So ware Project Management LAB FILE

ITE-354P
Submitted in partial fulfilment of the requirements for the award of the
degree of
B.Tech.
in

Information Technology

SUBMITTED TO:
SUBMITTED BY:
Prof. Anju Saha NAME: Abhishek Kumar
ENROLLMENT NO. – 04716401521
BATCH - 2021-25 (6th semester)

UNIVERSITY SCHOOL OF INFORMATION COMMUNICATION AND

TECHNOLOGYGURU GOBIND SINGH INDRAPRASTHA UNIVERSITY

MAY – 2024
 INDEX
Prac cal Name Date Signature
No.
1 Problem statement and project charter

2 NPV calculation
3 Work Breakdown Structure
4 Project activities and allocated resource
5 Gantt Chart
6 Network Diagram and Critical Path Method
 Prac cal – 1
AIM: Write problem statement and project charter for your project. Give the following
information:i) Title, ii) Purpose, iii) Description, iv) Expected benefits and stakeholders, v)
funding, vi) deliverables

Problem Statement:
The current manual system for managing the university library's resources is inefficient and outdated. With
the increasing volume of books, journals, and digital resources, along with the growing student and faculty
popula on, the university library struggles to effec vely organize, track, and provide access to its extensive
collec on. This manual system results in delays in loca ng materials, difficul es in inventory management,
and an overall subop mal user experience for students, faculty, and staff.

Project Charter:
i) Title: Library Database Management System.

ii) Purpose:
The purpose of the Library Database Management System project is to modernize and streamline the
library's opera ons by transi oning from manual processes to a comprehensive online database
management system. Project aims to improve the efficiency, accessibility, and user experience of the
university library's services while effec vely managing its vast collec on of resources.

iii) Descrip on:

Project will involve the development and implementa on of a robust online pla orm that integrates various
features such as cataloguing, circula on management, resource tracking, user authen ca on, and
advanced search capabili es. This system will allow students, faculty, and staff to easily search for, borrow,
and return library materials, as well as access digital resources from any loca on with internet connec vity.
Addi onally, it will provide administra ve tools for librarians to efficiently manage inventory, track usage
sta s cs, and generate reports to support decision-making processes.

iv) Expected Benefits and Stakeholders:

Benefits:
 Improved accessibility and searchability of library resources
 Enhanced user experience for students, faculty, and staff
 Streamlined circula on and inventory management processes
 Be er u liza on of library resources through data-driven insights

Stakeholders:
 University administra on
 Librarians and library staff
 Students
 Faculty
 IT support team

v) Funding:
Funding for the project will be sourced from the university's budget alloca on for infrastructure
development and moderniza on ini a ves. Addi onally, external grants and partnerships with relevant
technology vendors may be explored to supplement the project budget.

vi) Deliverables:
 Development and deployment of the ULODBMS pla orm
 Integra on with exis ng library systems and databases
 Training sessions for librarians, staff, and users on how to effec vely u lize the new system
 Ongoing technical support and maintenance to ensure the smooth opera on of the Database
system.
 Prac cal – 2
Aim:Calculate net present value (NPV) for the below problem with 3 projects A, B and C
(given: annual discount rate 6%, 9%, 11%). Analyze which project is morepreferable for
each discount rate and why?

NPV (Net Present Value)

Net Present Value (NPV) is a financial metric used to evaluate the profitability of an investment or project
by comparing the present value of its cash inflows to the present value of its cash ou lows. It helps in
determining whether a project will generate posi ve or nega ve returns over its lifespan, considering the
me value of money.

 N = Total number of time periods

 n = Time period
 Cn = Net cash flow at time period
 r = Internal rate of return

For the discount rate of 6%, project C has the maximum NPVof Rs 2798.83 which means
the profit of project C is max. Whereas for the discount rate of 9% and 11%, project A has
maximum NPV ofRs 1746.37 and Rs 1365.20 respectively and hence the maximum profit.
Therefore, project C is most preferable for 6% discount rate and project A for 9% and 11%
discount rate.
 Prac cal – 3
Aim: Explain Work Break Down structure. Discuss different types of WBS. Create ac vity
based WBS and hybrid WBS for your project.

Work Breakdown Structure (WBS)

A work breakdown structure (WBS) is a visual, hierarchical and deliverable-oriented
deconstruc on of a project. It is a helpful diagram for project managers because it
allows them to break down their project scope and visualize all the tasks required to
complete their projects.
All the steps of project work are outlined in the work breakdown structure chart,
which makes it an essen al project planning tool. The final project deliverable, as
well as the tasks and work packages associated with it rest on top of the WBS
diagram, and the WBS levels below subdivide the project scope to indicate the tasks,
deliverables and work packages that are needed to complete the project from start
to finish.
Project managers make use of project management so ware to lay out and execute
a work breakdown structure. When used in combina on with a Gan chart that
incorporates WBS levels and task hierarchies, project management so ware can be
especially effec ve for planning, scheduling and execu ng projects.

Types of WBS:

Deliverable-based WBS
A deliverable-based WBS first breaks down the project into all the major areas of the
project scope as control accounts and then divides those into project deliverables
and work packages.
Here’s an example of a deliverable-based WBS that’s taken from our free work
breakdown structure template. Download the template today to prac ce building
your own work breakdown structure in Excel.
Phase-Based Work Breakdown Structure
The phase-based WBS displays the final deliverable on top, with the WBS levels
below showing the five phases of a project (ini a on, planning, execu on, control
and closeout). Just as in the deliverable-based WBS, the project phases are divided
into project deliverables and work packages. Our previous graphic in the “Work
Breakdown Structure Example” sec on contained a phase-based WBS example.

Hybrid Work Breakdown Structure

This combines elements of different types of WBS to create a customized structure
that best fits the project's needs. It may involve a combina on of deliverable-based,
phase-based, and ac vity-based approaches to create a comprehensive breakdown
of the project work.

Ac vity-Based WBS for "Library Database Management System" Project:

1. Requirements Analysis
 Gather User Requirements
 Define Func onal Specifica ons
 Iden fy Technical Requirements

2. System Design
 Database Design
 User Interface Design
 Security Design

3. Development
 Backend Development
 Frontend Development
 Integra on Tes ng

4. Implementa on
 Data Migra on
 User Training
 Rollout Plan Execu on
 5. Maintenance
 Bug Fixes
 Updates and Enhancements
 User Support

Hybrid WBS for " Library Database Management System " Project:
1. Project Management
 Planning and Coordina on
 Stakeholder Communica on
 Risk Management

2. Technical Development
 Requirements Analysis
 System Design
 Development

3. Implementa on
 Data Migra on
 User Training
 Rollout Plan Execu on

4. Support and Maintenance

 Bug Fixes
 Updates and Enhancements
 User Support

5. Quality Assurance
 Tes ng and Valida on
 Quality Control
 Documenta on
 Prac cal – 4
Aim: List all the activities of the project and allocate resources as following:
i)Activity no.
ii)Activity name
iii)Duration
iv)start date
v)finish date
vi)Predecessor
vii)Resources

List of all the activities of the project and allocated resources:

Activity Duration
No. Activity Name (weeks) Start Date Finish Date Predecessor Resource Names
Project Manager,
1 Requirements Analysis 2 01-04-2024 14-04-2024 None Business Analyst
Gather User Business Analyst,
2 Requirements 1 01-04-2024 07-04-2024 1 Librarian
Business Analyst,
Define Functional Software
3 Specs 1 08-04-2024 14-04-2024 1 Architect
IT Specialist,
Software
4 Identify Technical Req 1 08-04-2024 14-04-2024 1 Architect
Software
Architect,
Database
5 System Design 3 15-04-2024 05-05-2024 3,4 Administrator
Database
Administrator,
Software
6 Database Design 1 15-04-2024 21-04-2024 5 Architect
UI/UX Designer,
Software
7 User Interface Design 1 22-04-2024 28-04-2024 5 Architect
IT Security
Specialist,
Software
8 Security Design 1 29-04-2024 05-05-2024 5 Architect
Software
Developers,
Database
Administrator,
9 Development 6 06-05-2024 16-06-2024 6,7,8 UI/UX Designer
Software
Developers,
Database
10 Backend Development 3 06-05-2024 26-05-2024 6,8 Administrator
Software
Frontend Developers,
11 Development 3 27-05-2024 16-06-2024 7 UI/UX Designer
 QA Engineers,
Software
12 Integration Testing 2 17-06-2024 30-06-2024 9 Developers
Implementation
Team, Librarians,
13 Implementation 4 01-07-2024 28-07-2024 12 IT Support
Database
Administrator, IT
14 Data Migration 2 01-07-2024 14-07-2024 13 Support
Trainers,
15 User Training 2 15-07-2024 28-07-2024 14 Librarians
Implementation
16 Rollout Plan Execution 2 29-07-2024 11-08-2024 15 Team, IT Support
IT Support,
Database
Administrator,
Software
17 Maintenance Ongoing 12-08-2024 N/A 16 Developers
 Prac cal – 5
Aim: Explain Gan chart. Draw Gan chart for your project using “GANTT CHART”
so ware project management tool.

Gan Chart:
A Gan chart is a bar chart that illustrates a project's schedule, including the start
and end dates of tasks, milestones, dependencies between tasks, and assignees. The
chart has three parts: a list of tasks on the le , a meline on the right, and schedule
bars represen ng the dura on of each task

Step 1: Crea on of new project

Provide Details of the project like name, organiza on name, website link and
descrip on

Step 2: Create Resources:

Add resources with their roles, rates, and other details like phone, mail, etc.

Step 2: Create Task:

Give the name of the task.
Add Begin Date and End Date
Men on priority
Customize the visual effects

Step 2: Men on Predecessors:

Men on the predecessors of the task.
If a task is required to be completed before star ng this project it need to
men oned in the predecessor.
Step 2: Allocate resources to the task:
Select all the resources required for the task.
Choose the number of resources.
We can allocate any resource to be the coordinator of the project.
Men on the role of the resource.

List of resources:
List of tasks:

Resource Chart:
Gan Chart:
 Prac cal – 6
Aim: Explain network diagram and cri cal path method (CPM). Draw network diagram for
you project using “Open Proj” so ware project management tool.

Network Diagram:
A network diagram is a visual representa on of the sequence and dependencies of
ac vi es within a project. It provides a graphical illustra on of the project's
schedule, showing the flow of work from start to finish. In a network diagram,
ac vi es are represented as nodes or boxes, and the dependencies between
ac vi es are represented by arrows or lines connec ng them.
Network diagrams help project managers and teams to:
1. Visualize the Sequence of Ac vi es: By mapping out the rela onships
between ac vi es, teams can understand the order in which tasks need to be
completed.
2. Iden fy Dependencies: Dependencies between ac vi es, such as finish-to-
start, start-to-start, finish-to-finish, or start-to-finish, are clearly illustrated in
the diagram, helping teams iden fy which tasks must be completed before
others can start.
3. Es mate Project Dura on: By analysing the dura on of each ac vity and the
dependencies between them, project managers can es mate the overall
dura on of the project more accurately.
4. Iden fy Cri cal Path: The cri cal path, which represents the longest path
through the network diagram, indicates the shortest possible dura on in
which the project can be completed. Ac vi es on the cri cal path have zero
float or slack, meaning any delay in these ac vi es will directly impact the
project's overall dura on.
Cri cal Path Method (CPM):
The Cri cal Path Method (CPM) is a project management technique used to
determine the longest sequence of dependent ac vi es (the cri cal path) and
iden fy the shortest possible dura on for comple ng a project. CPM relies on the
network diagram to analyze the dependencies between ac vi es and calculate the
project's cri cal path.

Key steps in applying CPM include:

1. Iden fy Ac vi es: List all the ac vi es required to complete the project and
their dependencies.
2. Create Network Diagram: Use the ac vity list to create a network diagram,
with ac vi es represented as nodes and dependencies as arrows.
3. Determine Ac vity Dura ons: Es mate the dura on of each ac vity based on
historical data, expert judgment, or other relevant factors.
4. Calculate Early Start (ES) and Early Finish (EF) Times: Start with the first
ac vity and calculate its early start me (ES) as the project's start date. Then,
calculate the early finish me (EF) by adding the ac vity dura on to the ES.
5. Calculate Late Start (LS) and Late Finish (LF) Times: Start with the last ac vity
and set its late finish me (LF) equal to the project's end date. Then, calculate
the late start me (LS) by subtrac ng the ac vity dura on from the LF.
6. Calculate Total Float (TF) or Slack: Total float represents the amount of me
an ac vity can be delayed without delaying the project's comple on. It is
calculated as the difference between LF and EF (or LS and ES) for each ac vity.
7. Iden fy Cri cal Path: The cri cal path consists of ac vi es with zero total
float. It represents the longest path through the network diagram and
determines the project's minimum dura on.

By using the Cri cal Path Method, project managers can iden fy the cri cal ac vi es
that must be closely monitored and managed to ensure the project is completed on
me. Addi onally, CPM helps teams allocate resources efficiently and priori ze tasks
to minimize project delays.
Network Diagram for Library Database Management System:
 Practical 8

Aim:
Draw “activity on arrow” diagram for your project. Draw forward pass and backward
pass. Determine earliest date (ED), latest date (LD) and slack for each activity and
also calculate the project finish date. Find the critical path using CPM.

Theory:
Activity on Arrow (AOA) diagram is another type of network diagram used in project
management, particularly in the scheduling phase. Unlike the Activity on Node
(AON) diagram, which focuses on activities as nodes, the AOA diagram represents
activities as arrows or lines, with events or milestones depicted as nodes.
Here's an overview of Activity on Arrow diagrams:
1. Arrows Represent Activities: In an AOA diagram, activities are represented
by arrows or lines connecting events or milestones. The arrows indicate the
flow or sequence of work within the project.
2. Events or Milestones as Nodes: Unlike AON diagrams where activities are
depicted as nodes, in AOA diagrams, events or milestones are represented as
nodes. These nodes mark significant points in the project timeline, such as the
start or completion of activities.
3. Activity Duration: Similar to AON diagrams, each activity in an AOA diagram
has a defined duration or time required for completion. This duration is
typically represented alongside the arrows.
4. Critical Path: Just like in AON diagrams, the critical path in AOA diagrams
represents the longest sequence of dependent activities that must be
completed on time for the project to finish within its allotted timeframe. It
determines the minimum time needed to complete the project.
5. Forward Pass: In scheduling with AOA diagrams, a forward pass calculates
the earliest event times based on the sequence of activities and their
durations. This helps in determining the earliest possible project completion
time.
6. Backward Pass: Similarly, a backward pass in AOA diagrams calculates the
latest event times, considering the project's completion time and the sequence
of activities. This helps in identifying the flexibility or slack time available for
each activity without delaying the project.

Activity on Arrow diagrams, while less commonly used compared to AON

diagrams, provide an alternative way to visualize project workflows and
dependencies. They are often used in conjunction with other project management
techniques and software to effectively plan, schedule, and manage projects.
Activity on Arrow Diagram:
 Practical 9

Aim:
Draw Gantt chart for the below project using "MS Project" software project
management tool.

Gantt Chart:
 Practical 10

Aim: Draw network diagram for the project given in practical 9 using "MS Project"
software project management tool.

Network Diagram:
 Practical 11

Aim: Draw activity on node for the project given in practical no 9. Draw forward pass
and backward pass. Determine early start (ES), latest start (LS), early finish (EF),
latest finish (LF) and float for each activity and also calculate the project finish date.
Find the critical path using CPM.

Activity on Node:

Here , Red Path is highlighted as critical path.

 Practical 12

Aim: Explain the term Program Evaluation and Review Technique (PERT) (within
50 words). Using PERT, calculate standard deviation for each activity. Calculate z
values for each event by taking some target date for your project.

Theory:

Program Evaluation and Review Technique (PERT) is a project management tool used to
analyze and schedule the tasks involved in completing a project. It employs probabilistic
techniques to estimate the duration of each task, helping to identify the critical path and
manage project timelines effectively.

Key features of PERT include:

1. Task Analysis: PERT breaks down a project into individual tasks or activities, identifying
dependencies between them.
2. Time Estimation: Unlike traditional project management techniques that rely on fixed-
duration estimates, PERT uses probabilistic methods. Instead of providing a single estimate
for each task, PERT considers optimistic, pessimistic, and most likely time estimates for
each activity. These estimates are then used to calculate a weighted average duration for
each task.
3. Critical Path: PERT helps identify the critical path, which is the longest sequence of
dependent tasks that determine the overall duration of the project. Activities on the critical
path have zero slack or float, meaning any delay in these tasks will directly impact the
project's completion time.
4. Probability Analysis: PERT provides insights into the probability of completing the project
within a specific timeframe. By considering the variability in task durations, project
managers can assess the likelihood of meeting deadlines and allocate resources
accordingly.
5. Visualization: PERT diagrams, often represented as network diagrams, visually depict the
sequence of activities and their dependencies. This graphical representation helps project
teams understand the project's flow and identify critical tasks.

Overall, PERT enables project managers to make informed decisions about resource allocation,
scheduling, and risk management. By incorporating uncertainty into the planning process, PERT
improves the accuracy of project timelines and enhances the likelihood of project success.