COMSATS University Islamabad, Lahore Campus

QUIZ-I – FALL 2024

Course Title: Software Project Management Course Code: CSE494 Credit Hours: 3(2,1)
Course instructor/s: Humaira Afzal Program Name: BS Software Engineering
Semester: th Batch: FA21-BSE Section: A Date: 01-10-2024
7
Time Allowed: 40 Minutes Maximum Marks: 15
Student’s Name: Reg. No.

Solution

Question 1: [Marks:6+4+5=15]

CLO: <1>Summarize fundamental concepts of software project and integration management.

Bloom Taxonomy Level: <Understanding>

A. XYZ Corporation is a mid-sized technology company that recently restructured its operations to enhance
efficiency and adaptability. The company operates under three main divisions: Software Development,
Hardware Engineering, and Customer Support.

The Software Development division employs a functional structure.The Hardware Engineering division uses a
matrix structure, allowing engineers to work on different projects and the Customer Support division operates
in a projectized structure, where teams are formed around specific customer projects

Explain how each organizational structure (functional, matrix, and projectized) impacts communication,
decision-making, and employee collaboration within XYZ Corporation. Provide examples from the case study
to illustrate your points.

Solution:

1. Functional Structure (Software Development Division):

o Communication: In a functional structure, communication is typically vertical. Employees
primarily interact with their immediate supervisor and team members within their function. For
example, software engineers in XYZ Corporation communicate mainly with their functional
manager about project developments and challenges.
o Decision-Making: Decisions are centralized with the functional manager, which can streamline
processes but may slow down responsiveness to project-specific needs. For instance, if a software
engineer identifies a critical issue, they must escalate it through the hierarchy, which may delay
resolution.
o Employee Collaboration: Collaboration is often limited to within the functional group. This can
lead to silos, as engineers may not engage with hardware or customer support teams, potentially
hindering the integration of software and hardware solutions.
2. Matrix Structure (Hardware Engineering Division):
o Communication: Communication is more complex in a matrix structure. Employees interact with
both project managers and functional managers, facilitating cross-departmental dialogue. For
example, an engineer may need to discuss design changes with a project manager while also
reporting progress to their functional manager.
o Decision-Making: Decision-making is decentralized, allowing for more input from various
stakeholders. This can enhance responsiveness, as seen when a project manager can quickly address
an issue with input from functional leads, fostering quicker adjustments based on project needs.
o Employee Collaboration: Collaboration is encouraged across different functions, leading to a more
integrated approach. Engineers from various backgrounds may work together on a project, bringing
diverse perspectives that can lead to innovative solutions.
3. Projectized Structure (Customer Support Division):
o Communication: Communication is primarily horizontal within the project team, fostering an open
exchange of ideas among team members. For instance, customer support representatives may share
feedback directly with team members involved in a specific project, allowing for rapid adjustments
to meet customer needs.
o Decision-Making: Decisions are made at the project level, empowering team members to act
quickly and respond to customer issues. This structure can lead to faster resolutions, as seen when
 team members can implement changes based on immediate customer feedback without waiting for
higher-level approval.
o Employee Collaboration: Collaboration is highly emphasized, with team members working closely
together to achieve project goals. The temporary nature of the teams fosters camaraderie and a
shared sense of purpose, which can enhance overall morale and productivity.

B. Compare and contrast the predictive, iterative, and adaptive project life cycles. Discuss how each approach
influences project planning and stakeholder engagement.

Solution:

1. Predictive Life Cycle:

o Project Planning: In a predictive life cycle, detailed planning occurs upfront. The project scope,
timelines, and costs are defined at the beginning, and changes are minimized throughout the
execution phase. For example, in a construction project, all architectural designs and schedules are
established before work begins.
o Stakeholder Engagement: Stakeholder engagement is typically formal and structured, often
occurring during the planning and approval phases. Stakeholders review and sign off on the project
plan before execution, which can limit ongoing engagement.
2. Iterative Life Cycle:
o Project Planning: The iterative life cycle involves repeated cycles (iterations) of development,
allowing for adjustments based on feedback. Initial planning is still essential, but it focuses on
delivering smaller, incremental parts of the project. For example, in a software development project,
an initial version is released, and subsequent iterations improve upon it based on user feedback.
o Stakeholder Engagement: Stakeholder engagement is ongoing and dynamic. Feedback is actively
sought at the end of each iteration, fostering collaboration and ensuring that the project aligns with
stakeholder expectations. This constant engagement helps to refine project outcomes and adapt to
changing needs.
3. Adaptive Life Cycle:
o Project Planning: The adaptive life cycle, often associated with agile methodologies, emphasizes
flexibility and responsiveness. Planning occurs in short cycles (sprints), with an emphasis on
continuous delivery and adjustment. For instance, in an agile software project, teams plan for a
sprint that typically lasts 1-4 weeks, focusing on delivering specific features.
o Stakeholder Engagement: Stakeholder engagement is highly collaborative and frequent, with
regular check-ins, demos, and reviews. This approach ensures that stakeholders remain involved and
can influence the project direction throughout its lifecycle, enhancing satisfaction and alignment
with business objectives

C. Explain the relationship between the five Project Management Process Groups and how they interact
throughout a project's life cycle.

Solution:

The five Project Management Process Groups are Initiating, Planning, Executing, Monitoring & Controlling,
and Closing. These process groups are not sequential but rather iterative and interactive throughout a project's
life cycle.

1. Initiating: This group involves defining the project at a high level and obtaining authorization to begin. It sets
the scope and initial stakeholders.

2. Planning: In the Planning group, detailed objectives are set, and plans are developed for schedule, budget,
quality, risk management, etc. This phase outlines how the project will be executed, monitored, and closed.

3. Executing: This group focuses on completing the project work as per the plans. It involves coordinating
people and resources, as well as managing stakeholder expectations.

4. Monitoring & Controlling:This process group runs simultaneously with Executing. It involves tracking,
reviewing, and regulating the progress and performance of the project, ensuring alignment with the project
management plan, and making necessary adjustments.

5. Closing: In this group, the project is finalized by completing all activities, handing over deliverables,
obtaining stakeholder approval, and documenting lessons learned.
Throughout a project's lifecycle, these groups interact dynamically. For example, as execution progresses,
Monitoring & Controlling ensures alignment with the plan, which may result in updates to the plan. Hence,
there is a continuous loop of feedback and refinement.