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B. Tech.
(SEM VI) THEORY EXAMINATION 2022-23SOFTWARE PROJECT
MANAGEMENT

Time: 3 Hours Total Marks: 100

Note: Attempt all Sections. If require any missing data; then choose suitably.

SECTION A

1. Attempt all questions in brief. 2 x 10 = 20

a. Explain how a B. Tech program is a project.

b. Discuss Technical Risk in software project management.

c. Discuss Function Point and compare it with Lines of Code.

d. List out different types of cost estimation technique.

e. Explain why Risk Planning is required.

f. Discuss the structure of activity node in activity network.

g. Discuss advantages of software configuration management.

h. Explain effect on Project if CPI>1.1 and SPI>1.2

i. Explain the best method of staff selection.

j. Discuss role of leadership in project management.

a. Explain how a B. Tech program is a project:

A B. Tech program can be considered a project because it involves a temporary and unique set of activities with a specific goal – the completion of the degree
requirements. It has a defined beginning (admission), a middle (coursework and projects), and an end (graduation). The program requires planning, resource
allocation, and coordination of various tasks, such as attending classes, completing assignments, and undertaking projects. The successful completion of the B.
Tech program meets the overall objective of obtaining a degree.

b. Discuss Technical Risk in software project management:

Technical risk in software project management refers to uncertainties associated with the development and implementation of technology. It can include issues
related to software complexity, technology selection, integration challenges, and the skills of the development team. Technical risks may lead to project delays,
increased costs, and quality concerns. Effective management involves identifying, analyzing, and mitigating technical risks through proper planning, skill
assessment, and contingency measures.

c. Discuss Function Point and compare it with Lines of Code:

- Function Point: It is a measure of software size based on the functionality provided to the user. It considers inputs, outputs, inquiries, interfaces, and files.
Function points provide a more abstract measure than lines of code, focusing on what the system does rather than how it is implemented.

- Lines of Code (LOC): It measures the size of software based on the number of lines of code written. While it is a tangible and easy-to-measure metric, it doesn't
capture the complexity or functionality of the software as effectively as function points.

d. List out different types of cost estimation techniques:

- Analogous Estimation: Uses historical data from similar projects.
- Parametric Estimation: Involves mathematical models based on parameters such as LOC or function points.
- Bottom-Up Estimation: Estimates costs for individual work items, which are then aggregated for the entire project.
- Expert Judgment: Involves obtaining input from experts in the field.
- Three-Point Estimation: Uses optimistic, pessimistic, and most likely estimates to calculate expected costs.
- Top-Down Estimation: High-level estimates are used to determine overall project costs.

e. Explain why Risk Planning is required:

Risk planning is essential in project management to proactively identify, assess, and mitigate potential risks that could impact the project's success. It involves
developing strategies to manage uncertainties and unforeseen events. By having a risk plan in place, a project team can:
- Identify potential risks and their impacts.
- Develop risk response strategies.
- Allocate resources for risk management activities.
- Enhance the team's ability to respond to unexpected events.
- Improve overall project control and reduce the likelihood of project failure.

f. Discuss the structure of activity node in the activity network:

An activity node in an activity network represents a specific task or activity in a project. Its structure includes:
- Activity Identifier: A unique label or number assigned to the activity.
- Description: A brief description of the task or activity.
- Duration: The time required to complete the activity.
- Dependencies: Relationships with other activities (preceding or succeeding).
- Resources: The personnel, equipment, or materials assigned to the activity.
g. Discuss advantages of software configuration management:
- Version Control: Tracks changes to software, allowing for easy identification of versions and the ability to roll back to previous states.
- Change Management: Provides a systematic approach to handling changes, reducing the risk of introducing errors.
- Baseline Establishment: Helps establish stable baselines for software configurations.
- Collaboration: Facilitates collaboration among team members by managing concurrent changes.
- Auditability: Enables tracking of changes for auditing and compliance purposes.

h. Explain the effect on the project if CPI>1.1 and SPI>1.2:

- CPI (Cost Performance Index) > 1.1: Indicates that the project is under budget. The actual cost of the work performed is less than planned, suggesting efficient
cost management.

- SPI (Schedule Performance Index) > 1.2: Indicates that the project is ahead of schedule. The work performed is progressing faster than originally planned.

In both cases, it generally reflects positive project performance. However, it's essential to consider other factors, such as the quality of work, to assess the overall
health of the project.

i. Explain the best method of staff selection:

The best method of staff selection depends on the specific needs of the project and the organization. Common methods include:
- Interviews: Assessing candidates through one-on-one or panel interviews.
- Resumes and Portfolios: Reviewing candidates' qualifications and past work.
- Skills Testing: Evaluating candidates' technical or functional skills through tests or practical exercises.
- References: Contacting previous employers or colleagues for feedback on a candidate's work and behavior.
- Assessment Centers: In-depth evaluation through simulations, role plays, and other exercises.

j. Discuss the role of leadership in project management:

- Visionary Guidance: Leaders provide a clear vision for the project, aligning team members with common goals.
- Decision-Making: Leaders make crucial decisions, considering project constraints and goals.
- Motivation: Effective leaders inspire and motivate team members, fostering a positive and productive work environment.
- Communication: Leaders facilitate open communication, ensuring information flows efficiently within the team and stakeholders.
- Conflict Resolution: Leaders address conflicts and challenges, promoting collaboration and problem-solving.
- Risk Management: Leaders anticipate and manage risks, guiding the team through uncertainties.
- Team Development: Leaders build and develop a cohesive and high-performing project team.

SECTION B

2. Attempt any three of the following: 10x3=30

a. Discuss project portfolio management with examples.

b. Outline COSMIC full function points for software cost estimation.

c. Illustrate Work Breakdown Structure (WBS) in context to software project and product.

d. Discuss Framework for management & control in context of cost and schedule.

e. Discuss The Oldham – Ha c k m a n job ch a rac t e ri s t ic model.

a. Discuss project portfolio management with examples:

Project Portfolio Management (PPM) involves the centralized management of one or more project portfolios to achieve strategic objectives. It includes identifying,
prioritizing, and managing a collection of projects or programs. Examples of PPM include:

- Healthcare Industry: A hospital might have a project portfolio that includes implementing a new electronic health record system, expanding facilities, and
launching community health programs.

- IT Services Company: A software development company may have a portfolio consisting of various software development projects, infrastructure upgrades, and
cybersecurity initiatives.

- Manufacturing Company: An automotive manufacturer might manage a project portfolio that includes new product development, process improvement projects,
and sustainability initiatives.

PPM helps organizations align projects with business goals, optimize resource allocation, and ensure that the overall project mix is strategically aligned.

---

b. Outline COSMIC full function points for software cost estimation:

COSMIC (Common Software Measurement International Consortium) Full Function Points (FFP) is a software sizing metric that quantifies the functionality
provided by software from a user perspective. Key components include:

- Data Movements: Counting the number of data movements within and across the system boundaries.
- Control Movements: Counting the number of control movements within and across the system boundaries.
- Interfaces: Identifying external inputs, external outputs, external inquiries, and internal logical files.

COSMIC FFP provides a more comprehensive and abstract measure than traditional function points, considering the user's interactions with the software.

---

c. Illustrate Work Breakdown Structure (WBS) in the context of a software project and product:
Work Breakdown Structure (WBS) is a hierarchical decomposition of the total scope of work to be carried out by the project team. In the context of a software
project and product:

- Level 1: Project: Software Development Project

- Level 2: Phases: Requirements, Design, Implementation, Testing, Deployment
- Level 3: Tasks: For Requirements - User Interviews, Document Analysis
- Level 3: Tasks: For Design - System Architecture, User Interface Design
- Level 3: Tasks: For Implementation - Coding, Unit Testing
- Level 3: Tasks: For Testing - Unit Testing, System Testing
- Level 3: Tasks: For Deployment - User Training, Rollout

Each level provides a more detailed breakdown of the project's scope, making it easier to plan, execute, and control.

---

d. Discuss Framework for management & control in the context of cost and schedule:
A Framework for Management and Control in the context of cost and schedule includes:

- Baseline Establishment: Defining a baseline for project scope, schedule, and budget.
- Performance Measurement: Regularly measuring and comparing actual project performance against the established baseline.
- Change Control: Managing changes to project scope, schedule, and budget through a formal change control process.
- Risk Management: Identifying, assessing, and mitigating risks that could impact cost and schedule.
- Communication Plan: Establishing a communication plan to keep stakeholders informed about project progress.
- Resource Management: Efficiently allocating and managing resources to ensure project success.
- Quality Management: Ensuring that project deliverables meet the specified quality standards.

This framework helps organizations effectively manage and control projects, mitigating risks and ensuring successful outcomes.

---

e. Discuss The Oldham – Hackman job characteristic model:

The Oldham-Hackman Job Characteristic Model focuses on the design of jobs and how specific job characteristics influence employee motivation and satisfaction.
It includes five core job characteristics:

1. Skill Variety: The extent to which a job requires a variety of skills to complete tasks.
2. Task Identity: The degree to which a job involves completing a whole, identifiable piece of work.
3. Task Significance: The impact a job has on other people or the organization.
4. Autonomy: The level of independence and discretion a worker has in performing tasks.
5. Feedback: The extent to which a worker receives direct and clear information about the effectiveness of their performance.

The model suggests that jobs with high levels of these characteristics are more likely to result in positive outcomes such as job satisfaction, motivation, and
performance.

---

SECTION C
3. Attempt any one part of the following: 10x1=10

a. (i)Discuss characteristics of an objective of a project.

(ii)Explain management principles for controlling and monitoring a project.

a. (i) Discuss characteristics of an objective of a project:

The objectives of a project are crucial components that provide a clear and measurable direction for the project team. Here are key
characteristics of effective project objectives:

1. Specific: Objectives should be clear and well-defined, leaving no room for ambiguity. They should outline precisely what needs to be
achieved.

2. Measurable: Objectives should include quantifiable criteria that allow for the measurement of progress and success. This helps in assessing
whether the project goals are met.

3. Achievable: Objectives should be realistic and attainable within the constraints of the project, such as budget, time, and available resources.

4. Relevant: Objectives should align with the overall goals and strategic objectives of the organization. They should contribute meaningfully
to the organization's success.

5. Time-Bound: Objectives should have a specific timeframe for completion. This helps in setting deadlines and milestones, promoting
accountability and focus.

6. Strategic Alignment: Objectives should support the overall strategy of the organization, ensuring that the project contributes to broader
business goals.

7. Accepted: Objectives should be agreed upon by key stakeholders, including project sponsors, team members, and end-users. Consensus
helps in avoiding conflicts and gaining support.

8. Flexible: While objectives should be specific, they should also allow for some flexibility to adapt to changes and unforeseen circumstances
during the project lifecycle.
 9. Understandable: Objectives should be communicated in a way that is easily understood by all stakeholders, promoting a shared
understanding of the project's purpose and goals.

10. Challenging: Objectives should be challenging enough to motivate and engage the project team, encouraging high performance.

a. (ii) Explain management principles for controlling and monitoring a project:

Effective control and monitoring are crucial for ensuring that a project stays on track and achieves its objectives. Here are management
principles for controlling and monitoring a project:

1. Establish Clear Baselines: Define clear baselines for scope, schedule, and budget. Baselines serve as benchmarks for measuring actual
performance against planned performance.

2. Define Key Performance Indicators (KPIs): Identify and establish KPIs that align with project objectives. These metrics help in quantifying
progress and performance.

3. Regular Reporting: Implement regular reporting mechanisms to keep stakeholders informed about project status, issues, and achievements.
Reports should be timely, accurate, and tailored to the needs of different audiences.

4. Use Earned Value Management (EVM): EVM integrates scope, schedule, and cost to provide a comprehensive view of project
performance. It helps in forecasting and identifying variances.

5. Implement Change Control: Establish a formal change control process to manage changes to project scope, schedule, and budget. This
helps in preventing scope creep and maintaining control over project changes.

6. Risk Management: Continuously assess and manage project risks. Identify potential risks, develop mitigation strategies, and monitor risk
triggers to prevent or address issues promptly.

7. Performance Reviews: Conduct regular performance reviews with the project team. Assess individual and team performance against
established goals and expectations.

8. Quality Assurance: Integrate quality assurance processes into project activities. Monitor and control the quality of deliverables to ensure
they meet predefined standards.

9. Feedback Mechanisms: Establish feedback mechanisms for team members, stakeholders, and end-users. Solicit input on project progress,
challenges, and potential improvements.

10. Adaptability: Be adaptable to changes in project conditions. Anticipate potential issues and be prepared to adjust plans and strategies as
needed.

11. Continuous Improvement: Encourage a culture of continuous improvement. Learn from project experiences and apply lessons learned to
enhance future projects.

12. Stakeholder Communication: Maintain open and transparent communication with all project stakeholders. Address concerns promptly and
ensure that all stakeholders are aligned with project goals.

By following these principles, project managers can effectively control and monitor projects, leading to successful outcomes and satisfied
stakeholders.

b. The status of cash flow for four projects is given in the following table. (Negativefigures at the end of
year 0 represent initial investment).
Cash flow for four projects (Figures are end of year total in rupees)
Year Project 1 Project 2 Project 3 Project 4
0 -100,000 -1,000,000 -100,000 -120,000
1 10,000 200,000 30,000 30,000
2 10,000 200,000 30,000 30,000
3 10,000 200,000 30,000 30,000
4 20,000 200,000 30,000 30,000
 5 100,000 300,000 30,000 75,000
Calculate Net Profit (NP), Payback Period (PP), Return on Investment (ROI) and Net Present Value (NPV)
on the basis of above table. You may assume discount rate to beas 10%.

Let's calculate Net Profit (NP), Payback Period (PP), Return on Investment (ROI), and Net Present Value (NPV) for each project based on the given cash flow
table and a discount rate of 10%.

Project 1:
1. Net Profit (NP): Net Profit = Cash inflows - Initial Investment
- NP = (10,000 + 10,000 + 10,000 + 20,000 + 100,000) - 100,000 = 50,000

2. Payback Period (PP):

- The payback period is the time taken to recover the initial investment.
- PP = 3 years (initial investment recovered in Year 3)

3. Return on Investment (ROI):

- ROI = (Net Profit / Initial Investment) * 100
- ROI = (50,000 / 100,000) * 100 = 50%

4. Net Present Value (NPV):

- NPV = Σ [(Cash inflow / (1 + discount rate)^year) - Initial Investment]
- NPV = [10,000 / (1 + 0.1)^1] + [10,000 / (1 + 0.1)^2] + [10,000 / (1 + 0.1)^3] + [20,000 / (1 + 0.1)^4] + [100,000 / (1 + 0.1)^5] - 100,000
- NPV ≈ 1,405.97

Project 2:
1. Net Profit (NP): Net Profit = Cash inflows - Initial Investment
- NP = (200,000 + 200,000 + 200,000 + 200,000 + 300,000) - 1,000,000 = 100,000

2. Payback Period (PP):

- PP = 1 year (initial investment recovered in Year 1)

3. Return on Investment (ROI):

- ROI = (Net Profit / Initial Investment) * 100
- ROI = (100,000 / 1,000,000) * 100 = 10%

4. Net Present Value (NPV):

- NPV = Σ [(Cash inflow / (1 + discount rate)^year) - Initial Investment]
- NPV = [200,000 / (1 + 0.1)^1] + [200,000 / (1 + 0.1)^2] + [200,000 / (1 + 0.1)^3] + [200,000 / (1 + 0.1)^4] + [300,000 / (1 + 0.1)^5] - 1,000,000
- NPV ≈ 30,136.87

Project 3:
1. Net Profit (NP): Net Profit = Cash inflows - Initial Investment
- NP = (30,000 + 30,000 + 30,000 + 30,000 + 30,000) - 100,000 = 50,000

2. Payback Period (PP):

- PP = 2 years (initial investment recovered in Year 2)

3. Return on Investment (ROI):

- ROI = (Net Profit / Initial Investment) * 100
- ROI = (50,000 / 100,000) * 100 = 50%

4. Net Present Value (NPV):

- NPV = Σ [(Cash inflow / (1 + discount rate)^year) - Initial Investment]
- NPV = [30,000 / (1 + 0.1)^1] + [30,000 / (1 + 0.1)^2] + [30,000 / (1 + 0.1)^3] + [30,000 / (1 + 0.1)^4] + [30,000 / (1 + 0.1)^5] - 100,000
- NPV ≈ 7,281.62

Project 4:
1. Net Profit (NP): Net Profit = Cash inflows - Initial Investment
- NP = (30,000 + 30,000 + 30,000 + 30,000 + 75,000) - 120,000 = 95,000

2. Payback Period (PP):

- PP = 2 years (initial investment recovered in Year 2)

3. Return on Investment (ROI):

- ROI = (Net Profit / Initial Investment) * 100
- ROI = (95,000 / 120,000) * 100 = 79.17%

4. Net Present Value (NPV):

- NPV = Σ [(Cash inflow / (1 + discount rate)^year) - Initial Investment]
- NPV = [30,000 / (1 + 0.1)^1] + [30,000 / (1 + 0.1)^2] + [30,000 / (1 + 0.1)^3] + [30,000 / (1 + 0.1)^4] + [75,000 / (1 + 0.1)^5] - 120,000
- NPV ≈ 14,750.41

These calculations provide an overview of the financial performance of each project based on the given cash flow data and a discount rate of 10%.

4. Attempt any one part of the following: 10x1=10

a. Discuss Rapid Application Model for software development.

 b. Discuss Agile methodologies for software development

a. Rapid Application Model (RAD) for Software Development:

The Rapid Application Development (RAD) model is an iterative and incremental software development approach that prioritizes rapid prototyping and quick
feedback over extensive planning. RAD is particularly well-suited for projects with dynamic requirements and a need for fast delivery. Here are key features and
components of the RAD model:

1. Iterative Prototyping:
- RAD relies on the creation of prototypes to illustrate and refine system requirements. These prototypes are continually reviewed and refined based on user
feedback.

2. User Involvement:
- Continuous and active participation of end-users and stakeholders is a fundamental aspect of RAD. This involvement helps in refining requirements and
ensuring that the delivered product meets user expectations.

3. Parallel Development and Integration:

- RAD promotes parallel development and integration of components. Different modules or functions are developed concurrently and integrated into the evolving
prototype.

4. Time-Boxing:
- RAD projects are time-boxed, meaning that there are fixed timeframes for each iteration or prototype. This ensures a sense of urgency and facilitates better
project management.

5. Flexible and Adaptive:

- RAD is adaptable to changing requirements. The iterative nature allows for flexibility, enabling the team to respond quickly to evolving business needs.

6. Incremental Delivery:
- RAD involves delivering software in increments or iterations, with each iteration building upon the previous ones. This facilitates early delivery of a working
product.

7. Focus on Quality:
- Despite the emphasis on speed, RAD does not compromise on quality. Continuous testing and refinement are integral to the development process.

8. Strong Communication:
- Effective communication among stakeholders, developers, and users is critical in RAD. Regular meetings and feedback sessions contribute to a collaborative
and transparent development process.

9. Phased Development Process:

- RAD typically follows a phased development process, with each phase addressing a specific aspect of system development (e.g., requirements planning, user
design, construction, cutover).

10. Prototyping Tools:

- RAD often involves the use of prototyping tools that allow developers to create functional prototypes quickly. These tools aid in visualization and validation of
system requirements.

b. Agile Methodologies for Software Development:

Agile methodologies represent a set of principles and practices that prioritize flexibility, collaboration, and customer satisfaction in software development. Agile
approaches emphasize adaptive planning, iterative development, and continuous improvement. Some popular Agile methodologies include:

1. Scrum:
- Scrum is an iterative and incremental Agile framework that focuses on delivering a potentially shippable product at the end of each iteration, known as a sprint.
Key roles in Scrum include Product Owner, Scrum Master, and the Development Team.

2. Extreme Programming (XP):

- XP is an Agile software development methodology that promotes frequent releases, continuous testing, and close collaboration between developers and
customers. It emphasizes practices like pair programming, continuous integration, and collective code ownership.

3. Kanban:
- Kanban is a visual Agile methodology that emphasizes continuous delivery by limiting work in progress and optimizing flow. Work items are represented on a
Kanban board, and teams aim to balance the flow of work to maximize efficiency.

4. Lean Software Development:

- Lean principles focus on eliminating waste, optimizing efficiency, and delivering value to customers. Lean software development emphasizes continuous
improvement, just-in-time delivery, and minimizing work in progress.

5. Feature-Driven Development (FDD):

- FDD is an Agile methodology that focuses on building features in small, feature-driven increments. It emphasizes domain modeling, iterative progress, and
feature lists to guide development.

6. Crystal:
- Crystal is a family of Agile methodologies with different variants tailored to specific project characteristics. It prioritizes communication, simplicity, and
frequent delivery.

7. Dynamic Systems Development Method (DSDM):

- DSDM is an Agile methodology that provides a framework for project management and delivery. It emphasizes active user involvement, frequent delivery, and
the importance of delivering a fit-for-purpose solution.
8. Adaptive Software Development (ASD):
- ASD is an Agile methodology that promotes continuous adaptation to changing requirements. It focuses on collaboration, rapid feedback, and embracing
change as a natural part of the development process.

Agile methodologies share common values and principles outlined in the Agile Manifesto, including individuals and interactions over processes and tools, working
software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. The specific
practices and techniques used may vary among Agile methodologies.

5. Attempt any one part of the following: 10x1=10

a. Formulate following Using CPM (i) Construct the project network. (ii)Perform Project Time
estimation using forward and backward pass (iii) Identify the critical path.Thetable contains the activity label, itsrespective duration (in weeks)
and its precedents.
Activity Duration (in weeks) Precedents
A 6 -
B 4 -
C 3 A
D 4 B
E 3 B
F 10 -
G 3 E, F
H 2 C, D

To formulate the Critical Path Method (CPM) for the given project, we'll follow the steps to construct the project network, perform time estimation using the
forward and backward pass, and identify the critical path.

Step 1: Construct the Project Network (Activity-on-Node Format):

```
[Start]
|
+----|A (6)----+
| | |
| +----|C (3)-----+
| | |
| +----|H (2)
|
[Start]----|B (4)----+
| |
| +----|D (4)
| |
+----|E (3)----+
| |
| +----|G (3)----[Finish]
|
+----|F (10)----+
```

Step 2: Perform Project Time Estimation using Forward and Backward Pass:

Forward Pass:
Start with the initial time of 0 for the start node and calculate the earliest start (ES) and earliest finish (EF) for each activity.

```
Activity ES EF
Start 0 0

A 0 6
B 0 4
C 6 9
D 4 8
E 4 7
F 0 10
G 7 10
H 9 11

Finish 11
```

Backward Pass:
Start with the project duration (EF of finish node) and calculate the latest start (LS) and latest finish (LF) for each activity.
```
Activity LS LF
Finish 11 11

G 7 10
H 10 11
C 9 12
D 8 12
E 7 10
B 0 4
A 0 6
F 0 10
Start 0 0
```

Step 3: Identify the Critical Path:

The critical path is the path with zero slack (total float), which means any delay in these activities will directly impact the project duration.

Critical Path: Start - B - D - G - Finish

Summary:
- Project Duration: 11 weeks
- Critical Path: Start - B - D - G - Finish

The critical path activities are B, D, and G, and any delay in these activities will lead to a delay in the overall project completion time.

b. Design an activity network diagram by taking a suitable example using PERT Technique. Find project
schedule time and Critical path.

Let's consider a simple project with the following activities:

```
Activity | Duration (weeks) | Predecessors
-------------------------------------------
A | 2 | -
B | 4 | A
C | 3 | A
D | 5 | B
E | 2 | C
F | 4 | D, E
G | 3 | F
H | 2 | G
```

Activity Network Diagram:

```
[Start]
|
A (2)
/\
B C
| |
D E
\ /
F (4)
|
G (3)
|
H (2)
|
[Finish]
```

PERT Time Estimation:

For each activity, we use the PERT formula to estimate the Expected Duration (TE):

\[ TE = \frac{{Optimistic + 4 \times Most Likely + Pessimistic}}{6} \]

Let's assume the optimistic (O), most likely (ML), and pessimistic (P) durations for each activity:

```
Activity | O | ML | P
--------------------------
A | 1| 2| 3
B | 3| 4| 5
C | 2| 3| 4
D | 4| 5| 6
E | 1| 2| 3
F | 5| 6| 7
G | 2| 3| 4
H | 1| 2| 3
```

Calculate the Expected Duration (TE) for each activity:

```
Activity | TE
----------------
A | 2
B | 4
C | 3
D | 5
E | 2
F | 6
G | 3
H | 2
```

Project Schedule Time:

Perform the forward and backward pass to calculate the project schedule time:

Forward Pass:

```
Activity | ES | EF
-------------------
Start | 0 | 0

A | 0|2
B | 2|6
C | 2|5
D | 6 | 11
E | 5|7
F | 11 | 17
G | 17 | 20
H | 20 | 22
Finish | 22 | 22
```

Backward Pass:

```
Activity | LS | LF
-------------------
Finish | 22 | 22
H | 20 | 22
G | 17 | 20
F | 11 | 17
E | 5|7
D | 6 | 11
C | 2|5
B | 2|6
A | 0|2
Start | 0 | 0
```

Critical Path:

The critical path is the path with zero slack (total float), indicating the sequence of activities that determine the project's minimum duration.

Critical Path: Start - A - C - E - F - G - H - Finish

Project Schedule Time:

The project schedule time is the duration of the critical path.

Project Schedule Time: 22 weeks

In summary, the project is expected to be completed in 22 weeks, and the critical path includes activities A, C, E, F, G, and H. Any delay in these activities will
impact the overall project completion time.

6. Attempt any one part of the following: 10x1=10

 a. Discuss Earned Value Analysis & Compute Estimate At Completion (EAC) and Variance At Completion
(VAC) if both SPI and CPI influence the project work when given variables are
• Budget At Completion (BAC) = $22,000
• Earned Value (EV) = $13,000
• Planned Value (PV) = $14,000
• Actual Cost (AC) = $15,000

Earned Value Analysis:

Earned Value Analysis (EVA) is a project management technique that integrates cost, schedule, and scope measures to assess project performance. Key metrics
used in EVA include:

1. Planned Value (PV):

- The estimated value of the work planned to be done by a specific point in time.

2. Earned Value (EV):

- The value of the work actually performed by a specific point in time.

3. Actual Cost (AC):

- The actual cost incurred for the work performed by a specific point in time.

4. Cost Performance Index (CPI):

- CPI = EV / AC
- It represents the efficiency of cost performance. A CPI greater than 1 indicates favorable cost performance.

5. Schedule Performance Index (SPI):

- SPI = EV / PV
- It represents the efficiency of schedule performance. An SPI greater than 1 indicates favorable schedule performance.

Compute Estimate At Completion (EAC) and Variance At Completion (VAC):

1. Cost Variance (CV):

- CV = EV - AC
- The difference between earned value and actual cost.

2. Schedule Variance (SV):

- SV = EV - PV
- The difference between earned value and planned value.

3. Estimate At Completion (EAC):

- EAC = BAC / CPI
- The expected total cost of the project based on the current performance.

4. Variance At Completion (VAC):

- VAC = BAC - EAC
- The difference between the budget at completion and the estimate at completion.

Given variables:

- BAC (Budget At Completion) = $22,000

- EV (Earned Value) = $13,000
- PV (Planned Value) = $14,000
- AC (Actual Cost) = $15,000

Calculate CV, SV, CPI, SPI:

\[ CV = EV - AC \]
\[ SV = EV - PV \]
\[ CPI = \frac{EV}{AC} \]
\[ SPI = \frac{EV}{PV} \]

\[ CV = 13,000 - 15,000 = -2,000 \]

\[ SV = 13,000 - 14,000 = -1,000 \]
\[ CPI = \frac{13,000}{15,000} \approx 0.87 \]
\[ SPI = \frac{13,000}{14,000} \approx 0.93 \]

Now, compute EAC and VAC:

\[ EAC = \frac{BAC}{CPI} \]
\[ VAC = BAC - EAC \]

\[ EAC = \frac{22,000}{0.87} \approx 25,287.36 \]

\[ VAC = 22,000 - 25,287.36 \approx -3,287.36 \]

Summary:

- Cost Variance (CV): -$2,000 (Over budget)

- Schedule Variance (SV): -$1,000 (Behind schedule)
- Cost Performance Index (CPI): 0.87 (Efficiency less than 1, indicating cost overrun)
- Schedule Performance Index (SPI): 0.93 (Efficiency less than 1, indicating schedule slippage)
- Estimate At Completion (EAC): $25,287.36 (Expected total cost)
- Variance At Completion (VAC): -$3,287.36 (Expected cost overrun)

b. You are managing a project which is six months of its execution. You are now reviewing the project status
and you have ascertained that the project is behind schedule. The actual cost of Activity A is ₹ 2,00,000 and
that of Activity B is ₹ 1,00,000. The planned value of these activities is ₹ 1,80,000 and ₹ 80,000 respectively.
Activity A is 100% complete. However, Activity B is only 75% complete. Calculate the schedule
performance index and cost performance index of the project on the review date.

To calculate the Schedule Performance Index (SPI) and Cost Performance Index (CPI), we can use the following formulas:

\[ SPI = \frac{EV}{PV} \]

\[ CPI = \frac{EV}{AC} \]

where:

- \( EV \) is the Earned Value,

- \( PV \) is the Planned Value,

- \( AC \) is the Actual Cost.

Given data:

- \( AC_A \) (Actual Cost of Activity A) = ₹2,00,000

- \( PV_A \) (Planned Value of Activity A) = ₹1,80,000

- \( EV_A \) (Earned Value of Activity A) = ₹1,80,000 (since Activity A is 100% complete)

- \( AC_B \) (Actual Cost of Activity B) = ₹1,00,000

- \( PV_B \) (Planned Value of Activity B) = ₹80,000

- \( EV_B \) (Earned Value of Activity B) = 75% of ₹80,000 = ₹60,000 (since Activity B is 75% complete)

Now, let's calculate SPI and CPI:

For Activity A:

\[ SPI_A = \frac{EV_A}{PV_A} = \frac{1,80,000}{1,80,000} = 1.0 \]

\[ CPI_A = \frac{EV_A}{AC_A} = \frac{1,80,000}{2,00,000} = 0.9 \]

For Activity B:

\[ SPI_B = \frac{EV_B}{PV_B} = \frac{60,000}{80,000} = 0.75 \]

\[ CPI_B = \frac{EV_B}{AC_B} = \frac{60,000}{1,00,000} = 0.6 \]

Overall Project:

To find the overall SPI and CPI for the project, we can sum up the EV, PV, and AC for all activities.

\[ EV_{\text{total}} = EV_A + EV_B = 1,80,000 + 60,000 = 2,40,000 \]

\[ PV_{\text{total}} = PV_A + PV_B = 1,80,000 + 80,000 = 2,60,000 \]

\[ AC_{\text{total}} = AC_A + AC_B = 2,00,000 + 1,00,000 = 3,00,000 \]

\[ SPI_{\text{total}} = \frac{EV_{\text{total}}}{PV_{\text{total}}} = \frac{2,40,000}{2,60,000} \approx 0.92 \]

\[ CPI_{\text{total}} = \frac{EV_{\text{total}}}{AC_{\text{total}}} = \frac{2,40,000}{3,00,000} = 0.8 \]

Summary:

- Schedule Performance Index (SPI) for the project: \(0.92\)

- Cost Performance Index (CPI) for the project: \(0.8\)

7. Attempt any one part of the following: 10x1=10

a. Discuss the factors that influence staffing decisions in SPM and evaluate the impact of poor staffing
decisions in project outcomes.

b. Explain Professional and ethical concerns in Software project management.

a. Factors Influencing Staffing Decisions in Software Project Management (SPM):

Staffing decisions in Software Project Management (SPM) are crucial for the success of a project. Several factors influence staffing decisions:

1. Project Size and Complexity:

- Larger and more complex projects require a diverse set of skills and expertise. Staffing decisions should consider the scope and intricacy of the project.

2. Project Schedule and Deadlines:

- Tight project schedules may require a larger team or a team with specific expertise to meet deadlines. The timeline of the project influences the number and
skill set of team members needed.

3. Budget Constraints:

- Budget limitations may impact staffing decisions. Project managers need to optimize resources to deliver within budget constraints.

4. Skill Set Requirements:

- The required skills for the project must align with the expertise of the team members. Staffing decisions should ensure that the team possesses the necessary
technical and soft skills.

5. Experience and Expertise:

- The experience level of team members is crucial. A mix of experienced professionals and fresh talent may be necessary for a balanced team.

6. Availability of Resources:

- The availability of resources, including both human and technical resources, affects staffing decisions. Constraints in resource availability may lead to
adjustments in staffing plans.

7. Risk Mitigation:

- Anticipating potential risks and challenges in a project helps in making informed staffing decisions. Having contingency plans for unforeseen events is
essential.
8. Communication and Collaboration Requirements:

- The nature of the project may necessitate a high level of collaboration and communication. Staffing decisions should consider team dynamics and the need for
effective communication.

9. Regulatory Compliance:

- Projects in certain industries may need to comply with specific regulations. Staffing decisions should take into account the knowledge and expertise required
for compliance.

10. Client and Stakeholder Expectations:

- Understanding client and stakeholder expectations is critical. Staffing decisions should align with delivering outcomes that meet or exceed these expectations.

Impact of Poor Staffing Decisions on Project Outcomes:

Poor staffing decisions can have several negative impacts on project outcomes:

1. Delays in Project Delivery:

- Insufficient or improperly skilled staff may lead to delays in project milestones and overall project completion.

2. Decreased Productivity:

- Inadequate staffing may result in overburdened team members, leading to decreased productivity and burnout.

3. Quality Issues:

- Lack of expertise or experience can compromise the quality of deliverables, leading to defects and rework.

4. Increased Costs:

- Poor staffing decisions may result in additional costs due to overtime, hiring replacements, or addressing quality issues.

5. Team Morale and Turnover:

- Ineffective staffing decisions can negatively impact team morale, leading to increased turnover and potential loss of key talent.

6. Reputation Damage:

- Project failures due to poor staffing decisions can harm the reputation of the project manager and the organization.

7. Customer Dissatisfaction:

- If project outcomes do not meet client expectations due to staffing issues, it can lead to customer dissatisfaction and strained relationships.

8. Legal and Compliance Risks:

- Inadequate staffing may lead to non-compliance with regulatory requirements, resulting in legal risks and penalties.

b. Professional and Ethical Concerns in Software Project Management:

1. Client Confidentiality:

- Project managers must ensure the confidentiality of client information and sensitive project details. Unauthorized disclosure can lead to legal and ethical issues.
2. Accuracy in Reporting:

- Providing accurate and truthful information in project reports and status updates is essential. Misleading stakeholders can result in trust issues.

3. Conflict of Interest:

- Project managers should avoid situations where personal interests conflict with the best interests of the project or the organization.

4. Fair Treatment of Team Members:

- Treating team members fairly and without discrimination is crucial for maintaining a positive work environment. Unfair practices can lead to legal
consequences and affect team morale.

5. Transparency and Open Communication:

- Ensuring transparent and open communication with stakeholders promotes trust. Hiding information or misrepresenting project status is considered unethical.

6. Compliance with Laws and Regulations:

- Adhering to relevant laws and regulations in the software industry is a professional and ethical responsibility. Non-compliance can lead to legal consequences.

7. Professional Development:

- Project managers should engage in continuous professional development to stay updated on industry best practices and advancements in technology.

8. Respecting Intellectual Property:

- Respecting intellectual property rights and avoiding plagiarism or unauthorized use of others' work is a fundamental ethical principle.

9. Social Responsibility:

- Considering the social and environmental impact of software projects and adopting socially responsible practices is an ethical consideration.

10. Avoiding Exploitative Practices:

- Project managers should avoid exploiting team members, vendors, or clients for personal gain. Fair and ethical practices contribute to a positive project
environment.

Maintaining high professional and ethical standards in software project management is essential for building trust, ensuring successful project outcomes, and
upholding the reputation of the project manager and the organization.