Software Project Management Notes for MCA Semester 3

7/22/2019 Software Project Management Notes for MCA Semester 3

1/36

Last Minute Study for MCA Semester-3(2013)

Submitted by- Abhilash Ruhela mailto:[email protected]

LMS

LAST MINUTE STUDY NOTESBy Abhilash Ruhela

Software Project ManagementMCA Semester 3 Credit Based

Mumbai University

Join Us On Facebook for MCA Notes!

All Notes are available on-

http://lastminutestudy.blogspot.in/

Note: I have tried my best to cover almost all the important topics that are been asked regularly in all

the previous question papers. This is just for the Last Minute revision or if you have not even opened

book till the last day. Basically, this is made to help average students and not scholars. Scholars can

continue referring their notes.
http://www.facebook.com/groups/mcalastminutestudy/http://www.facebook.com/groups/mcalastminutestudy/http://lastminutestudy.blogspot.in/http://lastminutestudy.blogspot.in/http://lastminutestudy.blogspot.in/http://www.facebook.com/groups/mcalastminutestudy/


2/36



ORGANIZATION STRUCTURE AND PROJECT PLANNING!!!

Structures are created within an organization to manage input, processing and output ofresources.

Many organization adopt structure based upon functions, some based on products orcustomers.

These structures may use brand management or geographical divisions. As long as firm performs well, a particular structure and strategy will exist. When it does not do well, change in structure is needed.

There are three types of Organization Structures:

1. Functional Organization

2. Project Organization

3. Matrix Organization.

1. Functional Organization:

traditional organizational form based upon organizing resources to perform specialized tasks or activities in order to attain the

goals of organization.

Projects in function organization are typically coordinated through customary channels andhoused within a particular function.

Two main issues that must be resolved at outset of project:


3/36



1. Who will be responsible for project?

2. What resources will each sub-unit provide?

Advantages:-

1. Increased flexibility.

2. Breadth and depth of knowledge and experience.

3. Less duplication (coordination of resources and activities can lead to less duplication of resources)

Disadvantages:-

1. Determining authority and responsibility:- who has authority and responsibility for a project must beresolved at outset, especially when project involves more than one functional area.

2. Poor Response Time:- Projects may take longer if important decisions have to pass through several

layers of management and across several functional areas.

3. Poor Integration:- The individuals in a function area may act in their own best interests instead of

taking holistic view. Duplication may increase.

2. Project Organization:-

Supports project as the dominant form of business. Each project is treated as separate and relatively independent unit within the organization. Project Manager has sole authority over and responsibility for project and its resources, while

organization provides financial and administrative controls.

Both Project Manager and Project team are typically assigned to particular project on a full-timebasis.

Advantages:-

1. Clear Authority and responsibility.

2. Improved communication.

3. High level of integration.

Disadvantage:-


4/36



1. Project Isolation.

2. Duplication of effort.

3. Projectitis

3. The Matrix Organization:-

It is combination of vertical functional structure and horizontal project structure. provides many opportunities and challenges. Ability to integrate areas and resources throughout an organization each project team member will have more than one boss, leading to the possibility of confusion,

frustration, conflict and mixed loyalties.

Matrix organization can take on various forms that can create hybrid organizations. The mostcommon forms include:-

Balanced Matrix:- Project manager focuses on defining all of the activities of project, while function

managers determine how those activities will be carried out.

Functional Matrix:- Project Manager focuses on coordinating the project activities, while functional

manager completes activities related to particular area.

Project Matrix:- Project Manager has most authority and responsibility for defining and completing the

project activities, while functional managers provide guidance and resources, as needed.

Advantages:-

1. High level of integration

2. Improved communication.

2. Increased project focus.

Disadvantages:-

1. Higher potential for conflict.

2. Poorer response time.


5/36



Role of Project Manager in an IT project. What skill sets are required?

Role of Project Manager:-

Must play managerial role that focuses on planning, organizing and controlling. Responsible for developing project plan, organizing project resources and then overseeing

execution of plan

perform administrative functions:- performance reviews, project tracking and reporting, andother general day to day responsibilities.

must know when to stay the course, when to adapt, change the project plan. Nurture relationships among various stakeholders. must have leadership quality:- while managerial role focuses on planning, organizing and

controlling, leadership centers on getting people motivated.

Some attributes/skill sets are:-

The ability to communicate with people. The ability to deal with people:-Soft skills

good listener

sense of humour

helpful

The ability to create and sustain relationships:-Act as peacemaker and negotiator

Good salesperson

The ability to organize:-develop project plan

acquire resources

create an effective project environment


6/36



Processes involved in Project Procurement Management? Explain its components.

Definition:-

The contract management and change control processes required to administer contracts or purchase

orders issued by authorized project team members.

It also includes administering any contract issued by an outside organization(the buyer) that is

acquiring the project from the performing organization(the seller), and administering contractual

obligations placed on project team by contract.

Project Procurement Processes:- (PPRSCC)

1. Plan Purchases and acquisition

2. Plan Contracting

3. Request Seller Responses

4. Select Sellers

5. Contract Administration

6. Contract Closure

1. Plan Purchases and Acquisitions:-

Making the decision as to what will be purchased or acquired as well as determining the logisticsof when purchases will be made and how.

Determines which project will be fulfilled internally and which externally. This decision is same as "make-or-buy" decision.

2. Plan Contracting:-

Documenting the product, services, or results needed as well as identifying potential sellers,vendors, suppliers, contractors, sub-contractors, or other service providers.

focuses on developing procurement documents such as request for proposal, used for solicitbids, quotes, or proposals from sellers.

Done so that different sellers can be compared and evaluated.

3. Request Seller Responses:-

Obtaining bids, quotes, proposals, literature and other information from potential sellers orservice providers.

4. Select Sellers:-


7/36



Negotiating, selecting and contracting with a seller for a particular product or service. Selected according to analysis done in "Plan purchases and Acquisition" Price or cost are important consideration Once seller is selected, contract is signed.

5. Contract Administration:-

Managing the relationship and contract between the buyer and seller. This includes reviewingand documenting the seller's performance, contract changes, and taking corrective action when

necessary.

It includes:- Authorizing and coordinating the contracted work at the appropriate time. Monitoring the contractor's performance with respect to scope, schedule, budget and quality. Managing scope in terms of its definition and change control. Risk identification, assessment and control. Monitoring that all payments, as stipulated in the contract, are made. Determining whether the contract needs to be amended. Deciding if the contract should be terminated early for just cause, convenience, or when the

seller is in default.

6. Contract Closure:-

Centers on verifying that all of the work outlined in the contract is finished. Includes updating records to reflect final results, archiving information for future use, as well as

other administrative activities.

buyers send notice that everything is provided and seller, everything is acceptable. Early termination occurs when one party is unable to fulfill their rights and responsibilities. All the lessons learnt should be identified for future references.


8/36



Different steps in Project Risk Management? Explain.

Project Risk:-

An uncertain event or condition that, if it occurs, has a positive or negative effect on the project

objectives.

Project Risk Management:-

The systematic process of identifying, analyzing, and responding to project risk. It includes maximizing

the probability and consequences of positive events and minimizing the probability and consequences ofadverse events.

Steps in Project Risk Management:- (PIASMRE):-

1. Risk Planning

2. Identification

3. Assessment

4. Strategies

5. Monitoring and Control

6. Response

7. Evaluation

1. Risk Planning:-

Commits that adequate resources(time, people and technology) will be in place to properly planfor and manage the various risks of the IT project.

Stakeholders must be committed to process of identifying, analyzing and responding to threatsand opportunities.

Focuses on preparation.

2. Risk Identification:-

Identifies various risks to the project. threats and opportunities must be identified. true problem must be addressed and not just symptom. causes and effects to be understood for effective strategies/responses.

3. Risk Assessment:-


9/36



Analyzing risk. tells how to deal with project risks. qualitative and quantitative approaches should be used.

4. Risk strategies:-

How to deal with various project risks Focuses on one of them:-

Accept or ignore the risk

Avoid the risk completely

Reduce the likelihood or impact of the risk if it occurs.

Transfer the risk to someone else.

5. Risk Monitoring and Control:-

Risk owners should monitor the various risk triggers so that well-informed decisions andappropriate actions can take place.

6. Risk Response:-

Risk owner must commit resources and take action once a risk threat or opportunity is madeknown.

This action normally follows the planned risk strategy.

7. Risk Evaluation:-

Provides basis for lesson learned and lays foundation for identifying best practices. It influences how an organization will plan, prepare and commit to IT risk management Focuses on:-

How did we do?

What can we do better next time?

What lessons did we learn?

What best practices can be incorporated in risk management processes?


10/36


11/36



Leadership Styles:- (CAADPC)

1. The Coercive Style

2. The Authoritative Style3. The Affiliative Style

4. The Democratic Style

5. The Pacesetting Style

6. The Coaching Style

1. The Coercive Style (Do as I say)

Effective in crisis to kick start a turnaround situation, when dealing with problem of employee,or for achieving immediate compliance.

Extreme down-to-approach can flop it because people will soon lose their initiative, motivation,commitment, and sense of ownership because it makes people resentful and disillusioned.

2. The Authoritative Style (Come with me)

empowers people to choose their own means for achieving it. provides vision and enthusiasm motivates people by saying their work has bigger role. Everyone feels their work has meaning and purpose. Fails when leader is inexperienced but work with experts. Leader can undermine an effective team if he appear pompous, out of touch, or overbearing.

3. The Affiliative Style (People come first)

centers on value of individual rather than goals and tasks and attempts to keep people happy bycreating harmony among them.

Leader attempts to build strong emotional bond that translate into strong loyalty. Leader does not impose unnecessary rules and structures. Best when situation needs building team harmony, morale, trust or communication. Not effective when people need some structure to go through a complex tasks. They then are

left directionless and feeling rudderless.

Overcaring/Overnurturing, praises creates perception that mediocrity is tolerated.

4. The Democratic Style (What do you think?)

Leader spends time with people's ideas, while building trust, respect and commitment. morale tends to be high, people's flexibility and responsibility we increased, more realistic idea

of what can/not be done.

Best while buy-in decisions, consensus or to gain input from others.


12/36



Can lead to endless meetings in vain attempts to gain group consensus which causes conflicts,confusion and perception that group is leaderless.

inappropriate when team does not have competence or experience to offer sound advise.

5. The Pacesetting Style (do as I do, now)

Leader obsessed with doing things better and faster for him or herself and everyone else. Poor performers quickly identified and replaced if standards aren't met. Leader sets example for high performance, morale can deteriorate if people feel overwhelmed

by the pacesetter's demands for excellence and performance.

goals poorly communicated. People lose their direction or sense of their work is part of larger picture. If leader leaves, people will feel adrift since pacesetting leader sets all directions. Useful when quick results required from highly motivated, self-directed and competent team.

6. Coaching Style (Try this)

Helps people identify their unique strengths and weaknesses so that they can reach theirpersonal and career goals.

Encourages people to set long term professional goal and then help them develop a plan forachieving them

minor failures acceptable and viewed as positive learning experiences least used Ineffective if people not ready to change or when leader does not have the knowledge,

capability, or desire to be a coach.


13/36



Outsourcing? Different reasons for outsourcing?

Outsourcing:-

Outsourcing can be defined as the procurement of products or services from an external vendor,supplier, or manufacturer.

Analogous to Procurement Management. Strategic approach Beginning of Outsourcing phenomenon started in 1989 mainly when Kodak outsourced and

increased its profit.

Outsourcing expanded to include BPO other than just I.T. i.e. accounting, HRM, R&D etc) Outsourcing to other country gives advantage of labor arbitrage i.e. cheap labour. Can be organization-level decision or project-level decision. Although low cost is one advantage for outsourcing and offshoring, the objective should be toincrease flexibility and quality.

Types of Outsourcing:-

1. Full Insourcing:-

Products & services would be retained internally. Project team is responsible for all the project's processes and scope.

2. Selective Outsourcing:-

Best approach Provides greater flexibility to choose which project processes deliverable should be

outsourced and which should be kept internal

3. Full Outsourcing:-

An organization or project acquires all products or services from external sources.

We would have a virtual organization or project.


14/36



Offshore Outsourcing Myths:-

1. IT offshoring is a new phenomenon:- In 1980's, when production of computer chips was transferred

to Asia.

2. Offshoring is the one strategy a company should pursue to reduce software development costs:-Using computer aided software engineering tools can improve productivity and reduce development

time.

3. IT work that's shipped overseas will stay there:-offshoring will become less attractive because work

is repetitive and boring, so it will be automated in future.

4. Offshoring will result in significant unemployment in technology sector:- It creates new global

markets for products and services.

5. IT wages will fall across the board because of foreign competition

6. It will become less necessary to teach programming and other technical skills to college students

because these skills won't be in such high demand in the US anymore.

7. By hiring programmers overseas, companies can lower development costs by 80% or more:-But

additional costs must be incurred such as vendor searches, negotiation, contract development,

severance pay for downsized domestic employees, as well as reduced productivity due to morale issues

and completion of knowledge transfer to vendor.

8. Quality is lower in offshore IT operations:-almost same errors found in both program made in India

and USA.

9. Only routine and mechanical IT tasks are candidates for offshore outsourcing.

10. It's always best to outsource IT work to developing countries with a large, low cost labour pool of

programmers.

Seven Sins of Outsourcing:-

1. Outsourcing activities that shouldn't be outsourced:-

Outsourcing results in an automatic reduction of cost and an increase in performance. However this view is non realistic and many organizations outsource to mimic their competitors

or success stories in trade journal.

A loss of control and the risk of the vendor going out of business can have grave consequencesfor the company.

2. Selecting the wrong vendor:-

Good vendor should be selected according to two organizations' cultures, as well as a commitment to

continuous improvement, flexibility and a long term relationship.

3. Writing a Poor Contract:-Well-written contract should be precise, complete, provide incentives for the right behavior, balanced

and flexible.

4. Overlooking Personnel Issues:-


15/36


16/36



3. The Final Meeting and Presentation:-

If final report gains confidence, the final meeting and presentation should be a simple,straightforward affair.

Useful for:-

communicating that the project is over.

Transferring the information system from the project team to the organization.

Acknowledging contributions.

Getting formal signoff.

4. Closing the Project:-

The requirements for administrative closure includes:-

1. Verifying that all deliverables and open items are complete.

2. Verifying the project sponsor or customer's formal acceptance of theproject.

3. Organizing and archiving all project deliverables and documentation.

4. Planning for the release of all project resources (i.e. project team members, technology, equipment,

facilities etc.)

5. Planning for the evaluations and reviews of the project team members and the project itself

6. Closing of all project accounts.

7. Planning a celebration to mark the end of a (successful) project.


17/36



Project Implementation and explain its different approaches.

Project Implementation:-

When testing is complete and the project team and project manager then become responsiblefor ensuring that the information system is transferred successfully from the development and

test environment to the operational environment of the sponsor or customer's organization.

Choosing an inappropriate implementation approach can negatively impact the project'sremaining schedule and budget.

There are three approaches:- (DPP)

1. Direct Cut-over

2. Parallel

3. Phased

1. Direct Cut-over:-


18/36



Old system is shut down, new system is turned on. New system simply replaces the old.

Advantage:-

Effective when quick delivery of the new system is critical or when the existing system is so poorthat it must be replaced as soon as possible.

Appropriate when system is not mission critical. It is important, however, that new system be thoroughly tested so everyone is confident that

few, if any, major problems will arise.

Disadvantages:-

Least favored approach Though its quick, its painful at times. There may be no going back one the old system is turned off and the new system is turned on. The organization could experience major delays, frustrated users and customer, lost revenues

and missed deadlines.

Pressure of ensuring that everything is right or having to deal with problems and irate users orproject stakeholders can create a great deal of stress for the project team.

2. Parallel:-


19/36



Implementation allows the old and the new systems to run concurrently for a time. At some point, the

organization switches entirely from the old system to the new.

Advantage:-

Appropriate when problems or the failure of the system can have major impact. Before switching, outputs of both systems are compared. Provides confidence that the new system is functioning and performing properly before relying

on it entirely.

Disadvantage:-

Users will probably have to enter data into both systems and even be responsible for comparingthe outputs.

The extra workload and overtime hours may begin to take their toll and pressure for the projectteam to "get on with it" may create a stressful environment for everyone involved.

3. Phased:-

The system is introduced in modules or in different parts of organization incrementally.

Advantage:-

Appropriate when introducing a software system to different areas of organization. Upgrade on a department-by-department basis. A target date for each department would be set to allow each department to plan for the

upgrade accordingly.

Allow the project team to learn from its experiences during the initial implementation so thatlater implementations run more smoothly.


20/36



May be less risky and much more manageable.Disadvantage:-

Overly optimistic target dates or problems experienced during the early phases ofimplementation may create a chain reaction that pushes back the scheduled dates of theremaining planned implementations.

Comparisons:-

Administrative Closure:-

5 Circumstances for ending a project:- (NPPFC)

1. Normal :-Ends normally. Completed as planned within cost, quality and schedule objectives.

2. Premature:-Project is completed early with only few of the many requirements because to respond

to competitor's actions, to enter market early, result of legal or governmental requirements.


21/36



3. Perpetual:-Some projects take "life of their own". Never seem to end. Because of delays, scope or

MOV that was never defined. Adding functionality later makes the resources less and budget drain.

4. Failed:-Projects are just unsuccessfully sometimes. Happens when insufficient attention is paid to

people, processes or technology.

5. Changed Priority.

___________________________________________________

Project Management should be ready to deal with following realities:-

1. Team members are concerned about future jobs.

2. Bugs still exist.

3. Resources are running out.

4. Documentation attains paramount importance.

5. Promised delivery dates may not be met.

6. The players may possess a sense of panic.

Project Communication Plan? What are different things addressed in it?

Project Communication Plan:-

can be formal or informal, depending on needs of project stakeholders and size of project.


22/36



Developing a communications plan starts with identifying the various stakeholders of the projectand their info needs.

Even stakeholders who may have a vested interest in the project not succeeding must be keptinformed.

Otherwise, a lack of communication and info can result in an attitude that "no news must bebad news" or speculation and frivolous assumptions that the project is in trouble.

It determines:->Who has specific info needs?

>What are those info needs?

>How will a particular stakeholder's info needs be met?

>When can a stakeholder expect to receive this information?

>How will this info be received?

The Table Format:-

Stakeholders:-Stakeholders include individuals or groups who have stake or claim in project's outcome, project

sponsor, client, project manager, project team, senior managers, financial and accounting people,

customer, suppliers etc. All of them have special interest in project. Therefore, it is important that we

keep these special interests informed.

Information Requirements:-

Different stakeholders needs different information requirements. Instead of a single report that may/may not meet the needs of each stakeholder, a particular

report or metric can be designed to meet an individual stakeholder's needs and therefore,

improve communication with that stakeholder.

In general, these information requirements will focus on scope, schedule, budget, quality andrisk.

Type of Report metric:-

These may include specific canned, or template, reports that are provided by a projectmanagement software tool or a custom report with specific metrics.


23/36



Reporting mechanisms may include formal/informal reviews of deliverables, milestones orphases.

Reporting mechanisms such as newsletters and other public relations tools, can serve a generalpopulation of stakeholders.

Timings/Availability:-

of the reports set expectations for stakeholders. Set timng and availability let people know when they will know. Project manager and team stays focused as they don't have to demand for reports and updates

again and again.

Medium or Format:-

formats include paper reports, face-to-face, electronic files, email, or some other electronic format-

web.

Implementation of Performance Reporting? Different ways of it?


24/36



Performance Reporting:-

Focuses on the collection and dissemination of project information to the various project stakeholders.

This should include status reports, progress reports and forecast reports.

Different ways of Performance Reporting:- (RSPF)1. Reviews

2. Status Reporting

3. Progress Reporting

4. Forecast Reporting

1. Reviews:-

may be formal or informal meetings focus on specific deliverables, milestones or phases. shows that work completed according to certain standards or agreed upon requirements

2. Status Reporting:-

Describes present state of project. compares the project's actual progress to the baseline plan. Includes a variance analysis that compares actual schedule and cost information to the baseline

schedule and budget.

3. Progress Reporting:-

tells what the project team has accomplished compares the activities or tasks that were completed to the activities or tasks outlined in

original project network.

4. Forecast Reporting:-

focuses on predicting the future status or progress of project.


25/36



Information Distribution:-

Project Manager and team must determine how/when required information will be provided to various

stakeholders.

Different ways of sharing information:-1. Face-to-face meetings:-

We can see other people's expressions and body language. Sometimes the way someone says something can be more expressive than what theysay. Requires arranging schedules and additional costs if travel is involved. Certain issues and problems, require people to meet face-to-face.

2. Telephone, Electronic mail, and other Wireless devices:-

Although these communication devices aren't as personal as face to face meetings, theycertainly make communication possible when people can't be at the same place at same time.

The communication plan should also include electronic means for project team and otherstakeholders to communicate.

3. Collaboration Technology:-

A project team could use Internet or web-based technologies to develop an Internet, intranet orextranet application.

In summary, the sharing of information includes support for communication, collaboration andsharing of knowledge among stakeholders.


26/36



Types of Contracts:-

A contract is a document signed by the buyer and seller that defines the terms and conditions ofthe buyer-seller relationship. legally-binding agreement that obligates the seller to provide specific products, services or even

results.

Defines terms and conditions or such things as responsibilities and authorities, technical andproject management approaches, proprietary rights, financing, schedule, payments, quality

requirements, & prices.

3 types of Procurement-type contracts:- (FCT)

1. Fixed-price or Lump-sum contracts

2. Cost-reimbursable contracts.

3. Time and Material contracts

1. Fixed Price or Lump-sum contracts:-

A total or fixed price is negotiated or set as the final price for a specific product or service. It may include incentives for meeting certain objects or penalties if those objectives aren't met.

2. Cost-reimburseable contracts:-

Payment/Reimbursement is made to seller to cover seller's actual costs:- Direct costs(directlabours, materials etc) & Indirect costs(admin. salaries, rent, utilities, insurance etc)

Also include incentives for meeting specific objectives or penalties and specific objectives aren'tmet.

a) Cost-plus-fee(CPF) or cost-plus-percentage of Cost(CPPC):-

Seller is paid for the costs incurred in performing the work as well as a fee based on an agreedupon percentage of costs.

Unless the 2nd party is someone you can trust, you might want to take precautions such asgetting the estimates in writing before the repair work begins otherwise 2nd party can increase

fees.

b) Cost-plus-fixed-fee(CPFF):-

Seller is reimbursed for the total direct/indirect costs of performing the work, but receives afixed amount.

Fixed amount does not change unless the scope changes.


27/36



c) Cost-plus-incentive-fee(CPIF):-

Seller is reimbursed for costs incurred in doing the work and received a pre-determined fee plus an

incentive bonus for meeting certain objectives.

3. Time and Materials contracts:-

Hybrid of cost-reimbursable and fixed-price contracts Buyer pays the seller for both the time and materials required to complete the work.


28/36



Emotional Intelligence:-

An individual as a leader can expand his/her repertoire by understanding their emotionalintelligence competencies.

Definition:- Ability to understand and manage our relationships and ourselves better. Can be learned at any age. Improving EI is like changing a bad habit which takes time, patience, and a great deal of effort. It includes four capabilities:-

1. Self Awareness

2. Self Management

3. Social Awareness

4. Social skills

1. Self Awareness:-

It includes:-

Emotional Self-awareness Accurate self-assessment Self-confidence

2. Self Management:-

It includes:-

Self-control Trustworthiness Conscientiousness Adaptability Achievement orientation Initiative

3. Social Awareness:-

It includes:-

Empathy Organizational Awareness Service Orientation

4. Social Skills:-


29/36



It includes:-

Visionary Leadership Influence

Developing others Communication Change catalyst Conflict Management Building bonds Teamwork and Collaboration

To strengthen EI:-

Ask two questions to yourself--> "Who am I now?" and "Who doI want to be?". Idea is to makean honest assessment of how others view your leadership and how you would like to be viewed

in future.

Take feedback from peers, subordinates and superiors. Devise a plan for getting from where you are as a leader to where you want to be. This will allow to learn new leadership styles.


30/36



Importance of Ethics in Project:-

Ethics can be defined as a set of moral principles and values. Ethical dilemmas arise when our personal values come into conflict According to Trevino and Nelson:-

"But our definition of Ethics- the principles, norms and standards ofconduct governing an individual orgroup- focuses on conduct.

We expect employers to establish guidelines for work-related conduct, including what time to arrive and

leave the workplace, whether smoking is allowed on the premises, how customers are to be treated,

and how quickly work should be done.

Guidelines about ethical conduct aren't much different.

Many employers spend a lot of time and money developing policies for a range of employee activities,

from how to fill out expense reports to what kind of client gifts are acceptable, to what constitutes a

conflict of interest or bribe. If we use this definition, ethics become an extension of good management.

Leaders Identify appropriate and inappropriate conduct, and they communicate their expectations to

employees through ethic codes, training programmes, and other communication channels."

Unethical business behaviors cost organizations money and job. Unethical also breaks the law which leads to financial penalties, but jail time as well. Being ethical is in interest for people who are part of organizations and society. People want to work for and do business with organizations they can trust. Ethical decisions aren't always clear cut. We often take decisions that fall in the gray area Project Manager is leader who can create, maintain, or change the culture of project

organization.


31/36



Culture can be defined as shared beliefs, assumptions, and values that we learn fromsociety/group that guides or influences our behavior.

Modifying culture includes factor such as authoritative structure, policies, procedures for hiring,firing, rewarding performance and training.

Cultures are sometimes influenced by idol/role model of a particular person or whole groupPolarity Mapping:-


32/36



Different approaches to do Risk Analysis & Assessment? Compare & Contrast!

Risk Analysis and Assessment:-


33/36




34/36




35/36




36/36


Note: Please ignore the Printed words on the paper as I have made notes on the already printed papers.

I believe in reusing. :-)

Documents

Software Project Management Notes for MCA Semester 3