VIETNAM-KOREA UNIVERSITY OF INFORMATION AND

COMMUNICATION TECHNOLOGY

Faculty of Computer Science

MAJOR ASSIGNMENT
SOFTWARE PROJECT MANAGEMENT
TOPICS: SOFTWARE PROJECT
MANAGEMENT FOR THE INFORMATICS
OLYMPIAD

Student: TRAN MINH QUANG - 21IT228

TU ANH DAI - 21IT267

LE VAN THAO - 21IT313

Instructor: Dr. NGUYEN QUANG VU

Da Nang, May 5, 2025

VIETNAM-KOREA UNIVERSITY OF INFORMATION AND
COMMUNICATION TECHNOLOGY

Faculty of Computer Science

MAJOR ASSIGNMENT
SOFTWARE PROJECT MANAGEMENT
TOPICS: SOFTWARE PROJECT
MANAGEMENT FOR THE INFORMATICS
OLYMPIAD

Student: TRAN MINH QUANG - 21IT228

TU ANH DAI - 21IT267

LE VAN THAO - 21IT313

Instructor: Dr. NGUYEN QUANG VU

Da Nang, May 5, 2025

 INTRODUCTION

In today's rapidly evolving technological landscape, Software Project

Management (SPM) has become an essential discipline to ensure the successful
delivery of software solutions. SPM involves the application of project
management principles, practices, and tools specifically tailored to the unique
challenges of software development. The primary objective of software project
management is to effectively plan, execute, monitor, and control software
projects to meet predefined goals, including scope, time, cost, and quality
requirements.

Managing software projects requires comprehensive planning, resource

allocation, risk assessment, and continuous monitoring to handle complexities
and uncertainties that arise during development. It also emphasizes collaboration
among project stakeholders, clear communication, and iterative progress
evaluation to adapt to changing requirements and mitigate risks promptly.

This project focuses on the application of software project management

methodologies to design and implement an Olympic Management System
following the Waterfall Model. The project covers the entire lifecycle from
requirements gathering, system design, implementation, testing, to deployment
and maintenance. Through structured planning and effective risk management,
this project aims to deliver a reliable and scalable solution that meets the
specified objectives on time and within budget.
 THANK YOU

First and foremost, I would like to express my deepest gratitude to my

supervisor, Dr Nguyen Quang Vu, for their continuous support, guidance, and
invaluable insights throughout the development of this project. Their expertise
and encouragement played a significant role in helping me understand the
complexities of Software Project Management and successfully implement the
concepts into this project.

I am incredibly thankful to Vietnam – Korea University of Information

and Communications Technology for providing me with the opportunity and
resources to engage in this project. The knowledge and experience gained during
this process have been immensely enriching and will serve as a strong
foundation for my future career

Last but not least, I would like to extend my appreciation to my

teammates for their cooperation, commitment, and collaborative spirit during
each phase of the project. Their contributions and dedication were crucial to
overcoming challenges and achieving our project goals.

This project would not have been possible without the guidance,
cooperation, and support of all these individuals. I am truly grateful for their
contribution to its success.

Student
Tu Anh Dai - Tran Minh Quang - Le Van Thao
 COMMENT
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Da Nang, May 5, 2025

 TABLE OF CONTENTS

CHAPTER 1: INTRODUCTION................................................................................1
1.1 Project Overview.........................................................................................1
1.2 Project Objectives.......................................................................................1
1.3 Functional Requirement Specification......................................................3
1.4 Non-Functional Requirement Specification.............................................4
1.5 Project Coverage.........................................................................................6
1.6 Software Development Model....................................................................8
1.7 Project personnel........................................................................................9
CHAPTER 2: LIST OF WORKS AND IMPLEMENTATION TIME
ESTIMATION.............................................................................................................10
2.1 Overview of Work Breakdown Structure (WBS)..................................10
2.2 Work breakdown structure.....................................................................13
2.3 Work evaluation and time estimate table...............................................15
CHAPTER 3: PERT DIAGRAM..............................................................................20
3.1 The PERT Diagram..........................................................................................20
3.2 Critical Path Analysis.......................................................................................20
3.3 Total Duration Calculation..............................................................................21
3.4 Total effort Calculation....................................................................................23
CHAPTER 4: RISK MANAGEMENT PLAN.........................................................25
4.1 List of methods using for risk identification method.....................................25
4.2 List of Identified Risks......................................................................................26
4.3 Risk analysis and prioritization table..............................................................27
4.4 Risk management table.....................................................................................30
CHAPTER 5: PROJECT PROGRESS AND COST ASSESSMENT....................33
5.1 Planned vs. Actual Project Execution.....................................................33
5.2 Cost and Schedule Performance Indicators...........................................35
SUMMARY..................................................................................................................39
REFERENCES............................................................................................................41
 LIST OF FIGURES
Hình 1 Cloud Computing Platform.......................................................................6
Hình 2. Public Cloud.............................................................................................9
Hình 3. Private cloud...........................................................................................10
Hình 4. Hybrid Cloud..........................................................................................11
Hình 5. Community Cloud..................................................................................12
Hình 6. Create a Virtual Machine.......................................................................23
Hình 7. OS Disk Configuration..........................................................................24
Hình 8. Virtual Machine Details.........................................................................25
Hình 9. Establishing SSH Connection................................................................26
Hình 10. Running the Docker Containers...........................................................31
Hình 11. Accessing the Web Application...........................................................32
 CHAPTER 1: INTRODUCTION

1.1 Project Overview

The Software Management System (SMS) for the Olympic Informatics
Competition is designed to manage and optimize the workflow of informatics
competitions. The system supports participant registration, problem distribution,
scoring automation, and result processing, ensuring accuracy, efficiency, and
fairness throughout the competition.
Built on a structured Work Breakdown Structure (WBS), the SMS integrates
automated functionalities to minimize manual intervention while improving data
security and scalability. The project follows a project management model with
Waterfall model, allowing real-time improvements and responsiveness.
By centralizing competition-related processes, the SMS enhances
transparency, optimizes administrative workflows, and ensures reliable data
processing, making it an essential tool for organizing informatics competitions
at scale.
1.2 Project Objectives

The primary objective of the Software Management System for Olympic

Management project is to design and develop a structured framework for
effectively managing software systems involved in the Olympic event
operations. This project focuses on planning, monitoring, and controlling
software development activities, ensuring that all processes align with project
goals, meet quality standards, and are delivered on schedule

The specific objectives of the project are detailed as follows:

Establish a Well-Structured Software Management Framework:

 Define clear methodologies and processes for managing software

development activities in the Olympic Management system.

8
  Apply standardized project management practices to ensure consistency
and reliability throughout the project lifecycle.
 Enhance coordination between project teams, stakeholders, and project
managers.

Project Planning and Scheduling:

 Develop detailed project plans, including task breakdowns, timelines,

milestones, and dependencies.
 Use Gantt charts and Work Breakdown Structures (WBS) to visualize
project phases and resource allocation.
 Define critical paths and monitor project progress against planned
schedules.

Risk Identification and Mitigation:

 Identify potential risks during the planning phase, such as delays, resource
shortages, or technical challenges.
 Implement risk assessment strategies to prioritize and mitigate risks
effectively.
 Develop contingency plans to minimize disruptions and maintain project
continuity.

Resource Management:

 Efficiently allocate resources, including human resources, technology,

and budget, to project tasks.
 Monitor resource utilization and make adjustments to optimize efficiency.
 Ensure proper documentation and reporting of resource assignments.

Monitoring and Quality Control:

 Establish monitoring mechanisms to track project performance and

quality adherence.
9
  Apply project metrics and Key Performance Indicators (KPIs) to evaluate
progress and identify bottlenecks.
 Perform regular quality checks to ensure deliverables meet defined
standards.
1.3 Functional Requirement Specification

The Software Management System (SMS) for the Olympic Informatics

Competition must meet specific functional requirements to ensure seamless
operation and competition management. These requirements define core
functionalities that the system must support to fulfill stakeholder needs and
competition standards.

 Key Functional Modules

 School Management Module

o Register participating schools.

o Maintain an updated database of school-related competition

records.

o Ensure proper association between students and their respective

institutions.

 Student Management Module

o Manage contestant profiles, including registration and verification.

o Track participant progress, submission history, and overall

performance.

o Provide data retrieval functionality for ranking and evaluation

purposes.

 Notification System

o Issue real-time alerts regarding competition schedules, updates, and

deadlines.
10
 o Automatically notify students and administrators about rule
modifications or system changes.

o Synchronize information with competition management processes

to ensure seamless communication.

 Competition Information Management

o Store and manage problem sets, contestant submissions, and

scoring criteria.

o Ensure secure handling of data related to performance evaluation.

o Provide a structured review mechanism for judges and competition

coordinators.

 Awards Management Module

o Track ranking positions based on automated scoring algorithms.

o Process winners according to predefined competition rules.

o Manage prize distribution efficiently while maintaining result

transparency.

1.4 Non-Functional Requirement Specification

In addition to the functional requirements, the Software Management

System (SMS) for the Olympic Informatics Competition must meet several non-
functional requirements that determine its overall performance, scalability,
security, and usability. These aspects ensure that the system runs efficiently,
provides a seamless experience, and maintains high reliability under competitive
conditions.

 Performance Requirements

The system must handle high-volume data processing and real-time execution to
support a large number of participants effectively:

11
  Low-Latency Processing: The platform should evaluate submissions
within milliseconds to provide instant feedback.
 Concurrent User Handling: The system must support thousands of
simultaneous participants submitting and interacting with competition
data.
 System Response Time: Page loads, ranking updates, and notifications
should occur instantaneously, with a maximum delay of less than 2
seconds.
 Data Retrieval Speed: Contestant profiles and results should be accessible
within one second of request execution.

 Scalability & Expandability

Since competition participation may grow annually, the system must be

scalable to support increasing demands:

 Cloud-Based Infrastructure: To ensure flexibility, the system must operate

on a scalable cloud platform capable of handling dynamic workloads.
 Load Balancing: The architecture should distribute requests efficiently,
preventing server overload.
 Modular Expansion: Future features should be easily integrated without
significant system modifications.
 Multi-Tier Architecture: Separating core functionalities (database,
processing logic, and UI) to optimize scalability.

 Security & Data Protection

To maintain fair competition and protect user data, the system must
implement robust security measures:

12
  End-to-End Encryption: All user data (contestant profiles, submission
history, competition results) should be encrypted to prevent unauthorized
access.
 Multi-Factor Authentication (MFA): Ensuring secure participant and
administrator logins.
 Role-Based Access Control: Restricting permissions based on user roles
(contestants, judges, organizers).
 Backup & Disaster Recovery: Periodic backups should be performed to
prevent data loss due to unexpected system failures.

 Usability & Accessibility

To provide an optimal experience for contestants, judges, and

administrators, the system must prioritize usability and accessibility:

 Intuitive User Interface: A well-structured interface should allow easy

navigation for all users.
 Mobile Compatibility: The system must be optimized for desktops,
tablets, and smartphones, ensuring usability across different devices.

The non-functional requirements of the Software Management System ensure

high-performance execution, strong security, scalability, and accessibility,
making it a robust platform for managing informatics competitions. By
implementing these quality standards, the system delivers an efficient, user-
friendly, and secure experience for all stakeholders.

1.5 Project Coverage

The SMS is specifically designed to handle project planning, execution, and

monitoring, offering a structured approach that aligns with industry best
practices. Its core functionalities include:

 Project Planning & Scheduling

13
 The system adopts a Waterfall-based Work Breakdown Structure (WBS) to
systematically divide the project into manageable tasks and dependencies. This
structured planning ensures that each phase is completed before moving to the
next, reducing risks associated with overlapping processes.

 Defining Project Phases: Each stage of development—from

requirement analysis to testing—is outlined clearly.
 Task Prioritization & Dependency Management: Establishing a logical
flow where tasks are executed in sequential order.
 Milestone Setting & Deadline Enforcement: Ensuring progress
remains on schedule with clearly defined completion checkpoints.

 Task Allocation & Estimated Time Management

Efficient distribution of work is crucial to ensure productivity. The SMS

provides a task allocation mechanism that assigns responsibilities to appropriate
team members based on their expertise.

 Optimized Workload Distribution: Preventing bottlenecks by balancing

responsibilities across the team.
 Estimated Time Framework: Providing realistic time projections for each
task to maintain workflow efficiency.
 Resource Utilization Planning: Allocating human, financial, and technical
resources effectively to meet project demands.

 Progress Tracking with Perl Charts

To ensure effective monitoring of project advancement, the SMS

incorporates Gantt charts, a visual tool that depicts the timeline for each task and
phase.

14
  Real-Time Progress Monitoring: Allowing stakeholders to track ongoing
activities and completion rates.
 Risk Identification Through Timeline Analysis: Detecting potential delays
early and adjusting timelines accordingly.
 Stakeholder Visibility: Providing clear communication channels through
graphical project representation.

By clearly defining the scope of implementation, the SMS offers a structured

and reliable management framework tailored to Olympic Management
operations. Its design prioritizes efficiency, risk mitigation, and structured
oversight, ensuring that project management processes remain aligned with
organizational goals. Future scalability considerations will allow this system to
adapt to evolving requirements, making it a dynamic and sustainable tool for
ongoing project administration.

1.6 Software Development Model

The Software Management System (SMS) for the Olympic Informatics

Competition follows the Waterfall development model, a structured and
sequential approach that ensures systematic planning, clear phase transitions,
and predictable execution.

The Waterfall model is chosen because it aligns with the structured nature
of competition management, where tasks must be well-defined, milestone-
driven, and completed in sequential order. This model provides:

 Clear Project Phases: Each stage (Requirement, Design,

Implementation, Testing, Deployment, Maintenance) is completed before
moving to the next.
 Well-Defined Documentation: Ensures that all competition-specific
requirements are fully recorded before implementation.

15
  Predictability & Risk Control: Reduces uncertainty by maintaining a
fixed workflow, making it suitable for a highly regulated environment.

The Waterfall model provides a highly organized and milestone-driven

development approach, ensuring smooth implementation, structured phase
completion, and minimal risks in managing the Olympic Informatics
Competition. This model is ideal for projects requiring detailed planning, clear
execution steps, and precise competition regulations compliance.

1.7 Project personnel

Years of
No Symbol Full-name experien Field of expertise
ce
1 BA1 Tran Dieu An 2 Business analysis, Testter

2 BA2 Nguyen Thanh Nga 1 Business analysis, Testter

3 Dv1 Tu Anh Dai 2 Programmer, DevOps

4 Dv2 Le Van Thao 2 Programmer, System design

5 Dv3 Tran Minh Quang 2 Programmer, System design

6 Dv4 Vo The Luc 3 Programmer

7 Dv5 Le Hoai Nam 2 Programmer

16
 CHAPTER 2: LIST OF WORKS AND IMPLEMENTATION
TIME ESTIMATION

2.1 Overview of Work Breakdown Structure (WBS)

The Work Breakdown Structure (WBS) is a fundamental project
management tool that helps organize tasks, allocate resources efficiently, and
ensure structured execution of the Software Management System (SMS) for the
Olympic Informatics Competition. By systematically dividing the project into
manageable components, WBS enhances clarity in project planning, execution,
and monitoring.

2.1.1 Definition & Purpose of WBS

The Work Breakdown Structure (WBS) is a hierarchical framework that
decomposes a project into smaller, well-defined units, making it easier to
manage complex tasks. It follows the Waterfall model, ensuring structured
progression from one phase to the next while integrating Agile principles for
flexibility.

Key Objectives of WBS:

 Enhanced Project Visibility: Provides clear segmentation of the project

into distinct work packages.
 Improved Task Management: Facilitates structured allocation of
responsibilities among team members.
 Efficient Time Estimation: Helps define realistic deadlines and prevent
schedule overruns.
 Systematic Risk Reduction: Reduces uncertainties by identifying
dependencies and bottlenecks early.

2.1.2 Structure & Hierarchy of WBS in the Project

17
 The WBS for this project is designed to align with Waterfall Model, ensuring a
logical flow of execution. Each level in the hierarchy defines progressively smaller
components:

 Level 1 – Project Name

At the highest level, the Software Management System for the Olympic
Informatics Competition encompasses the full scope of project development.

 Level 2 – Major Phases

The project is divided into six core phrases that reflect the software life cycle
align with Waterfall Model:

1. Requirement Analysis – Gathering competition-specific needs and

defining system specifications.
2. System Design – Establishing architecture, workflows, and component
interaction strategies.
3. Implementation – Coding, software module development, and algorithm
optimization.
4. Testing & Debugging – Ensuring functionality, performance efficiency,
and reliability.
5. Deployment & Integration – Deploying software into competition systems
for real-world use.
6. Maintenance & Improvement – Handling updates, performance
improvements, and long-term system adaptability.

 Level 3 – Task Breakdown within Each Phase

Each major phase is further divided into specific task groups, ensuring clarity
in execution. Example subdivisions include:

 Requirement Analysis:
o Defining software functionality based on Olympic Informatics
guidelines.
18
 o Identifying technical constraints and compliance requirements.
 System Design:
o Creating UI/UX wireframes.
o Establishing database structures and API integrations.
 Implementation:
o Developing core algorithms for problem-solving capabilities.
o Writing clean, optimized code adhering to programming best
practices.

 Level 4 – Work Packages & Individual Task Assignments

At the lowest level, WBS assigns specific tasks to individual developers and
teams, ensuring a clear chain of responsibility. Each work package consists of
measurable deliverables with assigned deadlines and dependencies.

2.1.3 Benefits of WBS

The structured breakdown of tasks in WBS enhances project efficiency in
several ways:

 Clear Definition of Deliverables: Establishing precise objectives for each

phase eliminates ambiguity.
 Improved Task Coordination: Team members understand their exact
roles, reducing miscommunication.
 Optimized Resource Management: Time, workforce, and tools are
allocated effectively to prevent bottlenecks.
 Trackable Progress Monitoring: WBS integrates seamlessly with Gantt
charts, enabling real-time status updates.

The Work Breakdown Structure (WBS) serves as a cornerstone for project

planning in the Software Management System for the Olympic Informatics
Competition. Its hierarchical framework ensures structured execution,
minimizes risks, and supports efficient collaboration among team members. By
19
incorporating Waterfall principles for stable planning and Agile adaptability for
iterative refinements, WBS strengthens overall project management, making it a
critical component for ensuring the success of the system.

2.2 Work breakdown structure

The Work Breakdown Structure (WBS) for the Software Management
System (SMS) in the Olympic Informatics Competition ensures clear task
segmentation, structured execution, and efficient resource management. This
section details the specific WBS framework used in the project, highlighting
each development phase and its corresponding tasks.

figure 0.1. WBS

The WBS follows the Waterfall model, dividing the project into six
hierarchical phases:

 Requirement Analysis – Gathering system requirements and defining

functional specifications.

20
 System Design – Structuring system architecture and defining interaction
models.
 Implementation – Coding core functionalities, managing event processing,
and optimizing algorithms.
 Testing & Debugging – Ensuring system performance, reliability, and
security compliance.
 Deployment & Integration – Preparing the system for competition use.
 Maintenance & Continuous Improvement – Monitoring, updating, and
refining functionalities post-deployment.

The visual WBS chart organizes these phases into work packages, each
defining detailed tasks to ensure efficient execution and tracking.

 Detailed Breakdown of Tasks in Each Phase

 Phase 1: Requirement Analysis

 Gathering Requirements: Conducting interviews with stakeholders,

analyzing similar systems.
 Defining Functional Specifications: Establishing core features for
competition management.
 Documentation: Writing detailed technical requirement documents.

 Phase 2: System Design

 Architecture Definition: Identifying software structure and interaction
workflows.
 Database Design: Structuring data storage and retrieval mechanisms.
 User Interface (UI) Planning: Defining UI/UX concepts for optimal
usability.
 Phase 3: Implementation
 Developing Core Functions: Coding modules for participant
management, scoring, notifications, and sponsorship tracking.

21
  Algorithm Optimization: Writing efficient program logic suitable for
competition demands.
 Feature Integration: Connecting different software modules to ensure
seamless operation.
 Phase 4: Testing & Debugging
 Unit Testing: Verifying individual components for accuracy.
 Integration Testing: Ensuring system-wide compatibility between
modules.
 Security & Performance Testing: Validating system efficiency and
data protection measures.
 Phase 5: Deployment & Integration
 Server Configuration: Setting up hosting environments for software
deployment.
 Application Packaging & Distribution: Preparing the system for real-
time use.
 Final System Testing: Conducting pre-launch validation checks.
 Phase 6: Maintenance & Continuous Improvement
 System Monitoring: Tracking application performance metrics.
 Bug Fixing & Feature Enhancements: Updating functionalities based
on user feedback.
 Scalability Optimization: Preparing for future usage expansions.

This structured breakdown ensures that the Software Management System

for the Olympic Informatics Competition follows an organized, scalable, and
risk-managed approach. By leveraging WBS frameworks, teams can ensure
precise task allocation, execution consistency, and adaptability for real-world
application.

2.3 Work evaluation and time estimate table

In project management, task allocation and time estimation are crucial for
optimizing workflow efficiency. This section details how responsibilities are
22
assigned to team members and how estimated completion times are determined
for each task in the Software Management System (SMS) for the Olympic
Informatics Competition. The Work Breakdown Structure (WBS) framework is
applied to divide the project into manageable work packages, each with assigned
responsibilities based on expertise, complexity, and task dependencies.

The project team is organized using the following criteria:

 Roles & Expertise-Based Allocation

 Each task is assigned to team members based on their strengths and
expertise.
 Example: Tasks requiring deep knowledge of requirement analysis are
allocated to members with strong documentation and analytical skills,
while algorithm-intensive development tasks are handled by those
proficient in competitive programming.
 Complexity-Based Work Package Distribution
 Tasks are categorized by complexity levels to ensure appropriate skill
matching.
 Lower-complexity tasks (e.g., stakeholder interviews) require basic
understanding, while higher-complexity tasks (e.g., system
architecture design) need experienced team members.
 Task Dependencies & Sequential Execution
 Certain tasks must be completed before others to maintain workflow
continuity.
 Example: Requirement gathering tasks must be finalized before design
phase activities can commence. Similarly, system analysis must be
completed before architecture modeling.

23
 Implementer
Job Prerequisi Estimat
Job name Complexi
ID Name Knowledge Experience tes ed time
ty

I Thu thập yêu cầu

Phỏng vấn các

1 1 An 2 2 4
bên liên quan

Nghiên cứu hệ
2 thống tương 1 Nga 1 2 3
tự
II Phân tích yêu cầu

Phân tích và
STT 1,
3 xác định yêu 2 An 1 1 4
STT 2
cầu

III Tạo tài liệu yêu cầu

Viết tài liệu

đặc tả yêu
4 2 Nga 1 1 STT 3 4
cầu phần
mềm

IV Phân tích hệ thống

Xác định các

5 1 Dai 2 1 STT 4 3
tác nhân

Mô hình hóa
6 2 Dai 1 2 STT 5 6
hệ thống

V Thiết kế kiến trúc hệ thống

Xác định mô
7 2 Quang 1 2 STT 4 5
hình kiến trúc

Mô hình hóa
8 2 Quang 2 1 STT 7, 6 6
kiến trúc

VI Xây dựng các chức năng

Quản lý
9 Trường tham 2 Thao 2 2 STT 8 8
dự
Quản lý học
10 2 Thao 3 2 STT 9 10
sinh

24
 Quản lý thông
11 2 Dai 2 2 STT 8 8
báo

Quản lý thông
12 2 Quang 2 2 STT 8 8
tin cuộc thi

Quản lý Giải
13 2 Nam 2 2 STT 8 8
thưởng

Quản lý Nhà
14 2 Luc 2 2 STT 8 8
tài trợ

VII Kiểm thử đơn vị

Kiểm thử
Quản lý
15 1 An 1 1 STT 9 3
Trường tham
dự

Kiểm thử
16 Quản lý học 1 Thao 1 1 STT 10 3
sinh tham dự

Kiểm thử
17 Quản lý Thông 1 Dai 1 1 STT 11 3
báo

Kiểm thử
18 Quản lý Thông 1 Quang 1 1 STT 12 3
tin cuộc thi

Kiểm thử
19 Quản lý Nhà 1 Nam 1 1 STT 13 3
tài trợ
Kiểm thử
20 Quản lý Giải 1 Luc 1 1 STT 14 3
thưởng
XII
Kiểm thử tích hợp
I

Kiểm thử tích

stt 15 ->
21 hợp các chức 2 Nga 2 1 7
20
năng

IX Kiểm thử hệ thống

Kiểm tra hiệu

22 suất tải dữ 2 Nga 2 2 stt 21 8
liệu lớn

Kiểm tra bảo

23 2 An 2 2 stt 22 8
mật

25
 Chuẩn bị
X
môi trường

Cấu hình máy

24 2 Quang 2 3 STT 23 10
chủ

XI Triển khai

Build và đóng
25 2 Dai 2 2 STT 24 8
gói ứng dụng

Triển khai ứng

26 3 Dai 1 2 STT 25 9
dụng

XII Giám sát hệ thống

Theo dõi,
phân tích các
27 hiệu suất, 3 Thao 2 2 stt26 12
chức năng của
hệ thống

XII
Tiếp nhận phản hồi của người dùng
I

Xử lý các lỗi
từ phản hồi
28 2 Thao 2 2 stt 27 8
của người
dùng

XI
Cải tiến tính năng
V

Cập nhật, cải

tiến tính năng
29 3 Quang 2 1 stt 28 10
dựa trên phản
hồi

26
 CHAPTER 3: PERT DIAGRAM

3.1 The PERT Diagram

In the software project management framework for the Olympiad Informatics
competition, the PERT (Program Evaluation and Review Technique) diagram
serves as a crucial tool for organizing and optimizing project tasks. This diagram
visually represents the sequence of activities, dependencies, and estimated
timeframes, allowing project managers to determine the most efficient
workflow.

The PERT diagram maps out the project into interconnected nodes
representing tasks, with directed edges illustrating dependencies. By assigning
estimated time durations—optimistic, pessimistic, and most likely values—the
project team gains insights into possible delays and bottlenecks. This structured
visualization helps assess the critical path, ensuring timely project completion.

Using PERT analysis, the team can proactively mitigate risks, allocate
resources efficiently, and track project progress dynamically. The diagram
enhances decision-making, facilitating adjustments based on real-time
challenges encountered during project execution.

figure 0.2. Pert Diagram

3.2 Critical Path Analysis

In project management, Critical Path Analysis (CPA) is a fundamental
technique used to determine the longest sequence of dependent tasks that define
27
the shortest time needed to complete the project. Identifying the critical path
ensures that project managers can focus on tasks that directly impact the
project’s timeline, avoiding delays that may extend overall completion.

In this project, the PERT diagram was utilized to map out the essential
tasks and dependencies. Through this analysis, the critical path has been
identified, showing the sequence of activities that must be completed on time to
prevent project delays. By determining the earliest start time, latest allowable
completion time, and slack time for each task, we can optimize resource
allocation and streamline execution.

Additionally, the CPA provides insight into project risks associated with
delays in critical tasks. If any task within the critical path is postponed, the entire
project timeline will be affected. Therefore, continuous monitoring and
proactive risk management are required to ensure that these key activities are
completed as scheduled.

 Critical Path Identification

The identified Critical Path for the project is as follows:

Task Sequence: 0  1 3  4  7  8  9  10  16  21  22  23
 24  25  26  27  28  29

3.3 Total Duration Calculation

Duration refers to the minimum time required to complete the project
based on the Critical Path. Since this path determines the longest sequence of
dependent tasks, any delay in these tasks will extend the overall project timeline.

Factors Affecting Duration:

 Task Dependencies: Since each task relies on the completion of a

previous one, any delay in earlier tasks cascades into subsequent tasks.
 Resource Allocation: Availability of personnel and materials can impact
execution speed. Optimizing resources may reduce duration.
28
 Risk Management: Unexpected risks (technical issues, external factors)
may prolong the duration unless mitigated properly.

Table 1.Total duration calculation

Task Durations (days)

1 4
3 4
4 4
7 5
8 6
9 8
10 10
16 3
21 7
22 8
23 8
24 10
25 8
26 9
27 12
28 8
29 10
Total Duration 124 days

29
3.4 Total effort Calculation
Effort represents the total amount of work required to complete a project,
usually measured in person-days or person-hours. Unlike Duration, which
defines the overall time required based on task dependencies, Effort accounts for
the actual workload involved across all tasks.

How Effort Differs from Duration:

 Duration refers to the shortest possible time to complete a project

considering dependencies and sequential tasks.
 Effort accumulates the total hours or days worked by all contributors,
including tasks running in parallel.

Factors Affecting Effort:

 Task Complexity: More intricate tasks may require additional effort

even if their duration is short.
 Resource Allocation: More team members working simultaneously can
increase total effort.
 Efficiency & Productivity: Delays, learning curves, and rework may
add unexpected effort beyond initial estimates.
Table 2. Effort total

Task Durations (days)

1 4
2 3
3 4
4 4
5 3
6 6
7 5
8 6
30
9 8
10 10
11 8
12 8
13 8
14 8
15 3
16 3
17 3
18 3
19 3
20 3
21 7
22 8
23 8
24 10
25 8
26 9
27 12
28 8
29 10
Total Duration 183 days

31
 CHAPTER 4: RISK MANAGEMENT PLAN

4.1 List of methods using for risk identification method

Effective risk identification is essential to project success. Various techniques
are used to systematically recognize potential risks and uncertainties that may
impact the project timeline, budget, or overall execution. Below are some widely
used methods for risk identification:

 Document Review
 Involves analyzing existing project documentation, such as plans,
reports, and contracts.
 Helps identify gaps, inconsistencies, or areas prone to risks based on
historical data.
 Brainstorming
 A collaborative approach where team members openly discuss
possible risks.
 Encourages diverse perspectives and creativity in identifying potential
threats.
 Delphi Technique
 Utilizes anonymous surveys from expert participants to gather
unbiased risk insights.
 Helps refine risk identification by aggregating expert opinions through
multiple rounds.
 Expert Opinions
 Engages industry specialists with extensive experience in similar
projects.
 Provides insights into risks that may not be immediately visible to the
project team.

32
  Cause-and-Effect (Fishbone) Diagram
 A visual tool mapping various risk causes to their potential effects on
the project.
 Helps trace root causes and develop targeted risk mitigation strategies.
 SWOT Analysis (Strengths, Weaknesses, Opportunities, and Threats)
1. Đánh giá các yếu tố bên trong và bên ngoài có thể gây ra rủi ro hoặc lợi
ích cho dự án.
2. Giúp phân loại rủi ro thành các lĩnh vực có thể quản lý được và ưu tiên
ứng phó rủi ro.
 Checklist-Based Analysis
 Uses predefined checklists of common risks encountered in similar
projects.
 Ensures systematic coverage of potential threats without missing
critical factors.
 Stakeholder Analysis
 Assesses risks based on stakeholder influence, expectations, and
potential conflicts.
 Helps mitigate issues related to engagement and project alignment.

4.2 List of Identified Risks

Risk management is essential in ensuring project success by proactively
addressing potential threats. Below is a list of identified risks for this project,
categorized based on their nature and potential impact:

 Financial Risks
 Mid-project budget shortages due to funding cuts → Unexpected
reductions in sponsorship or budget allocations could disrupt planned
activities.
 Unforeseen cost overruns exceeding budget estimates → Additional
expenses from scope changes, material costs, or external factors might
strain financial resources.
33
 Scheduling & Time Management Risks
 Delays due to higher-than-expected workload → Initial estimations
may be inaccurate, leading to resource constraints and extended
timelines.
 Delays caused by team members failing to meet deadlines →
Individual productivity issues may slow down overall project progress.

 Human Resource Risks

 Key personnel leaving mid-project → Losing experienced team
members could result in knowledge gaps and disrupt workflow.
 Lack of qualified professionals → Insufficient expertise within the
team may reduce the quality of project outcomes.
 Internal conflicts affecting team efficiency → Disagreements or poor
communication may hinder collaboration and slow progress..

 Implementation Risk
 Unclear or poorly defined project documentation → Ambiguous
requirements may lead to misinterpretations, rework, or
implementation errors

 System Security Risks

 Cyberattacks targeting the system → The project may face potential
threats such as hacking attempts, data breaches, or malware infections,
compromising functionality and user data.
 System downtime or failure → Unexpected server crashes, software
bugs, or infrastructure failures could disrupt project execution and
delay deliverables.

34
4.3 Risk analysis and prioritization table.

Risk Analysis

No Risk’s name Probabi Impact Time of Risk Priority level

lity Occurrence Exposur
e

Financial Risks

Mid-project
1 budget shortages 2 3 3 18 High
due to funding
cuts
Unforeseen cost
2 overruns 3 3 3 27 High
exceeding budget
estimates

Scheduling & Time Management Risks

Delays due to
3 higher-than- 4 3 3 36 Very High
expected
workload
Delays caused by
4 team members 3 3 2 18 High
failing to meet
deadlines

Human Resource Risks

35
 Key personnel
5 leaving mid- 3 3 2 18 High
project
Lack of qualified
2 3 2 12 Medium
6 professionals

Internal conflicts
3 2 2 12 Medium
7 affecting team
efficiency

Implementation Risk

Unclear or poorly
2 4 3 24 High
8 defined project
documentation

System Security Risks

Cyberattacks
9 targeting the 3 4 3 36 Very High
system

10 System downtime
3 4 2 24 High
or failure

36
4.4 Risk management table
Prior Risk Management Solutions Respons
N Risk’s
ity Avoiding Transferri Mitigati Accepti ible
o name
level ng ng ng Person
1 Mid- High Report to Finance
project senior Manage
budget leadership r
shortages to request
due to budget
funding reallocatio
cuts n

2 Unforese High Present Closely Project

en cost the issue monitor Manage
overruns to senior project r
exceedin manageme progress
g budget nt for and
estimates budget actual
supplemen expenses
tation or on a
reallocatio weekly
n. basis

3 Delays Very Reassess Conduct Team

due to High workload weekly Leads
higher- estimations progress
than- and tracking,
expected allocate issuing
workload additional early
personnel warning
if s if
necessary. delays
occur.
4 Delays Clearly Impleme Include Team
caused assign tasks nt a buffer Leads
by team High with checklist- time in
members explicit based the
failing to commitmen tracking overall
ts to ensure system project
37
 meet accountabili with timeline
deadlines ty. regular to
reminder accomm
s to keep odate
progress potential
on delays.
schedule.
5 Key High Develop a Impleme HR
personnel backup nt cross- Manage
leaving personnel training r
mid- plan programs
project to enable
team
members
6 Lack of Medi Recruit Arrange Adjust HR
qualified um additional internal the Manage
professio professional learning scope of r
nals s or seek sessions work if
external and necessar
expert experienc y
support to e-sharing resource
ensure within s cannot
required the team be
expertise to secured
improve in time.
overall
competen
cy
7 Internal Medi Clearly Organize Project
conflicts um define team regular Leader
affecting roles and team
team responsibili meetings
efficienc ties from and open
the start to discussio
y
minimize ns to
misundersta address
ndings and concerns
conflicts and
resolve
issues
collabora
tively
8 Unclear High Arrange Regularly Buisine
or poorly meetings update s
defined with the document Analyis
project client to ation
documen clarify based on

38
 tation requirement feedback
s and to
ensure maintain
mutual accuracy
understandi and
ng. relevance
.
9 Cyberatta Very Implement Conduct IT
cks High advanced regular Security
targeting security cybersec Team
the protocols, urity
system including audits
firewalls, and
multi-factor establish
authenticati an
on, and incident
encryption, response
to prevent plan to
unauthorize minimize
d access. damage
in case of
an attack.
1 System High Maintain Prepare IT Team
0 downtim real-time continge
e or backups ncy
failure to ensure plans to
quick resume
restoratio critical
n in case operatio
of failure ns with
minimal
disruptio
n if
failures
happen

39
 CHAPTER 5: PROJECT PROGRESS AND COST ASSESSMENT

5.1 Planned vs. Actual Project Execution

THE PLAN
COST- COST- COST- COST- COST- COST- COST-
COST- COST-
PLAN PLAN PLAN PLAN PLAN PLAN PLAN
PLAN PLAN
FOR FOR FOR FOR FOR FOR FOR
TASK Days COST FOR FOR
WEEK WEEK WEEK WEEK WEEK WEEK WEEK
WEEK WEEK
4 (15- 6 (29- 8 (43 - 10 (57 - 12 (71 - 14 (85 - 16 (99-
2 (1-14) 18
28) 42) 56) 70) 84) 98) 112)

1 4 4000 4000

2 3 3000 3000

3 4 4000 4000

4 4 4000 4000

5 3 3000 2000 1000

6 6 6000 6000

7 5 5000 3000 2000

8 6 6000 6000

9 8 8000 5000 3000

1000
10 10 10000 0

11 8 8000 5000 3000

12 8 8000 5000 3000

13 8 8000 5000 3000

14 8 8000 5000 3000

15 3 3000 3000

16 3 3000 1000 2000

40
 17 3 3000 3000

18 3 3000 3000

19 3 3000 3000

20 3 3000 3000

21 7 7000 7000

22 8 8000 5000 3000

23 8 8000 8000

24 10 10000 5000 5000

25 8 8000 8000

26 9 9000 2000 7000

27 12 12000 5000 7000

28 8 8000 3000 5000

29 10 10000 10000
TOT 183 18300 2000 4000 4100 1400 1600
AL days 0 0 0 0 0 0 15000 12000 10000 15000

AT THE END OF WEEK 2

%
TASKS COST ($) BCWS ($) BCWP ($) ACWP ($)
COMPLED

1 4000 100% 4000 3000 3000

2 3000 100% 3000 4000 3000
3 4000 100% 4000 3000 4500
4 4000 100% 4000 4000 4000
5 3000 70% 2000 2000 2000
6 6000 60% 3000 3500 3000
7 5000 20% 3000 1000 1000
8 6000 0%
9 8000 0%
10 10000 0%
41
 11 8000 0%
12 8000 0%
13 8000 0%
14 8000 0%
15 3000 0%
16 3000 0%
17 3000 0%
18 3000 0%
19 3000 0%
20 3000 0%
21 7000 0%
22 8000 0%
23 8000 0%
24 10000 0%
25 8000 0%
26 9000 0%
27 12000 0%
28 8000 0%
29 10000 0%
TOTAL 183000 23000 20500 19500

AT THE END OF WEEK 4

%
TASKS COST ($) BCWS ($) BCWP ($) ACWP ($)
COMPLED
1 4000 100%
2 3000 100%
3 4000 100%
4 4000 100%
5 3000 100% 1000 1000 1500
6 6000 80% 6000 6300 5500
7 5000 100% 2000 2000 2200
8 6000 100% 6000 6500 6000
9 8000 70% 5000 4000 5200
10 10000 0%
11 8000 90% 5000 4800 5400
12 8000 100% 5000 5000 5500
13 8000 90% 5000 5400 4800
14 8000 100% 5000 5200 6000
15 3000 0%
16 3000 0%
17 3000 0%

42
 18 3000 0%
19 3000 0%
20 3000 0%
21 7000 0%
22 8000 0%
23 8000 0%
24 10000 0%
25 8000 0%
26 9000 0%
27 12000 0%
28 8000 0%
29 10000 0%
TOTAL 183000 40000 40200 42100

AT THE END OF WEEK 6

%
TASKS COST ($) BCWS ($) BCWP ($) ACWP ($)
COMPLED
1 4000 100%
2 3000 100%
3 4000 100%
4 4000 100%
5 3000 100%
6 6000 100%
7 5000 100%
8 6000 100%
9 8000 70% 3000 3300 4000
10 10000 100% 10000 10600 12000
11 8000 60% 3000 3200 3500
12 8000 60% 3000 3400 3600
13 8000 90% 3000 3500 3700
14 8000 50% 3000 3300 4000
15 3000 100% 3000 3200 3900
16 3000 80% 1000 1200 1300
17 3000 100% 3000 3200 3500
18 3000 100% 3000 3300 3900
19 3000 100% 3000 3200 3700
20 3000 100% 3000 3300 4000
21 7000 0%
22 8000 0%
23 8000 0%
24 10000 0%
25 8000 0%
26 9000 0%
27 12000 0%
43
 28 8000 0%
29 10000 0%
TOTAL 183000 41000 44700 51100

AT THE END OF WEEK 8

%
TASKS COST ($) BCWS ($) BCWP ($) ACWP ($)
COMPLED
1 4000 100%
2 3000 100%
3 4000 100%
4 4000 100%
5 3000 100%
6 6000 80%
7 5000 100%
8 6000 100%
9 8000 70%
10 10000 0%
11 8000 90%
12 8000 100%
13 8000 90%
14 8000 100%
15 3000 0%
16 3000 0% 2000 2600 1900
17 3000 0%
18 3000 0%
19 3000 0%
20 3000 0%
21 7000 0% 7000 8000 6900
22 8000 0% 5000 6000 4800
23 8000 0%
24 10000 0%
25 8000 0%
26 9000 0%
27 12000 0%
28 8000 0%
29 10000 0%
TOTAL 183000 14000 16600 13600

44
 AT THE END OF WEEK 10

%
TASKS COST ($) BCWS ($) BCWP ($) ACWP ($)
COMPLED
1 4000 100%
2 3000 100%
3 4000 100%
4 4000 100%
5 3000 100%
6 6000 100%
7 5000 100%
8 6000 100%
9 8000 100%
10 10000 100%
11 8000 100%
12 8000 100%
13 8000 100%
14 8000 100%
15 3000 100%
16 3000 100%
17 3000 100%
18 3000 100%
19 3000 100%
20 3000 100%
21 7000 100%
22 8000 30% 3000 3300 3200
23 8000 100% 8000 8500 8400
24 10000 50% 5000 5500 5400
25 8000 0%
26 9000 0%
27 12000 0%
28 8000 0%
29 10000 0%
TOTAL 183000 16000 17300 17000

45
 AT THE END OF WEEK 12

%
TASKS COST ($) BCWS ($) BCWP ($) ACWP ($)
COMPLED
1 4000 100%
2 3000 100%
3 4000 100%
4 4000 100%
5 3000 100%
6 6000 100%
7 5000 100%
8 6000 100%
9 8000 100%
10 10000 100%
11 8000 100%
12 8000 100%
13 8000 100%
14 8000 100%
15 3000 100%
16 3000 100%
17 3000 100%
18 3000 100%
19 3000 100%
20 3000 100%
21 7000 100%
22 8000 100%
23 8000 100%
24 10000 60% 5000 6000 3500
25 8000 100% 8000 9000 9500
26 9000 30% 2000 2200 2700
27 12000 0%
28 8000 0%
29 10000 0%
TOTAL 183000 15000 17200 15700

AT THE END OF WEEK 14

%
TASKS COST ($) BCWS ($) BCWP ($) ACWP ($)
COMPLED
1 4000 100%
2 3000 100%
3 4000 100%
4 4000 100%
5 3000 100%

46
 6 6000 100%
7 5000 100%
8 6000 100%
9 8000 100%
10 10000 100%
11 8000 100%
12 8000 100%
13 8000 100%
14 8000 100%
15 3000 100%
16 3000 100%
17 3000 100%
18 3000 100%
19 3000 100%
20 3000 100%
21 7000 100%
22 8000 100%
23 8000 100%
24 10000 100%
25 8000 100%
26 9000 80% 7000 6500 6000
27 12000 60% 5000 6000 7500
28 8000 0%
29 10000 0%
TOTAL 183000 12000 12500 13500

AT THE END OF WEEK 16

%
TASKS COST ($) BCWS ($) BCWP ($) ACWP ($)
COMPLED
1 4000 100%
2 3000 100%
3 4000 100%
4 4000 100%
5 3000 100%
6 6000 100%
7 5000 100%
8 6000 100%
9 8000 100%
10 10000 100%
11 8000 100%
12 8000 100%
13 8000 100%
14 8000 100%
15 3000 100%
47
 16 3000 100%
17 3000 100%
18 3000 100%
19 3000 100%
20 3000 100%
21 7000 100%
22 8000 100%
23 8000 100%
24 10000 100%
25 8000 100%
26 9000 100%
27 12000 100% 7000 7500 5000
28 8000 60% 3000 3300 2100
29 10000 0%
TOTAL 183000 10000 10800 7100

AT THE END OF WEEK 18

%
TASKS COST ($) BCWS ($) BCWP ($) ACWP ($)
COMPLED
1 4000 100%
2 3000 100%
3 4000 100%
4 4000 100%
5 3000 100%
6 6000 100%
7 5000 100%
8 6000 100%
9 8000 100%
10 10000 100%
11 8000 100%
12 8000 100%
13 8000 100%
14 8000 100%
15 3000 100%
16 3000 100%
17 3000 100%
18 3000 100%
19 3000 100%
20 3000 100%
21 7000 100%
22 8000 100%
23 8000 100%
24 10000 100%
25 8000 100%
48
 26 9000 100%
27 12000 100%
28 8000 60% 5000 6000 5500
29 10000 100% 10000 11000 9000
TOTAL 183000 15000 17000 14500

5.2 Cost and Schedule Performance Indicators

Explanation of Key Performance Metrics

 Cost Variance (CV)
o Formula: CV = BCWP - ACWP
o Meaning: Measures the difference between the earned value
(BCWP) and actual cost (ACWP).
o Interpretation:
 Positive CV → Under budget (cost savings).
 Negative CV → Over budget (cost overrun).
 Schedule Variance (SV)
o Formula: SV = BCWP - BCWS
o Meaning: Assesses whether the project is ahead or behind schedule
based on work completed vs. planned.
o Interpretation:
 Positive SV → Ahead of schedule.
 Negative SV → Behind schedule.
 Cost Performance Index (CPI)
o Formula: CPI = BCWP / ACWP
o Meaning: Indicates cost efficiency, showing how well the project is
performing financially.
o Interpretation:
 CPI > 1 → Project is cost-efficient (spending less than
planned).

49
  CPI < 1 → Project is cost-inefficient (exceeding budget).
 Schedule Performance Index (SPI)
o Formula: SPI = BCWP / BCWS
o Meaning: Measures schedule efficiency, showing whether the
project is progressing as planned.
o Interpretation:
 SPI > 1 → Ahead of schedule.
 SPI < 1 → Behind schedule.

CV = BCWP – ACWP = 20500 - 19500= 1000

SV = BCWP – BCWS = 20500 – 23000= -2500

CPI = BCWP/ACWP = 20500 /19500 = 1.05

SPI = BCWP/BCWS = 20500 /23000 = 0.89

Budget at Completion (BAC): Total planned budget for the entire project.

BAC = 183000

Independent Estimate at Completion (IEAC)

IEAC = ACWP+(BAC-BCWP)/CPI = 19500+ (183000–20500)/1.05 =

174,261

 Since IEAC (174,261) is lower than the planned BAC (183,000), the project
is projected to be completed under budget, resulting in cost savings.

Variance at Completion (VAC)

VAC = BAC – IEAC = 183000– 174261= 8739

 The project is expected to save 8700

Independent Schedule at Completion (ISAC)

50
 ISAC = Project Duration/SPI = 124 days/0.89 = 139 days

 Since ISAC (139 days) is greater than the planned duration (124 days), the
project is expected to take longer than scheduled

Figure 0.3. Week 2 Status: CPI & SPI Assessment

The horizontal axis (X-axis) represents Schedule Performance Index

(SPI), which measures whether the project is ahead or behind schedule.

The vertical axis (Y-axis) represents Cost Performance Index (CPI),

which evaluates cost efficiency—whether the project is within or exceeding
budget.

Based on the given SPI (0.89) and CPI (1.05):

 The project is behind schedule (SPI < 1), meaning work completion is
slower than planned.
 However, cost performance is positive (CPI > 1), meaning spending is
controlled effectively.

51
 The graph confirms that while budget utilization is efficient, schedule
delays require attention to ensure timely completion.

52
 SUMMARY
 Results & Achievements
This project successfully implements fundamental project management
principles, focusing on:

 Work Breakdown Structure (WBS): Clearly defining tasks and project

scope to ensure structured execution.
 Task Allocation & Time Estimation: Developing a detailed work
schedule, distributing responsibilities effectively.
 PERT Diagram: Mapping dependencies and critical paths to optimize
workflow.
 Risk Management: Identifying potential project risks and applying
avoidance, mitigation, and contingency plans.
 Cost Efficiency & Schedule Performance Evaluation: Assessing
budget utilization and project progress, using metrics like CPI, SPI,
and VAC.

Overall, the project demonstrates strong planning, organization, and

financial control, ensuring a structured approach to software project
management.

 Limitations & Challenges

Despite detailed planning, certain constraints and risks remain:

 Schedule Variability: Unexpected delays may occur due to

dependency changes or external factors.
 Resource Allocation Constraints: Availability of personnel and
expertise could impact execution speed.
 Risk Uncertainty: While risks have been analyzed, unforeseen
complications could still affect project outcomes.

53
These factors highlight the importance of continuous monitoring and
adaptability in project management.

 Future Development & Improvements

To further enhance project efficiency, the following strategies could be
implemented:

 Improving execution speed: Refining workflows and leveraging

automation tools.
 Enhancing risk response mechanisms: Strengthening contingency
plans for unpredictable challenges.
 Optimizing resource utilization: Ensuring better workforce allocation
and process efficiency.
 Refining cost and schedule tracking: Utilizing real-time performance
monitoring to maintain alignment with objectives.

By enhancing execution strategies, refining resource management, and

improving risk response, future projects can achieve even greater efficiency and
accuracy.

54
 REFERENCES

[1] Software Project Management Tutorial

Software Project Management

[2] Meredith, J. R., Mantel Jr., S. J., & Shafer, S. M. (2017). Project
Management: A Managerial Approach. Wiley.

[3] Fleming, Q. W., & Koppelman, J. M. (2016). Earned Value

Management: A Powerful Tool for Software Projects. PMI.

[4] Hillson, D., & Simon, P. (2012). Practical Project Risk Management:
The ATOM Methodology. Berrett-Koehler.

[5] The Successful Software Manager: The definitive guide to growing from
developer to manager by Herman Fung

[6] Kerzner, H. (2013). Project Management: A Systems Approach to

Planning, Scheduling, and Controlling. Wiley.

55