TY BScIT Semester 5,

Software Project Management

Unit 4 Chapter Nine:

Monitoring and Control

University of Mumbai

By
Pushpa Mahapatro
The control cycle

2
Sure, here’s a simplified breakdown of the key points:

1. **Overall Responsibility**:
- The project steering committee, project management
board, or Project Board (in PRINCE2) ensures the project
progresses satisfactorily.

2. **Daily Responsibility**:
- The project manager handles daily tasks.
- In larger projects, team leaders may take on some
responsibilities from the project manager.

Responsibilities
3. **Reporting Structure**:
- For medium and large projects:
- Team leaders collect progress reports from their teams.
- Team leaders then summarize these reports for the
project manager.
- The project manager includes these summaries in reports
for the steering committee and the client.
- For small projects (around six or fewer staff):
- Team members report directly to the project manager.

4. **Types of Reporting**:
- Reporting can be:
- Oral (spoken) or written.
- Formal (official) or informal (casual).
- Regular (scheduled) or ad hoc (as needed).

5. **Importance of Formal Reporting**:

- While informal communication is useful, formal reporting is
essential to ensure clear and consistent tracking of project
progress.
3
 Sure, here’s a simplified breakdown of the key points:

### Assessing Progress

1. **Information Collection**:

Assessing progress
- Some progress information is collected routinely.
- Other information is gathered when specific events happen.
- Information should be as objective and tangible as possible (e.g., delivery of a report).
- Sometimes, estimates of completed work are necessary.

### Setting Checkpoints

2. **Checkpoints in Plans**:
- Checkpoints are essential and should be included in the initial activity plan.
- Checkpoints can be:
- Regular (e.g., monthly).
- Tied to specific events (e.g., when a report is produced).

### Taking Snapshots

3. **Frequency of Reports**:
- The frequency of progress reports depends on the project size and risk.
- Team leaders might need daily reports (especially with inexperienced staff).
- Project managers might need weekly or monthly reports.
- Higher-level reports are less frequent and less detailed.

4. **Weekly Reporting**:
- Weekly information collection is beneficial for individual developers.
- It ensures information is fresh and allows for review and reflection.
- Weekly reporting works well with tasks that last about a week.

### Major Progress Reviews

5. **Review Points**:
- Major project-level reviews happen at key points during the project.
- Known as review points or control points.
- PRINCE2 designates checkpoints for status reviews.
- At the end of each project stage, PRINCE2 includes an End Stage Assessment to evaluate progress and plan the future.

Checkpoints Frequency of reporting

Event driven: check takes place when a particular The higher the management level then generally
event has been achieved the longer the gaps between checkpoints
Time driven: date of the check is pre-determined

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 Subdivide Need to
into lots collect
of sub- data
activities about:

Control of
products, Achievem

Collecting not
activities
ents

progress
details Possible
Costs
solutions:

A big
99% problem: how
completion to deal with
syndrome partial
completions

5
 An example of the ’99% completion
syndrome’ would be in the above
case if the developer reported at the
end of weeks 1,2 and 3 that the task
was respectively 25%, 50% and 75%
complete. However at the end of
Poll week 4 it is reported that the task is
99% complete. The same thing is
reported at the end of week 5 and so
on until the task is completed.
• True
• False
ask Duration:

Managers try to break down long tasks into smaller, manageable ones,
usually lasting one or two weeks.
Forecasting Completion:

It's important to gather information about how much work is left on partially
completed tasks.
Forecasting how much work remains can be challenging.
Estimating Partial Completion
Series of Products:

When there are multiple products, it’s easier to estimate partial completion.

Collecting
For example, counting how many record specifications or screen layouts
are completed can show progress.
In-Activity Milestones:

Intermediate products can serve as milestones within activities.

Example: The first successful compilation of a program can be considered

progress
a milestone even though it’s not the final product.
Reporting Partial Completion
Standard Accounting Systems:

Many organizations use weekly timesheets to charge staff time to specific

jobs.

details:
These timesheets show the amount of time worked and the charges to the
project, but not the progress or schedule status.
Enhancing Accounting Systems:

Existing accounting systems are often adapted for better project control.
Weekly timesheets might be enhanced to include information about work
done, not just time spent.
Example Report Form:

A report form might ask for information on potential delays (slippage) and
estimates of task completion.
Some managers prefer to ask for the number of hours worked and the
estimated hours needed to finish a task instead of just the percentage
complete.
By breaking down tasks, using intermediate milestones, and enhancing re

7
Certainly! Here's a brief explanation of the Red-Green-Amber
(RAG) reporting system:

### Red-Green-Amber (RAG) Reporting

1. **Red**:
Identify key tasks
- Indicates critical issues or tasks significantly behind schedule.
- These areas require immediate attention and corrective action.

2. **Green**: • Break down into sub-tasks

- Indicates that everything is on track and progressing as
planned.
- No major issues or delays are present.

3. **Amber (or Yellow)**: Assess subtasks as:

Red/Amber/Green
- Signifies caution or potential risks.
- Tasks or areas labeled amber may be slightly behind schedule
or have minor issues that need monitoring.

reporting
### Key Points: • Green – ‘on target’
- **Visual Indicator**: RAG reporting uses colors to quickly convey
the status of different aspects of the project.
• Amber – ‘not on target but recoverable’
- **Decision Support**: Helps stakeholders prioritize areas
needing attention. • Red – ‘not on target and recoverable only
- **Simplicity**: Provides a straightforward way to understand
progress without diving into detailed reports.
with difficulty’
RAG reporting provides a quick snapshot of project health,
allowing stakeholders to focus on areas needing immediate action
while maintaining an overview of overall progress.
Status of ‘critical’ tasks is particularly
important

8
9
 Review of work products is an
important mechanism for monitoring
the progress of a project and ensuring
the quality of the work products.

Review Testing is
Testing is an applicable to only
effective defect executable code.
removal Review is
mechanism. applicable to all
work products.

10
 A cost-effective defect removal mechanism.

Review usually helps to identify any deviation from

standards.

Utility of Reviewers suggest ways to improve the work product

Review
a review meeting often provides learning opportunities to
not only the author of a work product, but also the other
participants of the review meeting.

The review participants gain a good understanding of the

work product under review, making it easier for them to
interface or use the work product in their work.

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 Project Requirement
management specification
plan doc
Candidate
work for Test plan and
UI
specification
review test cases and design
doc

Detailed
design doc
 • Moderator:
• Schedules and convenes meetings,
distributes review materials, leads and
moderates review sessions.
Review Roles • Recorder:
• Records the defects found and the time and
effort data.
• Reviewers.
Review Process
Planning Preparation

Rework and Review

follow-up meeting

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 Project termination reviews
provide important opportunities to
learn from past mistakes as well as
successes.
Project
Termination Project termination need not
Review necessarily mean project failure or
premature abandonment.

• A project may be terminated on successful

completion

15
 • Incomplete requirements
• Lack of resources
Reasons for • Some key technologies used in the project have
Project become obsolete during project execution
• Economics of the project has changed, for
Termination example because many competing product may
have become available in the market.
 Project is completed successfully
and handed over to the customer. Is
it a reason of project termination.

Poll True

False
 Collection of
Project survey objective
information

Project
Debriefing Final project
Termination meeting review
Process
Result
publication
 Review Preparation Log –
created by reviewer

Review Data
collection: Review Log – records defects
agreed by author

Review Summary Report –

summarizes the review data
Visualizing • Manager needs to present data to
Progress: greatest effect.
Certainly! Here's a breakdown of the differences between a
Gantt chart, a slip chart, and a timeline:

1. **Gantt Chart**:
- **Purpose**: Used for project planning, scheduling, and
tracking.
- **Representation**: Displays tasks or activities along a
timeline.
- **Elements**: Each task is represented as a horizontal
bar, with the length indicating its duration and the position
showing its start and end dates.
- **Focus**: Emphasizes the sequence and duration of
tasks, allowing for easy visualization of dependencies and
resource allocation.

Gantt charts
2. **Slip Chart**:
- **Purpose**: Used specifically to track schedule
slippage or delays in a project.
- **Representation**: Compares planned schedule with
actual progress.
- **Elements**: Typically shows where delays have
occurred in comparison to the original plan, highlighting
areas needing attention.
- **Focus**: Focuses on identifying and addressing
schedule delays, helping project managers understand the
impact of delays on project timelines.

3. **Timeline**:
- **Purpose**: Used to represent chronological
sequences of events or milestones.
- **Representation**: Shows events or milestones
arranged in chronological order.
- **Elements**: Typically displays events or milestones
along a linear axis, without specifying durations of activities.
- **Focus**: Emphasizes the sequence and timing of
events, providing a clear overview of historical or future
SPM (6e) monitoring and control© The McGraw-Hill Companies, 2017 21
occurrences without detailed task scheduling.
Slip charts

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The timeline

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Cost monitoring is the process of tracking, reviewing, and
controlling the expenses incurred during a project. It involves
monitoring costs against the project budget to ensure that
spending stays within the planned limits. Cost monitoring helps A project could be late because the staff
project managers identify cost overruns early, analyze the
reasons behind them, and take corrective actions to keep the originally committed have not been
project on budget. It also involves forecasting future costs
based on the project's current performance to anticipate any
deployed
potential budget issues. Effective cost monitoring is crucial for
project success, as it helps ensure that resources are used
efficiently and that the project remains financially viable.

In this case the project will be behind

Cost time but under budget

monitoring
A project could be on time but only
because additional resources have been
added and so be over budget

Need to monitor both achievements and

costs
Charts

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Earned Value Analysis (EVA) is a technique used in project
management to assess a project's performance and progress
by comparing the actual work completed and the actual costs
incurred with the work and costs planned at a specific point in
time. It provides insights into how well a project is meeting its
objectives in terms of schedule and budget. Planned value (PV) or Budgeted cost of
Key components of Earned Value Analysis include: work scheduled (BCWS) – original
1. **Planned Value (PV)**: The estimated value of the work
planned to be completed at a specific point in time, also known estimate of the effort/cost to complete
as the budgeted cost of work scheduled (BCWS).

2. **Earned Value (EV)**: The value of the work actually

a task (compare with idea of a ‘price’)
Earned value
completed at a specific point in time, also known as the
budgeted cost of work performed (BCWP).

analysis
3. **Actual Cost (AC)**: The actual cost incurred to complete
the work at a specific point in time, also known as the actual
cost of work performed (ACWP).

By comparing these values, project managers can calculate

key performance indicators (KPIs) such as:

- **Cost Variance (CV)**: The difference between EV and AC.

A positive CV indicates that the project is under budget, while
a negative CV indicates that it is over budget.
- **Schedule Variance (SV)**: The difference between EV and
Earned value (EV) or Budgeted cost of
PV. A positive SV indicates that the project is ahead of
schedule, while a negative SV indicates that it is behind
work performed (BCWP) – total of PVs
schedule.
- **Cost Performance Index (CPI)**: The ratio of EV to AC. A
CPI greater than 1 indicates that the project is under budget,
for the work completed at this time
while a CPI less than 1 indicates that it is over budget.
- **Schedule Performance Index (SPI)**: The ratio of EV to
PV. An SPI greater than 1 indicates that the project is ahead
of schedule, while an SPI less than 1 indicates that it is behind
schedule.
 Work completed allocated on the basis

• The 0/100 technique: task assigned a value 0

until it is completed when it is given a value 100
• 50/50 half allocated at start, the other half on
Accounting completion. These proportions can vary e.g.
0/100, 75/25 etc
conventions • Milestone current value depends on the
milestones achieved
• Units processed/ percentage completion

Can use money values, or staff effort

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Monitoring
Earned
value:

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 SV = EV – PV

Indicates the degree of which the completed work

differs from the planned work

Schedule Example: Work with a PV of Rs. 40,000/- should have

been completed by now. Some of the work has not been
Variance (SV): done so the earned value is Rs. 35,000/-.

SV = ?

What does the negative value indicates?

 Work with a PV of Rs. 500,000/- should
have been completed by now. Some of
the work has not been done so the
earned value is Rs. 350,000/-.
PBL on
Schedule SV = ?

Variance
(SV):
What does the value indicate?
 Specify module 5 days
Tasks Code module 8 days
Test module 6 days

At the beginning of day 20, Planned Value, PV = 19 days

If everything but testing completed EV = 13 days

Earned value –
an example Schedule variance = EV-PV i.e. 13-19 = -6

Schedule performance indicator (SPI) = 13/19 = 0.68

SV negative or SPI <1.00, project behind schedule

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 Cost Variance Cost Variance (CV) = Earned Value (EV) – Actual
Cost (AC)
(CV)
SV was calculated as -5,000/- and EV was 35,000/-
Rs. 55,000/- had been spent to get the Earned
value (EV)
CV = ?
What is the meaning of negative CV?

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 • Actual cost (AC) is also known as Actual cost of
work performed (ACWP)
Earned value • In previous example, if
analysis – • ‘Specify module’ actually took 3 days
actual cost • ‘Code module’ actually took 4 days
• Actual cost = 7 days
• Cost variance (CV) = EV-AC i.e. 13-7 = 6 days
• Cost performance indicator = EV/AC = 13/7 =
1.86
33 • Positive CV or CPI > 1.00 means project within
budget

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 • Two Ratios are commonly tracked
• The cost performance index (CPI = EV/AC)
Performance
• The schedule performance index (SPI = EV/PV)
Ratios • EV = 35,000/-, AC = 55,000/-, PV = 40,000/-
• CPI = ?
• SPI = ?
• The ratio can be thought of as a value for money
• CPI > 1 means work is completed better then
planned
• CPI < 1 means ________________
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 PBL on • The Earned Value for a project is 10,000 more
Performance than the planned value. The Planned value is
60,000/-. Actual Cost is 5,000/- less then the
Ratios planned value
• EV = ?, AC = ?, PV =?
• CPI = ?
• SPI = ?
• And write conclusion

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 CPI can be used to produce new
cost estimate

Earned value Budget at completion (BAC) –

analysis – current budget allocated to total
costs of project
actual costs
e.g. say budget at
Estimate at completion is £19,000 and
CPI is 1.86
completion (EAC) –
EAC = BAC/CPI = £10,215
updated estimate = (projected costs reduced
BAC/CPI because work being
completed in less time)

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 Time variance (TV) –
difference between time
when specified EV should
have been reached and
time it actually did reach.

Time variance
"Time variance" typically refers to the difference between the planned or expected time for completing a task or project and the actual time it takes to complete it. It is a
measure of how much the project schedule deviates from the original plan.
For example say an EV of
In project management, time variance can be calculated using the following formula:

Time Variance (TV)

£19000 was supposed to
=
Actual Time
have been reached on 1st
Planned Time
Time Variance (TV)=Actual TimePlanned Time
April and it was reached on
1st July then TV = - 3 months

37 SPM (6e) monitoring and control© The McGraw-Hill Companies, 2017

 CPI can be used to produce a revised cost estimate
for the project (or estimate at completion (EAC).

EAC is calculated as BAC/ CPI where BAC (budget at

38
completion) is current projected budget for the
project.

If the BAC was Rs. 1,00,000/- and CPI is 0.64

Then a revised estimate at completion (EAC) would

be Rs. 1,00,000/0.64 = 156,250/-

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 Cumulative
Cost:

Cumulative cost refers to the total amount of money spent or committed on a project from the beginning up to a specific point in time. It includes all costs incurred,
whether they are for labor, materials, equipment, overhead, or other expenses related to the project.

Cumulative cost is important in project management as it helps track the total financial impact of the project over time. It is used to monitor the project's budget,
assess cost performance, and make informed decisions about future expenditures. Comparing the cumulative cost with the planned budget provides insights into the
project's financial health and allows project managers to take corrective actions if the project is exceeding its budget.
SPM (5e) monitoring and control© The McGraw-Hill Companies, 2009 39
Cumulative Cost:
The planned value (PV), earned value (EV) and actual cost (AC) can be tracked over
the lifetime of a project.
It also shows how the graph can be used to show adjustments to the final
estimated cost and duration.
Similarly a forecast of the actual duration of the project can be derived by dividing
the original estimated duration by the SPI.

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 Suppose for a certain project
PBL budgeted for Rs. 2,000/-, at certain
time during the execution of the
project, the project manager
determined EV = Rs. 500/- and AC =
Rs. 400/-. What is the current
estimated cost of the project?
42
SPM (5e) monitoring and control© The McGraw-Hill Companies, 2009
 Suppose a project is budgeted to cost Rs.
1,50,000/-. The project is to be completed
PBL in 18 months. After two months, the project
is 10% complete at an expense of Rs.
25,000/-. It was planned that after two
months, 15% of the project work should
have been completed. Compute the cost
performance index and the schedule
performance index. Interpret these values
to access the progress of the project.
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SPM (5e) monitoring and control© The McGraw-Hill Companies, 2009
In project management, not all aspects of a project require the same
level of monitoring. Prioritizing monitoring efforts can help allocate
resources effectively and focus on areas that are most critical to the
project's success. Here are some priorities for deciding the level of We might focus more on monitoring certain types of
monitoring for different aspects of a project:
activity e.g.
1. **Critical Path Activities**: Activities on the critical path, which
determine the project's overall duration, should receive high priority
for close monitoring. Any delay in these activities will directly impact
the project's completion date.
Critical path activities
2. **Activities with No Free Float**: Activities with no free float,
meaning any delay will impact subsequent activities, should also be

Prioritizing
closely monitored to prevent delays in the project schedule.

3. **Activities with Limited Float**: Activities with very little float (e.g.,
Activities with no free float – if delayed later
less than one week) should be monitored closely, as they may use dependent activities are delayed
monitoring
up their float quickly and cause schedule delays.

4. **High-Risk Activities**: Activities identified as high-risk, such as

those with a high estimated duration variance, should receive close
attention due to their likelihood of overrunning or overspending. Activities with less than a specified float
5. **Activities Using Critical Resources**: Activities that require
critical resources, such as expensive specialized contractors or
resources with limited availability, should be monitored closely to
ensure efficient resource utilization.
High risk activities
By prioritizing monitoring based on these criteria, project managers
can focus their efforts on areas that are most critical to the project's
success, thereby maximizing the effectiveness of monitoring efforts
and resource allocation.
Activities using critical resources
Shortening the critical path of a project can help
bring its completion date forward. Here are some
ways to achieve this:

1. **Adding Resources**: Increasing resources,

especially staff, can speed up critical activities.
• Renegotiate the deadline – if not possible then
However, this may come at an additional cost and
could lead to negative cost variance. • Try to shorten critical path e.g.
Getting back
2. **Increasing Use of Current Resources**: Asking • Adding resources or Work overtime
staff to work overtime or making resources
on track:
available during off-hours can help complete
activities faster. • Increase use of current resource
options
3. **Reallocating Staff to Critical Activities**:
Allocating more efficient staff to critical activities or
• Re-allocate staff from less pressing work
swapping resources between critical and
non-critical activities can help speed up the project. • Buy in more staff
4. **Reducing Scope**: By reducing the scope of
the project's functionality, less work needs to be
• Reduce quality and scope
• Reconsider activity dependencies
done, allowing for quicker completion. This may
involve delivering a subset of features on time
rather than delaying the entire project.

5. **Reducing Quality**: Cutting back on • Over-lap the activities so that the start of one
quality-related activities, such as system testing,
can shorten the project timeline. However, this may activity does not have to wait for completion
lead to more corrective work later on.
of another
45
By implementing these strategies, project
managers can attempt to shorten critical activities' • Split activities
timescale and bring the project back on schedule.
However, it's essential to consider the impact on
other paths and evaluate the cost-effectiveness of
these efforts.
SPM (6e) monitoring and control© The McGraw-Hill Companies, 2017
Exception planning refers to the process of making changes to a
project plan when unforeseen circumstances or deviations from the
original plan occur. Here's how it works:

1. **Flexibility**: Project managers are usually allowed to adjust the • Some changes could affect
details of a plan as long as they ensure that the project achieves its
agreed outcomes on time and within budget. • Users
2. **Stakeholder Involvement**: Some changes, especially
operational ones, may impact other stakeholders. In such cases, the • The business case (e.g.
project manager needs to gain the acceptance of these stakeholders
for the change. costs increase reducing the
3. **Impact Assessment**: Changes to the plan may affect delivery
potential profits of
Exception
dates, project scope, or costs, which could impact the project's
business case. The project manager needs to assess the
consequences of the deviation and its potential impact on the
delivered software product)
business case. • These changes could be to
planning
4. **Exception Report**: In methodologies like PRINCE2, the project
manager may be required to write an exception report explaining the • Delivery date
reasons for the deviation from the plan, detailing the consequences,
and presenting options for addressing the problem. The probable
impact of each option on the business case is projected, and a
• Scope
recommendation on a course of action is provided.
• Cost
5. **Approval Process**: The Project Board or equivalent authority
reviews the exception report, approves one of the options, and may
• In these cases an exception
task the project manager with producing a more detailed exception
plan. If approved, the exception plan replaces the existing plan.
report is needed 46
Exception planning allows project managers to address unexpected
challenges or changes effectively while ensuring that the project
remains aligned with its objectives and business case.

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Project Progress
Explaining problems
Write an exception report for
First stage sponsors (perhaps through
project board)
Setting out options for
resolution
Sponsor selects an option ( or
identifies another option)

Project manager produces an

Second stage exception plan implementing
selected option

Exception plan is reviewed

and accepted/rejected by
sponsors/Project Board

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Identifying Items for Change Control: They identify all
project items that need to be managed carefully when
changes are made, such as documents and software. Configuration Librarian’s role:
Central Repository Management: They set up and
maintain a central place where all important project
documents and software versions are stored. This
ensures everyone can access the most recent versions.

Establishing Change Procedures: They create and Identifying items that need to be subject to change control
manage formal procedures for making changes to the
project. This includes how changes are requested,
reviewed, and implemented.

Change
Keeping Track of Access: They maintain records of who
can access different project items and track their status,
such as whether they are being worked on, tested, or
Management of a central repository of the master copies of
software and documentation
control
completed.

Administering change procedures

Maintenance of access records

Change control refers to the process of managing changes to project
deliverables, documents, or requirements in a systematic and controlled manner.
Here's how it works:
One or more users might notice the need for a
change
1. **Identification of Changes**: Project leaders like Amanda or Brigette may
encounter situations where project requirements need to be modified due to
changing circumstances or better understanding of user needs. For example,
Brigette's payroll system project might require adjustments if there's a
reorganization in the college's staffing structure.

2. **Document Development**: During the development of documents such as User management decide that the change is
Typical change
user requirements, there may be multiple versions as they undergo cycles of
development and review. However, at some point, a final version is created and "
baselined," effectively frozen. Any changes to baselined documents could have
ripple effects on other parts of the project.
valid and worthwhile and pass it to
development management

control
3. **Informal vs. Formal Change Control**: Initially, the change control process
may be informal and flexible, allowing for easy modifications during the
document development stage. However, once a final version is baselined,

process
subsequent changes need to be strictly controlled to prevent unintended
consequences.

4. **Stringent Control**: Changes to baselined documents need to undergo

A developer is assigned to assess the
practicality and cost of making the change
stringent control to ensure that they are necessary, properly documented, and
approved by the appropriate stakeholders. This helps maintain project integrity
and ensures that changes are implemented in a coordinated and controlled
manner.

By implementing a change control process, project managers can effectively Development management report back to user
manage changes to project deliverables and requirements, ensuring that they
align with project objectives and do not adversely impact project outcomes.
management on the cost of the change; user
management decide whether to go ahead

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 One or more developers are
authorized to make copies of
components to be modified

Change Copies modified. After initial

testing, a test version might be
control released to users for acceptance
testing
process contd.
When users are satisfied then
operational release authorized –
master configuration items updated

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 8. When development of new
product is completed the user
management will be notified and
copies of s/w will be released for
Change user acceptance.
control
process contd. 9. If user is satisfied, the product
will be authorized for operational
release.

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 SCM is concerned with tracking and
controlling changes to a software.
Software
Development and maintenance
Configuration environment:
Management • Various work products associated with the
(SCM) software continually change.
• Unless a proper configuration management
system is deployed, several problems can
appear.

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 Configuration

Version

Few Revision – numbering scheme, work product going

through series of update
terminologies:
Baseline – serves as the base for further
development

Variant – versions that are intended to coexist,

running on different OS.

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Software configuration management (SCM) is the process
of tracking and controlling changes to software code,
documents, requirements, and other elements of a software
project. Here's a brief overview:

1. **Version Control**: SCM involves managing different Problems associated

versions of software artifacts, ensuring that changes can be with concurrent Undoing changes
tracked, and previous versions can be restored if needed.
Version control systems like Git are commonly used for this access
purpose.

2. **Configuration Identification**: SCM involves identifying

and labeling software components, such as source code
files or documents, to ensure that they can be uniquely
identified and managed.
System accounting -
Purpose of
3. **Change Control**: SCM includes processes for
managing change requests, assessing their impact, and
implementing approved changes in a controlled manner.
keeping track of who
made a particular Handling variants
SCM:
4. **Configuration Audits**: SCM involves conducting audits
to ensure that software configurations are correctly
implemented and meet specified requirements.
change to a
configuration item.
5. **Release Management**: SCM includes processes for
managing software releases, including packaging,
deployment, and distribution of software to end-users.

Overall, SCM helps ensure that software projects are

well-managed, changes are controlled, and software Accurate Preventing
configurations are consistent and reliable. determination of unauthorized access
project status to the work product
 Identification – decide which
part of the system should be
kept under configuration
Configuration management
management
process: Control – ensure that
changes to the system occur
smoothly

SPM (5e) monitoring and control© The McGraw-Hill Companies, 2009 55

Configuration Control
• Two main operations:
• Reserve
• Restore

W1 W2 W3 … Wn-1 Wn

Configuration
Restore
Reserve

Developer’s work space

SPM (6e) monitoring and control© The McGraw-Hill Companies, 2017 56

Release
management:
•Systemizes the work
carried out by the
developers to provide
a new release.
Thank you...

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