Project Management for Software Engineers (Summer 2017) LECTURE 5 PHASE II – Project Planning Scope Disintegration: W.B.S. Thursday, July 05, 2017 (9:00 pm – 11:40 pm PST) University of Southern California, IMSC/SSU CERTIFICATION PROGRAM 11/10/2018

PAHE II PROJECT PLANNING Plan the work… …work the plan University of Southern California, Industrial & Systems Engineering 11/10/2018

SCOPE; the core of the Project Any project Starts with the “SCOPE” and ends with the “SCOPE” Optimize Scope During Life-Cycle Define Scope Manage Scope Quality Resources Risk Safety Schedule Cost Disintegrate Integrate Managing Scope in life-cycle: Expectations should be re-aligned and integrated, as the project moves forward W.B.S (What) Allocate, Monitor, Control, Optimize O.B.S (Who) University of Southern California, Industrial & Systems Engineering 11/10/2018

Project Integration Management (Based on Chapter 4 of PMI PMBOK) SIPOC5 Monitor & Control Project Work Physical Progress (%) Initiation Planning Execution Close-out Data Date Direct & Manage Project Work SIPOC3 SIPOC6 Project Close-Out or Phase-out SIPOC2 Project Management Plan SIPOC1 Project Charter Project Management is a SIPOC process, composed on several micro-SIPOCs SIPOC4 Integrated Change Control Time University of Southern California, Industrial & Systems Engineering 11/10/2018

Example: Project Management Plan S  I  P  O  C Organization SM, Dep.s, Processes Client Deliverables & Req.s Environment Source: PMI PMBOK® GUIDE, 5th Edition, P.72 Organization SM & PMO Project PM & his exec. team Client PM Team Each SIPOC is developed based on a methodical & structured approach which is detailed by a process map, called “Data Flow Diagram” For example, for the Project Management Plan… University of Southern California, Industrial & Systems Engineering 11/10/2018

Project Management Data Flow Diagram Project Charter is the primary prerequisite for any project Project charter is a contract between the project owner and the project manager Project Charter should explain the scope as clearly as possible The level of details depends on the project characteristics Handouts: PMBOK SIPOCS OTHER CHATER EXAMPLES Source: PMI PMBOK® GUIDE, 5th Edition, P.72 University of Southern California, Industrial & Systems Engineering 11/10/2018

Project Charter Examples (Six-Sigma) Basic Typical Elaborate Handouts: PMBOK SIPOCS OTHER CHATER EXAMPLES University of Southern California, Industrial & Systems Engineering 11/10/2018

It all starts with SCOPE! Source: PMI PMBOK® GUIDE, 5th Edition, P.72 Once we develop a clear understanding of the project deliverables and requirements, we can start decomposing the project; i.e. developing the Work Breakdown Structure University of Southern California, Industrial & Systems Engineering 11/10/2018

What is the WBS? Let’s get chaotic! WBS is like a Fractal; finding the self-affinity and decomposing into manageable work packages) But WBS can not have “hundreds of iterations”, it’s only few levels Self-similarity: The same breakdown for a branch (or some variations of it) is seen on multiple other branches University of Southern California, Industrial & Systems Engineering 11/10/2018

Examples of WBS for… Planning a Career Day (Meredith, P. 236) PC Prototype (Handout: Larson & Gray, P. 112) House Cleaning Service Construction of a house Development of a Data Warehouse (Also see P.231 of Meredith) Website Development Showcasing a house for sale Software Development Template: PM T&T, P. 109 University of Southern California, Industrial & Systems Engineering 11/10/2018

Example: Software Development Two different companies may take totally different approaches to developing their WBS depending on their needs, structures, culture, etc. Source: Software Development Template: PM T&T, P. 109 University of Southern California, Industrial & Systems Engineering 11/10/2018

How to do a better job? Clear understanding of the overall Scope The more we know about our objectives and deliverables, the better we can decompose the project Resource Availability A general understanding of who’s, what’s, and when is the key to defining the proper level of WBS Focus on Time & cost Think ahead about time, cost, and sequence of tasks EXPERIENCE COUNTS! Repetition makes it MUCH easier University of Southern California, Industrial & Systems Engineering 11/10/2018

Different dimensions of WBS? DELIVERABLES Natural execution sequence Discipline Life-Cycle Phases Location Resources (RBS) Careful! Responsible groups (linkage with OBS / RACI)  Careful! Risk Profile (RBS) Discuss integration of WBS & OBS (Larson & Gray) Details level  Management level University of Southern California, Industrial & Systems Engineering 11/10/2018

Some rules of thump* Design Strategies LEVELS: Level 1: Major project-end deliverables Level 2: Major Product Segments or subsections Level 3: Decomposed components of Level 2 Design Strategies Templates from similar (successful) projects Top-down; major physical components Bottom-up; aggregate pre-defined low-level elements READ THE SCOPE / CONTRACT! Breakdown to “Phases” (schedule-based milestones) Source: Project Management Tools & Techniques, Carstens et. al, p. 98 University of Southern California, Industrial & Systems Engineering 11/10/2018

Now we have our FIRST Baseline! Baselines are the blueprints for managing the project. They MUST be established BEFORE the project starts. Baselines are not supposed to change, but they do more often than we want. A changed baseline signifies a drastic change in the project objectives SCOPE BASELINE is the basis for all others: Schedule Baseline Budget Baseline Risk Baseline Any other Objective Baseline University of Southern California, Industrial & Systems Engineering 11/10/2018

Embedded & Long-Term Objectives What are the NEXT steps Let’s look at PMBOK® structure (Handout): Chapter 1 – Introduction Chapter 2 – Organizational Influences & Project Life-Cycle Chapter 3 – Project Management Processes & Interactions Chapter 4 – Project Integration Management (handout) Chapter 5 – Project Scope Management Chapter 6 – Project Time Management Chapter 7 – Project Cost Management Chapter 8 – Project Quality Management Chapter 9 – Project Human Resource Management Chapter 10 – Project Communication Management Chapter 11 – Project Risk Management Chapter 12 – Project Procurement Management Chapter 13 – Project Stakeholder Management S T C Primary Objectives Embedded & Long-Term Objectives University of Southern California, Industrial & Systems Engineering 11/10/2018

Project Planning based on P.O. Tomorrow’s Discussion University of Southern California, Industrial & Systems Engineering 11/10/2018