DCA3245

SET – I

Ans 1) a) b)

The 4P’s in project management stand for Product, Process, People, and Project:

 Product: It refers to the final outcome or software that is being built.

 Process: This means the method or steps used to develop the software.

 People: It includes team members, managers, clients, and users involved in the
project.

 Project: This covers planning, execution, and monitoring of all activities needed to
deliver the product.

Each "P" plays a major role in the project’s success. If one area fails, the entire project can be
at risk.

Bruce Tuckman’s five-step model explains how teams grow and work together:

1. Forming – Team members meet and learn about the project.

2. Storming – People start to share ideas and sometimes face conflicts.

3. Norming – Team settles down, sets rules, and works together better.

4. Performing – Team becomes productive and efficient.

5. Adjourning – Project ends, and the team members move on.

Understanding these steps helps managers guide team performance and solve issues early.

Organizational structures are how a company arranges its teams:

 Functional Structure: Divided by department (e.g., HR, IT).

  Project-Based Structure: Teams are created for specific projects.

 Matrix Structure: Combines functional and project structures; team members report
to more than one boss.

 Flat Structure: Fewer management levels; encourages fast communication.

 Hierarchical Structure: Traditional structure with multiple management layers.

Each structure affects decision-making, team collaboration, and speed of project delivery.

Ans 2) a) b)

Project development follows several important phases:

1. Initiation – Identify the need and scope of the project.

2. Planning – Define tasks, budget, resources, and schedule.

3. Execution – Actual development and implementation.

4. Monitoring & Control – Track progress and fix issues.

5. Closure – Final delivery, document handover, and team release.

During Project Closure, the manager reviews project performance, collects feedback, closes
contracts, and releases resources. It's important to complete the documentation and do a final
evaluation.

The 3W’s in project management refer to:

 Who is responsible,

 What is to be done,

 When it must be completed.

These help clarify roles, expectations, and deadlines, improving teamwork.

Work Breakdown Structure (WBS) divides the project into smaller, manageable parts. It
breaks work into tasks and sub-tasks, forming a tree-like diagram. WBS helps teams stay
organized and ensures nothing is missed.

Incremental development means building the software step-by-step. Each increment adds
more features and is tested. For example, a messaging app may first build login, then chat,
then image sharing. It allows early feedback and better risk control.

WBS and incremental development both make large projects easier to handle and improve
overall quality.

Ans 3) a) b)

Scheduling techniques help plan when tasks should start and finish. Common techniques
include:

 Gantt Chart: A timeline chart that shows tasks in horizontal bars.

 PERT (Program Evaluation and Review Technique): Shows task dependencies

using a network diagram.

 Critical Path Method (CPM): Finds the longest path of tasks that affect project
duration.

Gantt vs PERT:

 Gantt is visual and easy to read, good for tracking progress.

 PERT focuses on task dependencies and is better for estimating time.

Cost estimation methods include:

1. Expert Judgment – Based on past experience.

2. Analogous Estimating – Comparing with similar past projects.

3. Parametric Estimating – Using mathematical formulas.

4. COCOMO (Constructive Cost Model) – A detailed model using lines of code and
project type.
COCOMO Organic Mode Case Study:
In a small software company building a simple payroll system (with well-known
requirements and experienced team), COCOMO Organic mode is used. Let’s say the system
has 10,000 lines of code. The model calculates effort using a basic formula:

Effort = a(KLOC)^b* where:

 a and b are constants based on project type,

 KLOC = thousands of lines of code.

This helps estimate time, cost, and staffing needs, and supports better planning.

SET - II

Ans 4) a) b)

Project monitoring and control means checking how the project is going and making
changes if needed. This helps avoid delays, cost overruns, or poor quality. Managers track
tasks, review status reports, and use tools to check progress.

Project Metrics are numbers used to measure performance. Examples include:

 Defect rate

 Code quality

 Time taken per task

They help in decision-making and improving project outcomes.

Earned Value Analysis (EVA) compares planned work with completed work and budget.
Three values are calculated:

 Planned Value (PV): Budget for planned tasks.

 Earned Value (EV): Budget for completed tasks.

 Actual Cost (AC): Money actually spent.

Using these, managers can calculate if the project is on track or not.

RMMM stands for Risk Monitoring, Management, and Mitigation. It helps identify
possible problems and prepare for them.

 Risk Monitoring: Keep track of known risks during the project.

 Risk Management: Plan how to deal with these risks.

 Risk Mitigation: Take action to reduce or avoid the impact of risks.

For example, if a developer leaves the team, that’s a risk. The mitigation plan might be to
cross-train another developer in advance.

RMMM ensures the project doesn’t face surprises and stays on schedule.

Ans 5) a) b)

CASE (Computer-Aided Software Engineering) tools help in software development and

maintenance. They are grouped into different categories:

1. Upper CASE Tools: Used in the early stages – planning, analysis, and design.

2. Lower CASE Tools: Help in coding, testing, and maintenance.

3. Integrated CASE Tools: Support the full life cycle – from start to end.

4. Tools by Function:

o Project management tools

o Modeling tools (like UML)

 o Code generation tools

o Testing tools

These tools save time, improve accuracy, and make collaboration easier.

Quality Parameters define how good the software is. Standards ensure software meets
customer needs and works properly. Common quality parameters include:

 Correctness: The software should do what it’s supposed to.

 Reliability: It should work without crashing.

 Usability: It should be easy to use.

 Efficiency: Should use system resources smartly.

 Maintainability: Easy to update or fix.

 Portability: Should work on different devices or systems.

Under ISO 9126/25010 and CMMI, these parameters are important to check if the software
meets high standards. They guide developers to improve product quality from the beginning.

Ans 6) a) b)

Software Configuration means managing changes in software components like code,

documents, and settings. For example, when a team updates a mobile app’s UI, the
change must be tracked, recorded, and tested.

Version Control helps store each change as a version, allowing developers to go back
to earlier versions if something breaks. Tools like Git are used.

 Example: If version 2.0 of a website has bugs, you can roll back to version 1.9 easily.

Change control means planning, reviewing, and approving changes before they’re
made. It ensures that only necessary updates are made.
 Black Box Testing checks if the software works from the user’s point of view. The
tester doesn’t know how the code works.
White Box Testing checks the internal logic and code of the software. The tester
knows how the system is built.

Team Organization Types:

 Hierarchical: One leader, others follow.

 Egoless: Everyone shares responsibility equally.

 Chief Programmer: One expert leads, others support.

 Democratic: Everyone has equal say.

Conflict Management means solving team issues peacefully. It includes:

 Open communication

 Listening to both sides

 Finding a win-win solution

ISO 9001 vs SEI-CMM:

 ISO 9001: Focuses on quality management systems for all types of organizations.

 SEI-CMM: Focuses only on software process maturity.

ISO is broader, while CMM is more focused on software development.