Software Project Management Don F. Erwin Buffalo State College Buffalo, New York, USA Part 1 – Project Management Basics

Introduction Who are we? Why are we here? The Big Question: Who is Don? Who are you? “Good judgement comes from experience, and often experience comes from bad judgement.” -Rita Mae Brown, author Why are we here? Don? You? Manage expectations Ask for expecectations The Big Question: Why do (would) you want to be a project manager?

Survey What are the top 5 issues you need to solve on your software project? The difficulties in estimations (budget, schedule, etc.) Wrong assumptions Customer changing mind How to manage client expectations Not enough qualified resources We will see if we have addressed the root causes for these issues on Day 3…

Overview We Plan to Cover: Project Management Basics Project Management on Software Projects Managing Stakeholders’ Expectations Risk Management Project Communication Leadership in Software Project Management IT Governance Other??? Overview common Project Management principles Project Management Basics What it is and is not PM processes and phases (Planning, Execution, etc.) PM areas of responsibility (Scope, Time, Cost, Procurement, etc.)   The many facets of the “Triple Constraint” (there are more than three…) Project Management on Software Projects Differences from other types of projects Various methods (PMP, Lean, Agile, Plan-driven, etc.) Development vs. implementation projects Developing the right approach for your project Can too much planning add risk? When to say ‘No’ Dealing with software projects that are already at risk Managing Stakeholders’ Expectations Know who they are! The importance of knowing your stakeholders’ needs Know those who will help or hurt your project Effective communication with stakeholders How to get them on your side You are a stakeholder, too! Risk Management The role of risk analysis in formulating the project strategy The importance of methodical risk analysis How to perform useful risk analyses How to use risk analysis results over the life of your project When risks turn into reality Project Communication Communicate up, down and sideways! Keeping the stakeholders in the loop Tailoring the message for management Tools for communicating project information Addressing communication issues particular to technical staff Capturing and using lessons learned Leadership in Software Project Management Leading an organization through change Like it or not, you have to be a strong leader! Motivating project team members Being a leader when it’s not in your job description Does your organization have it? IT Governance Keeping your project in line with IT governance policies Influencing IT governance from the software project manager’s perspective

Reality Check The Bad News So Why Talk About it? No six steps to Software Project Management bliss There are no shortcuts One size does not fit all “It depends…” So Why Talk About it? Share experiences / lessons learned Validate the things you are doing well See if you are doing things that just make matters worse If it was easy, anyone could do it. Put together a schedule, what could be easier? It’s about people – De Baar You need skills, methods, tools But these are useless in a vacuum Planning, tools, methods to not assure success – people do!

Project Management Basics What is a Project? Project Management Processes The Triple Constraint What is Project Management? The Project Manager The Importance of Project Management Project Management Framework Integrated Approach Project Management Basics Overview common Project Management principles What it is and is not PM processes and phases (Planning, Execution, etc.) PM areas of responsibility (Scope, Time, Cost, Procurement, etc.)  Reference PMI/PMBOK and Craig Brown’s work The many facets of the “Triple Constraint” (there are more than three…)

What is a Project What is a Project? Temporary endeavor Unique result Compare with a program Has a sponsor Is chartered/authorized (Some process for selection/approval) Ask: Is it really a project? Make sure it is a project (De Baar, 69-73) Does size factor in? Maybe…

What is not a Project? YES No Has a desired result Exploratory ** Has a beginning and an end Indefinite beginning and end Involves many people/organizations Involves one person/team Regarding exploratory, that is debatable. Consider the proof of concept project. Programmer wants to prove it can’t be done, but the object is to prove it can be done. Outcome is the recommendation for proceeding or not. Is new or unique Many of the same thing Has time, cost, performance constraints No time, cost, performance constraints (Brown)

Is it a Project? Programs Projects Aircraft Production Line “Keep the Trains Running” (KTR) activities Regulatory updates New version of reports Projects Upgrade Aircraft Engine Replace custom software app with off-the-shelf app Other examples???

Project Sponsorship All projects should be initiated to meet a strategic goal (more about that later…) Project needs to have an advocate (executive sponsor) Project Manger has to be given the authority to spend organization’s money PM and various supervisors need to be defined Relationships need to be clarified The general scope and constraints need to be defined Strategic goals: relate to governance Advocate: depending on size project Relationships: especially in matrixes/functional organizations

All projects typically go through these five processes Process Groups Initiate Plan Monitor & Control Implement Close Project Management Institute (PMI) All projects typically go through these five processes (PMBOK) (Brown)

Process Purpose Step 1 Step 2 Step 3 Result activity inputs outputs Def: A process is a series of actions directed toward a particular result Project management can be viewed as a number of interlinked processes Process groups include: Initiating processes Planning processes Executing processes Monitoring and controlling processes Closing processes A process is a series of actions directed towards a particular result. (Brown)

Monitoring Controlling PM Processes Groups Initiating Planning Executing Monitoring Controlling Closing (PMBOK)

Monitoring Controlling PM Processes Groups Initiating Planning Executing Monitoring Controlling Closing Develop Charter Develop Preliminary Scope (PMBOK)

Monitoring Controlling PM Processes Groups Initiating Planning Executing Monitoring Controlling Closing Develop PM Plan Scope Planning, WBS Definition Resource Loaded Schedule Cost Estimating and Budgeting Quality Planning Human Resource Planning Communications Planning Risk Planning Purchasing & Contracts Planning “Failure to prepare is preparing to fail.” Benjamin Franklin, one of the founding fathers of the USA Planning = Process Plan = Product Which is more important? The planning process 1:10:100 cost of defects Example: babies switched at birth. What is the cost of correcting the mistake at the hospital, 6 months later, 6 years later, 25 years later??? (PMBOK)

Monitoring Controlling PM Processes Groups Initiating Planning Executing Monitoring Controlling Closing Project Execution Quality Assurance Acquire and Develop Team Distribute Information (Communication) Vendor Selection (PMBOK)

Monitoring Controlling PM Processes Groups Initiating Planning Executing Monitoring Controlling Closing Change Control Scope Control Schedule Control Cost Control Quality Control Manage Team Performance Reporting / Manage Stakeholders Risk Management Contract Management (PMBOK)

Monitoring Controlling PM Processes Groups Initiating Planning Executing Monitoring Controlling Closing Close Project Contract Closure (PMBOK)

The Triple Constraint Scope Quality Risk Cost Time Others? There are more than three… Scope Quality Risk Cost Time There are many interpretations on this. Just be aware that touching one thing affects all the others Use mobile analogy AKA the “Iron Triangle” PMI also refers to Customer Satisfaction What causes Scope creep? - Goals not well thought out - Options have not been considered - Customer is driving design, not requirements Others? The Challenge: Maintain Equilibrium

The Triple Constraint Better Cheaper Faster Pick any two… Another way to look at it… Better Cheaper Faster Pick any two…

The Triple Constraint Touching one constraint always affects the others

Project Management Goals To define: What will we do? How will we do it? How will we know we are done? Outcomes must be: Measureable - in some quantitative manner that is not arguable Time Bound - discrete time limits for measurement Achievable - agreement between the person(s) responsible for meeting the objective and their supervisor(s)/project manager How will we know we are done? Relates to projects having an end. Relate to Education Outcomes Measurable – Challenge for Software supervisors (everything is 90% complete?) Introduce concept of scrum vs measurable outcomes. Techies love to engineer forever. PM needs to put boundaries on that define what needs to be done.

The Project Manager Someone has to pull all this together (usually) Not responsible for producing the product Not a side job… Responsible for the process to produce the product Must understand: PM concepts The business The technology The stakeholders The culture … Must be: A leader A motivator A diplomat A negotiator Willing to say things people don’t want to hear Who in the room is both PM and SW mgr? More on this later… Are leaders born or can they be made?

The Project Manager is the Glue Client/Sponsor Stakeholders Project Manager Team A Team A Mention types of stakeholders Herding cats Team A Vendors Team s

Organization Structure Functional Matrix Weak Balanced Strong Projectized Each type affects: PM Authority Resource Availability Budget Control PM Role (FT/PT) PM Administrative Staff (FT/PT) PMBOK, 28 (PMBOK)

The Project Organization Chart Don’s Project Organization

The Enterprise’s Organization Chart President CIO Computing Library ISAS Provost Schools Departments Student Affairs Registrar Financial Aid Admissions Student Accounts Athletics Housing Disability Services Health Center Finance & Mgmt Budgets Accounting Human resources Purchasing Buffalo State College Organization Chart

Compare the two President CIO Computing Library ISAS Provost Schools Departments Student Affairs Registrar Financial Aid Admissions Student Accounts Athletics Housing Disability Services Health Center Finance & Mgmt Budgets Accounting Human resources Purchasing Compare the two

Who works for whom? No one reports directly to project manager President CIO Computing Library ISAS Provost Schools Departments Student Affairs Registrar Financial Aid Admissions Student Accounts Athletics Housing Disability Services Health Center Finance & Mgmt Budgets Accounting Human resources Purchasing Who works for whom? No one reports directly to project manager How to address personnel issues on your project? Need strong relationships with employees’ supervisors. Support from Executive level helps, but you need to have trust of supervisors when things get tough. Who are the stakeholders? Don’t forget yourself. Chicken and Pigs: identify them on this chart

Importance of Project Management Compressed product life cycle Competitive edge in global market Knowledge explosion Corporate downsizing Increased customer focus (Brown)

Advantages of Project Management Better control of financial, physical, and human resources Improved customer relations Shorter development times Lower costs Higher quality and increased reliability Higher profit margins Improved productivity Better internal coordination (Brown)

Project Management Framework Integration Management Time Management Cost Management Scope Management Quality Management HR Management Notice the elements of the Triple Constraint Describe key competencies that project managers must develop: Core function areas lead to specific project objectives (scope, time, cost, and quality) Facilitating function areas are the means for achieving project objectives (human resources, communication, risk, and procurement management) Knowledge function (project integration management) influences and is influenced by all other areas Risk Management Communication Management Procurement Management The PMBOK’s 9 Knowledge Areas (PMBOK) (Brown)

Project Management Framework Core function areas constrain how project objectives are met Scope Time Cost Quality Facilitating function areas are the means for achieving project objectives Human Resources Communication Risk Procurement Management Knowledge function (project integration management) controls changes to process and product (Brown)

Time Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Project Time Management Estimating work completion time, developing project schedule, and ensuring timely completion of the project Processes include: activity definition activity sequencing activity resource estimating activity duration estimating schedule development schedule control Outputs include: network diagram, Gantt chart, critical path etc… Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Cost Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Project Cost Management Consists of preparing and managing the budget for the project Processes include: cost estimating cost budgeting cost control Outputs include: cost estimates, baseline budget, earned value calculations Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Scope Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Project Scope Management Involves defining and managing all the work required to complete the project successfully Processes include: scope planning scope definition creating the WBS scope verification scope control Outputs include: project charter, scope statement, WBS etc… Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Quality Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Project Quality Management Ensures that the project will satisfy the stated or implied needs for which it was undertaken Processes include: quality planning quality assurance quality control Outputs include: quality assurance plan, standards etc… Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Core Functions Scope Quality Cost Time Remember this? The first four knowledge areas are Core Functions. (Brown)

Facilitating Functions Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Human Resource Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Project Human Resource Management Concerned with making effective use of the people involved with the project Processes include: human resource planning acquiring the project team developing the project team managing the project team Outputs include: project organization charts, staffing management plan, resource histogram etc… Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Risk Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Project Risk Management Identifying, analyzing, and responding to risks related to the project Processes include: risk management planning risk identification qualitative risk analysis quantitative risk analysis risk response planning risk monitoring and control Outputs include: risk management plan, contingency plans etc… Example: NASA hardware lifted while still bolted to floor and resulting risk management process and related systems. Exercise: do some sample risk matrices.. Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Communication Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Project Communications Management Involves generating, collecting and storing project information Processes include: communications planning information distribution performance reporting managing stakeholders Outputs include: communications management plan, status reports, performance reports etc… Think “Feedback” Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Procurement Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Project Procurement Management Involves acquiring goods and services for a project from outside the organization Processes include: planning purchases and acquisitions planning contracting requesting seller responses selecting sellers administering the contract closing the contract Outputs include: contract, statement of work etc… Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Integration Management Time Management Cost Management Scope Management Quality Management HR Management Integration Management – pulling it all together Project Integration Management Involves coordinating all the other knowledge areas throughout a project’s life cycle. Processes include: develop project charter develop the preliminary project scope statement develop the project management plan direct and manage project execution monitor and control the project work perform integrated change control close the project Outputs include: project plan, change control system etc… What knowledge area do contract laborers fall into? Risk Management Communication Management Procurement Management (PMBOK) (Brown)

Project Management Skills Which is more important? Technical Skills Budgeting Planning Scheduling Documenting Contracts People Skills Leading Motivating Listening Empathizing Leadership: you need to be an example leader, even over people who don’t report to you (stakeholders) Both You need an equal measure of each… (Brown)

List of Works Cited Project Management Institute (PMI), Project Management Body of Knowledge (PMBOK). 3rd ed. 2004. Brown, Craig. "The Project Management Process - Week 1." SlideShare.com. 17 Aug 2008. BetterProjects.net. 7 Aug 2008 <http://www.slideshare.net/craigwbrown/the-project-management- process-week-1?src=embed>.