1 / 13

SPM

software project management

Mehak52
Download Presentation

SPM

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Roles & Responsibilities Mehak Leads the project, manages timelines and team coordination, ensures goals are met, and resolves issues. Project Manager Aleeza QA Lead Test planning & execution, Bug tracking & reporting, Quality standards enforcement Malaika Creates and edits content, ensures clarity and accuracy, and aligns content with project objectives. Content Developer Anum Business Analyst Gathers and analyzes requirements, documents project needs, and ensures the solution meets business goals. Mahnoor Development Lead Technical architecture design, Development task allocation, Technical risk assessment

  2. SOFTWARE PROJECT MANAGEMENT BY TEAM LIFELINKERS

  3. Foundational Challenge: Triple Constraints Project success depends on balancing three critical variables. Are we building the right things? What Resources and Budget do we need? Can we afford it? What Feature are we building? Can we meet the date? what is the deadline? Scope Time Quality Cost You can't change one without affecting the others. Quality is the foundation we protect.

  4. PROJECT MANAGEMENT PROCESS STAGES Monitoring & Controlling Closure Execution Initiation Planning -Start working on the plan -Build workflows assign tasks to team members -Keep eveyone in lthe loop -Do regular review monitor progress -Apply changes when needed -Complete all project -Discuss failures and successes -Document lessons learned -Define Project Purpose, scope & objectives -Identify key stakeholders -Create project charter -Create a Project Plan -Create a WBS -Develop a Risk Management Strategy

  5. Phase 1: Initiation First step where the project is formally authorized and its business value is validated. Prove viability Define & Authorize Secure Leadership Created Business Case: Confirmed biometric technology integration was possible and the project was financially sound. Created Project Charter: Formally defined the need for a secure digital health ID and outlined the mobile app & cloud backend scope. Officially Assigned the Project Manager and granted authority over the budget and team. Why This Why This Why This MEDIUM TEXT Provided the "birth certificate". Gave the project formal existence and authority, preventing scope disputes later. Established clear accountability. Without a single leader, teams lack direction and decision-making stalls.

  6. Planning I (Scope & Schedule) Pillar A: Scope (Clear Boundaries) Goal: Explicitly define what is In and Out of the project. Out-of-Scope Issuing physical ID cards or connecting to existing hospital systems. In-Scope Biometric Mobile App and Cloud Backend.

  7. Pillar B: Scheduling & Critical Path The Work Breakdown Structure (WBS) breaks all deliverables into small tasks. Our project WBS https://drive.google.com/file/d/181QrgECk7 DnuQPdPvlx81TqPcPIQhCDR/view Critical Path: The sequence of tasks that cannot be delayed without delaying the entire project (20 weeks for PakHealthID based on dependencies).

  8. Planning II (Estimation & Risk) Pillar A: Turning Size into Effort • Method: We use estimation models, like COCOMO, to calculate the work needed before we start. • Calculation: 8 KLOC (Size) \ ->20.64 Person-Months(Effort) \- > 8.1 Months (Duration). This calculation gives us the foundation for our Budget and Time Baseline. Pillar B: Proactive Risk Mitigation • Risk: A future event that could negatively impact the project. • Top Risk (PakHealthID): Scope Creep (Uncontrolled changes to features). • Mitigation: Establish a Formal Change Control Process.

  9. Monitoring & Control Change Control Quality Assurance Managaging and approving project changes effectively Ensuring project activities align with planned objectives Quality Assurance Risk Management Maintaining standards and quality throughout the project Identifying and mitigating potential risk

  10. Formal Change Control Managing all changes to protect the agreed-upon Scope, Time, and Cost. Review: The Project Manager analyzes the impact on time and cost. Submit: Stakeholders must submit a formal Change Request for new features. Approve: Only the main decision makers (change control member) can approve the change. Re-Plan: If approved, the budget and schedule are formally updated.

  11. Project Execution - Leading the Delivery Pillar A: Managing the Team Time Management Communication Team Work Pillar B: Adaptability and Quality Quality: Involve users early. Example: Early UI/UX testing with doctors mitigated the risk of building the wrong interface. • Adaptability: Be ready to pivot. Example: PakHealthID switched from failed online surveys to successful in- person surveys to get requirements.

  12. CLOSURE

  13. Key Lessons from PakHealthID Communication: Daily updates and clear talk are critical. Assumptions lead to delays. Adaptability: Successfully switched to in-person surveys after online survey failure. Be flexible! Time Management: Break large tasks into smaller, manageable units to avoid underestimation and burnout. Teamwork: Success relied on mutual support and trust, proving that soft skills matter as much as technical skills.

More Related