INTERNAL TEST – II (Answer Key)
Subject / Code: SOFTWARE PROJECT MANAGEMENT/ AIOE908 Date: 25.03.2025
Year/Semester/Section: III/VI/ A& B Time: 8.50 AM to 10.30AM
Dept: AIML Max. Marks: 50
[Bloom’s Taxonomy: K1- Remember, K2- Understand, K3-Apply, K4-Analyze]
CO1 Identify the different project contexts and suggest an appropriate management strategy.
CO2
Practice the role of professional ethics in successful software development.
CO3 Identify and describe the key phases of project management.
Determine an appropriate project management approach through an evaluation of the business context and scope
CO4
of the project.
CO5 Describe project scheduling and project tracking.
PART – A
Answer all the questions (10*2 = 20)
1. Give an outline to initiate your Project and its Levels (CO3,K1)
The Project Initiation Phase is the most crucial phase in the Project Life Cycle, as it's the phase in
which you define your scope and hire your team. There are six key steps that you need to take to properly
initiate a new project. These Project Initiation steps and their corresponding templates are shown in the
following diagram.
2. List out the types of Feasibility study. (CO3,K2)
3. Give the Purpose of project plan. (CO3,K1)
The objective of a project plan is to define the approach to be used by the Project team to
deliver the intended project management scope of the project. At a minimum, a project plan answers basic
questions about the project:
Why? - What is the problem or value proposition addressed by the project? Why is it being sponsored?
What? - What is the work that will be performed on the project? What are the major products/deliverables?
Who? - Who will be involved and what will be their responsibilities within the project? How will they be
organized?
When? - What is the project timeline and when will particularly meaningful points, referred to as milestones, be
complete?
4. Define Process Tailoring.(CO3,K1)
The process of customizing project management practices to meet the needs of a specific project. It
involves identifying, assessing, defining, implementing, and monitoring tailored approaches.
5. Mention about Step wise planning activities for Project estimation. (CO3,K2)
In project management (i.e., for engineering), accurate estimates are the basis of sound project
planning. Many processes have been developed to aid engineers in making accurate estimates, such as
• Analogy based estimation
• Compartmentalization (i.e., breakdown of tasks)
• Delphi method
• Documenting estimation results
• Educated assumptions
• Estimating each task
• Examining historical data
• Identifying dependencies
• Risk assessment
• Structured planning
6. List the ways how tracking can be accomplished.(CO4,K1)
Conducting periodic project status meetings in which each team member reports progress and problems.
Evaluating the results of all reviews conducted throughout the software engineering process.
Determining whether formal project milestones have been accomplished by the scheduled date.
Comparing actual start-date to planned start-date for each project task listed in the resource table.
Meeting informally with practitioners to obtain their subjective assessment of progress to date and problems
on the horizon.
7. Define Software Configuration Management. (CO4,K1)
Software configuration management (SCM) is an umbrella activity that is applied
throughout the software process. Because change can occur at any time, SCM activities are developed to
Identify change
Control change
Ensure that change is being properly implemented
Report changes to others who may have an interest.
8. Mention about Version control and Change control. (CO4,K1)
Change control
9. Define timeline chart. (CO4,K1)
10. Define Earned Value Analysis (CO4,K2)
PART – B
Answer all three questions (3*10 = 30)
11. Explain in details about project initiation phase.(CO3,K1)
The Project Initiation Phase is the 1st phase in the Project Management Life Cycle, as it involves
starting up a new project.
• You can start a new project by defining its objectives, scope, purpose and deliverables to be produced.
You'll also hire your project team, setup the Project Office and review the project, to gain approval to
begin the next phase.
• Overall, there are six key steps that you need to take to properly initiate a new project. These Project
Initiation steps and their corresponding templates are shown in the following diagram.
• The Project Initiation Phase is the most crucial phase in the Project Life Cycle, as it's the phase in which
you define your scope and hire your team.
Projects are initiated for two broad reasons:
Problems that lend themselves to systems solutions
Opportunities for improving through: (a) upgrading systems (b) altering systems (c) installing new
systems
A feasibility study should provide management with enough information to decide:
Whether the project can be done
Whether the final product will benefit its intended users and organization
What are the alternatives among which a solution will be chosen
Is there a preferred alternative
The Project Charter
Project Charter as the project initiation document. The Project Charter, as defined in the PMBOK® Guide
(Third Edition), is:
”A document issued by the project initiator or sponsor that formally authorizes the existence of a project, and
provides the project manager with the authority to apply organizational resources to project activities.”
The “project initiator” or Project Sponsor is external to the project organization and at a level that is able to fund
the project. The development and issuance of the Project Charter by the project initiator links the project to the
ongoing work of the organization. The Project Charter documents:
Business Needs (at a higher level than detailed business requirements)
Project Justification (which may refer to other documents, such as a feasibility study, business case, or
other business needs analysis)
Current Understanding of the Customer’s Requirements
The deliverable or work product intended to satisfy the Customer’s requirements.
The Project Mandate
The PRINCE2® Manual describes the use of a Project Mandate document as the project initiation
document. PRINCE2® sets out what ought to be in a Project Mandate, but is not strict about all of the content.
PRINCE2® allows for the Starting Up a Project (SU) process to sort out the initial information needed and reach
the minimum level of organization and understanding prior to initiation of the project.
The Project Mandate is essentially instructions from corporate management or programme management to start
using the PRINCE2® methodology, in the form of a project, to achieve the desired business objectives. Although
the content and complexity of the Project Mandate is dependent on the needs of the project, topics might include:
Authority responsible
Background or Purpose for the project
Project objectives
Scope (a description or outline)
Constraints
Quality expectations
Business Case outline (and description)
Reference documents or sources of information
Indication of the project executive (or project sponsor, in PMBOK® terms) and recommendation for
project manager
Who the customer(s) are
Who the user(s) are
Other Stakeholders
12. Describe the concepts of Resource allocation and project plan.(CO3,K2)
Resource allocation is the process of assigning and scheduling available resources in the most
effective and economical way possible.
• Projects will always need resources but they can often be scarce. The task, therefore, lies with the project
manager to determine the proper timing and allocation of those resources within the project schedule.
Most common types of resources to allocate are
Resource allocation is an integral part of project management and it often revolves around four primary types
of resources. These resources are essential to consider, irrespective of the industry or project scope.
• Financial
This includes the project’s budget and funding. Financial resources help acquire other resources and
ensure sufficient funds to cover all project aspects, from initial planning to execution and completion.
• Physical
This involves tangible assets used in the project, such as equipment, materials, and workspaces. Physical
resources are necessary for the project’s actual construction or development phase.
• People
This category includes the people involved in the project, such as team members, contractors, and
consultants. Human resources carry out the tasks and responsibilities outlined in the project plan.
• Technological
This includes software tools for planning and monitoring, communication systems, and other
technological aids that make project processes run more smoothly.
PROJECT PLAN
13. Explain in detail about process tracking and scheduling.(CO4,K2)
