SPM process Life cycle

• This project management process generally includes four phases:

initiating, planning, executing, and closing.
• Some may also include a fifth “monitoring and controlling” phase
between the executing and closing stages.
• Each step plays a crucial role in making sure the project has the best
chance of achieving its goals.
• The project management lifecycle provides projects with structure and
tools to ensure they have the best chance of being successful.
 1. Initiating
• In the initiation phase, you will define the project. You will sort out the project goals, scope, and resources
of the project and what roles are needed on the team. Clarifying what stakeholders expect out of the
project, and what exactly the project is aiming to achieve (and why) will give the project and team clear
direction.
• This is a crucial phase to the project’s success. Without clarity around what needs to be achieved and why
the project runs the risk of not accomplishing the end results and meeting the expectations of stakeholders.
• Some steps in the initiation phase include:
Communicating with stakeholders to understand the purpose and desired outcomes of the project
Identifying the scope of the project
Determining SMART goals (specific, measurable, achievable, relevant, and time-bound)
Clarifying resources like budget and time constraints
Confirming team size and roles required
Determining how often and which stakeholders will be involved throughout the project
Compiling a project proposal and project charter
• Tools and documents used in the initiation phase can include:
Project proposal: The project proposal defines a project and outlines key dates, requirements, and goals.
Project charter: This is a definitive document that describes the project and main details necessary to reach its goals.
This can include potential risks, benefits, constraints, and key stakeholders.
RACI chart: A RACI chart, lays down the roles and responsibilities of members of a project team.
 2. Planning

• In the planning phase, you will determine the steps to actually achieve the project goals—the “how” of
completing a project.
• You will establish budgets, timelines, milestones, source materials, and necessary documents. This step also
involves calculating and predicting risk, establishing change processes in place, and outlining communication
protocols. If the initiation phase is assembling your troops, the planning phase is deciding what to do with
them.
• The planning phase can include the following steps:
• Deciding on milestones that lead up to goal completion
• Developing a schedule for tasks and milestones, including time estimates and potential time buffers
• Establishing change processes
• Determining how and how often to communicate with team members and stakeholders
• Creating and signing documents such as non-disclosure agreements (NDAs) or requests for proposal (RFPs)
• Assessing and managing risk by creating a risk register
• Holding a kick-off meeting to start a project
• Tools you might use in a planning phase include:
• Gantt chart: A horizontal bar chart in which members can see what tasks must be completed in which order and how long each task
is expected to take
• Risk register: A chart that lists risks associated with the project, along with their probability, potential impact, risk level, and
mitigation plans
3. Execute and complete tasks

• Executing a project means putting your plan into action and keeping the team on
track. Generally, this means tracking and measuring progress, managing quality,
mitigating risk, managing the budget, and using data to inform your decisions.
• Specific steps might include:
Using tools like GANTT or burndown charts to track progress on tasks
Responding to risks when they manifest
Recording costs
Keeping team members motivated and on task
Keeping stakeholders informed of progress
Incorporating changes via change requests
• Some tools you might use include:
• Change requests: These are documents used to propose changes to a project’s scope or
goals
• Burndown chart: This chart breaks down tasks on a granular level and visualises the
amount of time remaining
4. Close projects

• in the closing phase of the project management lifecycle, you will conclude
project activities, turn the finished product or service over to its new owners and
assess the things that went well and did not go so well. It will also be a time to
celebrate your hard work.
• Steps in the closing phase can include:
Conducting retrospectives and take notes of changes you can implement in the future
Communicating to stakeholders at the end of the project and providing an impact report
Communicating with the new owners of a project
Creating a project closeout report
Celebrating the end of the project and your successes
• Tools used in the closing phase include:
• Impact report: This report compiles a series of metrics that showcase how your project
made a difference and is presented to your stakeholders.
• Project closeout report: A project closeout report provides a summary of your project’s
accomplishments, and provides key learnings for future project managers to reference.
Code of professional conduct and ethics
• Software engineers shall commit themselves to making the analysis, specification, design, development, testing and
maintenance of software a beneficial and respected profession. In accordance with their commitment to the health, safety and
welfare of the public, software engineers shall adhere to the following Eight Principles:
1. PUBLIC – Software engineers shall act consistently with the public interest.
2. CLIENT AND EMPLOYER – Software engineers shall act in a manner that is in the best interests of their client and
employer consistent with the public interest.
3. PRODUCT – Software engineers shall ensure that their products and related modifications meet the highest professional
standards possible.
4. JUDGMENT – Software engineers shall maintain integrity and independence in their professional judgment.
5. MANAGEMENT – Software engineering managers and leaders shall subscribe to and promote an ethical approach to
the management of software development and maintenance.
6. PROFESSION – Software engineers shall advance the integrity and reputation of the profession consistent with the
public interest.
7. COLLEAGUES – Software engineers shall be fair to and supportive of their colleagues.
8. SELF – Software engineers shall participate in lifelong learning regarding the practice of their profession and shall
promote an ethical approach to the practice of the profession.
 10 Key Project
Management
Knowledge Areas
(PMBOK)
• Project Management Knowledge Areas are the essential components of project
management, which provide the basis for managing projects and achieving successful
outcomes
1. Project integration management is an essential component of project management.
It involves overseeing the processes used to bring together various project elements.
This includes the physical and digital features and the people involved in the
project. It also involves managing relationships between stakeholders and
managing changes that arise during the project.
2. Project scope management ensures that a project’s objectives are achieved
within the constraints of available resources and timeframes.
This involves developing a plan for the project, determining what tasks need to
be done and in which order they should be completed, estimating costs, and
tracking progress against the plan.
• Project time management is integral to planning a successful project. It
includes creating timelines, setting deadlines, scheduling resources,
and allocating time to each task or resource required for project
completion.
• Project cost management
• Project cost management is all about managing costs associated with
completing a project on time and within budget. This involves setting
a budget, tracking prices and expenses related to the project, and
identifying ways to reduce costs or maximize resources.
• Project quality management is all about ensuring that the deliverables and
processes associated with a project meet predetermined standards of
excellence.
• This includes developing plans for quality assurance, testing products
before release, and auditing results to ensure compliance with established
quality standards.
• Project resource management involves managing people and other
resources to complete a project successfully.
• This includes recruiting team members, assigning project tasks according
to their skills, motivating them to perform at their best, and monitoring
resources used throughout the project lifecycle.
• Project communications management ensures that all stakeholders know the
project’s progress and have access to the information they need at the right
time.
• This includes setting up a communication plan, establishing
channels for communication, communicating effectively with team members
and other stakeholders, and managing conflicts among stakeholders.
• Project risk management is all about identifying potential risks or issues that
can slow down the project and creating plans or strategies to respond to them
if they arise. According to the Project Management Body of Knowledge
(PMBoK), it includes quantitative risk analysis associated with the project,
developing contingency plans in case those risks materialize, and monitoring
risks throughout the project’s lifecycle.
• Project procurement management is concerned with acquiring goods and services
required to complete a project. From identifying potential vendors, evaluating
offers from suppliers, negotiating contracts and terms, managing the procurement
process, and ensuring compliance with legal team, it all falls within this step of
the PM knowledge areas.
• Project stakeholder management is an integral part of any successful project.
• It involves identifying stakeholders and their interests in the project, engaging
with them throughout the project’s life cycle, responding to their concerns or
questions promptly, and keeping them informed about the progress made toward
completion.
• By doing so, stakeholders can be sure that their goals are being taken into
account when making decisions about the project.
ADKAR Change Management Model Template
The ADKAR Change Management Model is a change
management framework that describes the five goals that
must be accomplished in order to create successful
change on both an individual and organizational level.
These five goals include Awareness, Desire, Knowledge,
Ability and Reinforcement. This model helps to simplify
the daunting process of organizational change by breaking
it down into small, attainable goals.
ADKAR Change Management Tool Template

Steps Focus Assessment & Strategy

Is your organization

A Awareness
aware of the change •
you want to make?
Communicate the change •
to employees.

Are employees

D
actively involved in •
the change process?
Desire
Create incentives for the
employees to be •
invested
Are employees

K Knowledge
educated on how the •
change will happen?
Provide training to
employees on the •
change.
Are individuals able to

A execute on the •
Ability change?
Provide mentorship to •
employees on new skills.
Are employees

R
ensuring this change •
Reinforcem will continue?
ent Reinforce positive
1. Awareness: The first Step is to Internalize Why Change is Needed.
Successful Changes take place when people Understand Why they are
needed.
2. Desire: Employees and Managers should then Desire that Change.
Once they Understand how this Change could help them in their day to day.
3. Knowledge: The next Step is to identify all the Information necessary.
What knowledge is important for the Change to be successful.
4. Ability: All the people involved should be then Able to play their part.
With the Knowledge and Tools necessary.
5. Reinforcement: Finally, a Follow-up Process should be implemented to
ensure Change.
This way, the Change will be Tracked and Improved.
Project Management Tools

• To manage the Project management system adequately and efficiently,

we use Project management tools.
• Gantt chart
• PERT
• Logic Network
• Resource Histogram
• Critical Path Analysis
Gantt chart
• Gantt Chart first developed by Henry Gantt in 1917. Gantt chart
usually utilized in project management, and it is one of the most
popular and helpful ways of showing activities displayed against time.
Each activity represented by a bar.
• Gantt chart is a useful tool when you want to see the entire landscape
of either one or multiple projects. It helps you to view which tasks are
dependent on one another and which event is coming up
Gantt Chart
PERT
• PERT is an acronym of Programme Evaluation Review Technique. In the
1950s, it is developed by the U.S. Navy to handle the Polaris submarine
missile programme.
• In Project Management, PERT chart represented as a network diagram
concerning the number of nodes, which represents events.
• The direction of the lines indicates the sequence of the task. In the above
example, tasks between "Task 1 to Task 9" must complete, and these are
known as a dependent or serial task. Between Task 4 and 5, and Task 4 and 6,
nodes are not depended and can undertake simultaneously. These are known as
Parallel or concurrent tasks. Without resource or completion time, the task
must complete in the sequence which is considered as event dependency, and
these are known as Dummy activity and represented by dotted lines.
Logic Network
• The Logic Network shows the order of
activities over time. It shows the sequence in
which activities are to do.
• Distinguishing events and pinning down the
project are the two primary uses. Moreover, it
will help with understanding task dependencies,
a timescale, and overall project workflow.
• Product Breakdown Structure (BBS) is a management tool and necessary a part of the project
designing. It's a task-oriented system for subdividing a project into product parts. The product
breakdown structure describes subtasks or work packages and represents the connection between
work packages. Within the product breakdown Structure, the project work has diagrammatically
pictured with various types of lists. The product breakdown structure is just like the work
breakdown structure (WBS).
• Work breakdown structure (WBS) is an important project deliverable that classifies the team's
work into flexible segments. "Project Management Body of Knowledge (PMBOK)" is a group of
terminology that describes the work breakdown structure as a "deliverable-oriented hierarchical
breakdown of the work which is performed by the project team.“
There are two ways to generate a Work Breakdown Structure ? The top-down and
The bottom-up approach.
In the top-down approach, the WBS derived by crumbling the overall project into subprojects or lower-level
tasks.
The bottom-up approach is more alike to a brainstorming exercise where team members are asked to make a
list of low-level tasks which is required to complete the project.
• Resource Histogram
The resource histogram is precisely a bar chart that used for displaying
the amounts of time that a resource is scheduled to be worked on over a
prearranged and specific period. Resource histograms can also contain
the related feature of resource availability, used for comparison on
purposes of contrast.
• Critical Path Analysis
Critical path analysis is a technique that is used to categorize the
activities which are required to complete a task, as well as classifying
the time which is needed to finish each activity and the relationships
between the activities. It is also called a critical path method. CPA helps
in predicting whether a project will expire on time.