SPM UNIT-V

 

UNIT – V

 

Project Organizations and Responsibilities: Line - of-Business Organizations, Project Organizations, evolution of Organizations. Future Software Project Management: modern Project Profiles, Next generation Software economics, modern process transitions.

Case Study: The Command Center Processing and Display System-Replacement (CCPDS-R)

 

PROJECT ORGANIZATIONS AND RESPONSIBILITIES

 

LINE - OF-BUSINESS ORGANIZATIONS:

 

 

1. Line-Of-Business Organizations : Below is a diagram is given that shows roles and responsibilities of a default line-of-business organization. Line business organizations need to support projects with infrastructure that are necessary and essential to make use of a common process. Line of business simply a general term that describes and explains products and services simply offered by a business or manufacturer. Software lines of the business are generally motivated and supported by Return of Investment (ROI), new business discriminators, market diversification, and profitability.

 

 

 PROJECT ORGANIZATIONS:

 

Project Organization is actually a structure that simply facilitates and motivates coordination and implementation of activities of the project. Their main purpose is to simply create an environment that encourages development of interactions between team members with very less amount of disruptions, overlaps, and conflicts. The most important decision of a project management team is form of organization structure that will be required and essential for the project. The organization should evolve with Work Breakdown Structure (WBS) and life-cycle concerns. 

 

Responsibility of organization:

 

• They are generally responsible for definition of process even maintenance of project process.
• They are also responsible for process automation. This is an organizational role and it is equally important to that of role of definition of process.
• The responsibility of organization's role or role of process automation is taken and achieved by a single individual or various other teams.

 

 

Various authorities of Organization:

 

1. Software Engineering Process Authority (SEPA) - It is team that is responsible for exchanging information and guidance of project both to and from project practitioners. The project practitioners simply perform work and are usually responsible for one or more process activities. SEPA is a very important and essential role or responsibility in any of organizations.

2. Project Review Authority (PRA) - Project review is simply a scheduled status meeting that is taken on a regular basis. It includes project progress, issues, and risks. It is responsible for project review. The PRA generally reviews both conformance to contractual obligations and organizational policy obligations of project.

3. Software Engineering Environment Authority (SEEA) - SEEA is a very important role and is very much needed to achieve an ROI for a common process. It is simply responsible for supporting and managing a standard environment. Due to this, different tools, techniques, and training can be effectively amortized across all types of projects.

4. Infrastructure - Organizational infrastructure generally consists of systems, protocols, and various processes that provide structure to an organization, support human resources, supports organization in carrying out its vision, mission, goals, and values. It can range from trivial to largely entrenched bureaucracies. Various components of organizational infrastructure are Project administration, Engineering skill centers, and professional development.

Below diagram given that shows roles and responsibilities of a default project organization. Project organizations generally need to allocate artifacts and responsibilities across project team simply to ensure and confirm a balance of global (architecture) and local (component) concerns.

 

 

Teams of Organization:

• Project Management Team - It is an active and highly enthusiastic participant. They are responsible for producing, developing, and managing project.
• Architecture Team - They are generally responsible for real artifacts and even for integration of components. They also find out risks of product misalignment with requirements of stakeholders and simply ensure that solution fits defined purpose.
• Development Team - They are responsible for all work that is necessary to produce working and validated assets.
• Assessment Team - They are responsible for assessing quality of deliverables.

 

EVOLUTION OF ORGANIZATIONS:

 

Evaluation is generally considered as an essential and important tool for improving management.

 

Evaluation of organization or organizational evaluation is systematic process for obtaining or getting valid information about performance of an organization and factors that generally affect this performance. It differs from other types of evaluation simply because it only concentrates and focuses on organization as primary unit of analysis. Through evaluation of the organization, effectiveness of an organization is counted and measured in terms of its functioning, problems, and achievements from behavioral and even social points of view.

 

Project organization

Usually represents and shows architecture of team. Project organization is also needed to evolve consistent with project plan that is captured in.

 

Work Breakdown Structure (WBS)

Importance of Evaluation:

• It is needed to ensure whether objectives and goals being established are achieved or not.

• It is needed to ensure that organization is adapting to new environments, changing technology, and even changes in other external variables so as to efficiently utilize available resources.

• It is needed for different modes to better fulfil and complete needs of clients of institute.

 

The above diagram simply explains how team’s centre gravity shifts over entire life-cycle even with

50 % of staff assigned to one set of activities in every phase.

 

Key aspects to consider:

1. Client Complaints: Track and examine client complaints to find recurrent problems and areas that might be made better.

2. Employee Turnover Costs: Calculate the costs associated with staff turnover, including hiring, training, and lost productivity. High turnover may be an indication of deeper problems.

3. Market Research: Conduct regular market studies to stay current on market trends and new technological developments.

4. Risk Register: Maintain a thorough risk registry that outlines potential hazards, their effects and methods for mitigation.

5. Board evaluations: Regularly evaluate the board of directors' performance in directing the company's approach and risk management.

6. Balanced scorecard: It is a technique to match important indicators of performance with strategic goals and track development.

 

Activities Emphasized in every Phase:

1. Inception Team - It is an organization that moves from abstract, broad conversations into more detailed discussions. They capture fine details of what’s going to happen next and work that is needed to be completed to achieve agreed-upon goal. This team simply focuses on planning, with more support from various teams to just confirm and ensure that plans represent general agreement of all perspectives.

2. Elaboration Team - This team gains handle on architecture of system. They simply begin setting up environment for Construction by purchasing hardware, software, and tools. It is an organization mainly focused on architecture in which driving forces of project simply reside in software architecture team. They are supported by software development and software assessment team. These teams have necessary and important to achieve stable architecture baseline.

3. Construction Team - This team generally turn project or product vision into visual thing. They also work with product manager to simply create user experience that fulfils requirements. It is fairly balanced organization in which several activities reside in software development and even in software assessment teams.

4. Transition Team - The transition team generally focuses on reviewing transition plans, monitoring progress, providing resources that are needed, resolving issue, and escalation management. The transition team also assesses and evaluates quality, status reporting, and even project change control. It is actually an organization that focuses on customer in which feedback from users simply drives deployment activities.

 

 

 FUTURE SOFTWARE PROJECT MANAGEMENT:

 

CCPDS-R stands for: Command Center Processing and Display System – Replacement

  

 

Simple Summary for CCPDS-R

CCPDS-R (Command Center Processing and Display System Replacement) is a large software project developed for the U.S. Air Force by TRW Space and Defense (California) between 1987 and 1994.

The project included software engineering, hardware development, and system integration.

It is considered a successful software project because it was completed:

• Within budget
• On schedule
• With customer satisfaction

The development process had two phases:

1. Concept Definition (CD) – defining system requirements and planning.
2. Full Scale Development (FSD) – designing, coding, testing, and delivering the system.

 

MODERN PROJECT PROFILES:

 

NEXT GENERATION SOFTWARE ECONOMICS: 

 

 

 

 MODERN PROCESS TRANSITIONS:

 

  

CASE STUDY: THE COMMAND CENTER PROCESSING AND DISPLAY SYSTEM-REPLACEMENT (CCPDS-R):

Command Center Processing and Display System – Replacement (CCPDS-R)

Introduction

• CCPDS-R stands for Command Center Processing and Display System – Replacement.
• It was a U.S. Air Force project.
• Objective: Replace the old WWMCCS (World Wide Military Command and Control System).
• Purpose: Provide improved military command, control, and communication support.

Background

• The earlier system (WWMCCS) was:
• Old and outdated
• Difficult to maintain
• Based on obsolete hardware
• Poorly integrated
• CCPDS-R was proposed to:
• Modernize the system
• Improve processing speed
• Provide better display and decision support
• Integrate multiple military databases

 

Objectives of CCPDS-R

• Replace legacy systems
• Improve real-time data processing
• Enhance command center operations
• Provide reliable and secure information system
• Reduce maintenance cost
• Support strategic and tactical decision-making

Project Characteristics

• Very large-scale government project
• Multi-million dollar budget
• Long development time
• Involved multiple contractors
• High security requirements
• Complex integration of hardware and software

 

Major Problems Faced

1. Requirement Issues

• Requirements were unclear
• Frequent changes in requirements
• Scope creep

2. Management Problems

• Poor planning
• Weak risk management
• Lack of proper project control
• Ineffective communication

3. Technical Problems

• Integration difficulties
• Hardware-software compatibility issues
• Over-ambitious system design

4. Cost and Schedule Overrun

• Budget exceeded
• Delays in delivery
• Increased maintenance costs

 

Reasons for Project Failure (Key Points)

• Lack of clear requirements
• Poor estimation
• Inadequate risk management
• Frequent changes
• Weak leadership
• Over-complex design
• Political and organizational interference

 

Software Engineering Issues Observed

• Improper requirement analysis
• Lack of incremental development
• Big-bang approach
• Insufficient testing
• Poor documentation
• Weak configuration management

 

Lessons Learned

• Requirements must be clearly defined.
• Use phased or incremental development.
• Strong project management is essential.
• Continuous monitoring and control required.
• Risk management should be proactive.
• Communication among stakeholders is critical.
• Avoid over-ambitious design.

 

Importance in SPM

This case study is used to explain:

• Project failure causes
• Importance of requirement engineering
• Risk management
• Cost estimation problems
• Large-scale system challenges
• Government project complexities

CCPDS-R was a U.S. Air Force system developed to replace WWMCCS. The project failed due to unclear requirements, poor planning, cost overruns, technical complexity, and weak management. It highlights the importance of proper requirement analysis, risk management, incremental development, and strong project leadership in large-scale software projects.

 

For Practice to students

More Example Projects for students to work

1. Command Center Monitoring System (Mini Version)

Project Idea:

Develop a centralized dashboard that monitors multiple systems in real-time.

Features:

• Real-time data display (simulated data)
• Alert generation
• Role-based login (Admin, Operator)
• Graphical dashboards
• Incident reporting system

Technologies:

• Frontend: React / HTML-CSS-JS
• Backend: Python (Flask/Django) or Node.js
• Database: MySQL / MongoDB

Learning Outcome:

• System integration
• Dashboard design
• Real-time processing concepts

 

2. Smart City Control Panel System

Idea:

A mini control system to monitor:

• Traffic
• Pollution levels
• Power usage
• CCTV alerts

Features:

• Data visualization
• Automated alerts
• Decision support system
• Historical reports

  

**************** END of UNIT V ******************