In the 1970s and 1980s, the software industry grew very quickly, as computer companies quickly recognized the relatively low cost of software production compared to hardware production and circuitry. To manage new development efforts, companies applied the established project management methods, but project schedules slipped during test runs, especially when confusion occurred in the gray zone between the user specifications and the delivered software. To be able to avoid these problems, software project management methods focused on matching user requirements to delivered products. The first method introduced for Software Management was Water fall method.
As the industry has matured, analysis of software project management failures has shown that the following are the most common causes.
- End-user Involvement was Insufficient
- The communication between end-users and developers and the project manager was poor
- Unrealistic or unarticulated project goals
- Inaccurate estimates of the required needed resource
- Use of technology was Immature
- No techniques were discovered for risk analysis.
- Poor reporting of the project's status
- Badly defined or incomplete system requirements and specifications and many more.
- Identifying requirements;
- Addressing the various needs, concerns, and expectations of the stakeholders in planning and executing the project;
- Setting up, maintaining, and carrying out communications among stakeholders that are active, effective, and collaborative in nature;
- Managing stakeholders towards meeting project requirements and creating project deliverables;
poject management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes, which are categorized into these seven Process Groups.
These Seven Process Groups are Following:
Managing a project typically includes,
Balancing the competing project constraints are following:
The particular undertaking qualities and conditions can impact the requirements on which the venture supervisory crew needs to center. The relationship among these elements is with the end goal that if any one-factor changes, at any rate, one other factor is probably going to be influenced. For instance, if the timetable is abbreviated, frequently the spending should be expanded to add extra assets to finish a similar measure of work in less time. On the off chance that a spending increment is preposterous, the degree or focused on quality might be decreased to convey the venture's final product in less time inside a similar spending sum. Undertaking partners may have varying thoughts concerning which elements are the most significant, making a much more prominent test.
Changing the project requirements or objectives may create additional risks. The project team needs to be able to assess the situation, balance the demands, and maintain proactive communication with stakeholders in order to deliver a successful project. Due to the potential for change, the development of the project management plan is an iterative activity and is progressively elaborated throughout the project’s life cycle. Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available. Progressive elaboration allows a project management team to define work and manage it to a greater level of detail as the project evolves.
Relationships Among Portfolio Management, Program Management, Project Management, and Organizational Project Management
In order to understand portfolio, program, and project management, it is important to recognize the similarities and differences among these disciplines. It is also helpful to understand how they relate to organizational project management. (Organizational project management OPM)
Portfolio, program, and undertaking the board are lined up with or driven by authoritative systems. Then again, portfolio, program, and undertaking the executives contrast in the manner in which each adds to the accomplishment of key objectives. Portfolio the board lines up with hierarchical procedures by choosing the correct projects or activities, organizing the work, and giving the required assets, while program the executives orchestrates its ventures and program parts and controls interdependencies so as to acknowledge indicated benefits. Undertaking the executives creates and actualizes plans to accomplish a particular extension that is driven by the targets of the program or portfolio it is exposed to and, eventually, to authoritative methodologies.
OPM advances organizational capability by linking project, program, and portfolio management principles and practices with organizational enablers to support strategic goals. An organization measures its capabilities, then plans and implements improvements towards the systematic achievement of best practices.