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IT Final EVAL - asdfghjkl
Capstone Project (UCS797)
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IT Project Management
(MCA303)
Smart Parking System
SUBMITTED BY: SUBMITTED TO:
Rajat Raghav (202201030) Dr. Harkiran Kaur
Sarthak Tomar (202201037)
Vagmi Tiwari (202201049)
TABLE OF CONTENTS
S. Assignment Page No.
1. Short Report on assigned SWEBOK Topics and PMBOK Topics 3-
2. Gantt Chart, Network Diagram, WBS (Hybrid), Module Structure Chart,
Resource List (using Open Proj/MS Project)
14-
3. SRS & Project Scope Document 25-
4. WBS Dictionary Entries 40-
5. Activity on Node Diagram – CPM, PERT method 43-
6. Change Request Form 46
7. Use Case Diagram 47
8. Class Diagram 48
9. Snapshots of Working Project 49-
10. Implement Earned Value Analysis (EVA) for all your project activities
along with the final software product. Compute all the metrics associated
with EVA for your project at 100% completion of your project
respectively.
54-
11. Risk Management – Risk Table, Risk Refinement and RMMM Plan 57
12. Compute Function Points from the Data Flow Diagram for your projects. 58-
13. Report on CASE Tool for Software Configuration Management – Name
of tool, Vendor, Date of First and Latest Release, Features, Drawbacks
62-
14. Testing Summary Report (signed copy by Testing Team) 64
Depreciation is the process by which the cost of a physical asset is reduced
over a number of years, typically no less than five, so as to offset the revenue
generated by the investment in the asset.
1. Taxation
Income taxes are a requirement for businesses and can eat away at a sizable
chunk of a company's gross profit. Profit projections for a new product that
don't factor in taxes are similarly likely to be exaggerated.
1. Effectiveness
Effectiveness encompasses only whether the supposed objectives are
accomplished or not.
1. Productivity
Productivity combines efficiency and effectiveness from a value-oriented
point of view i., maximizing productivity with lowest resource
consumption.
2. Life Cycle Economics
2. Product
A product, when sold, is a deliverable that generates value and provides a
user with an experience. Delivered either alone (for example, an in-house
IT solution) or in conjunction with other products (for example, embedded
software), a product can include any number of systems, solutions,
materials, and services.
2. Project
A project is a short-term effort with a specific end goal in mind (product).
A software product's life cycle can involve numerous initiatives. Projects
can be carried out at any stage of the product life cycle.
2. Program
Programs are commonly used to track and organize multiple deliveries to
the same customer or market over a prolonged period of time.
It is a collection of related projects, subprograms, and program activities
that are managed together to achieve efficiencies that would not be possible
through the management of the components separately.
2. Product Life Cycle
All the steps involved in creating and retiring a software product or service
are together known as the software product life cycle (SPLC). All phases
of the SPLC, not only the ones immediately following the product's first
release, should be of interest to software engineering economics.
2. Project Life Cycle
Project life cycle activities—Initiating, Planning, Executing, Monitoring
and Controlling, and Closing.
The software project life cycle and the software product life cycle
are connected; an SPLC (Software Product Life Cycle) may contain many
SDLCs (Software Development Life Cycle).
An SPLC should include risk management and synchronization with
different suppliers.
2. Proposals
The first step towards making a business decision begins with proposals.
Every proposal represents an aspect of choice that is you can choose
whether or not to carry out that notion. The entire aim of business decision-
making is to determine which proposals, given the existing business
circumstances, should be carried out and which should not.
2. Investment Decisions
Investors make investment decisions in order to spend money and resources
on reaching a specific goal. Investors can be found either within the
organization or outside of it. The aim is related to some economic criteria,
such as achieving a good return on investment or increasing the company's
worth.
2. Planning Horizon
When a company decides to invest in a specific proposal, money becomes
bound up as frozen assets.
Initially, frozen asset costs predominate but afterward, operational and
maintenance costs predominate.
2. Price and Pricing
Price is an essential revenue generating component of financial modeling
and one of the four Ps of the advertising strategy along with product,
promotion and place.
Pricing is a component of both finance and marketing. It is the process by
which a corporation determines what it will receive in exchange for its
products.
2. Cost and Costing
A cost is the amount of money that has been spent on producing something
and is thus no longer accessible for use.
be reviewed on a regular basis during the course of a project. A plan defines
the tasks and milestones required to achieve a project's goals.
3. Estimation Techniques
Estimates are used to examine and estimate the resources or time required
to put requirements into action. Because no single estimation technique is
perfect employing many estimation techniques is important.
3. Addressing Uncertainty
Estimates are inherently erratic due to the many unknown aspects during
project commencement and planning and this uncertainty should be handled
in business meetings.
3. Prioritization
Software requirements are frequently prioritized in software engineering
projects in order to deliver the most value to the client within the constraints
of schedule, budget, resources, and technology, or to provide for building
product increments, where the first increments provide the most value to the
customer.
4. Economic Analysis Methods
4. For-Profit Decision Analysis
Decision criteria are determined by the goals of the firm and often include
ROI (Return on Investment).
Government and nonprofit entities cannot use for-profit decision-making
strategies and have different aims in various circumstances, which
necessitates the use of a separate set of decision approaches, such as cost-
benefit or cost-effectiveness analysis.
4. Minimum Acceptable Rate of Return
The minimum acceptable rate of return (MARR) is the lowest internal rate
of return that a company would consider a good investment. The MARR
represents the opportunity cost of investments for the organization. By
investing in one activity, the company is clearly electing not to invest the
same money elsewhere.
4. Return on Investment
Return on investment (ROI) is a measure of a company's or business unit's
profitability. It is defined as the ratio of money gained or lost on an
investment to the amount invested.
4. Return on Capital Employed
The return on capital employed (ROCE) is a measure of a
company's profitability. It is defined as the ratio of gross earnings before
taxes to total assets minus current liabilities.
4. Cost-Benefit Analysis
One of the most common ways for analyzing individual proposals is cost-
benefit analysis. Any idea with a benefit-cost ratio less than 1 is usually
rejected without further investigation.
4. Break-Even Analysis
Break-even analysis identifies the point where the costs of developing a
product and the revenue to be generated are equal.
4. Business Case
The business case is a collection of material that summarizes and explains
a business proposal from several viewpoints for a decision maker (cost,
benefit, risk, and so on).
4. Optimization Analysis
The most common application of optimization analysis is to examine a cost
function over a range of values to determine the point where overall
performance is greatest.
Optimization weighs the benefit of faster runtime against the cost of
increased memory.
PMBOK: Project Performance Domains – Team Performance
2. TEAM PERFORMANCE DOMAIN
The team performance domain deals with the activities and responsibilities of people working
together on a project to deliver a project that gives an outcome. A group of people come
together to develop into a high-performing project team by setting up the culture and
environment necessary for a group of varied people.
2.2. PROJECT TEAM MANAGEMENT AND LEADERSHIP
####### Roles and responsibilities: The project team needs to be knowledgeable
####### about their tasks and roles, identify any knowledge gaps, and come up
####### with plans to close them through coaching.
####### Project team operations: Collaborating with the project team to establish
####### a project team charter and operational procedures can enhance
####### communication and issue resolution.
####### Guidance: Any team member can guide the team to work for the right
####### outcome.
2.2. PROJECT TEAM CULTURE
####### Project teams form their own cultures. Project team culture can be developed by
####### meetings or informal behaviors and activities of team members. The project team culture
####### aligns with the organization's culture while incorporating the team's unique work style.
####### Behaviors such as Transparency, Integrity, Respect, Positive discourse, Support,
####### Courage and Celebrating success can boost the positive environment and make the team
####### culture friendly.
2.2. HIGH-PERFORMING PROJECT TEAMS
####### One of the goals for leadership is to maintain the team which gives high performance.
####### The following can be the points for a team to be eligible to be a high-performing project
####### team.
####### Communication transparency - An open and comfortable communication
####### atmosphere promotes effective meetings, problem-solving, and creativity.
####### This also supports common understanding, trust, and collaboration.
####### A shared understanding - The project's objective and advantages are shared.
####### Share ownership - A sense of responsibility in project outcomes leads to
####### improved performance among team members.
####### Trust - A trusting project team will go above and beyond to achieve success.
####### Without faith in project team members, managers, or the company,
####### individuals may not take the necessary steps to succeed.
####### Working together - Collaboration across project teams leads to more varied
####### ideas and better outcomes, compared to working in isolation or competing.
####### Ability to adapt - Effective project teams adapt to their surroundings and
####### conditions.
2.2. LEADERSHIP SKILLS
####### Leadership should be present in every project team member even if it is working in a
####### centralized or a shared leadership environment.
2.2.4. Establishing and Maintaining Vision
####### Each project has a goal. Recognizing the project aim is crucial for aligning time
####### and energy towards its achievement. The project vision concisely outlines its aim.
####### It provides a realistic and appealing outlook for future project outcomes. In
####### addition to articulating the ideal future, a vision may motivate individuals. It gives
####### a project's goal passion and significance. Having a shared vision helps align
####### individuals. As part of daily work, a clear grasp of the overall aim helps steer local
####### decisions towards the intended project conclusion.
2.2.4. Critical Thinking
####### Discovering bias, identifying root causes, and addressing project performance
####### issues including ambiguity and complexity are crucial. Critique helps these tasks.
####### Critical thinking is methodical, rational, logical, and evidence-based. This requires
####### objective examination and an open mind. Discovery-related critical thinking
####### requires conceptual originality, insight, and intuition. Possible are reflection and
####### metacognition (thinking about thinking and awareness).
2.2.4. Motivation
####### Motivating project team members involves knowing their motivations and fostering
####### commitment to the project and its goals. Motivation to perform can be internal or
####### extrinsic. The intrinsic drive originates from inside the individual or is linked to the
####### task. This is linked to enjoying work rather than focusing on rewards. Extrinsic
####### incentive involves working for external rewards like bonuses. Much project effort
####### is intrinsically motivated.
2.2.4. Interpersonal Skills
####### The steps included are:
####### Emotional intelligence - Emotional intelligence is recognizing our own
####### and others' emotions. This informs thought and conduct. Understanding
####### personal emotions, empathy for others, and proper behaviour are key to
####### effective communication, teamwork, and leadership. Project teams
####### require emotional intelligence, which involves self-awareness and
####### effective collaboration. Some of the models can explain emotional
####### intelligence such as self-awareness, self-management, social awareness
####### and social skills.
####### 1. Experience with the type of project. It depends on whether the team member has
####### worked on the same kind of project before or not.
####### 2. Maturity of the team members in the technical field who need less oversight and
####### direction.
####### 3. Organizational governance structures decide the degree to which authority are
####### centralized or distributed.
2.2. INTERACTIONS WITH OTHER PERFORMANCE
DOMAINS
####### The Team Performance Domain highlights abilities employed by project managers and
####### team members throughout the project. All areas of the project incorporate these talents.
####### Project team members must display leadership abilities throughout the project. For
####### instance, communicating project vision and advantages to stakeholders throughout
####### planning and throughout the life cycle. Another example is using critical thinking,
####### problem-solving, and decision-making in project work. Accountability for results is
####### shown in the Planning and Measurement Performance Domains.
2.2. CHECKING RESULTS
####### Table 1. Checking Outcomes—Team Performance Domain
2. OpenProj
2. Gantt Chart
2. Network Diagram
2. WBS Chart
IT Final EVAL - asdfghjkl
Course: Capstone Project (UCS797)
University: Thapar Institute of Engineering and Technology
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