1 Software Project Management Lecture # 3

2 Today Administrative items Fundamentals Project Management Dimensions Classic Mistakes

3 The Field –Jobs: where are they? Professional Organizations –Project Management Institute (PMI) (pmi.org) –Software Engineering Institute (SEI) –IEEE Software Engineering Group Certifications –PMI PMP The “PMBOK” – PMI Body of Knowledge Tools –MS Project

4 Project Management Skills Leadership Communications Problem Solving Negotiating Influencing the Organization Mentoring Process and technical expertise

5 Project Manager Positions Project Administrator / Coordinator Assistant Project Manager Project Manager / Program Manager Executive Program Manager

6 Software Project Management

7 PM Tools: Software Mid-market –Handle larger projects, multiple projects, analysis tools Low-end –Basic features, tasks management, charting –MS Excel, Milestones Simplicity –MS Project (approx. 50% of market) High-end –Very large projects, specialized needs, enterprise –AMS Realtime (Adv Mngt Solution) –Primavera Project Manager

Triple Constraint Scope Time Cost Traditional Project Management Constraints Every project has 3 constrains Scope goals: What work will be done? Time goals: How long should it take to complete? Cost goals: What should it cost?

Time constraint may lead to less quality because of ? less time for analysis, less time for planning, less time for reviewing, less time for checking, less time for monitoring, less time for control, Traditional Project Management Constraints

Cost constraint may lead to less quality because of ? Hiring less skilled people, Getting less quality resources (HW, SW) Ignoring some customer requirements Traditional Project Management Constraints

Scope limitations may lead to less quality because of ? Scope limitations may lead to Ignore some customer requirements Traditional Project Management Constraints

Quadruple Constraint Scope Time Cost Quality Traditional Project Management Constraints Quality is a key factor for projects success We may add Quality as a 4 th constraint: The Quadruple constraint =The Triple constraint +Quality constraint

13 Four Project Dimensions People(Right people chose for right job, traning and certification provide) Process(quality assurance, risk management, lifecycle planning) Product(physical existence) Technology(tool,language, methodologies)

14 People “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting” Developer productivity: -Improvements: -Team selection -Team organization –Motivation

15 People 2 Other success factors –Matching people to tasks –Career development –Balance: individual and team –Clear communication

16 Process Development fundamentals –Quality assurance –Risk management –Lifecycle planning

17 Process 2 Customer orientation Process maturity improvement Rework avoidance

18 Product The “tangible” dimension Product size management Product characteristics and requirements Feature creep management

19 Technology Often the least important dimension Language and tool selection Value and cost of reuse

20 Project Phases All projects are divided into phases All phases together are known as the Project Life Cycle Each phase is marked by completion of Deliverables Identify the primary software project phases

21 Technical Fundamentals Requirements Analysis Design Construction Quality Assurance Deployment

22 Seven Core Project Phases

23 Lifecycle Relationships

24 36 Classic Mistakes Some ineffective development practices have been chosen so often, by so many people, with such predictable, bad results that they deserve to be called "classic mistakes." Barry Boham introduced in 1990, Types –People-Related –Process-Related –Product-Related –Technology-Related

25 People-Related Mistakes Part 1 Undermined motivation management took steps that damaged confidence throughout the project-(dnt ignore motivation) Weak personnel Weak or Junior Hiring from the bottom of the barrel will threaten a rapid development effort. The right people in the right roles Uncontrolled problem employees Personality clash Heroics Can-do”, “how high” attitudes Adding people to a late project

26 People-Related Mistakes Part 2 Noisy, crowded offices Customer-Developer friction classic differing viewpoints Unrealistic expectations Say wrong task to emplyee Politics over substance –Being well regarded by management will not make your project successful Wishful thinking It's closing your eyes and hoping something works when you have no reasonable basis for thinking it will

27 People-Related Mistakes Part 3 Lack of effective project sponsorship Lack of stakeholder buy-in Identify all stack holders about req and orientation of customers. Lack of user input If right identify the stack holder then output will right

28 Process-Related Mistakes Part 1 Overly Optimistic schedules -Similar to wishful thinking -Puts unnecessary pressure(more then aspectation but nothing achivement) Insufficient risk management Contractor failure Insufficient planning –If you can’t plan it… you can’t do it! Abandonment of plan under pressure Plan doc differ to diliverable

29 Process-Related Mistakes Part 2 Wasted time during fuzzy front end the time normally spent in the approval and budgeting process. before planning activities Shortchanged upstream activities Lack of analysis and design Inadequate design Some portion achive and some not Shortchanged quality assurance

30 Process-Related Mistakes Part 3 Insufficient management controls Before you can keep a project on track, you have to be able to tell whether it's on track. Frequent convergence –Waste of time Omitting necessary tasks from estimates Planning to catch-up later(leave some portion) Code-like-hell programming(comments)

31 Product-Related Mistakes Requirements gold-plating Performance is required more often than need be Leave original task, being developers add req but project no need Feature creep –25% average change in req. given %if take some change Developer gold-plating –Attractive new technology –Avoid implementing all the cool new feature –Add new features of the other project, wastage of time Push-me, pull-me negotiation Slip schedule + add features, but control deadlines Research-oriented development(intro new ideas)

32 Technology-Related Mistakes Silver-bullet syndrome no magic –There is no magic in product development(no benefit due to change techonology) Overestimated savings from new tools and methods –Silver bullets probably won’t improve your schedule… don’t overestimate their value(some how achive the benefits) Switching tools in mid-project Lack of automated source-code control –VSS

Stakeholder A “stakeholder” is any person or organization that is actively involved in a project, or whose interests may be affected positively or negatively by execution of a project. Stakeholders can be internal or external to the organization. 33

Stakeholder analysis Aim: Identify the stakeholders and assess how they are likely to be impacted by the project. Goal: develop cooperation between the stakeholder and the project team and, ultimately, assuring successful outcomes for the project. 34

35 Interactions / Stakeholders As a PM, who do you interact with? Project Stakeholders –Project sponsor –Executives –Team –Customers –Contractors –Functional managers

Need to know… Who they are What they think What influence they have How to engage them How to inform How to stay in touch If things change 36

37 Textbooks Required texts –Software Project Management by Bob & Mike, 5 th edition Recommended reading –A Guide to the Project Management Body of Knowledge Classic Mistakes –