Project Management and Risk Workshop Supannika Koolmanojwong CS577

ARB Schedule Print out a copy of your presentation for your client Put your slides on team website Otherwise, -2 points See ARB expectations in EC32 Tuesday 11/28/2017 Wednesday 11/29/2017 Friday 12/1/2017 12:30 - 1:50 T05 – Smart Lock SAL 322 2:00 - 3:20 T02 – COSMIC OHE 122 4:00 – 5:20 T04 – POPULIC HNB 15 3:30 - 4:50 T06 – DHP T03 – Swim SAL 213 5:30 - 6:50 T07 – Scriptonomics 5:00 - 6:20 7:00 – 8:20 T01 – SQ Monday Nov 30, 3:30 - Team 2 5pm - Team 1 Tues Dec 1 12:30 - Team 5 3:30 - Team 3 Fri Dec 4 12:30 - Team 7 2pm - Team 4 3:30pm - Team 6

Outline Stages of Team Development Project Management 101 Workshop

Team Lead Manager Supervisor Scrum Master Director Product Manager Program Manager Director Project Manager Manager Product Manager Team Lead Supervisor Scrum Master

Manager’s responsibilities Staff Development !!!! Motivate, communicate, challenge, support Listen and monitor Mentor, hire, solve problem Encourage team members to positive path Recognize your team members’ effort Evaluate and provide feedback Bridge between levels Build rapport, team building 90% of the time - communication

Project Manager’s responsibilities Risk management Scoping and estimation Planning and scheduling Dealing with delays Staffing, directing, teamwork

Agile Team Building Techniques Talk more Pecha Kucha – 20 slides *20 seconds Ignite – 20 slides *15 seconds Lightning Talk - 5 to 10 minutes

http://kateswaffer.com/2015/06/05/forming-storming-norming-and-performing/

FORMING Establish ground rules Getting to know your teammates “Introvert vs extrovert” “Impactful, Appropriate, Objective, Friendly” Assumptions Are the Termites Of Relationships Awareness builds choices Set Team Operating Agreement (TOA)

https://anupturnedsoul. wordpress https://anupturnedsoul.wordpress.com/2013/08/26/extroverted-introverted-and-ambiverted/ http://fantabulosity.com/how-to-care-for-an-extrovert-or-introvert/

High-Performing Teams Synergy 1 + 1 + 1 = 10 (positive synergy) 1 + 1 + 1 = 2 (negative synergy) Characteristics of High-performing Teams Share a sense of common purpose Make effective use of individual talents and expertise Have balanced and shared roles Maintain a problem solving focus Accept differences of opinion and expression Encourage risk taking and creativity Sets high personal performance standards Identify with the team Erik Larson, Clifford Gray, Project Management: The managerial process, 5th edition, McGraw Hill 2011

Conditions Favoring Development of High Performance Project Teams Ten or fewer team members Voluntary team membership Continuous service on the team Full-time assignment to the team An organization culture of cooperation and trust Members report only to the project manager All relevant functional areas are represented on the team The project has a compelling objective Members are in speaking distance of each other Erik Larson, Clifford Gray, Project Management: The managerial process, 5th edition, McGraw Hill 2011

Building High-Performance Project Teams Recruiting Project Members Factors affecting recruiting Importance of the project Management structure used to complete the project Who to recruit? Problem-solving ability Availability Technological expertise Credibility Political connections Ambition, initiative, and energy Erik Larson, Clifford Gray, Project Management: The managerial process, 5th edition, McGraw Hill 2011

Managing Project Reward Systems Group Rewards Who gets what as an individual reward? How to make the reward have lasting significance? How to recognize individual performance? Letters of commendation Public recognition for outstanding work Desirable job assignments Increased personal flexibility Erik Larson, Clifford Gray, Project Management: The managerial process, 5th edition, McGraw Hill 2011

STORMING How does your team handle storming? What makes storming comfortable or uncomfortable for you? What are terms/phrases you should not say while in the storming process? What can you do personally to support a healthy storming session? Ref: Jennifer Thompson Silverstrand Group

Techniques during storming Make sure you have a facilitator Give everyone a chance to talk Silent generation : for introverts When you disagree with someone Practice self-preservation Pick your battles : think big, find your common interests, goals Do not point finger, Do not make it personal Instead of “that’s a stupid idea”, try I don’t disagree, here’s why You may be right Can you tell me more why do you think that way? Give me some examples What’s your real concern here? I’m concerned because Take 3 deep breaths

NORMING Resolve the differences Develop solutions Gallery walk What would be the biggest push back here? Risk, opportunity, failure? Four scenarios Classic What-if Risky Reverse Brainstorming

PERFORMING Goals, process, strategy Assessment Inspect and adapt Continuous Improvement

Project Planning Process Guidelines Software development plan Software test plan Verification plan Quality assurance plan Configuration management plan Maintenance plan Whiteboard Kanban

Software Development Plan Ref: SMC Standard SMC-S-012 - SOFTWARE DEVELOPMENT FOR SPACE SYSTEMS

Work Breakdown Structure http://www2.cit.cornell.edu/computer/robohelp/cpmm/Phase2_Process_Descriptions.htm

Work Breakdown Structure http://dame.dsf.unina.it/project.html

WBS http://www.tutorialspoint.com/management_concepts/work_breakdown_structure.htm

Critical Paths http://www.mindtools.com/pages/article/newPPM_99.htm

Tools Basecamp Jira VersionOne Rally ProjectLibre LibrePlan OpenProject Redmine TuLeap FengOffice

Risk Management Staff Turnover Management change Requirements change Cost and schedule Estimation Technology change Product competition http://www.cs.ox.ac.uk/people/michael.wooldridge/teaching/soft-eng/lect05.pdf

Incremental Development Productivity Decline