) Basics of Software estimation.
(ii) Effort and Cost estimation.
(iii) Dynamic System Development Method
ANS :-
(i) Basics of Software Estimation
Software estimation is the process of predicting the amount of time, effort, and cost
required to develop a software project.

🎯 Purpose:
Plan the project effectively

Allocate the right number of people

Stay within budget and deadlines

📌 Key Elements in Estimation:

Size of the software: How big is the system? (measured in Function Points, Lines of
Code, etc.)

Effort: How many person-hours or person-days are needed?

Time: How long will it take to build?

Cost: How much money will be required?

(ii) Effort and Cost Estimation

📌 What is Effort Estimation?

Effort means the total work needed to develop the software. It’s usually measured in
person-hours, person-days, or person-months.

Example: If a task takes 2 developers 3 weeks = 2 × 3 × 5 (working days) = 30

person-days.

📌 What is Cost Estimation?

Cost is calculated by multiplying effort with the cost per person (e.g., salary,
overheads, etc.).

(iii) Dynamic System Development Method (DSDM)

What it is: DSDM is a flexible, Agile methodology for building software quickly by
focusing on user needs, delivering on time, and staying within budget. It’s like
building a product step-by-step while constantly checking with users.

Key Points:
Process: Involves planning, creating prototypes, getting user feedback, and
delivering working software in short cycles.

Principles: Prioritizes user involvement, frequent delivery, and meeting deadlines

(time-boxing).

Example: For an online store app, the team builds a basic checkout feature, shows
it to users, improves it based on feedback, and delivers it in 2 weeks.

Why it matters: Ensures fast delivery of useful software that meets user needs,
even if requirements change.

QUE-5 What is the concept and need of Agile methods in Project Life Cycle?

ANS :- Need for Agile Methods in Project Life Cycle

Agile methods are essential in the project life cycle for the following reasons:

Adapts to Changes: User needs or market demands often change. Agile allows
teams to adjust features without restarting the project.
Example: If users want a new feature like offline mode, Agile teams can add it in the
next cycle.

Faster Delivery: Delivers working software quickly, so users can start using it
sooner.
Example: A shopping app’s payment feature is released in weeks, not months.

Improves Quality: Frequent testing and feedback catch errors early, ensuring a
better product.
Example: Testing a login feature early finds bugs before the app grows bigger.

User Satisfaction: Regular user input ensures the software meets their needs.
Example: Users suggest a simpler design, and the team updates the app to match.

Reduces Risks: Small cycles mean problems are spotted and fixed early, avoiding
big delays or failures.
Example: A glitch in a feature is fixed in one sprint, not at the project’s end.

Better Teamwork: Daily meetings and collaboration keep everyone aligned and
motivated.
Example: Daily stand-ups help developers and testers solve issues together.
QUE:-1 What do you mean by Project schedules? Mention the Objectives
of Activity planning ?

ANS :-

What are Project Schedules?

A project schedule is a plan that outlines the timeline of a project. It shows what
tasks need to be done, when they should start and finish, who is responsible for
them, and how they fit together to complete the project on time. Think of it like a
roadmap or calendar for your project, helping everyone know what to do and
when.

Objectives of Activity Planning

Activity planning is the process of breaking down a project into smaller tasks (or
activities) and organizing them to ensure the project runs smoothly. Its main
objectives, explained in simple language, are:

Break Down the Work: Split the big project into smaller, manageable tasks. This
makes it easier to understand what needs to be done and avoids confusion.

Set Clear Timelines: Decide when each task should start and finish. This helps
keep the project on track and ensures it’s completed on time.
Example: "Pour concrete by June 5, build walls by June 15."

Assign Responsibilities: Identify who will do each task. This ensures everyone
knows their role and avoids overlap or missed work.
Example: "John handles plumbing, Sarah manages electrical work."

Use Resources Wisely: Plan how to use people, materials, and money efficiently
so nothing is wasted.
Example: Schedule workers so they’re not idle, and order just enough materials to
avoid extra costs.

Track Progress: Create a clear plan to check how the project is going. This helps
spot delays or problems early and fix them.
Example: If the walls aren’t built by June 15, you can investigate and adjust the
plan.

Reduce Risks: Plan activities to avoid potential problems, like delays or budget
issues, by preparing for challenges in advance.

QUE :-2 Write down about any two of the following.

(i) Critical path (CRM) method.
(ii) Risk identification.
(iii) PERT technique.

ANS :-

(i) Critical Path Method (CPM):

Definition:

The Critical Path Method (CPM) is a method used in project planning,

generally for project scheduling for the on-time completion of the project

It helps in the determination of the earliest time by which the whole project can be
completed

Key Points:

If any task on the critical path is delayed, the whole project will be delayed.

It is used to determine the shortest possible time to complete the project.

Example:
If you are building a house, tasks like laying the foundation, building walls, and
putting on the roof might be on the critical path. If you delay any of these, the
whole project is delayed.

(ii) Risk Identification

Risk Identification is the process of finding and listing potential risks that could
affect a project’s success. A risk is anything that might go wrong, like delays,
budget overruns or equipment failures Identifying risks early helps project
budget overruns, or equipment failures. Identifying risks early helps project
managers plan ways to avoid or handle them.

How It Works:

Brainstorm Risks: Gather the project team to think about what could go wrong
based on the project’s tasks, environment, or resources.

Use Tools and Techniques:

Checklists: Review common risks from similar past projects.

Interviews: Ask team members, stakeholders, or experts about possible issues.
SWOT Analysis: Look at Strengths, Weaknesses, Opportunities, and Threats.
Categorize Risks: Group risks into categories like technical (e.g., software failure),
external (e.g., weather delays), or organizational (e.g., staff shortages).

iii) PERT Technique (Program Evaluation and Review Technique):

Definition:

The PERT technique is a project management tool used to plan and estimate the
time needed to complete each task in a project, especially when the time is
uncertain.

Key Points:

PERT is used when it's hard to predict exactly how long a task will take.

It uses three time estimates for each task:

Optimistic time (O) – the shortest time the task might take.

Most likely time (M) – the normal time expected.

Pessimistic time (P) – the longest time it could take if things go wrong.

It calculates the expected time (TE) using this formula:

𝑇𝐸=𝑂+4𝑀+𝑃/6

Helps identify the critical path and manage time more accurately.

QUE :-3 Illustrate project scheduling with the help of various project
schedule activities ?
ANS :- Project scheduling is like creating a detailed plan or timetable for a project
to ensure it’s completed on time, within budget, and with the right resources. It
involves listing all the tasks (activities), deciding their order, assigning durations,
and determining who will do them.

Key Project Schedule Activities

Here’s how project scheduling works through its main activities:

Identify Tasks (Activities)

This is about breaking the project into smaller, manageable pieces of work. You
list every task needed to complete the project.

Determine Task Dependencies

Some tasks can’t start until others are finished. These are called dependencies.
You figure out which tasks depend on others and in what order they need to
happen.

Estimate Task Durations

For each task, estimate how long it will take to complete. This can be based on
past experience or expert input.

Assign Resources

Decide who or what (people, equipment, or materials) is needed for each task.

Create a Timeline (Schedule)

Put all tasks into a timeline, showing when each starts and ends. This can be
done using tools like a Gantt chart (a visual timeline) or a simple calendar.

Identify the Critical Path

The critical path is the longest sequence of dependent tasks that determines the
shortest time to complete the project. Tasks on this path can’t be delayed without
delaying the whole project.
Monitor and Adjust the Schedule

Once the project starts, track progress to see if tasks are on time. If something is
delayed, adjust the schedule or resources to catch up.

QUE :-1 Discuss about the concept and need of Cost monitoring Earned
Value Analysis.

ANS :- Earned Value Analysis (EVA) is a project management technique used to

monitor and control a project’s cost and schedule performance. It helps project
managers measure how much work has been completed, how much it cost, and
whether the project is on track compared to the planned budget and timeline. In
simple terms, EVA is like a report card for your project, showing if you’re spending
money wisely and staying on schedule.

Key Terms in EVA :

Planned Value (PV):

The money you planned to spend for the work planned to be done by now.

Earned Value (EV):

The money value of the work that has actually been done.

Actual Cost (AC):

The money that has really been spent so far.

EVA helps you check:

Now, let’s say you planned to buy 5 toys in 5 days with ₹100.
 , yy p y y y

Planned Value (PV): How much work you should have done by now.

After 3 days, you should have bought 3 toys (₹60 spent).

Earned Value (EV): How much work you actually did.

If you only bought 2 toys (₹40 worth), you’re behind schedule.

Actual Cost (AC): How much money you really spent.

If you spent ₹70 but only got 2 toys, you’re overspending!

Key EVA Metrics

Cost Variance (CV): Shows if you’re under or over budget.

Formula: CV = EV - AC
Positive CV: Under budget (good).
Negative CV: Over budget (bad).

Schedule Variance (SV): Shows if you’re ahead or behind schedule.

Formula: SV = EV - PV
Positive SV: Ahead of schedule.
Negative SV: Behind schedule.

Cost Performance Index (CPI): Measures cost efficiency.

Formula: CPI = EV / AC
CPI > 1: Under budget.
CPI < 1: Over budget.

Schedule Performance Index (SPI): Measures schedule efficiency.

Formula: SPI = EV / PV
SPI > 1: Ahead of schedule.
SPI < 1: Behind schedule.

Need for Cost Monitoring Using EVA

Cost monitoring is critical to ensure a project stays within budget and delivers
value. EVA is widely used for cost monitoring because it provides a structured,
data-driven way to track performance. Here’s why EVA is needed:

Tracks Progress Objectively:

EVA gives clear, measurable data about how much work is done versus what was
planned helping you avoid guesswork
planned, helping you avoid guesswork.

Why it matters: Without EVA, you might think a project is on track just because
you’re spending money, even if little work is completed.

Identifies Problems Early:

By comparing EV, PV, and AC, EVA spots cost overruns or schedule delays early,
so you can fix them before they grow bigger.

Example: If you’re spending more than the value of work done (negative CV), you
can cut costs or reallocate resources.

Improves Decision-Making:

EVA provides metrics like CPI and SPI, which help managers decide whether to
add resources, adjust timelines, or renegotiate budgets.
Why it matters: It ensures decisions are based on facts, not feelings.

Ensures Budget Control:

EVA shows if you’re spending more than planned for the work completed, helping
you stay within budget.
Example: If CPI is less than 1, you know you’re overspending and need to take
action.

QUE :- 2 Discuss in detail about the Change control Software Configuration

Management

ANS:- In Software Project Management (SPM), Change Control within Software

Configuration Management (SCM) is a systematic process to manage changes to
a software project’s components, such as code, documents, or designs, to ensure
the project stays on track, maintains quality, and avoids chaos.

Concept of Change Control in Software Configuration Management

Software Configuration Management (SCM) is the practice of tracking and

controlling all the elements of a software project, like source code, documentation,
design files, and test cases, to ensure they are consistent, organized, and up-to-
date. Within SCM, Change Control is the process of managing requests to modify
these elements. It ensures that changes are made deliberately, approved by the
right people, and don’t break the software or derail the project.
EXAMPLE :-

1. Software Configuration Management (SCM) in Action

a) Configuration Items (Important Pieces of the App)

Just like a pizza has dough, sauce, cheese, and toppings, your app has:

Code files (e.g., menu.js, order.py)

Design files (e.g., logo.png, color-scheme.css)

Database (e.g., customer orders, pizza prices)

SCM tracks all these pieces so nothing gets lost!

b) Version Control (Like a Recipe Book with Edits)

You use Git (a version control tool) to save every change.

Example:

Version 1.0 – Basic menu with Margherita & Pepperoni.

Version 1.1 – Added "Extra Cheese" option.

Version 1.2 – Fixed a bug where the app crashed when ordering 10+ pizzas.

If a new update breaks the app, you can roll back to the last working version!

c) Baseline (A Stable Version)

After testing, Version 1.0 is declared stable and given to customers.

No one changes it without approval.

2. Change Control Process (Example: Adding a New Pizza Flavor)

Step 1: Request a Change

The restaurant owner says: "We need to add BBQ Chicken Pizza to the app!"

Step 2: Review the Change

The team checks:

Does the kitchen support BBQ Chicken? ✅

Will it slow down the app? ❌ (No, it’s just text & price)
Who will update the menu? (Designer + Developer)

Step 3: Approve the Change

The project manager says: "Yes, but test it first!"

Step 4: Make the Change (Safely!)

The developer updates menu.js (but only after pulling the latest version).

The designer adds BBQ Chicken images.

Step 5: Test & Verify

Testers check:

Does the new pizza appear correctly? ✅

Does the price calculate right? ✅

Does it work on Android & iPhone? ✅

Step 6: Update Documents

The team updates:

User Manual ("Now with BBQ Chicken!")

Code Comments

Key Components of Change Control in SCM

Configuration Items (CIs): These are the parts of the software project being
managed, like code files, requirements documents, or test scripts. Each CI is
tracked and versioned.

Change Request (CR): A formal proposal to modify a CI, like fixing a bug or
adding a feature. It includes details like what’s changing, why, and the impact.

Change Control Board (CCB): A group of people (e.g., project manager,

developers, testers) who review and approve or reject change requests.

Version Control: A system to track different versions of CIs (e.g., using tools like
Git). Each change creates a new version, so you can revert if needed.

Audit Trail: A record of all changes, who made them, and why, for transparency
and accountability.

Baseline: A stable, approved version of the project’s CIs at a specific point, like a
 pp p j p p
“snapshot” before changes are applied.

Change Control Process in SCM

The Change Control process in SCM follows a structured series of steps to

ensure changes are handled properly. Here’s how it works in easy language:

Identify the Need for Change: Someone (e.g., a developer, tester, or client)
notices a need to change something, like fixing a bug, updating a feature, or
revising a document.

Example: A tester finds that the login page crashes when users enter special
characters.

Submit a Change Request (CR): The person submits a formal request

explaining the change, why it’s needed, and its potential impact (e.g., on cost,
schedule, or other features).

Example: The tester submits a CR to fix the login page bug, noting it affects user
experience.

Evaluate the Change: The Change Control Board (CCB) reviews the CR to
assess its impact on the project’s scope, cost, schedule, and quality. They may
ask questions like: Is it necessary? Can we afford it? Will it delay the project?

Example: The CCB checks if fixing the login bug will take extra developer time or
affect the release date.

Approve or Reject the Change: The CCB decides whether to approve, reject, or
request more information. Approved changes move forward; rejected ones are
documented with reasons.

Example: The CCB approves the login bug fix because it’s critical for users.
Implement the Change: If approved, the change is made to the relevant CI (e.g.,
code is updated). The change is tracked in a version control system to maintain a
history.

QUE :- 3 Write down about the concept of Contract Management under the
Management Technique

ANS :-

What is Contract Management?

Contract Management is the process of creating, managing, and monitoring

contracts between a software company (the service provider) and the client (the
contracts between a software company (the service provider) and the client (the
customer).

✅ Simple Meaning:
It makes sure that both sides (client and developer) follow the agreed terms
written in the contract during the project.

Why is Contract Management Important?

To clearly define roles and responsibilities.

To avoid confusion or disputes between the client and developer.

To make sure that work is done on time and within budget.

To ensure quality and legal protection for both sides.

What a Contract Usually Includes:

Project scope (what work will be done)

Timeline (start and end dates)

Payment terms (how and when money will be paid)

Deliverables (what will be delivered to the client)

Penalties for delays or poor work

Ownership rights (who owns the software)

Steps in Contract Management:

Contract Creation
– Write the contract with all important details about the project.

Review and Approval

– Both client and service provider review and agree to the terms.

Execution
– Both parties sign the contract and start the project.

Monitoring
– Regularly check if the work is being done as per the contract.

Change Management
Change Management
– If there are any changes in the project, the contract is updated.

Closure
– After the project is complete, the contract is closed, and final payments are
made.

QUE :- 4 Discuss Framework for management & control in context of cost

and schedule

ANS :- Framework for Management and Control in the Context of Cost and
Schedule

In Software Project Management (SPM), a framework for management and

control refers to a structured approach to plan, track, and manage a project’s cost
(how much money is spent) and schedule (when tasks are completed) to ensure
the project is completed successfully, on time, and within budget.

Concept of the Framework for Management and Control

The framework for management and control is a set of steps and tools that help
project managers oversee a software project’s cost and schedule.

Planning: Setting clear goals for cost and schedule.

Monitoring: Checking progress regularly to see if you’re on track.
Controlling: Taking action (like adding resources or adjusting tasks) if costs or
schedules start to slip.
Communicating: Keeping the team and stakeholders informed about progress
and issues.

Key Components of the Framework

The framework includes several components to manage and control cost and
schedule effectively:

Project Plan: A detailed document outlining the project’s scope, tasks, timeline,
and budget.
Baseline: A reference point for the approved cost and schedule, used to compare
actual progress.
Tracking Tools: Tools like Gantt charts, project management software (e.g., Jira,
MS Project), or spreadsheets to monitor tasks and costs.
Performance Metrics: Measures like Earned Value (EV), Cost Variance (CV),
and Schedule Variance (SV) to assess progress.
Change Control: A process to manage requests for changes to the schedule or
budget.
Risk Management: Identifying and addressing risks that could affect cost or
schedule (e g delays or unexpected expenses)
schedule (e.g., delays or unexpected expenses).
Reporting: Regular updates to the team and stakeholders about cost and
schedule status.

Need for the Framework in Cost and Schedule Management

The framework is essential to keep a software project under control. Here’s why
it’s needed, in simple terms:

Prevents Overspending: By tracking costs against the budget, the framework

ensures you don’t run out of money before the project is done.
Example: If you’re spending too much on coding, you can cut costs elsewhere.

Keeps the Project on Time: Monitoring the schedule helps you spot delays early
and take action to meet deadlines.
Example: If testing is behind, you can add testers to catch up.

Improves Decision-Making: Metrics like CV and SV provide clear data to decide

whether to adjust resources, renegotiate with clients, or change plans.
Example: A negative CV might prompt you to negotiate a budget increase with the
client.

Reduces Risks: The framework identifies risks (e.g., delays due to bugs) and
plans ways to handle them, protecting cost and schedule.

QUE :- 5 What do you mean by Project Management and Control?

ANS :- Project Management and Control in Software Project Management refers

to the process of planning, organizing, and overseeing a project to meet its goals
(like delivering a software product) while keeping it on time, within budget, and up
to quality standards. Management involves setting objectives, defining tasks,
allocating resources, and creating a schedule and budget. Control involves
tracking progress, comparing it to the plan, and taking corrective actions (like
adding resources or adjusting timelines) if the project deviates from cost,
schedule, or quality goals.
QUE :- 1 Explain in detail about the Best methods of staff selection
Motivation

ANS :- Best Methods of Staff Selection

Choosing the right staff (workers) is very important for any business. Good staff
help the business grow. Here are some best methods to select staff:

1. Application Form
The company asks job seekers to fill out a form.

It shows their qualifications, experience, and personal details.

Easy to compare candidates.

2. Interview
Face-to-face or online meeting with the candidate.

The employer asks questions to understand the skills, personality, and attitude.

Helps to know if the person fits the company.

3. Tests
Some companies give tests (example: IQ test, skill test).

It helps to see the candidate’s knowledge, speed, and accuracy.

Very useful for technical jobs.

4. Group Discussion (GD)

A few candidates talk about a topic together.

Employers observe their communication skills, teamwork, and confidence.

5. Reference Check
The company contacts previous employers or teachers.

This helps to check the candidate’s background and behavior.

Motivation in SPM

To keep your team happy and productive:

To keep your team happy and productive:

Set Clear Goals: Tell them exactly what to do (e.g., “Build the login page”).
Praise Good Work: Say “Great job!” or give small rewards.
Offer Learning: Provide courses or let them try new tools.
Build Team Spirit: Encourage teamwork with meetings or fun activities.
Give Good Tools: Provide fast computers and software they need.
Be Flexible: Allow remote work or flexible hours.
Listen to Them: Ask for their ideas on project decisions.
Pay Fairly: Give good salaries and benefits.

QUE:- 2 Explain in detail about of the following.

(i) Stress.
(ii) Health and Safety.
ANS :-

(i) Stress in SPM

What is Stress?
Stress is when team members feel pressured, overwhelmed, or worried
because of work demands. In SPM, stress can happen due to tight deadlines,
complex tasks, or conflicts in the team.

Why Does Stress Happen in SPM?

Tight Deadlines: Finishing a software feature by a specific date can feel

intense.
Heavy Workload: Too many tasks, like coding, testing, and fixing bugs, can
pile up.
Unclear Goals: Not knowing what to do or how to do it causes confusion.
Team Conflicts: Disagreements with teammates or managers can create
tension.
Fear of Failure: Worrying about mistakes in code or missing deadlines adds
pressure.

(ii) Health and Safety in SPM

What is Health and Safety?

Health and safety in SPM means ensuring team members are physically and
mentally healthy while working on software projects, whether in an office or
remotely.

Why Health and Safety Matter in SPM

Software teams often work long hours at computers, which can cause physical
problems (e.g., back pain) or mental issues (e.g., burnout). A safe and healthy
team works better and stays committed.
 y

QUE:- 3 What is the Oldham-Hackman Job Characteristics Model?

The model says that a job is motivating when it has five key characteristics that
make work meaningful, give responsibility, and show results. These
characteristics lead to positive feelings (like satisfaction) and better work
performance, which is super important when staffing software projects to build a
strong, happy team.

It’s a way to understand what makes a job fun, interesting, and meaningful

The Five Key Job Characteristics

The model lists five things that make a job motivating:

Imagine your mom says:

“You’re in charge of baking cookies for the family party!” 🍪🎉

Let’s see how this connects to the model:

1. Skill Variety
You mix the dough, shape the cookies, bake them, and decorate!
🧁 You’re doing lots of fun things, not just one boring step.
2. Task Identity
You make the cookies from start to finish.
You see the full job and feel proud!

3. Task Significance
Your cookies will make everyone happy at the party. 🎈
So your job really matters!

4. Autonomy
Your mom says, “You decide which shapes and flavors to make.”
You feel free to choose and be creative!

5. Feedback
Everyone at the party says, “Yum! These are amazing!” 😋
Now you know you did a great job!

Skill Variety:

What it means: The job uses different skills and talents.

In Software Projects: A developer might code, test, and design parts of the
software, not just do one repetitive task.
Example: A programmer works on both front-end (designing the user interface)
and back-end (managing the database), which makes the job fun.

Task Identity:

What it means: The job lets you complete a whole piece of work from start to
finish, so you can see the result.
In Software Projects: A team member builds an entire feature, like a login page,
instead of just a tiny part of it.
Why it matters: Finishing a whole task feels rewarding, like completing a puzzle.
Example: A tester who tests an entire module and sees it work in the final app
feels proud of their contribution.

Task Significance:

What it means: The job feels important because it impacts others (like users or
the company).
In Software Projects: Team members know their work helps users or makes the
company successful.
Why it matters: Feeling that your work matters motivates you to do your best.
Example: A developer knows their code for a hospital app helps doctors save
lives, making their job feel meaningful.

Autonomy:

What it means: The job gives you freedom to make decisions and work your
way.
In Software Projects: A developer can choose how to solve a coding problem or
which tools to use.
Why it matters: Freedom makes team members feel trusted and responsible,
which boosts motivation.
Example: A designer picks the colors and layout for a website without someone
micromanaging them.

Feedback:

What it means: The job gives clear information about how well you’re doing.
In Software Projects: Team members get feedback from tests, code reviews, or
managers about their work.
Why it matters: Knowing what you’re doing well or need to improve helps you
grow and stay motivated.
Example: A manager tells a coder, “Your code is great, but let’s make it faster,”
helping them improve
helping them improve.

How These Characteristics Lead to Motivation

When a job has these five characteristics, it creates three important feelings in
team members:

Meaningfulness: The job feels important (from skill variety, task identity, and
task significance).
Responsibility: You feel in control of your work (from autonomy).
Knowledge of Results: You know how well you’re doing (from feedback).

The Oldham-Hackman model says jobs are motivating when they:

Use different skills (skill variety).

Let you finish a whole task (task identity).
Feel important (task significance).
Give you freedom (autonomy).
Show how well you’re doing (feedback).
In software projects, use this model when staffing by:

Hiring people with varied skills who like responsibility.

Giving clear, complete tasks with freedom to decide how to do them.
Explaining why their work matters and giving regular feedback.

QUE:- 4 Explain Professional and ethical concerns in Software project

management.
ANS:- In Software Project Management (SPM), professional and ethical
concerns are about doing the right thing and maintaining high standards while
managing a software project.

What Are Professional and Ethical Concerns?

Professional Concerns: These are about doing your job well, following best
practices, and acting responsibly as a manager, developer, or team member.
Ethical Concerns: These are about making moral choices, like being honest,
respecting others, and protecting users or clients.
In SPM, these concerns help ensure the software is built correctly, the team is
treated fairly, and the project benefits everyone without causing harm.

Key Professional and Ethical Concerns in SPM

1. Honesty and Transparency
What it means: Always tell the truth about the project’s progress, problems, or
risks.
Why it matters: Being honest builds trust with clients, team members, and
Why it matters: Being honest builds trust with clients, team members, and
users. Hiding issues (like bugs or delays) can lead to bigger problems later.
Examples:
If a feature won’t be ready by the deadline, tell the client instead of pretending
it’s on track.
Don’t exaggerate the software’s capabilities to win a contract
2. Respect for Team Members

What it means: Treat everyone on the team fairly, regardless of their role,
experience, gender, or background.
Why it matters: A respectful team works better together, stays motivated, and
produces high-quality software.

3. Protecting User and Client Data

What it means: Keep sensitive information, like user data or client details, safe
and private.
Why it matters: Leaking data can harm users, break laws (e.g., GDPR), and
damage the company’s reputation.
4. Delivering Quality Software

What it means: Build software that is safe, reliable, and does what it’s supposed
to do.
Why it matters: Poor-quality software can frustrate users, cause financial loss,
or even be dangerous (e.g., in medical apps).
5. Following Laws and Regulations

What it means: Obey laws related to software, like copyright, licensing, or data
protection rules.
Why it matters: Breaking laws can lead to fines, lawsuits, or project failure.

QUE:- 5 Explain the Role of organizational behavior in Software Project

Management
ANS :- Organizational Behavior (OB) is about understanding how people and
teams act, work together, and feel in a workplace. In Software Project
Management (SPM), OB helps managers create a positive environment so the
team can build great software. Here’s a simple explanation of its role:

Role of Organizational Behavior in SPM

Improves Teamwork:

OB helps understand how team members communicate and collaborate.

Example: Knowing a developer prefers clear instructions helps the manager
assign tasks better, leading to smoother teamwork.

Boosts Motivation:

OB shows what makes people excited to work, like praise or interesting tasks.
Example: Giving a coder feedback on their great work keeps them motivated to
write better code.

Reduces Conflicts:

OB helps spot and fix team disagreements, like arguments over project
priorities.
Example: A manager uses OB to mediate when two developers disagree on a
design, keeping the project on track.

Enhances Leadership:

OB teaches managers how to lead by understanding team needs and

emotions.
Example: A manager listens to a tester’s concerns about tight deadlines and
adjusts the schedule to reduce stress.

Builds a Positive Culture:

OB helps create a workplace where everyone feels respected and valued.

Example: Encouraging open idea-sharing makes the team feel safe to suggest
new features for the software.

Why It Matters in SPM

OB helps managers understand their team’s behavior, making it easier to

assign tasks, solve problems, and keep everyone happy.
A happy, motivated team works better, meets deadlines, and builds high-quality
software.
It prevents issues like misunderstandings or burnout, ensuring project success.
Summary
Organizational behavior in SPM is about understanding people to improve
Organizational behavior in SPM is about understanding people to improve
teamwork, motivation, and leadership. It helps create a happy team that works
well together, reduces conflicts, and delivers successful software projects.

SUBSCRIBE