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Name: Bhawani Pratap Singh

Registration No: 520840181

Learning Centre: Atmark Infotech

Learning Centre Code: 01669

Course: Bachelor of Computer Applications (BCA)

Subject: BC0053 –Software Project Management & Quality Assurance

Semester: 5th Semester

Module No: I

Date of Submission: 20 November 2010

Marks Awarded:

Signature of Signature of

Signature of Coordinator Centre head Evaluator



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August 2010

Bachelor of Computer Application (BCA) – Semester 5

BC0054 – Software project Management & Quality

Assurance

4Credits

(Book ID: B0958)

Assignment Set – 1 (60 Marks)

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

Answer:Organizational structure depends on the product to be developed.Wheelwright and Clark define a continuum of organizational structuresbetween two extremes, functional organizations and project organizations.Functional organizations are organized according to technologicaldisciplines. Senior functional managers are responsible for allocatingresources. The responsibility for the total product is not allocated to asingle person. Coordination occurs through rules and procedures, detailedspecifications, shared traditions among engineers and meetings (ad hocand structured). Products that need a high level of specialized knowledgerequire a functionally organized structure.

There are two types of matrix organizations –



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• A light-weighted matrix organization remains functional and the level

of specialization is comparable to that found in the functional mode. Whatis different is the addition of a product manager who coordinates theproduct creation activities through liaison representatives from eachfunction. Their main tasks are: to collect information, to solve conflicts and

to facilitate achievement of overall project objectives. Their status andinfluence are less as compared to functional managers, because they haveno 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 andinfluence of the product manager, who is usually a senior, is the same orhigher as compared to the functional manager because they don’t havedirect 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 alltheir time to the project. They share the same location. The professionalsare less specialized and have broader tasks, skills and responsibilities. Thefunctional manager is responsible for the personnel development and themore detailed technology research in the functional groups.

Companies can be classified to their organizational structures. Anothervariable companies can be classified to is the nature of the projectsundertaken. We characterize projects by the number of employees neededto perform the tasks, or workload, and the number of tasks that arefundamentally different in nature. An example of the latter aspect is PCBdevelopment and structural design.

Another way to classify organization structure is by one of thefollowing four categories:

I. The product to be developed is comprehensible for one person. Oneperson is likely to have all the knowledge needed to developManufacturing and Assembly. The development departments in companiesthat undertake these kinds of projects are usually very small. If a companyconsists of more than one department, it is usually structured as afunctional organization.

II. The product to be developed has a fairly low complexity, but total work ishigh. These kinds of products are likely to be developed within one



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functional department. A research department may also be an example of a department in which type II projects are undertaken. If moredepartments involved, then the light weighted matrix structure ispreferable. Employees are involved on a full-time basis. Tasks may beperformed concurrently.

III. The product to be developed consists of a lot of different elements, suchas software, PCB, power supply and mechanical structure. The product ishowever in the engineering phase, i.e. it is clear what needs to be done toget the product into production. Various disciplines perform their owntasks. These tasks have mostly a low workload. Employees cannot workfull-time on one project. This creates a complex situation that may becompared to a job shop situation in production logistics. Though thecomparison between manufacturing and product development is notaccepted by all product development managers, it may yield good results.Studying each step in the Product Development Process and fluctuations inworkloads reveals ways to reduce variation and eliminate bottlenecks. It is

necessary to view the Product Development Process as a process and notas a list of projects. Three important findings regarding this are:

1. Projects get done faster if the organization takes on fewer at a time.2. 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 organizationto 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 mostappropriate organizational structure for these kinds of products.

2. What is project management? Explain various activities involved inproject management

Answer:Project management is the disciple of organizing and managingresources in such a way that these resources deliver all the work requiredto complete a project within the defined scope, time and cost constraints.A project is a temporary and one-time endeavor undertaken to create aunique product or service that brings about beneficial change or added

value. This property of being a temporary and one time undertakingcontrasts with processes or operations, which are permanent or semi –permanent ongoing functional work to create the same product or serviceagain and again. The management of these two systems is often very



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different and requires varying technical skills and philosophy, hencerequiring 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 theobjectives 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 – it’s 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 thegiven 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.



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• 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.



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• 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 business’s 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 bemade 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



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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 theevaluation 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 forcontinuous 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



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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 activitiesas per their complexities and dependencies. These plans help us to findany deviations from the actual plan, so that the corrective action may betaken. The sooner the deviations from the plan are detected, the more it ispossible to cope up with them. There are several methods available forplanning. 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.

Example –

20

30 50

40

10



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t=1 mo D F t=3 mo

t=3 mo t=2 mo

A E

t=4 mo B C t=3 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 costestimating, cost control, business planning and management science,profitability analysis, project management, and planning and scheduling."



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Cost estimation models are mathematical algorithms or parametricequations used to estimate the costs of a product or project. The results of the models are typically necessary to obtain approval to proceed, and arefactored into business plans, budgets, and other financial planning andtracking mechanisms.

These algorithms were originally performed manually but now are almostuniversally computerized. They may be standardized (available inpublished texts or purchased commercially) or proprietary, depending onthe type of business, product, or project in question. Simple models mayuse standard spreadsheet products.

Models typically function through the input of parameters that describe theattributes of the product or project in question, and possibly physicalresource requirements. The model then provides as output variousresources requirements in cost and time.

Cost modeling practitioners often have the titles of cost estimators, costengineers, 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 plannedexpenses and revenues. It is a plan for saving and spending. A budget isan important concept in microeconomics, which uses a budget line toillustrate the trade-offs between two or more goods.

Here are a number of standard tools which are used in the capitalbudgeting and investment appraisal process. The merits of each arediscussed below:

Payback Period – This is the simplest of all the tools available. Here onetakes an undiscounted cash flow and simply asks, how long does theproject take to pay back? The advantages of the tool are that it requiresonly a simple calculation and is an easy concept to explain to non-financially minded managers. The disadvantages are that the tool ignoresthe profit of the whole life of the project and does not take account of thetime 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 flowfor the entire life of a project and then gives a project value, by subtracting



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the initial investment from the discounted returns. The advantage of thetool 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 capitalbudgeting. On the down side, NPV can be a complex calculation and canbe relatively difficult to explain to non-accounting managers.

Accounting Rate of Return (ARR) – ARR simply asks what rate of return aproject generates, as a percentage of the initial amount invested. ARR hasan 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 thetime value of money.

Name: Bhawani Pratap Singh

Registration No: 520840181

Learning Centre: Atmark Infotech

Learning Centre Code: 01669

Course: Bachelor of Computer Applications (BCA)



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Subject: BC0053 –Software Project Management & Quality Assurance

Semester: 5th

Semester

Module No: II

Date of Submission: 20 November 2010

Marks Awarded:

Signature of Signature of Signature of Coordinator Centre head

Evaluator

August 2010

Bachelor of Computer Application (BCA) – Semester 5

BC0054 – Software project Management & QualityAssurance



14

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 manychanges. (10 Marks)

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