UNIQUE NUMBER 899328 - NF3708-ASSIGNMENT3-QUESTION AND ANSWERS-2023, Exams of Software Engineering

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Software Project Management Assignment: 3 (UNIQUE NUMBER: 899328) Question 1 Question 1.

The project schedule management is also called project time management. It refers to the progress of the work in each stage and the final completion of the project during the project implementation process. Project schedule management is one of the important measures to ensure the project is completed on time and rationally arrange the supply of resources and save engineering costs. Any IT or software project's success is heavily dependent on the project schedule management which will result in the project objectives to be accomplished within the allocated time. A properly designed and managed project schedule also contributes to lowering the project's risk. Below are steps that can help to develop a project schedule management: I. Define Activities A process of identifying and documenting the specific actions to be performed to produce the project deliverables. Project managers use the Work Breakdown Structure and a deliverables diagram to establish and start the tasks that are essential to finish on time. II. Sequence Activities It is the process of identifying and documenting relationships among the project activities. Sequence activities helps to identify a logical sequence of work, which in turn helps the project team to work efficiently. III. Do Estimates The project manager has to analyze the information to be able to predict the time, cost, and resources that is needed to complete a project. The project schedule helps to calculate all the estimations of the project and determine what it will take for a project to be completed. IV. Determine Dependencies Dependency in a project is the relationship between the tasks. It is when a task cannot be started until the other task or process is completed. The project manager will need to make sure that the schedule reflect the relationship between the tasks and make sure it is included in the project plan. V. Assign Resources The project manager need to allocate required resource to tasks to complete the tasks, the resource with the correct skill must be allocated. When doing resource allocation, the project manager must know the availability of resources and schedule them to coincide with the project timeline. REFERENCES: P Sanghera - PMP® in Depth, 2019 – Springer, Planning for Project Schedule Management. W Wei, ME Rana, 2019, Software Project Schedule Management Using Machine Learning & Data Mining.

Question 1. Difference between two diagrams: The critical path activities of the project are the same for both the activity-on-node diagram and activity of arrow diagram. The activity of arrow diagram has path A-B-G-H- Las a critical path. Activity are tasks that are happening or going to be done during a project to convert the input into the output of the project.. Total float/Slack is the amount of time a task or a project can be delayed without impacting the overall project completion time. Below are the Paths for the two diagrams and calculate the total float/slack for all the identified paths: A-B-G-J Length = 1+2+5+8 = 16 A-B-G-H-L Length =1+2+5+6+6 = A-B-C-I-L Length = 1+2+2+6+6 = A-B-F-K Length = 1+2+4+5 = 12 A-D-E-K Length = 1+2+3+5 = 11 Question 1. Formula: Te= 𝐀+𝟒𝐀+𝐀 6 Calculations A: te = (4+(41)+5)/6 = 13/6 = 2. B: te = (2+(42)+4)/6 = 14/6 = 2. F: te = (7+(44)+3)/6 = 26/6 = 4. I: te = (4+ (46)+5)/6 = 33/6 = 5. Summary of the calculations in table below: Optimistic Most Likely Pessimistic Expected A 4 1 5 2. B 2 2 4 2. F 7 4 3 4. I 4 6 5 5.

Question 2 Question 2. I. Rough Order of Magnitude (ROM) estimate : Is a rough estimation of a project's total effort and expenses that may be incurred until the project is completed which is used to make a decision on whether to go ahead with the project or not. ROM estimates used an approach called Top-down estimating. ROM is made in the early stages of the project life cycle, generally in the Project Initiation Phase. Example: ROM estimates is -50% to +50%. An IT project for new product with ROM estimate of R1 000 000 could range from R500 000 to R1 500 000. II. Budgetary estimate: Is used to allocate money to company’s budget. These budget are normally developed two years prior project completion. The accuracy of budget estimates is better than ROM estimates, and the accuracy range is -10% to +25%. Example: An IT project for new product with a budget of R1 000 000 could range from R900 000 to R1 250 000. III. Definitive estimate: provides accurate estimate of the project costs. Definitive estimate is the most accurate type of the three types. It has a variance of accuracy as little as – 5% to + 10%. This means that this estimate is the closest and should reflect the final cost of the project. Unlike the other two estimates, Definitive estimate uses the Bottom-up” approach. The definitive estimate is usually done in the planning phase and should be kept until the project is completed and takes a long time to create the estimations. Example: An IT project for new product with a budget of R1 000 000 could range from R9510000 000 to R1 100 000 Question 2. According to the project team's plan, the project has 10 activities to be completed, the e- commence application was set to cost R15,000 per activity and be completed in 20 days. However, 5 days into the project, the team has spent R85000 and has finished 6 activities. Budget = the budget is R15000*10 =R Actual cost = R85 000 which is the amount that the team spent so far.

Question 2. Charge per person $600. Room rental $500. Setup fees and registration $400. Postcard design for advertising

Labour cost 150 Postcards ordered 5000 Mailed postcards 4000 Registration cost per person

Credit card handling fee (cost per person)

Cost per postcard for printing

Cost Postcard for mailing and postage

Lunch and beverages $25.

• Class handouts $30.

Project manager can also resolve conflict by finding ways to motivate employees and create cohesive working environment. To manage virtual teams, project managers should arrange digital tools meeting using teams, skype. Communication must be prioritized when dealing with virtual team, project manager can provide daily updates via emails or teams chat. Project manager must have ways to motivate virtual team since they cannot manage them face to face. Question 3. Work allocation allows for the efficient and strategic management of tasks. This offers more ease in overseeing projects while ensuring maximized production and efficiency as resources and labor are allocated in the most impactful way. Key factors for work allocation are:  The nature of the project: Some project tasks may be more difficult than others, necessitating the hiring of employees with greater qualifications or expertise. For instance, personnel with the necessary technical abilities will be needed for a work that requires creating new software.  Skills Required for project In order to be effectively performed, each project task calls for a specific set of knowledge and skills. It's critical to assign employees to projects for which they have the necessary training and experience.  Project task Priorities Some project tasks may have more stringent deadlines than others as prioritization of tasks should be based on the company's overall goals.When assigning personnel to jobs, it's critical to take this into account because some employees may be better able to fulfil deadlines than others.  Staff Availability Narrowing down the right person for the work will be based on skillset, as well as availability. It is crucial to take workers availability into account when assigning staff to project assignments. Due to other obligations, such as being allocated to other projects, certain employees can be unavailable.  Project budget:

A project's budget will have an effect on the resources that are available for staff. When assigning workers to project activities, it's crucial to take the budget into account because some tasks could call for more resources than others. REFERENCES Grigore, Mihaela Carmen;Ionescu, Sorin;Stefan, Doina Marina, 2020, DEFINING PROCESS STRUCTURE FOR PROJECT RESOURCE ALLOCATION. F. Wilson, 2021. Best Guide to Resource Allocation in Project Management. Question 4 Possible Risk Technique To Reduce The Risk

1. Schedule Risk Schedule risks mainly affect a project. This risk is mainly indicates that the project is running behind the scheduled time and it directly impacts to delivery of project. If schedule risks are not managed properly it gives rise to project failure and It might have an impact on the company’s profit or reputation. When creating a schedule, or when determining overall program risk, the Program Manager must assess the risk associated with the schedule. The schedule risk must then be assessed which will involves the estimate contributions for each activity’s duration and aggregating the distributions. Then analyze the program schedule to determine the actual schedule risk and identify the schedule risk drivers. 2. Budget Risk Budgets can change as project scopes change or if there is a scope creep. Project manager can reduce the risk by identifying potential risks and change the project plan or budget to avoid the budget risk. They can also Identify budgeting risks early in project planning which can help to provide the best opportunity to change the project plan and avoid as many risks as possible. 3. Poor risk management Poor project risk management can impact the project success Good risk management is essential for software development teams to spot risks and effectively respond to them. Project manager will need to identifying potential risks, calculate the likelihood of each risk, create risk mitigation plans and carefully monitor risks 4. Technical Risks Technical risks refers to the functional risk or performance risk which means this technical risk mainly associated with To reduce this risk, the technical risks will need to be identified, their impact, remediation, and must be monitored throughout the project life cycle. The risks must be mitigated.