Software Project Management (MG6088) - Unit 1 Question Bank Analysis

This document presents a comprehensive question bank for the Software Project Management (SPM) course, specifically focusing on Unit 1. It covers essential topics such as project evaluation and planning, cost-benefit analysis, risk evaluation, and project management methodologies. The questions are categorized into Part A and Part B, providing a structured approach to learning the key concepts. The document includes definitions, explanations, and examples related to various aspects of software project management, aiming to help students understand the core principles and prepare for their examinations. The content is derived from the VIVEKANANDHA COLLEGE OF TECHNOLOGY FOR WOMEN curriculum, making it a valuable resource for students enrolled in the MG6088 Software Project Management course.

VIVEKANANDHA COLLEGE OF TECHNOLOGY
FOR WOMEN
DEPARTMENT OF COMPUTER SCIENCE AND ENGINEERING
MG6088 SOFTWARE PROJECT MANAGEMENT
Question Bank
REGULATION -2013
IV- YEAR –CSE (VIII-SEMESTER)
UNIT-I
STAFF INCHARGE HOD DEAN

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MG6088 Software Project Management
UNIT I
PROJECT EVALUATION AND PROJECT PLANNING
PART A
1. What are the steps in cost-benefit analysis? (Nov/Dec 2018)
Answer:
Cost –benefit analysis consists of two steps
• Identifying and estimating all of the costs and benefits of carrying out the project
and operating the delivered application. It includes development cost of system,
Operating cost of system, Benefits obtained by system.
• Expressing these costs and benefits in common units.
2. Define the term management control. (Nov/Dec 2018)
Answer:
• Management Control System is defined a ‘set of policies and procedures designed
to keep operations going according to plan.
3. What is the need of software project management? (APR/MAY 2018)
Answer:
• Software project management is the art and science of planning and leading
software projects.
• It is a sub-discipline of project management in which software projects are
planned, implemented, monitored and controlled.
4. Define software quality metrics. (APR/MAY 2018)
Answer:
• A software quality metric is a standard of measure of a dgree to which a
software system or process possesses some property . Evenif a metric is not a
measurements(metrics are function , while measurements are the numbers
obtained by the application of metric).
• The goal is obtaining objective, reproducible and quantifiable measurements ,
which may have numerous valuable applications in scheduleand budget
planning, cost estimation , quality assurance, testing, software debugging ,
software performance optimization, and optimal personnel task assignment.
5. What is cost benefits analysis? (NOV/DEC2017)
Answer:
• It can be explained as a procedure for estimating all costs involved and
possible profits to be derived from a business opportunity or proposal.
Importance of Software Project Management – Activities Methodologies – Categorization of
Software Projects – Setting objectives – Management Principles – Management Control –
Project portfolio Management – Cost-benefit evaluation technology – Risk evaluation –
Strategic program Management – Stepwise Project Planning.

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Cost –benefit analysis consists of two steps
• Identifying and estimating all of the costs and benefits of carrying out the
project and operating the delivered application. It includes development
cost of system, Operating cost of system, Benefits obtained by system.
• Expressing these costs and benefits in common units.
6. Outline the need for risk evaluation. (NOV /DEC 2017)
Answer:
• Risk assessment also involves a risk analysis process to develop an
understanding of the risk and to provide input to the subsequent risk evaluation.
• The risk analysis comprises of qualitative, semi-qualitative or quantitative
estimations of risk levels.
7. Define software project management. (APR/MAY 2017)
Answer:
• The general management skills like planning , organizing, scheduling, directing,
controlling and Software project management is the art and science of planning
and leading software projects.
• It is a sub-discipline of project management in which software projects are
planned, implemented, monitored and controlled.
8. What is software project planning? (APR/MAY 2017)
Answer:
• Software project planning is task, which is performed before the production of
software actually starts.
• It is there for the software production but involves no concrete activity that has
any direction connection with software production; rather it is a set of multiple
processes, which facilitates software production.
9. Define software project management.
Answer:
• Software project management is the art and science of planning and leading
software projects.
• It is a sub-discipline of project management in which software projects are
planned, implemented, monitored and controlled.
10. Outline the need for feasibility study.
Answer:
• This investigates whether a prospective project is worth starting – that it
has a valid business case. Information is gathered about the requirements
of the proposed application. Requirements elicitation can, at least
initially, be complex and difficult.

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• The client and other stakeholders may be aware of the problems they
wish to overcome and the aims they wish to pursue, but not be sure
about the means of achievement.
11. What are the characteristics of a project?
Answer:
• Non-routine tasks are involved
• Planning is required
• Specific objectives are to be met
• The project has a predetermined time span
• Work is carried out for someone other than yourself
• Work involves several specialism
• People are formed into temporary work group
• Work is carried out in several phases
• Resources available are constrained
• The project is large and complex.
12. What are the characteristics that make software projects different from
other projects?
Answer:
• Invisibility - When a physical artifact is being constructed the progress being
made can actually be seen. With Software, progress is not immediately visible.
• Complexity - software products contain more complexity than other
engineered artifacts.
• Conformity - The ‘traditional’ engineer is usually working with physical.
These physical systems can have some complexity, but are governed by
physical laws that are consistent. Software developers have to conform to the
requirements of human clients. It is not just that individual can be
inconsistent.
• Flexibility - The ease with which software can be changed is usually seen as
one of its strengths.
13. List the various ways to categorize software projects.
Answer:
• Compulsory versus voluntary projects
• Information systems versus embedded systems
• Outsourced projects
• Object driven versus product driven development
14. Who are project stakeholders?
Answer:
These are people who have a stake or interest in the project. Stakeholders can be
categorized as:
• Internal to the project team

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• External to the project team but within the same organization
• External to both the project and the organization.
15. What is project steering committee? What are their roles?
Answer:
• Overall authority over the project is often termed as project steering
committee or project management board.
• The project manager runs the project on a day-to-day basis, but
regularly reports to the steering committee.
Roles:
• Setting, monitoring and modifying objectives.
• The project manager runs the project on a day-to-day basis, but
regularly reports to the steering committee.
16. What are the activities of management?
Answer:
• Planning –deciding what is to be done.
• Organizing – making arrangements.
• Staffing-selecting the right people for the job
• Directing-giving instructions.
• Monitoring – checking on progress
• Controlling- taking action to remedy hold-ups
• Innovating-coming up with new solutions.
• Representing – liaising with clients, users , developers , suppliers
17. Define SMART.
Answer:
• S – specific, that is, concrete and well-defined
• M – measurable, that is, satisfaction of the objective can be objectively judged
• A – achievable, that is, it is within the power of the individual or group concerned
to meet the target
• R – relevant, the objective must relevant to the true purpose of the project
• T – time constrained: there is defined point in time by which the objective should
be achieved
18. What is Goals/sub-objectives?
Answer:
• A goal can be allocated to an individual. Individual may have the capability of
achieving goal, but not the objective on their own.
• A more appropriate goal or subobjective for the software developers would be to
keep development costs within a certain budget.
• e.g. Objective – user satisfaction with software product , Analyst goal – accurate
requirements and Developer goal – software that is reliable

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19. What is Project portfolio Management?
Answer:
• Project Portfolio Management (PPM) is the centralized management of the
processes, methods, and technologies used by project managers and project
management offices(PMOs) to analyze and collectively manage current or
proposed projects based on numerous key characteristics.
20. What is objective of a project?
Answer:
• Informally, the objective of a project can be defined by completing the statement:
The project will be regarded as a success “if……….” Rather like post-conditions
for the project, Focus on what will be put in place, rather than how activities will
be carried out. e.g. ‘a new payroll application will be operational by 4th April’ not
‘design and code a new payroll application’
20. What is Return on investment?
Answer:
• It provides a way of comparing the net profitability to the investment required.
• A performance measure used to evaluate the efficiency of an investment or to
compare the efficiency of a number of different investments
Disadvantages
• It takes no account of the timing of the cash flows.
• Rate of returns bears no relationship to the interest rates offered or changed by
bank.
• ROI = average annual profit * 100
------------------------------------
Total investment
• Average annual profit = net profit
-----------------------------
Total no. of years
21. Identify the sequence of stages involved in a typical project life cycle.
(APR/MAY 2019)
Answer:
• Initiation,
• Planning,
• Execution,
• Monitoring &
• Control and Closure
22. Mention the need of cost-benefit analysis. (APR/MAY 2019)
Answer:
A cost-benefit analysis can help to illustrate ways that your company can increase
software sales, revenue and ultimately profits.

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Every part of the software development process offers opportunities to streamline
operations, reduce costs, or improve performance if the right information is made
available.
23) Define risk. (NOV/Dec 2019)
Risk is an expectation of loss, a potential problem that may or may not occur in the
future. It is generally caused due to lack of information, control or time.A possibility
of suffering from loss in software development process is called a software risk. Loss
can be anything, increase in production cost, development of poor quality software,
not being able to complete the project on time. Software risk exists because the
future is uncertain and there are many known and unknown things that cannot be
incorporated in the project plan. A software risk can be of two types (a) internal
risks that are within the control of the project manager and (2) external risks that
are beyond the control of project manager
PART B
1) How does Project Management Methodology differ for simple projects and
complex projects? Explain in detail. (Nov/Dec 2018)(13m)
Answer:
When a Dam or a building is constructed, the progress is visible. It is not easy to
make changes once the construction has started.
The Dam or building project has adequate specification and carried out by people
knowledgeable in the specific domain area with established standards.
But ina software project
• The progress is immediately not visible- invisibility.
• High degree of flexibility s expected as the typical customer keeps changing
his requirements
• Limited knowledge on application domain , still expected to complete keeps
the project with expert level competence.
• Lack of quality standards and measures
In addition the above , software companies may also face the following
difficulties
1. Poor planning and estimation
2. Poor role definition
3. Poor or lack of documentation
4. Lack of commitment from team members
5. Limited technical expertise
6. Commitment of unrealistic delivery dates, leading to delivery deadline
pressure
7. Remote management
The number of software projects which failed due to one or combination
of reasons mentioned above is far higher than non IT projects.
Project management
PMI standards committee in their , “A Guide to the project management body of
knowledge” (1996) defines the project management as “the application of

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knowledge, skills ”tools and technology to project activities to eet or exceed stake
holders needs and expectations from a project”.
More elaborately,
• “The general management skills like planning, organizing, schedule
directing, controlling and tracking are applied in a project to achieve the
project goal in a predetermined time frame and within the budgeted cost” is
called the project management.
• Project Management is the discipline of planning , organizing , and
management resources to bring about the successful completion of specific
projects goals and objectives.
• A project is a finite endeavour- having specific endeaver having specific
start and completeion dates undertaken to create a unique product or
service which bings about beneficial change or added value.
Why project management for software project?
• Due to this very nature of complexity and high cost involved the software
projects need to be managed to make it successful and profitable.
Unfortunately, the stanish group, U.S. report which analysed 13,522
projects in 2003 concluded that 82% of the project were late and 43%
exceeded budget.
• The report also identifies “Lack of scientific approach to manage project and
its risks “ as a major reason for software project failure. This clearly
justifies why software projects need scientific proven approaches to
manage projects.
THE ACTIVITIES INVOLVED IN MANAGEMENT
It has been suggested that management involves the following activities:
• ● Planning – deciding what is to be done;
● Organizing – making arrangements;
● Staffing – selecting the right people for the job etc;
● Directing – giving instructions;
● Monitoring – checking on progress;
● Controlling – taking action to remedy hold-ups;
● Innovating – coming up with new solutions
●Representing – liaising with clients, users, developer, suppliers and other

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Stakeholders
1. Planning:
• Planning refers to determination of future course of action to achieve desired
goals. It means deciding in advance what to do, how to do it, when to do it
and who is to do it.
• It is an “executive action that embodies the skills of anticipating, influencing
and controlling the nature and direction of change”. Planning precedes all
other functions of a manager.
A planning process involves the following steps:
(1) Being aware of opportunities or developments marks the beginning of planning
process. This involves assessment of strengths and weaknesses of the environment
in
and outside the business organisation.
(2) Determination of goals for the organisation and the individual organisational
units
in the light of new opportunities developments.
(3) Establishment of critical planning premises regarding the internal and external
environments in which the plans will operate. This involves identification of
strengths
and weaknesses of the business enterprise in terms of products, markets,
processes, technologies, personnel, etc.
(4) Identification of the alternative courses of action to achieve the objectives.
(5) Evaluation of the alternative courses of action in the light of their impact on
achievement of the objectives.
(6) Selection of the best alternative course of action.
(7) Formulation of the derivative plans for supporting the plan.
• It may be noted that each of the above steps in the planning process requires
a lot of information regarding the internal and external environment in which
the plans have to operate. The information regarding the external

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environment includes economic trends, technological changes, availability
and cost of various resources, etc.
• The information regarding the internal environment includes sales forecasts,
financial resources and plans, state of availability of resources in the
company, etc.
• A manager also needs various tools for analysis of the information regarding
the environment.
2. Organizing:
• Organizing involves analysis of activities to be performed to meet the
requirements of plan, grouping them so that they could be assigned to people
or groups of people in organisational units and delegation of authority to use
organisation’s resources to perform the responsibilities so assigned.
• Organizing relates to the people, tasks and technology. Since these factors
differ from organisation to organisation, there is no typical organisational
design that would be suitable for all organisations.
• The organisation structure has to be designed according to the specific
requirements and conditions of the organisation. As the people, tasks and
technology are subject to dynamics of environment, the organisations are
restructured in the light of changing business environment.
• Organisation structures and information systems are closely related to each
other. If the organisation structure is the body of the business enterprise,
information system is its nervous system.
• The organisation structure should be designed keeping in view the natural
flow of information in the business enterprise. The performance measurement
schemes must match the flow of information and the organisation structure.
• Ideally, any change in information systems should cause corresponding
change in the organisation structure; otherwise the information systems
would not be able to reflect the plans of the business.
• For example, the advancements in data base technologies and use of
distributed information systems are having their own impact on the way
organisation structures are designed today.
3. Staffing:
• Staffing is the process of manning the organisation structure. A manager
should ensure that the right type of people fill up the positions in the
organisation structure.
• Staffing involves selection, appraisal and development of personnel in the
organisation. The common mistake that a manager commits is to ignore the
staffing activity, leaving it to personnel department.
• The staffing activity is too important to be routinized in the personnel department.
As the manager’s performance depends, to a great extent, on the performance of his
sub-ordinates, any neglect of staffing function could adversely affect the managerial
effectiveness. With the increasing interdependence of various functions, appraisal of
staff is becoming more complex.

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• There is a need to use more advanced techniques of performance appraisal. These
techniques can be applied with the help of IT infrastructure.
4. Directing:
• Directing involves instructing, guiding and inspiring people in the
organisation to put in their best to achieve the common goals of the
organisation. Thus, directing relates to the process of motivating, leading and
communicating with the people in the organisation in order to achieve the
objectives of the company.
• Dissemination of information plays a crucial role in directing the efforts of
people in the enterprise. In a business enterprise with operations spread over
a wide geographical area, the personnel have to be mobile and are likely to be
located far away from other members of the team and the immediate superior
in the managerial hierarchy. Directing the subordinates, thus, becomes
difficult because the communication may be quite expensive and may not
reach the destination in time.
• Today, the information systems are the vehicles of formal communication.
• The facility of e-mail and use of the Intranet has transformed the way formal
communication takes place in business enterprises.
• Seamless flow of information across various departments with the help of
information systems can also help in reducing the communication gaps that
are many-a-time the main cause of employee dissatisfaction.
5. Controlling:
• Controlling is a process that analyses whether the actions are being taken as
per plans and takes corrective action to make them to conform to plans.
Thus, planning is the basis of controlling.
• It focuses on activities that are being performed and the outcomes of these
activities in terms of their impact on the achievement of plan objectives.
• Increasing size of the business enterprises has made all the more a difficult
activity Increased competition in the market requires greater delegation of
work and decentralisation of decision making in order to ensure quicker
response in the operations of the business enterprise.
• Thus, controlling plays an important role in ensuring efficiency and
effectiveness of the enterprise. The information systems play an important
role in the control process.
• These systems not only help in measuring the performance of operations but
also help in identifying deviations of performance from plans.
• The comparison between planned and actual performance is then analysed
with the help of information systems to identify reasons for deviations.
• The environmental information is used to identify such reasons. Information
regarding what actions are being taken or what is happening in the internal
and external environments of business is essential for exercising control.
Earlier, most of such information used to come by way of personal
observation by the manager. Increasing size of the business enterprise has
made personal observation a very difficult form of control.

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• There is greater reliance on written reports. With the business becoming more
knowledge intensive activity and composition of personnel of the enterprise
getting dominated by knowledge workers, the measurement of performance is
becoming more complex. Simple tabular reports with regard to achievement of
quantified goals are not adequate for controlling.
• Controlling function uses information regarding the planned performance and
actual performance to arrive at deviations. Efficient information systems not
only identify these deviations but also help in analysing the deviations to
pinpoint reasons for deviation. They also help in modifying the plans quickly
in the light of the feedback.
• The concept of flexible budgeting has become popular due to availability of
better information processing facilities. With the availability of real time
information systems, the information regarding performance flows quickly.
This helps in exercising control quickly, resulting in lower cost of planning
mistakes.
Problem with software projects are:
∗ Poor estimates and plans.
∗ Lack of quality standards and measures.
∗ Lack of guidance about making organizational decisions.
∗ Lack of techniques to make progress visible.
∗ Incorrect success criteria.
• Problems occur from time to time and fixing them in a timely fashion is essential to
achieve correctness of a system and avoid delayed deliveries of products.
• The above list looks at the project from the manager’s point of view. What about the
staff who make up the members of the project team?
• Below is a list of the problems identified by a number of Computing and Information
Systems degree students who had just completed a year’s industrial placement.
2) List the type of critical risks in project planning. (Nov/Dec 2018) )(13m)

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Answer:
Risk evaluation is meant to decide whether to proceed with the project or
not, and whether the project is meeting its objectives.
Risk Occurs:
• When the project exceed its original specification
• Deviations from achieving it objectives and so on.
• Every project involves risk. The project risks which prevent the project
being
completed successfully and the business risk that the delivered products are
nor profitable.
Risk evaluation consists of
• Risk identification and ranking
• Risk and NPV
• Cost benefit analysis
• Risk profile analysis
Risk identification and ranking
• Identify the risk and give priority.
• Could draw up draw a project risk matrix for each project to assess
risks
• Project risk matrix used to identify and rank the risk of the project
Example of a project risk matrix
Risk and net present value
• Where a project is relatively risky it is common practice to use a
higher discount rate to calculate the NPV. The risk premium be an
additional 2 % for an safe project or 5 % for a fairly risky project
• Projects may be categorized as high, medium or low risk using a
scoring method and risk premiums designated for each category.
Cost-benefit analysis
• A rather more sophisticated approach to the evaluation of risk is to
consider each possible outcome, probability of its occurring and the
corresponding value of the outcome.
• Rather than a single cash flow forecast for a project, we will then have
a set of cash flow forecasts, each with an associated probability of
occurring.
• The value of the project is then obtained by summing of the cost or
benefit for each possible outcome weighted by its corresponding
probability.

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• Drawback: Does not take full account of worst-case
scenarios.(averaging out the negative and positive outcomes of the
scenarios)
Risk profile analysis
• An approach which attempts to overcome some of the objections to
cost benefit averaging is the construction of risk profiles using
sensitivity analysis.
• This makes use of “risk profiles” using sensitivity analysis.
• It compares the sensitivity of each factor of project profiles by varying
parameters which affect the project cost benefits.
Eg:Vary the original estimates of risk plus or minus 5% and re-
calculate the expected cost benefits.
• P1 depart far from p2,have large variation
• P3 have much profitable than expected
• All three projects have the same expected profit
• Compare to p2, p1 is less risky.
3) Outline on management objectives and priorities. (APR/MAY 2018) )(13m)
Answer:
• Answering the question ‘What do we have to do to have a
success?’
• Need for a project authority
• Sets the project scope
• Allocates/approves costs
• Could be one person - or a group
• Project Board
• Project Management Board
• Steering committee
Objectives
• Informally, the objective of a project can be defined by completing the
statement:
• The project will be regarded as a success “if………………………………..”
• Rather like post-conditions for the project
• Focus on what will be put in place, rather than how activities will be
carried out Objectives should be SMART

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• An objective is a statement which describes what an individual, team or
organisation is hoping to achieve. Objectives are 'SMART' if they are
specific, measurable, achievable, realistic and, timely (or time-bound).
• S – specific, that is, concrete and well-defined
• M – measurable, that is, satisfaction of the objective can be objectively
judged
• A – achievable, that is, it is within the power of the individual or group
concerned to meet the target
• R – relevant, the objective must relevant to the true purpose of the project
• T – time constrained, there is defined point in time by which the objective
should be achieved
Specific
• There are a number of different ways in which SMART objectives can be set,
on method is to start by identifying what you want the individual to do or
achieve that reflects both the departmental or team objectives.
• For example: You may be a Senior Lecturer and your department is looking
at ways to improve the student experience as one of its objectives or
priorities (this may be linked to results from the student satisfaction survey
or feedback from other sources). You are responsible for reviewing two
lecturers and it would therefore be appropriate to look at their role in this
departmental priority. What does the Department need them to achieve? Is
it an increase in student satisfaction in a certain area (e.g. learning
resources)? Is it reducing the number of students who don’t progress on to
the second year of studies? Etc.
• You may be a manager in a Professional Services department and your
department is also looking at ways to improve the student experience as
one of its objectives or priorities. What does the department need the staff
you manage to achieve? Is it the introduction of new processes/procedures
in order to improve the service given to either students directly or academic
departments? Is it maintaining a certain (high) level of service to
students/staff over a period of time?
• When setting SMART objectives wherever you are within the organisation
and whatever your role, as a reviewer you will need to have as much clarity
as possible about what you want or need your reviewee to achieve.
Measurable
• Having identified what needs to be achieved and having written this as a
statement (in the box above) you then apply the SMART criteria to it.
• For example: Specific: For the lecturer: Increase student satisfaction levels
in the learning resources provided by the department. What kind of
increase are you looking for – a small % increase or a large one? What
learning resources are you referring to?
• For the administrator: Reduce the amount of time it takes to respond to
academic departmental requests for information. What reduction are you
aiming for? What do you mean by respond to? Do you really mean all

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academic departmental requests for information or a particular area?
Measurable For both examples – what measures are you going to use?
Clarification is needed for both. How will you know when the objective has
been achieved? So for the lecturer the objective may now look something
like the example below: Increase student satisfaction levels in the 201X
student satisfaction survey by 25% in the learning resources provided for x
course. For the administrator the objective may have changed slightly to
look as follows: Ensure all academic departmental requests for information
on x are dealt with within 3 working days by October 201X.
Achievable
• This is where you need to consider the context, abilities etc of the
individual that you are expecting to do this work. Is it something that they
would be able to do? It may be that the individual would need support in
the form of resources, training/ development etc in order to achieve the
objective set (you would note these down in sections C & D of the SRDS
form). It might be that the time frame that you place on the objective (which
is currently missing from one of the examples) makes it less achievable so
check this as well.
Relevant
• Double check that the statement you are now crafting reflects both what is
needed by the department and fits in with the expectations of the individual
as described in their job summary/ job description.
Time Constrained
• A deadline, date or time when the objective will be accomplished or
completed is necessary and must be included so as to make the objective
measurable. A deadline helps to create the necessary urgency, prompts
action and focuses the minds of those who are accountable for the
commitments that they have made through the objectives.
• Not setting a deadline reduces the motivation and the urgency of those
required to perform the tasks. Ask yourself if the objective can be
accomplished within the deadlines which have been established, bearing in
mind other possible competing demands which may cause delay.
• Goals/sub-objectives These are steps along the way to achieving the
objective. Informally, these can be defined by completing the sentence…
• Objective X will be achieved IF the following goals are all achieved
• A……………
• B……………
• C…………… etc
• Often a goal can be allocated to an individual. Individual may have the
capability of achieving goal, but not the objective on their own e.g.
• Objective – user satisfaction with software product
• Analyst goal – accurate requirements
• Developer goal – software that is reliable
• Measures of effectiveness

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• How do we know that the goal or objective has been achieved?
• By a practical test, that can be objectively assessed. e.g. for user
satisfaction with software product:
• Repeat business – they buy further products from us Number of
complaints – if low etc etc
4) i)What is Risk ?Discuss about Risk Management process. (APR/MAY 2018)
Answer:
Repeat same answer from Q.NO: 2(Half)
ii) List out various paradigms, principles to manage the risks in project.
(APR/MAY 2018)
Answer:
Repeat same answer from Q.NO: 2(Half)
5) i) What is a project? Outline the characteristics of project. (NOV /DEC
2017) (5m)
Answer:
• The project management, it is important to understand the definition of ‘project’.
A popular dictionary defines project as ‘a job undertaken with specific plan’.
• This clearly indicates that a project is a planned activity. Some examples are
writing a book, producing a flim, building a bridge or even writing an university
examination can be considered as a project.
Project Characteristics
• All these projects mentioned above share some common characteristics like.
• Planning
• Have a specific goal or objective or end point
• Have a definite time frame
• Work involving many people
• Requirement of people with different skill sets
• The resources are limited
• Involves non routine tasks
• Uncertainity regarding time, cost, quality and performance.
• Thus a project may be defined as
• A unique ,planned, temporary endeavour with definite start and end dates to
achieve one or more goals with the constraints of cost, schedule, quality,
performance and resources”.
Goals
Software projects may involve one or more of the following goals
1. Profit
2. To make a product for use by multiple customers
3. To improve existing products performance or
4. To improve exsiting product quality

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5. Simply to satisfy a customer
A project may also be viewed either as atriangle or as a 3 dimensional
axsis(X,Y,Z) to produce a quality product.
Like any human undertaking, projects need to be performed and delivered under
certain constrints. Traditionally, these constrints have been listed as “Resources”
“Schedule”and “Cost”.
These are also referred to as the sides of “Project Management Triangles,”
where each side represents a constraints. One side of the triangle cannot be
changed without affecting the others. A further refinement of the constraints
separates product “quality” or “Performance” from scope, and turns quality into a
fourth constraint.
• The time constrint refers to the amount of time available to complete a
project
• The cost constrints refers to the budgeted amount available for the projects
• The scope constrint refers to what must be done to produce the projects
end result.
These three constrints are often competing constrints: increased scope typically
means increased time and increased cost , a tight time constrints could mean
increased costs and reduced scope, and tight budget could mean decreased time
and reduced scope
The discipline of project management is about providing the tools and techniques
that enable the project team to organize their work to meet these constrints.
Another approach to projects management is to consider the three constraints as
finance, time and human resources. If you need to finish a job in a shorter time ,
you can throw more people at the problem, which in turn will raise the cost of the
project ,unless by doing this task quicker we willreeduce costs elsewhere in the
project by an equal amount.
Time
For analytical purposes the time required to produce a deliverable is estimated
using several techniques. One method is to identify tasks needed to produce the
deliverable document in a work breakdown structure or WBS. The work effort for
each task is estimated and those estimates are summed up into the final
deliverable estimates.
COST
Cost to develop a project depends on several variables including: resources costs,
labour rates, material rates, risk management, earned value management, plant ,
equipment, cost escalation, indirect costs, and profit.
Scope
Requirements specified to achieve the ends result .the overall definition of what the
project is supposed to accomplish and specific description of what the end result
should be or accomplished.
ii) How are infrastructure projects different from software projects ? Discuss.
(NOV /DEC 2017) (5m)
Answer:

Page 18
When a Dam or a building is constructed, the progress is visible. It is not easy to
make changes once the construction has started.
The Dam or building project has adequate specification and carried out by people
knowledgeable in the specific domain area with established standards.
But ina software project
• The progress is immediately not visible- invisibility.
• High degree of flexibility s expected as the typical customer keeps changing
his requirements
• Limited knowledge on application domain , still expected to complete keeps
the project with expert level competence.
• Lack of quality standards and measures
In addition the above , software companies may also face the following
difficulties
8. Poor planning and estimation
9. Poor role definition
10. Poor or lack of documentation
11. Lack of commitment from team members
12. Limited technical expertise
13. Commitment of unrealistic delivery dates, leading to delivery deadline
pressure
14. Remote management
The number of software projects which failed due to one or combination
of reasons mentioned above is far higher than non IT projects.
Project management
PMI standards committee in their , “A Guide to the project management body of
knowledge” (1996) defines the project management as “the application of
knowledge, skills ”tools and technology to project activities to eet or exceed stake
holders needs and expectations from a project”.
More elaborately,
• “The general management skills like planning, organizing, schedule
directing, controlling and tracking are applied in a project to achieve the
project goal in a predetermined time frame and within the budgeted cost” is
called the project management.
• Project Management is the discipline of planning , organizing , and
management resources to bring about the successful completion of specific
projects goals and objectives.
• A project is a finite endeavour- having specific endeaver having specific
start and completeion dates undertaken to create a unique product or
service which bings about beneficial change or added value.
Why project management for software project?
• Due to this very nature of complexity and high cost involved the software
projects need to be managed to make it successful and profitable.
Unfortunately, the stanish group, U.S. report which analysed 13,522
projects in 2003 concluded that 82% of the project were late and 43%
exceeded budget.

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• The report also identifies “Lack of scientific approach to manage project and
its risks “ as a major reason for software project failure. This clearly
justifies why software projects need scientific proven approaches to
manage projects.
iii) Outline the activities involved in management. (NOV /DEC 2017)( NOV
/DEC 2018)(13m)
Answer:
It has been suggested that management involves the following activities:
• Planning – deciding what is to be done;
• Organizing – making arrangements;
• Staffing – selecting the right people for the job etc;
• Directing – giving instructions;
• Monitoring – checking on progress;
● Controlling – taking action to remedy hold-ups;
● Innovating – coming up with new solutions
●Representing – liaising with clients, users, developer, suppliers and other
Stakeholders
1. Planning:
• Planning refers to determination of future course of action to achieve desired
goals. It means deciding in advance what to do, how to do it, when to do it
and who is to do it.
• It is an “executive action that embodies the skills of anticipating, influencing
and controlling the nature and direction of change”. Planning precedes all
other functions of a manager.

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A planning process involves the following steps:
(1) Being aware of opportunities or developments marks the beginning of planning
process. This involves assessment of strengths and weaknesses of the environment
in
and outside the business organisation.
(2) Determination of goals for the organisation and the individual organisational
units
in the light of new opportunities developments.
(3) Establishment of critical planning premises regarding the internal and external
environments in which the plans will operate. This involves identification of
strengths
and weaknesses of the business enterprise in terms of products, markets,
processes, technologies, personnel, etc.
(4) Identification of the alternative courses of action to achieve the objectives.
(5) Evaluation of the alternative courses of action in the light of their impact on
achievement of the objectives.
(6) Selection of the best alternative course of action.
(7) Formulation of the derivative plans for supporting the plan.
• It may be noted that each of the above steps in the planning process requires
a lot of information regarding the internal and external environment in which
the plans have to operate. The information regarding the external
environment includes economic trends, technological changes, availability
and cost of various resources, etc.
• The information regarding the internal environment includes sales forecasts,
financial resources and plans, state of availability of resources in the
company, etc.
• A manager also needs various tools for analysis of the information regarding
the environment.
2. Organizing:

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• Organizing involves analysis of activities to be performed to meet the
requirements of plan, grouping them so that they could be assigned to people
or groups of people in organisational units and delegation of authority to use
organisation’s resources to perform the responsibilities so assigned.
• Organizing relates to the people, tasks and technology. Since these factors
differ from organisation to organisation, there is no typical organisational
design that would be suitable for all organisations.
• The organisation structure has to be designed according to the specific
requirements and conditions of the organisation. As the people, tasks and
technology are subject to dynamics of environment, the organisations are
restructured in the light of changing business environment.
• Organisation structures and information systems are closely related to each
other. If the organisation structure is the body of the business enterprise,
information system is its nervous system.
• The organisation structure should be designed keeping in view the natural
flow of information in the business enterprise. The performance measurement
schemes must match the flow of information and the organisation structure.
• Ideally, any change in information systems should cause corresponding
change in the organisation structure; otherwise the information systems
would not be able to reflect the plans of the business.
• For example, the advancements in data base technologies and use of
distributed information systems are having their own impact on the way
organisation structures are designed today.
3. Staffing:
• Staffing is the process of manning the organisation structure. A manager
should ensure that the right type of people fill up the positions in the
organisation structure.
• Staffing involves selection, appraisal and development of personnel in the
organisation. The common mistake that a manager commits is to ignore the
staffing activity, leaving it to personnel department.
• The staffing activity is too important to be routinized in the personnel department.
As the manager’s performance depends, to a great extent, on the performance of his
sub-ordinates, any neglect of staffing function could adversely affect the managerial
effectiveness. With the increasing interdependence of various functions, appraisal of
staff is becoming more complex.
• There is a need to use more advanced techniques of performance appraisal. These
techniques can be applied with the help of IT infrastructure.
4. Directing:
• Directing involves instructing, guiding and inspiring people in the
organisation to put in their best to achieve the common goals of the
organisation. Thus, directing relates to the process of motivating, leading and
communicating with the people in the organisation in order to achieve the
objectives of the company.

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• Dissemination of information plays a crucial role in directing the efforts of
people in the enterprise. In a business enterprise with operations spread over
a wide geographical area, the personnel have to be mobile and are likely to be
located far away from other members of the team and the immediate superior
in the managerial hierarchy. Directing the subordinates, thus, becomes
difficult because the communication may be quite expensive and may not
reach the destination in time.
• Today, the information systems are the vehicles of formal communication.
• The facility of e-mail and use of the Intranet has transformed the way formal
communication takes place in business enterprises.
• Seamless flow of information across various departments with the help of
information systems can also help in reducing the communication gaps that
are many-a-time the main cause of employee dissatisfaction.
5. Controlling:
• Controlling is a process that analyses whether the actions are being taken as
per plans and takes corrective action to make them to conform to plans.
Thus, planning is the basis of controlling.
• It focuses on activities that are being performed and the outcomes of these
activities in terms of their impact on the achievement of plan objectives.
• Increasing size of the business enterprises has made all the more a difficult
activity Increased competition in the market requires greater delegation of
work and decentralisation of decision making in order to ensure quicker
response in the operations of the business enterprise.
• Thus, controlling plays an important role in ensuring efficiency and
effectiveness of the enterprise. The information systems play an important
role in the control process.
• These systems not only help in measuring the performance of operations but
also help in identifying deviations of performance from plans.
• The comparison between planned and actual performance is then analysed
with the help of information systems to identify reasons for deviations.
• The environmental information is used to identify such reasons. Information
regarding what actions are being taken or what is happening in the internal
and external environments of business is essential for exercising control.
Earlier, most of such information used to come by way of personal
observation by the manager. Increasing size of the business enterprise has
made personal observation a very difficult form of control.
• There is greater reliance on written reports. With the business becoming more
knowledge intensive activity and composition of personnel of the enterprise
getting dominated by knowledge workers, the measurement of performance is
becoming more complex. Simple tabular reports with regard to achievement of
quantified goals are not adequate for controlling.
• Controlling function uses information regarding the planned performance and
actual performance to arrive at deviations. Efficient information systems not
only identify these deviations but also help in analysing the deviations to

Page 23
pinpoint reasons for deviation. They also help in modifying the plans quickly
in the light of the feedback.
• The concept of flexible budgeting has become popular due to availability of
better information processing facilities. With the availability of real time
information systems, the information regarding performance flows quickly.
This helps in exercising control quickly, resulting in lower cost of planning
mistakes.
Problem with software projects are:
∗ Poor estimates and plans.
∗ Lack of quality standards and measures.
∗ Lack of guidance about making organizational decisions.
∗ Lack of techniques to make progress visible.
∗ Incorrect success criteria.
• Problems occur from time to time and fixing them in a timely fashion is essential to
achieve correctness of a system and avoid delayed deliveries of products.
• The above list looks at the project from the manager’s point of view. What about the
staff who make up the members of the project team?
• Below is a list of the problems identified by a number of Computing and Information
Systems degree students who had just completed a year’s industrial placement.
6) What is project planning? Explain with diagrammatic illustration the
stepwise project planning activities. (NOV /DEC 2017)(APR/MAY2019)
Explain step wise project planning activities with a diagram (13) ( N/D 2019)
Answer:
Step wise : an overview of project planning
• Planning is the most difficult process in project management this
chapter describes a framework of basic steps in project planning.

Page 24
• Many different techniques can be used but this chapter tells the
overview of the steps and activities in each step of project planning A
major step in project planning is to plan in outline first and then in
more detail.
Following are the major steps in project planning
Steps in Project Planning
Step 0 : Select project
Step 1 : Identify project scope and objectives
Step 2 : Identify project infrastructure
Step 3 : Analyze project characteristics
Step 4 : Identify project products and activities
Step 5: Estimate effort for each activity.
Step 6 : Identify activity risks.
Step 7 : Allocate resources
Step 8 Review / Publicize pl\an
Step 9 & 10 : Execute plan / lower level of planning
• Each step of project planning has different activities to perform.
Following the description of each step with its activities
Step 0 : Select project
• This is called step 0 because in a way of project planning , it is out
side the main project planning process. Feasibility study suggests us
that the project is worthwhile or not.
Step 1 : Identify project scope and objectives
• The activities in this step ensure that all parties to the project agree
on the objectives and are committed to the success of the project.
Step 1.1 : Identify objectives and practical measures of the effectiveness in
meeting those objectives

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Step 1.2 : Establish project authority
Step 1.3 : Stakeholders analysis – Identify all stakeholders in the project and
their interest.
Step 1.4 : Modify objectives in the light of stakeholder anaylsis.
Step 1.5 : Establish method of communication
Step 2 : Identify project infrastructure
• Projects are rarely carried out in a vacuum. There is usually some
kind of infrastructure into which the project must fit. Where the
project manager are new to the organization , they must find out the
precise nature of this infrastructure.
Step 2.1: Identify relationship between the project and strategic planning
Step 2.2 : Identify installation standards and procedures.
Step 2.3 : Identify project team organization.
Step 3 : Analyze project characteristics.
• The general purpose of this part of planning operation is to ensure
that the appropriate methods are used for the project.
Step 3.1 : Distinguish the project as either objective- product driven
Step 3.2 : Analyze other project characteristics ( including quality –based
ones)
Step 3.3 : Identify high level project risks
Step 3.3 : Take into account user requirement concerning implementation.
Step 3.4 : Select development methodology and life cycle approach.
Step 3.5 : Review overall resources estimates
Step 4 : Identify project products and activities
• The more detailed planning of the individual activities now takes
place.
• The longer term planning is broad and in outline, while the more
immediate tasks are planned in some detail.
Step 4.1: Identify and describes project products ( or deliverables )
Step 4.2 : Document generic product flows
Step 4.3 : Record product instance
Step 4.4 : produce ideal activity network
Step 4.5 : Modify the ideal to take into account need for stages and
checkpoints.
Step 5: Estimate effort for each activity.
Step 5.1: Carry out bottom-up estimates
Step 5.2: Revise plan to create controllable activities.
Step 6 : Identify activity risks.
Step 6.1 : Identify and quantify activity based risks
Step 6.2 : Plan risk reduction and contingency measures where appropriate
Step 6.3 : Adjust overall plans and estimates to take account of the risks
Step 7 : Allocate resources
Step 7.1 : Identify and allocate resources
Step 7.2 : Revise plans and estimates to take into account resource
constraints

Page 26
Step 8 : Review / Publicize plan
Step 8.1 : Review quality aspects of the project plan.
Step 8.2 : Document plans and obtain agreement.
Step 9 & 10 : Execute plan / lower level of planning
• Once the project is underway, plans will need to be drawn up in
greater detail for each activity as it becomes due.
• Detailed and lower level of planning of the the later stages will need to
be delayed because more information will be available nearer the start
of the stage.
• Project planning is an iterative process.
• As the time approaches for the particular activities to be carried out they
should be re-planned in more detail.
7) Narrate the phase of software project management. (APR/MAY 2017)
Answer:
a. The feasibility study
• This investigates whether a prospective project is worth starting – that
it has a valid business case. Information is gathered about the
requirements of the proposed application. Requirements elicitation
can, at least initially, be complex and difficult.
• The client and other stakeholders may be aware of the problems they
wish to overcome and the aims they wish to pursue, but not be sure
about the means of achievement.
• The probable developmental and operational costs, along with the value of the
benefits of the new system, will also have to be estimated. With a large system, the
feasibility study could be treated as a project in its own right – and have its own
planning sub phase.
• The study could be part of a strategic planning exercise examining and prioritizing a
range of potential software developments. Sometimes an organization has a policy
where a group of projects is planned as a programme of development.
b. Planning
• If the feasibility study produces results which indicate that the
prospective project appears viable, then planning of the project can
take place. However, for a large project, we would not do all our
detailed planning right at the beginning. We would formulate an
outline plan for the whole project and a detailed one for the first stage.

Page 27
• More detailed planning of the later stages would be done as they
approached. This is because we would have more detailed and
accurate information upon which to base our plans nearer to the start
of the later stages.
Project Planning
• The biggest single problem that afflicts software developing is that of
underestimating resources required for a project. Developing a
realistic project plan is essential to gain an understanding of the
resources required, and how these should be applied.
• Types of plan:
√ Software development plan.
• The central plan, which describes how the system will be developed.
√ Quality assurance plan.
• Specifies the quality procedures & standards to be used.
√ Validation plan.
• Defines how a client will validate the system that has been developed.
√ Configuration management plan.
• Defines how the system will be configured and installed.
√ Maintenance plan.
• Defines how the system will be maintained.
√ Staff development plan.
• Describes how the skills of the participants will be developed.
c. Project execution
• The project can now be executed. The execution of a project often
contains design and implementation sub-phases.
• Students new to project planning often find it difficult to separate
planning and design, and often the boundary between the two can be
hazy.
• Essentially, design is thinking and making decisions about the precise form
of the products that the project is to create. In the case of software, this
could relate to the external appearance of the software, that is, the user
interface, or the internal architecture.
• The plan lays down the activities that have to be carried out in order to
create these products.

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• Planning and design can be confused because at the most detailed level,
planning decisions are influenced by design decisions.
• For example, if a software product is to have five major components, then it
is likely that there will be five sets of activities that will create them.
Requirements analysis This starts with requirements elicitation which
investigates what the potential users and their managers and employers
require as features and qualities of the new system.
• These will relate to the system as a whole. A quality requirement
might be, for instance, that the user should be able to complete a
transaction within a certain time. In this case transaction time would
be affected by the speed of human operation, as well as hardware and
software performance. These are ‘customer-facing’ requirements.
Architecture design This maps the requirements to the components of the
system that is to be built. At the system level, decisions will need to be made
about which processes in the new system will be carried out by the user and
which can be computerized.
• This design of the system architecture thus forms an input to the
development of the software requirements. A second architecture
design process then takes place which maps the software
requirements to software components.
Code and test This could refer to writing code in a procedural language
such as C# or Java, or could refer to the use of an application-builder such
as Microsoft Access.

Page 29
• Initial testing to debug individual software components would be
carried out at this stage.
Integration The individual components are collected together and tested to
see if they meet the overall requirements.
• Integration could be at the level of software where different software
components are combined, or at the level of the system as a whole
where the software and other components of the system such as the
hardware platforms and networks and the user procedures are
brought together.
Qualification testing The system, including the software components, has
to be tested carefully to ensure that all the requirements have been fulfilled.
Installation This is the process of making the new system operational.
• It would include activities like setting up standing data (such as
payroll details for employees if this were a payroll system).
• It would also include setting system parameters, installing the
software onto the hardware platforms and user training.
Acceptance support This is the resolving of problems with the newly
installed
system, including the correction of any errors that might have crept into the
system and any extensions and improvements that are required.
• It is possible to see software maintenance as a series of minor
software projects. In many environments, most software development
is in fact maintenance.
8) Briefly explain about Cost benefit evaluation technology. (APR/MAY 2017)
(APR/MAY 2019)
Answer:
Various cost-benefits Evaluation Techniques are
• Net profit
• Payback period
• Return on investment
• Net present value
• Internal rate of return
1. Net profit
• Difference between total cost and total income
• Pros: Easy to calculate
Cons
• Does not show profit relative to size investment (e.g., consider Project 2)
• Does not consider timing of payments (e.g., Projects 1 and 3)
• Not very useful other than for "back of envelope" evaluations

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2. Payback period
• The payback period is the time taken to recover the initial investment or is the
length of time required for cumulative incoming returns to equal the cumulative
costs of an investment
Advantages
• Simple and easy to calculate.
• It is also a seriously flawed method of evaluating investments
Disadvantages
• It attaches no value to cash flows after the end of the payback period.
• It makes no adjustments for risk.
• It is not directly related to wealth maximisation as NPV is.
• It ignores the time value of money.
• The "cut off" period is arbitrary.
Project 1 = 10,000+10,000+10,000+20,000+1,00,000=1,50,000
Project 2 = 2,00,000+2,00,000+2,00,000+2,00,000+3,00,000=11,000,00
Project 3 = 30,000+30,000+30,000+30,000 + 75,000 =1,95,000
3. Return on investment
• It provides a way of comparing the net profitability to the investment
required
• A performance measure used to evaluate the efficiency of an investment or
to compare the efficiency of a number of different investments
Disadvantages
• It takes no account of the timing of the cash flows.
• Rate of returns bears no relationship to the interest rates offered or changed
by bank.
ROI = average annual profit * 100
---------------------------------
total investment
average annual profit = net profit
------------------------------
total no. of years
Calculate ROI for project 1.
Ans: Total investment =1,00,000
Net profit = 50,000
Total no. of year = 5
Average annual profit=50,000/5=10,000rs

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ROI= (10,000/1,00,000) *100 = 10%
4. Net present value
• A project evaluation technique that takes into account the profitability of a
project and the timing of the cash flows that are produced.
• Sum of all incoming and outgoing payments, discounted using an interest
rate, to a fixed point in time (the present)
• Present value = (value in year t)/(1+r)^t
Pros:
• Takes into account profitability
• Considers timing of payments Considers economic situation through
discount rate
Cons:
• Discount rate can be difficult choose
5. Internal rate of return (IRR)
• Internal rate of return (IRR) is the discount rate that would produce an NPV of
0 for the project. It can be used to compare different investment opportunities
Pros:
• Calculates figure which is easily to interest rates
Cons:
• Difficult to calculate (iterative)
9). Draw project control life cycle. (APR/MAY2019)
Answer:
• A project control life cycle is a number of sequential stages of project
control process. Most specialists define only four stages in it.
• Planning is the first stage of project control. Before a problem with plan
implementation is eliminated, the developers should plan their actions.
• After that they should implement their plan of project control and remove
all flaws in the process of project realization.
• At the next stage of project control process the developers measure the
negative factors that impact the project.
• At the last stage they conduct the assessment of project performance. It
is necessary to understand if they meet the initial terms of the project.
The Project Phases Involved:
• Phase 1: The Conceptualization Phase
• Phase 2: The Planning Phase
• Phase 3: The Execution Phase
• Phase 4: The Termination Phase

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Phase #1: The Conceptualization Phase
This can also be referred to as the ‘Initiation Phase’ and is the starting
of any project or idea. For the Conceptualization Phase to begin, a strategic
need for the project or service must be recognized by upper management.
The Conceptualization Phase typically involves:
• Creation of the statement of work (SOW).
• Presenting the business case.
• Creation of a business contract.
Phase #2: The Planning Phase
The second phase of the project management life cycle is referred to as the
Planning Phase. Once management has given the OK to launch a project, a
more formal set of plans—outlining initial goals
The Planning Phase typically involves:
• Determining resource availability.
• Creating a project budget.
• Beginning to allocate tasks to
Phase #3: The Execution Phase
The third phase is labeled Execution. This is when the actual work of the
project is performed. Required materials, tools, and resources are
transformed to reach the project goals. During this phase,
continually measured to ensure the project is successful.
The Execution Phase typically involves:
• Strategic planning.
• Implementation planning.
Phase #4: The Termination
The fourth and final phase is called Termination Phase, also referred to as
Project Closure. This phase begins once the project has been completed.
The Termination Phase typically involves:
• The disbandment of the project team.
• Personnel and tools are reassigned to new duties.
• Resources released back to parent organization
Phase #1: The Conceptualization Phase
This can also be referred to as the ‘Initiation Phase’ and is the starting
of any project or idea. For the Conceptualization Phase to begin, a strategic
need for the project or service must be recognized by upper management.
The Conceptualization Phase typically involves:
Creation of the statement of work (SOW).
the business case.
Creation of a business contract.
Phase #2: The Planning Phase
The second phase of the project management life cycle is referred to as the
Planning Phase. Once management has given the OK to launch a project, a
outlining initial goals—is established.
The Planning Phase typically involves:
Determining resource availability.
Beginning to allocate tasks to certain resources.
Phase #3: The Execution Phase
The third phase is labeled Execution. This is when the actual work of the
project is performed. Required materials, tools, and resources are
transformed to reach the project goals. During this phase, performance
to ensure the project is successful.
The Execution Phase typically involves:
Phase #4: The Termination Phase
The fourth and final phase is called Termination Phase, also referred to as
Project Closure. This phase begins once the project has been completed.
The Termination Phase typically involves:
The disbandment of the project team.
reassigned to new duties.
Resources released back to parent organization.
This can also be referred to as the ‘Initiation Phase’ and is the starting point
of any project or idea. For the Conceptualization Phase to begin, a strategic
need for the project or service must be recognized by upper management.
The second phase of the project management life cycle is referred to as the
Planning Phase. Once management has given the OK to launch a project, a
The third phase is labeled Execution. This is when the actual work of the
project is performed. Required materials, tools, and resources are
performance is
The fourth and final phase is called Termination Phase, also referred to as
Project Closure. This phase begins once the project has been completed.

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• Project transferred to intended users.
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