Anders P. Ravn Computer Science Aalborg University April 2007 Working on a Project Anders P. Ravn Computer Science Aalborg University April 2007

A Project Defined Objective Defined Timeframe Defined Resources (Budget) Objective Project progress (uses resources) Time start finish Harvey Maylor, Project Management, (3rd ed.), Prentice-Hall, 2002, pp 1-5

Project versus Line Production A project has a unique objective Volume Production Paint by numbers Project As… but … First Timers Variety Maylor pp 3-4

Sure Failures Ready, fire, aim It’s all in my head We do not have time for this stuff! We have a procedure for that Just common sense Failed before Won’t work here NO Objective NO defined Objective NO defined resources and process Resources are insufficient NO Defined process NO committed resources Maylor pp 7-9

Project versus Line Management Oversees change Fuzzy lines of authorithy Tasks change often Operates within temporary project structures Predominantly innovative Main task is conflict resolution Success defined by reaching stated end-goals Uncertainties are in intrinsic in the process Maylor pp 10

The Process Constraints Objective Result Resources Time Maylor pp 15-18

Life-cycle Define the project objective Design the process Deliver the product Develop the process Objective Constraints Product Resources Maylor pp 19-24

Defining an Objective Conceptualisation Product Requirement Definition Feasibility Analysis Complexity Resource Budget: - people (skills, time, availability) - tools and materials (cost, availability)

Define Objective A concise description of the result expressed in natural language Ckeck completeness by FACTOR: Functionality for end use Application Domain of end use Conditions for success Technology to be used Objective key components and concepts Realization conditions Lars Mathiassen, Andreas Munk-Madsen, Peter Axel Nielsen and Jan Stage, Object-oriented Analysis and Design, MARKO Publishing, Aalborg 2000.

Estimating Complexity Factor Low High Organizational Resource Technical Maylor pp 28-31

Feasibility - Issues to address Strategy Structure Systems Staff Skills Style/Culture Stakeholders Maylor pp 24-27

Designing a process Proposal – Product Specification Plan (activities, milestones, dependencies) Justification (costs and benefits - SWAT) Agreement

Planning – why bother? The solution space Project progress To be able to act rationally when – forseeable - events happen. Livet forstås baglæns, men må leves forlæns Søren Kierkegaard Customer expectations

Planning – how? Deadline Activity Time Milestone

Gantt Chart – a useful tool Activity A B C …

Pert Diagram -dependencies H 6 E 14 B 7 I 24 F 7

Example Gantt Chart

Delivering the product Start-up Execution (check MILESTONES) Completion Handover (or flee!)

Example: Status

Develop your Process Review the material and the result Feedback There is no success like failure, ’though failure is no success at all Bob Dylan

The Material Journal – Agendas, Minutes, Notes Product Components – Work Items Schedule – Milestones, Activities

Your Journal (project binder) Notes (chronologically ordered) Project idea – the problem to be investigated (Work Packages – subprojects in a larger project) Issues – and ways to resolve them Meetings and minutes Schedules – and rationale for changes Work Item Descriptions

The Project Structuring Elements Meetings Group Organization

Meetings - preparation Decide on the purpose(s) What is the agenda? - main and side points For each point: - discussion - briefing - decision Prepare agenda – assign duration to each point

Standard Agenda Comments to the agenda … N-1. Next meeting N. Other matters

The Meeting Keep the time Take notes for minutes Record issues – do not resolve them

Organization - Players Customer – has the problem and has to be satisfied with the solution Project Team – works to find a solution Boss – defines the resources and monitors progress Consultant – contributes ideas and expertise

Team - roles Designer – develops solutions Developer – develops components Integrator (tester) – ensures consistent releases Documenter – ensures documentation Organizer (planner) – keeps orderly progress

If you remember nothing else: Define your objective Have a plan Know your resources – team roles Have an agenda for meetings