Software Project Management 11/15/2018 Software Project Management Dr. M.E. Fayad, Professor Computer Engineering Department College of Engineering, San José State University One Washington Square, San José, CA 95192-0180 E-mail: m.fayad@sjsu.edu 11/15/2018© M.E. Fayad 1997-- 2009 S/W Project Management

Skills & Competencies for Effective Project Management 11/15/2018 Session #2 Lesson Title Skills & Competencies for Effective Project Management 2 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

3 Roadmap Lesson Learning Objectives Management Levels 11/15/2018 Roadmap Lesson Learning Objectives Management Levels Project Manager: Skills & Competencies Business Achievement Problem Solving Influence Project Management Self-Management Job Functions for Project Management Project Management Competency Levels S/W Project Management Patterns 3 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

Lesson Learning Objectives 11/15/2018 Lesson Learning Objectives Identify the skills required to be a successful SW project management Assess your skill levels as a project manager Establish a vision of the competent project manager Identify the specific skills that you personally wish to develop (Managerial Patterns) 4 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

Patterns within Previous Objectives 11/15/2018 Patterns within Previous Objectives Identification Skill Project Management Assessment Level Vision Competency Evaluation Performance 5 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

6 Management Levels Planning Monitoring Directing Organizing Staffing 11/15/2018 Management Levels Planning Monitoring Directing Organizing Staffing Tracking and Controlling 6 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

Project Manager: Competencies & Skills 11/15/2018 Project Manager: Competencies & Skills Skills visible Competencies Hidden 7 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

AnySkill Stable Design Pattern 11/15/2018 AnySkill Stable Design Pattern 8 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

Competency Stable Design Pattern 11/15/2018 Competency Stable Design Pattern 9 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

Project Manager: Competences Required 11/15/2018 Project Manager: Competences Required Business Achievement Problem-Solving Influence People Management Self-Management 10 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

I. Business Achievement Competences 11/15/2018 I. Business Achievement Competences Business Awareness Business Partner Orientation Commitment Quality 11 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

11/15/2018 1. Business Awareness Ensures that the project is inline within the organization’s business plan and satisfies a business objective by solving a major business problem Stays current and evaluates the impact of industry and technology development Balances ideal technical techniques and project scope against business priorities (no need for perfection) Understand the financial implications of the project (ex: cost-benefit analysis, capitalization vs. expenses) 12 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

2. Business Partner Orientation 11/15/2018 2. Business Partner Orientation Meets frequently with project clients Co-locates the business and systems project team members if possible. Conducts business-oriented walk-throughs Structures the activities of the project team so that system staff members work closely with a business partner Follows up with business partners during and after the project to make sure their needs have been met 13 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

14 3. Commitment Quality Pushes for more efficient ways to do things 11/15/2018 3. Commitment Quality Pushes for more efficient ways to do things Sets and enforces high stanards of quality for self and others Staffs the project with people with skills and attitudes necessary for the project to be successful Develops a quality plan based on objectives, and coordinated with the project plan Monitors performance against quality plan and objectives 14 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

II. Problem-Solving Competencies 11/15/2018 II. Problem-Solving Competencies Initiative Information Gathering Analytic Thinking Conceptual Thinking 15 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

11/15/2018 4. Initiative Develops innovative & creative approaches to problem when faced with obstacles or limitations Takes calculated risks Takes persistent, repeated action to overcome obstacles and achieve solutions Puts in whatever effort is needed to get the job done. 16 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

5. Information Gathering 11/15/2018 5. Information Gathering Identifies all groups that may be affected by the project, and involves them– actively soliciting their input Seeks information or data from various sources to clarify a problem Identifies and consults individuals and groups that can expedite project activities or provide a ssistance Obtains sufficient factual information to develop and support the design and implementation decisions 17 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

11/15/2018 6. Analytic Thinking Breaks down a large or complex project into meaningful sub-projects Develops overall project plan Sorts or organizes data to facilitate dealing with it systematically Assesses project design and implementation approaches 18 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

11/15/2018 7. Conceptual Thinking Anticipates and plans for the impact of the project on other systems Develops a clear vision or conceptual model of the system to be developed 19 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

III. Influence Competencies 11/15/2018 III. Influence Competencies Interpersonal Awareness Organizational Awareness Anticipation of Impact Resourceful Use of Influence 20 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

8. Interpersonal Awareness 11/15/2018 8. Interpersonal Awareness Tries to get to know your team members and understand what motivates them Understands the issues and concerns of team members Notices and interprets nonverbal behaviors Mediates conflict between team members 21 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

8. Organizational Awareness 11/15/2018 8. Organizational Awareness Takes the time to understand the political dynamics among groups involved in the project Proactively engages groups and individuals with technical and/or financial overseeing responsibilities. Uses relationships with people from other units within the organization to resolve issues or provide assistance 22 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

10. Anticipation of Impact 11/15/2018 10. Anticipation of Impact Manages expectations Arranges for senior managers to attend the initial project meeting and explain the project’s mission and objectives Considers the short-and-long term implications of project decisions 23 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

11. Resourceful Use of Influence 11/15/2018 11. Resourceful Use of Influence Develops strategies that addresses people’s most important concerns or needs Seeks the support of senior managers for your project Involves project team members in the detail planning of the project so that they will have ownership of the plan 24 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

IV. People Management Competencies 11/15/2018 IV. People Management Competencies Motivating Others Communication Skills Developing Others Monitoring and Controlling 25 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

11/15/2018 12. Motivating Others Ensures that team members understand the project’s goals and purpose Provides opportunities or rewards that are tailored to each individual’s interests Provides rewards and recognition of people as intermediate milestones are reached on or ahead of schedule. Initiate informal events to promote teamwork 26 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

27 13. Communication Skills Plans ahead for meetings 11/15/2018 13. Communication Skills Plans ahead for meetings Organizes and meets regularly with a management team composed of all representatives from all areas effected by your project Holds regular, frequent meetings with project team to discuss status, resolve issues, and share info Ensures the presentations are well organized 27 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

28 14. Developing Others Provides training for the team members 11/15/2018 14. Developing Others Provides training for the team members Provides direct, specific, constructive feedback and guidance to others regarding their performance Empowers team members to create challenge and to stretch their abilities Provides more supervision for inexperienced people 28 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

15. Monitoring and Controlling 11/15/2018 15. Monitoring and Controlling Regularly obtains status info from each project team members on his or her assigned task Monitors the project status to ensure effective use of resources Keeps team members focused on project goals and deliverables Conducts a post-project review to identify what went well, what should have been done differently, and what lessons were learned. 29 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

V. Self-Management Competencies 11/15/2018 V. Self-Management Competencies Self-Confidence Stress Management Concern for Credibility Flexibility 30 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

11/15/2018 16. Self-Confidence Presents a confident, positive attitude to set the tone for the project team Takes a firm stand in the face of opposition Confronts problems with others quickly and directly 31 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

11/15/2018 17. Stress Management Controls own feelings and behaviors in stressful situations Works effectively under pressure 32 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

18. Concern for Credibility 11/15/2018 18. Concern for Credibility Maintains credibility by consistently delivering what had been promised. Answers questions honestly, to maintain credibility even if it is awkward to do so. Informs management and customers management promptly about any difficulties. 33 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

34 19. Flexibility Adjusts readily to changes in the work environment 11/15/2018 19. Flexibility Adjusts readily to changes in the work environment Adjusts own managerial style, depending on the people and the situation Uses or shares resources to best accomplish organizational goals Delegates tasks and activities to others 34 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

Job Functions for Project Management 11/15/2018 Job Functions for Project Management Project Planning (Strategic & Tactical) Managing the Project Lead Project Team Building Client Relationships Targeting to the Business 35 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

1. Project Planning (Strategic & Tactical) 11/15/2018 1. Project Planning (Strategic & Tactical) Develops feasibility study with project team, identifying business problems, requirements, project scope & benefits. Identifies key project deliverables and milestones Develops project plan which includes work-breakdown structure, reporting, and communicates to teams and clients Estimates timelines and phases Influences selection of project team members Assigns project responsibilities based on assessment of team member skills and development needs Defines clear team member roles and performance expectations Establishes acceptance criteria Determines appropriate technological approaches and software tools 36 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

37 2. Managing the Project Continually reviews project status 11/15/2018 2. Managing the Project Continually reviews project status Reviews work against key results criteria Uses systematic method for logging project status – Checking against schedule Uses change management / request procedure Uses project meetings to measure progress against plan; communicates changes and issues. Assesses skill-needed documentation of meetings, work, and decisions. Measures quality through testing against requirements Conducts project reviews and walk-throughs 37 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

38 3. Lead Project Team Involves project team in planning 11/15/2018 3. Lead Project Team Involves project team in planning Uses both formal and informal methods to track project status Recognizes individual and team accomplishments Manages performance issues in a timely manner Delegates tasks effectively based on understanding individual strengths and weaknesses Maintains open door for staff ideas and concerns Sets performance and development objectives for staff Schedules and holds regular team meetings 38 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

4. Building Client Relationships 11/15/2018 4. Building Client Relationships Involves working jointly with client in defining project goals and key results Works with client to ensure alignment of project to overall business goals Listens, responds, documents client needs, changes, and demands Presents and reports periodically to client Establishes lines of responsibility and accountability to client 39 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

11/15/2018 5. Targeting to Business Manages in accordance with corporate visions and values Understands business needs, time, and cost pressures Estimates timelines and phases Keeps current with business and technology developments among competitors Aligns project with corporate and business priorities and direction 40 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

41 Managing the Project Software System is Highly Complex 11/15/2018 Managing the Project Software System is Highly Complex Has a short life span Maintenance cost is ridiculously high. Minimum reuse. Zero Value Software development cost is very high 41 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

42 SPM Competency Levels Knowledge Comprehension Application Analysis 11/15/2018 SPM Competency Levels Knowledge Comprehension Application Analysis Synthesis Evaluation 42 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management

Questions? 43 Discussion Questions 11/15/2018 SW Project Management 11/15/2018© M.E. Fayad 1997 -- 2009 SW Project Management