Software Project Management

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3 days


There is a wealth of information on project management. But unfortunately, we have come to realise that only a small fraction applies to software project management. This course is about new practices and new ideas project managers ought to consider to make their software development projects succeed. Why did the traditional approaches to project management used in other industries fail in software endeavours? This course will include a critique of the “thermostat model” of management of WBS (Work Breakdown Structure), Gantt and PERT charts, and much of the common wisdom represented in the PMBOK, for example. We will look at how a new breed of techniques and tools are emerging, more suited to software development, with iterative development and agile methods: XP, Scrum, Lean Development, Adaptive development, RUP, and how to reconcile the new with the old.

"He that will not apply new remedies must expect old evils." (Francis Bacon, Essays, 1561-1626)

This course will earn participants 21 PDUs (Professional Development Units) with the Project Management Institute.

Intended For

  • Those who want to learn about leading  and guiding software development or implementation projects.
  • Those involved in software projects moving into a team leader or project management role.
  • Software project managers preparing a PMP certification.
  • Experienced project managers with little or no experience in software development.


Some practical experience of software development projects.

Learning Outcomes

By the end of this course participants will be able to:

  • Understand the complete view of the role of a software project manager
  • Understand the multiple activities
  • Have a framework with which to plan and run a software project
  • Use a variety of tools and effective techniques for software project management


This course is organised into 12 modules:

Managing software projects

  • Types of software projects
  • What makes a software project different and difficult
  • Software project management and software development process
  • The PMBOK
  • CMMi
  • Introduction to the Rational Unified Process® (RUP) framework
  • Introduction to Agile techniques
  • What do software project managers manage?

Managing risks

  • Defining success and failure
  • What is a risk?
  • Taxonomy of software project risks
  • The project risk list
  • Introducing iterative development to better manage risks
  • Risk management in Agile projects

Managing time

  • Software development lifecycle
  • Phase and iterations in RUP®
  • Project estimations, from COCOMO to Use Case points
  • Phases and iteration planning
  • Managing time in Agile projects

Managing quality

  • What is software quality?
  • It's relationship with software testing
  • Process quality and product quality
  • Reviews and inspections
  • Assessing quality
  • Measurements

Managing objective and scope

  • The feature/cost/time dilemma
  • Managing requirements and requirements creep
  • Earned value systems and burn-down charts
  • Time boxing
  • Scrum

Managing complexity

  • Software project management and software architecture
  • The architect and the manager
  • Project dynamics
  • Keeping track of decisions and rationale
  • Programme management and portfolio management

Managing changes

  • Types of changes
  • Defects and enhancements
  • Classification and priorities
  • Project backlog
  • Tracking changes

Managing software assets

  • Software as an asset
  • Configuration management
  • Software reuse
  • Intellectual property issues; licences, patents, open-source

Managing people

  • Skills and competencies
  • Role versus individuals
  • Team structure, distributed team
  • Intercultural factors
  • Hiring, compensating, rewarding, firing, and other HR issues
  • Software development ethics

Managing external stakeholders

  • Software acquisition; iterative or progressive acquisition
  • Outsourcing and offshoring

Managing the software process

  • Just the right process
  • Process implementation project
  • Roles of an SEPG, and software process improvement
  • Post-mortem and retrospectives

Managing software projects: wrap up

  • Putting it all together
  • Sources of information

Method used

A mix of lecture, discussions and exercises will be used during the course.


"One of the most valuable courses I have ever attended."
Paul Northcote, Projects Programme Manager, Denver Technology.

"Very stimulating course that gave me lots of ideas to take back to work"
Kathryn Hawthorne, Project Manager, Sysmex NZ Ltd.

"Course structure was very very good & Johns knowledge was excellent. It was very helpful to have real examples given to help reinforce what he was instructing"
Lynne Fiebig , Software Project Management, PayGlobal Ltd

"Course was very informative and John communicated complex ideas very well"
Earl Rickard, Software Project Management, PayGlobal Ltd

Contact our Account Management team on 1-800-268-0390 for more information on group discounts, in-house delivery or for help choosing the right course for you.