Software Project Management Notes for MCA Semester 3

Last Minute Study for MCA Semester-3(2013)

LMS

LAST MINUTE MINUTE STUDY NOTES By Abhilash Ruhela

Software Project Management MCA Semester 3 Credit Based Mumbai University Join Us On Facebook for MCA Notes! All Notes are available onhttp://lastminutestudy.blogspot.in/

Note: I have tried my best to cover almost all the important topics that are been asked regularly in all the previous question papers. This is just for the Last Minute revision or if you have not even opened book till the last day. Basically, this is made to help average students and not scholars. Scholars can continue referring their notes.

Submitted by- Abhilash Ruhela

mailto:[email protected]


ORGANIZATION STRUCTURE AND PROJECT PLANNING!!! PLANNING!!! 

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Structures are created within w ithin an organization to manage input, processing and output of resources. Many organization adopt structure based upon functions, some based on products or customers. These structures may use brand management or g eographical divisions. As long as firm performs well, a particular structure and strategy will exist. When it does not do well, change in structure is needed.

There are three types t ypes of Organization Structures: 1. Functional Organization 2. Project Organization 3. Matrix Organization.

1. Functional Functional Organization:  

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traditional organizational form based upon organizing resources to perform specialized tasks or act ivities in order to attain the goals of organization. Projects in function organization are typically coordinated through customary channels and housed within a particular function. Two main issues that must be resolved at outset o f project:



Last Minute Study for MCA Semester-3(2013) 1. Who will be responsible for project? 2. What resources will each sub-unit provide?

Advantages:1. Increased flexibility. 2. Breadth and depth of knowledge and expe rience. 3. Less duplication (coordination of resources and activities can lead to less duplication duplication of resources)

Disadvantages:1. Determining authority and responsibility:- who has authority and responsibility for a project must be resolved at outset, especially when project involves more than one functional area. 2. Poor Response Time:- Projects may t ake longer if important decisions have to pass through several layers of management and across several functional areas. 3. Poor Integration:- The individuals in a function area may act in their own best interests instead of taking holistic view. Duplication may increase.

2. Project Organization:  

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Supports project as the dominant form of business. Each project is treated as separate and relatively independent unit within the organization. Project Manager has sole authority over and re sponsibility for project and its resources, while organization provides financial and administrative controls. Both Project Manager and Project team are typically assigned to particular project o n a full-time basis.

Advantages:1. Clear Authority and responsibility. 2. Improved communication. 3. High level of integration.

Disadvantage:-



Last Minute Study for MCA Semester-3(2013) 1. Project Isolation. 2. Duplication of effort. 3. Projectitis

3. The Matrix Organization:   

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It is combination of vertical functional structure and horizontal project structure . provides many opportunities and challenges. Ability to integrate areas and resources throughout an organization each project team member will w ill have more than one boss, leading to the the possibility of confusion, frustration, conflict and mixed loyalties. Matrix organization can take on various forms that can cre ate hybrid organizations. The most common forms include:-

Balanced Matrix:- Project manager focuses on defining all of the activities of project, project, while function managers determine how those activities will be c arried out. Functional Matrix:- Project Manager focuses on coordinating the proje ct activities, while functional manager completes activities related to particular ar ea. Project Matrix:- Project Manager has most authority and responsibility for defining and completing the project activities, while functional managers provide guidance and resources, as needed.

Advantages:1. High level of integration 2. Improved communication. 2. Increased project focus.

Disadvantages:1. Higher potential for conflict. 2. Poorer response time.




Role of Project Manager in an IT project. What skill sets are required? Role of Project Manager: 

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Must play managerial role that focuses on planning, organizing and controlling. Responsible for developing project plan, organizing project resources and then overseeing overseeing execution of plan perform administrative functions:- performance reviews, project tracking and reporting, and other general day to day responsibilities. must know when to stay the course, when to adapt, change the project plan. Nurture relationships among various stakeholders. must have leadership quality:- while managerial role focuses on planning, organizing and controlling, leadership centers on getting people motivated.

Some attributes/skill sets are: 

The ability to communicate with people. The ability to deal with people:-

Soft skills good listener sense of humour helpful 

The ability to create and sustain relationships:-

Act as peacemaker and negotiator Good salesperson 

The ability to organize:-

develop project plan acquire resources create an effective project environment




Processes involved in Project Procurement Management? Explain its components. Definition:The contract management and change control processes required to administer contracts or or purchase orders issued by authorized project team members. It also includes administering any contract issued by an outside organization(the buyer) that is acquiring the project from the performing organization(the seller), and administering contractual obligations placed on project team by contract. Project Procurement Processes:- (PPRSCC) 1. Plan Purchases and acquisition 2. Plan Contracting 3. Request Seller Responses 4. Select Sellers 5. Contract Administration 6. Contract Closure 1. Plan Purchases and Acquisitions:

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Making the decision as to what will be purchased or acquired as well as determining the logistics of when purchases will be made and how. Determines which project will be fulfilled internally and which externally. This decision is same as "make-or-buy" decision.

2. Plan Contracting:

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Documenting the product, services, or results needed as well as identifying potential sellers, vendors, suppliers, contractors, sub-contractors, or other service providers. focuses on developing procurement documents such as request for proposal, used for solicit bids, quotes, or proposals from sellers. Done so that different sellers can be compared and evaluated.

3. Request Seller Responses:

Obtaining bids, quotes, proposals, literature and other information from potential sellers or service providers.

4. Select Sellers:-



Last Minute Study for MCA Semester-3(2013)    

Negotiating, selecting and contracting with a seller for a particular product or service. Selected according to analysis done in "Plan purchases and Acquisition" Price or cost are important consideration Once seller is selected, contract is signed.

5. Contract Administration:Administration:

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Managing the relationship and contract between the buyer and seller. This includes includes reviewing and documenting the seller's performance, contract c hanges, and taking corrective action when necessary. It includes:Authorizing and coordinating the contracted work at the appropriate t ime. Monitoring the contractor's performance with respect to scope, schedule, budget and quality. Managing scope in terms of its definition and change control. Risk identification, assessment and control. Monitoring that all payments, as stipulated in the contract, are made. Determining whether the contract needs to be amended. Deciding if the contract should be terminated early for j ust cause, convenience, or when the seller is in default.

6. Contract Closure: 

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Centers on verifying that all of the work outlined in the contract is finished. Includes updating records to reflect final results, ar chiving information for future use, as well as other administrative activities. buyers send notice that everything is provided and seller, everything is acceptable. Early termination occurs when one party is unable to fulfill their rights and responsibilities. All the lessons learnt should be identified for future refe rences.




Different steps in Project Risk Management? Explain. Project Risk:An uncertain event or condition that, if it occ urs, has a positive or negative effect on the project objectives. Project Risk Management:The systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events. Steps in Project Risk Management:- (PIASMRE):1. Risk Planning 2. Identification 3. Assessment 4. Strategies 5. Monitoring and Control 6. Response 7. Evaluation

1. Risk Planning:

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Commits that adequate resources(time, people and technology) will be in place to properly plan for and manage the various risks of the IT project. Stakeholders must be committed to process of identifying, analyzing and responding to threats and opportunities. Focuses on preparation.

2. Risk Identification:   

Identifies various risks to the project. threats and opportunities must be identified. true problem must be addressed and not just symptom. causes and effects to be understood for effective strategies/responses.

3. Risk Assessment:Assessment:Submitted by- Abhilash Ruhela


Last Minute Study for MCA Semester-3(2013)   

Analyzing risk. tells how to deal with project risks. qualitative and quantitative approaches should be used.

4. Risk strategies: 

How to deal with various project r isks Focuses on one of them:Accept or ignore the risk Avoid the risk completely Reduce the likelihood or impact of the r isk if it occurs. Transfer the risk to someone else. e lse.

5. Risk Monitoring and Control:

Risk owners should monitor the various risk triggers so that that well-informed decisions and appropriate actions can take place.

6. Risk Response:

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Risk owner must commit resources and take action once a risk threat or opportunity is made known. This action normally follows the planned risk strategy.

7. Risk Evaluation:  

Provides basis for lesson learned and lays foundation for identifying best practices. It influences how an organization will plan, prepare and commit to IT risk management Focuses on:How did we do? What can we do better next time? What lessons did we learn? What best practices can be incorporated in risk management processes?




5 Practices of exemplary Leadership? Explain Leadership styles and approac hes. Leadership:    

Different from Management, but not for the r easons most people think. It isn't mystical and mysterious. Nothing to do with having "charisma" or other exotic perso nality traits. It isn't the province of a chosen few. Nor is leadership necessarily better than management or a replacement for it.

5 Practices of Exemplary Leadership:- (MICEE) 1. Model The Way 2. Inspire a Shared Vision 3. Challenge the Process 4. Enable Others to Act 5. Encourage the Heart

1. Model the Way Leader's behavior wins respect, not his/her title position within organization. Say less but let employees see your behavior and daily action. People follow the per son first, not the plan. 2. Inspire a Shared Vision Leader should have vision, dream that should inspire people so they become committed t o a purpose. Should ignite the passion in others. 3. Challenge the Process    

Don't reply on fate or luck. venture out and accept challenges challenges status quo to innovate, grow, improve Leaders are also early adopters of innovation but it needs risk which people should also take and should learn from their failures.

4. Enable Others to Act 5. Encourage the Heart Submitted by- Abhilash Ruhela



Leadership Styles:- (CAADPC) 1. The Coercive Style 2. The Authoritative Style 3. The Affiliative Style 4. The Democratic Style 5. The Pacesetting Style 6. The Coaching Style 1. The Coercive Style (Do as I say) 

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Effective in crisis to kick start a turnaround situation, when dealing with with problem of employee, or for achieving immediate compliance. Extreme down-to-approach can flop it because people will soon lose their initiative, motivation, commitment, and sense of ownership because it makes people r esentful and disillusioned.

2. The Authoritative Style (Come with me)      

empowers people to choose their own means for achieving it. provides vision and enthusiasm motivates people by saying their work has bigger role. Everyone feels their work has meaning and purpose. Fails when leader is inexperienced but work with experts. Leader can undermine an effective team if he appear pompous, out of touch, or over bearing.

3. The Affiliative Style (People come first) 

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centers on value of individual rather than goals and tasks and attempts to keep people happy by creating harmony among them. Leader attempts to build strong emotional bond that translate into strong loyalty. Leader does not impose unnecessary rules and structures. Best when situation needs building team harmony, morale, trust or communication. Not effective when people need some structure to go through a complex tasks. They then are left directionless and feeling rudderless. Overcaring/Overnurturing, praises creates perception that med iocrity is tolerated.

4. The Democratic Style (What do you think?)  

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Leader spends time with people's ideas, while building trust, respec t and commitment. morale tends to be high, people's flexibility and responsibility we increased, more realistic idea of what can/not be done. Best while buy-in decisions, consensus or to gain input from others.



Last Minute Study for MCA Semester-3(2013) 

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Can lead to endless meetings in vain attempts to gain group consensus which causes conflicts, confusion and perception that group is leaderless. inappropriate when team does not have competence or experience to offer sound advise.

5. The Pacesetting Style (do as I do, now)   

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Leader obsessed with doing things better and faster for him or herself and everyone else. Poor performers quickly identified and replaced if standards aren't met. Leader sets example for high performance, morale can deteriorate if people fee l overwhelmed by the pacesetter's demands for excellence and performance. goals poorly communicated. People lose their direction or sense of their work is part of larger picture. If leader leaves, people will feel adrift since pacesetting leader sets all directions. Useful when quick results required from highly motivated, self-directed and compete nt team.

6. Coaching Style (Try this) 

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Helps people identify their unique strengths and weaknesses so that t hey can reach their personal and career goals. Encourages people to set long term professional goal and then help them develop a plan for achieving them minor failures acceptable and viewed as positive learning experiences least used Ineffective if people not ready to change or when leader does not have the knowledge, capability, or desire to be a co ach.




Outsourcing? Different reasons for outsourcing?

Outsourcing:

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Outsourcing can be defined as the procurement of of products or services from an ex ternal vendor, supplier, or manufacturer. Analogous to Procurement Management. Strategic approach Beginning of Outsourcing phenomenon started in 1989 mainly when Kodak outsourced and increased its profit. Outsourcing expanded to include BPO other than just I.T. i.e. accounting, HRM, R&D etc) Outsourcing to other country gives advantage of labor arbitrage i.e. cheap labour. Can be organization-level decision or project-level decision. Although low cost is one advantage for outsourcing and offshoring, the obje ctive should be to increase flexibility and quality.

Types of Outsourcing:1. Full Insourcing: 

Products & services would be retained internally. Project team is re sponsible for all the project's processes and scope.

2. Selective Outsourcing: 

Best approach Provides greater flexibility to choose which project proce sses deliverable should be outsourced and which should be kept internal

3. Full Outsourcing:An organization or project acquires all products or services from external sources. We would have a virtual organization or project.




Offshore Outsourcing Myths:1. IT offshoring is a new phenomenon:- In 1980's, when production of c omputer chips was transferred to Asia. 2. Offshoring is the one strategy a company should pursue to reduce software development costs: Using computer aided software engineering tools can improve productivity and reduce development time. b ecause work 3. IT work that's shipped overseas will stay there:- offshoring will become less attractive because is repetitive and boring, so it w ill be automated in future. 4. Offshoring will result in significant unemployment in technology sector :- It creates new global markets for products and services. 5. IT wages will fall across the board because of foreign competition 6. It will become less necessary to teach programming and other technical skills to c ollege students because these skills won't be in such high demand in the US anymore. 7. By hiring programmers overseas, companies can lower development costs by 80% or more:- But additional costs must be incurred such as vendor searches, negotiation, contract development, severance pay for downsized domestic employees, as well as reduced productivity due to morale issues and completion of knowledge transfer to vendor. 8. Quality is lower i n offshore IT operations:- almost same errors found in both program made in India and USA. 9. Only routine and mechanical IT tasks are candidates for offshore outsourcing. 10. It's always best to outsource IT work to developing countries with a large, low cost labour pool of programmers. Seven Sins of Outsourcing:1. Outsourcing activities that shouldn't be outsourced: 

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Outsourcing results in an automatic reduction of cost and an increas e in performance. However this view is non realistic and many organizations outsource to mimic their competitors or success stories in trade journal. A loss of control and the risk o f the vendor going out of business can have gr ave consequences for the company.

2. Selecting the wrong vendor:Good vendor should be selected according to two organizations' cultures, as well as a commitment to continuous improvement, flexibility and a long term relationship. 3. Writing a Poor Contract:Well-written contract should be precise, complete, provide incentives for the right behavior, balanced and flexible. 4. Overlooking Personnel Issues:-




Can have negative impact on employees loyalty and sense of job security. Leads to reduced productivity, dysfunctional behaviors, or a mass exodus of employees. Organizations must retain and motivate key employees.

5. Losing control over the Outsourced activity 6. Overlooking the hidden costs of Outsourcing:- hidden costs includes searching for vendors, negotiating and writing the contract, and managing the vendor relationships. 7. Failing to plan an Exit strategy

Steps taken for Project Closure?

Though project ends normally, it is important that an or derly set of processes be followed in order t o bring it in closure:-

1. Project Sponsor Acceptance: 

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It is necessary Project Manager has to make sure that all deliverables, scopes are completed accor ding to sponsor's requirements. Shortsighted sponsors gets satisfied to see that they will get enough money by the project. Knowledgeable sponsors get satisfied after the whole project is bug-free. Project Manager should provide:-

1. Clearly define the acceptance criteria for the project at early stages of project. 2. Document completion of all project deliverables and milestones.

2. The Final Project Report:

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The objective of the report and pre sentation should be to give the project sponsor confidence that the project has been bee n completed as outlined in the business case, project charte r and project plan. By gaining this confidence, the sponsor or client will be more likely to formally accept the project that will allow for a smooth ter mination of the project. It provides background and history of the project.




3. The Final Meeting and Presentation:

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If final report gains confidence, the final meeting and presentation should be a simple, straightforward affair. Useful for:-

communicating that the project is over. Transferring the information system from the project team to the organization. Acknowledging contributions. Getting formal signoff.

4. Closing the Project:The requirements for administrative closure includes:1. Verifying that all deliverables and open items are complete. 2. Verifying the project sponsor or customer's formal acceptance of the project. the project. 3. Organizing and archiving all project deliverables and documentation. 4. Planning for the release of all project resources (i.e. project team members, technology, equipment, facilities etc.) 5. Planning for the evaluations and reviews of the project team members and the project itself 6. Closing of all project accounts. 7. Planning a celebration to mark the end of a (successful) project.




Project Implementation and explain explai n its different approaches.

Project Implementation:Implementation:

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When testing is complete and the projec t team and project manager then become responsible for ensuring that the information system is transferred succe ssfully from the development and test environment to the operational environment of the sponsor or customer's organization. Choosing an inappropriate implementation approach can negatively impact the project's remaining schedule and budget.

There are three approaches:- (DPP) 1. Direct Cut-over 2. Parallel 3. Phased 1. Direct Cut-over:-




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Old system is shut down, new system is turned on. New system simply replaces the old.

Advantage:

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Effective when quick delivery of of the new system is critical or when the existing system is so poor that it must be replaced as soon as possible. Appropriate when system is not mission critical. It is important, however, that new system be thoroughly tested so everyone is confident that few, if any, major problems will arise.

Disadvantages:   

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Least favored approach Though its quick, its painful at times. There may be no going back one the old system is turned off and t he new system is turned on. The organization could experience major delays, frustrated use rs and customer, lost revenues and missed deadlines. Pressure of ensuring that everything is right or having to deal with problems and irate users or project stakeholders can create a great deal of stress for the project team.

2. Parallel:-




Implementation allows the old and the new systems to r un concurrently concurrently for a time. At some point, the organization switches entirely from the old system to the new. Advantage:  

Appropriate when problems or the failure of t he system can have major impact. Before switching, outputs of both systems are compared. Provides confidence that the new system is functioning and performing properly before relying on it entirely.

Disadvantage:

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Users will probably have to enter data into both systems and even be responsible for comparing the outputs. The extra workload and overtime hours may begin to take their toll and pressure for t he project team to "get on with it" may m ay create a stressful environment for everyone involved.

3. Phased:The system is introduced in modules or in different parts of organization incrementally. Advantage:  

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Appropriate when introducing a software system to different areas of organization. Upgrade on a department-by-department basis. A target date for each department would be set to allow each department to plan for the upgrade accordingly. Allow the project team to learn from its experiences during the initial implementation so that later implementations run more smoothly.




May be less risky and much more manageable.

Disadvantage:

Overly optimistic target dates or problems experienced during t he early phases of implementation may create a chain reaction that pushes back the scheduled dates of the remaining planned implementations.

Comparisons:-

Administrative Closure:5 Circumstances for ending a project:- (NPPFC) 1. Normal :- Ends normally. Completed as planned within cost, quality and schedule objectives. 2. Premature:- Project is completed early with only few of the many requirements because to respond to competitor's actions, to enter market early, result of legal or governmental requirements.




3. Perpetual:- Some projects take "life of their own". Never seem to end. Because of delays, scope or MOV that was never defined. Adding functionality later makes the resources less and budget drain. 4. Failed:- Projects are just unsuccessfully sometimes. Happens when insufficient attention is paid to people, processes or technology. 5. Changed Priority. ___________________ _____________________________ ____________________ ____________________ ____________ __

Project Management should be ready to deal with following realities:1. Team members are concerned about future jobs. 2. Bugs still exist. 3. Resources are running out. 4. Documentation attains paramount importance. 5. Promised delivery dates may not be met. 6. The players may possess a sense of panic.

Project Communication Plan? What are different things addressed in it? Project Communication Plan:

can be formal or informal, depending on needs of proje ct stakeholders and size of project. pr oject.




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Developing a communications plan starts with identifying the various stakeholders of the project and their info needs. Even stakeholders who may have a vested interest in the project not succeeding must be kept informed. Otherwise, a lack of communication and info can result in an attitude that "no news must be bad news" or speculation and frivolous assumptions that the project is in trouble. It determines:-

>Who has specific info needs? >What are those info needs? >How will a particular stakeholder's info needs be met? >When can a stakeholder expect to receive this information? >How will this info be received?

The Table Format:-

Stakeholders:Stakeholders include individuals individuals or groups who have stake or claim in project's outcome, project sponsor, client, project manager, projec t team, senior managers, financial and accounting people, customer, suppliers etc. All of them have special interest in project. Therefore, it is important that we keep these special interests informed. Information Requirements: 

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Different stakeholders needs different information requirements. Instead of a single report that may/may not meet the needs of each stakeholder, a particular report or metric can be designed to meet an individual stakeholder's needs and therefore, improve communication with that stakeholder. In general, these information requirements will focus on scope, schedule, budget, quality and risk.

Type of Report metric:

These may include specific canned, or template, r eports that are provided by a project management software tool or a custom report w ith specific metrics.




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Reporting mechanisms may include formal/informal reviews of deliverables, milestones or phases. Reporting mechanisms such as newsletters and other public relations tools, can serve a general population of stakeholders.

Timings/Availability:  

of the reports set ex pectations for stakeholders. Set timng and availability let people know when they will know. Project manager and team stays focused as they don't have to demand for reports reports and updates again and again.

Medium or Format:formats include paper reports, face-to-face, electronic files, email, or some other electronic formatweb.

Implementation of Performance Reporting? Different ways of it?




Performance Reporting:Focuses on the collection and dissemination of project information to the various project stakeholders. This should include status reports, progress reports and forecast reports. Different ways of Performance Reporting:- (RSPF) 1. Reviews 2. Status Reporting 3. Progress Reporting 4. Forecast Reporting 1. Reviews:  

may be formal or informal meetings focus on specific deliverables, milestones or phases. shows that work completed according to cert ain standards or agreed agreed upon requirements

2. Status Reporting:  

Describes present state of project. compares the project's actual progress to the baseline plan. Includes a variance analysis that compares actual schedule and cost information to the baseline schedule and budget.

3. Progress Reporting: 

tells what the project team t eam has accomplished compares the activities or tasks that wer e completed to the activities or tasks outlined in original project network.

4. Forecast Reporting:focuses on predicting the future status or progress of project.




Information Distribution:Project Manager and team must determine how/when required information will be provided to various stakeholders. Different ways of sharing information:1. Face-to-face meetings:We can see other people's expressions and body language.  Sometimes the way someone says something can be m ore expressive than what they say. they say.  Requires arranging schedules and additional costs if travel is involved.  Certain issues and problems, require people to meet face-to-face.  2. Telephone, Electronic mail, and other Wireless devices:Although these communication devices aren't as personal as face to face meetings, they  certainly make communication possible when people can't be at the same place at same time. The communication plan should also include electronic means for project team and other  stakeholders to communicate. 3. Collaboration Technology:A project team could use Internet or web-based technologies to develop an Internet, intranet or  extranet application. In summary, the sharing of information includes support for communication, collaboration and  sharing of knowledge among stakeholders.




Types of Contracts:

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A contract is a document signed by the buyer and seller that defines the terms and conditions of the buyer-seller relationship. legally-binding agreement that obligates the seller to provide specific products, services or even results. Defines terms and conditions or such things as responsibilities and authorities, technical te chnical and project management approaches, proprietary rights, financing, schedule, payments, quality requirements, & prices.

3 types of Procurement-type contracts:- (FCT) 1. Fixed-price or Lump-sum contracts 2. Cost-reimbursable contracts. 3. Time and Material contracts 1. Fixed Price or Lump-sum contracts: 

A total or fixed price is negotiated or set as the final price for a specific product or service. It may include incentives for meeting cert ain objects or penalties if those objectives aren't met.

2. Cost-reimburseable contracts:

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Payment/Reimbursement is made to seller to cover seller's actual costs:- Direct costs(direct labours, materials etc) & Indirect costs(admin. salaries, rent, utilities, insurance etc) Also include incentives for meeting specific objectives or penalties and specific objectives aren't met.

a) Cost-plus-fee(CPF) or cost-plus-percentage of Cost(CPPC):

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Seller is paid for the costs incurred in performing the work as well as a fee based on an agreed upon percentage of costs. Unless the 2nd party is someone you can trust, you might want to take pre cautions such as getting the estimates in writing before the repair work begins otherwise 2nd party can increase fees.

b) Cost-plus-fixed-fee(CPFF):

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Seller is reimbursed for the total direct/indirect costs of performing the work, but receives a fixed amount. Fixed amount does not change unless the scope changes.




c) Cost-plus-incentive-fee(CPIF):Seller is reimbursed for costs incurred in doing the work and received a pre-determined fee plus an incentive bonus for meeting certain objectives.

3. Time and Materials contracts: 

Hybrid of cost-reimbursable and fixed-price contracts Buyer pays the seller for both t he time and materials required to complete t he work. work.




Emotional Intelligence:

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An individual as a leader can expand his/her repertoire by understanding their emotional intelligence competencies. Definition:- Ability to understand and manage our relationships and ourselves better. bet ter. Can be learned at any age. Improving EI is like changing a bad habit which takes time, patience, and a great deal of effort. It includes four c apabilities:-

1. Self Awareness 2. Self Management 3. Social Awareness 4. Social skills

1. Self Awareness:It includes:  

Emotional Self-awareness Accurate self-assessment Self-confidence

2. Self Management:It includes:     

Self-control Trustworthiness Conscientiousness Adaptability Achievement orientation Initiative

3. Social Awareness:It includes:  

Empathy Organizational Awareness Service Orientation

4. Social Skills:Submitted by- Abhilash Ruhela


Last Minute Study for MCA Semester-3(2013) It includes:       

Visionary Leadership Influence Developing others Communication Change catalyst Conflict Management Building bonds Teamwork and Collaboration

To strengthen EI:

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Ask two questions to yourself--> "Who am I now?" and "Who do I do I want to be?". Idea is to make an honest assessment of how others view your leadership and how you would like to be viewed in future. Take feedback from peers, subordinates and superiors. Devise a plan for getting from where you are as a leader to where you want to be. This will allow to learn new leadership styles.




Importance of Ethics in Project:-

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Ethics can be defined as a set of moral principles and values.

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Ethical dilemmas arise when our personal values come into conflict

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According to Trevino and Nelson:-

"But our definition of Ethics- the principles, norms and standards of conduct conduct governing an individual or group- focuses on conduct. We expect employers to establish guidelines for work-related conduct, including what time to arrive and leave the workplace, whether smoking is allowed on the premises, how customers are to be treated, and how quickly work should be done. Guidelines about ethical conduct aren't much different. Many employers spend a lot of time and money developing policies for a range of employee activities, from how to fill out expense r eports to what kind of client gifts are acceptable, to what constitutes a conflict of interest or bribe. If we use this definition, ethics become an extension of good management. Leaders Identify appropriate and inappropriate conduct, and they communicate their expectations to employees through ethic codes, training programmes, and other communication channels."

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Unethical business behaviors cost organizations money and job.

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Unethical also breaks the law which leads to financial penalties, but jail time as well.

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Being ethical is in interest for people who are part of organizations and society.

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People want to work for and do business with organizations they can trust.

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Ethical decisions aren't always clear cut.

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We often take decisions that fall in the gray area

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Project Manager is leader who can create, maintain, or change the culture of project organization.




Culture can be defined as shared beliefs, assumptions, and values that we learn from society/group that guides or influences our behavior.

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Modifying culture includes factor such as authoritative structure, policies, procedures for hiring, firing, rewarding performance and training.

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Cultures are sometimes influenced by idol/role model of a p articular person or whole group

Polarity Mapping:-




Different approaches to do Risk Analysis & Assessment? Compare & Contras t! Risk Analysis and Assessment:Assessment:-













Note: Note: Please ignore the Printed words o n the paper as I have made m ade notes on the already printed papers. I believe in reusing. :-)



Software Project Management Notes for MCA Semester 3

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