Software Project Management Session 1 Qaiser Abbas Fall 2010

Job Functions and Tasks for Project Management Project Planning Develops preliminary study with project team, identifying business problem, requirements, project scope and benefits Identifies key project results and milestones Develops project plan and work breakdown structure and communicates to team and client Determines needed resources; including client involvement Estimates timelines and phases Influences selection of project team members Assigns project responsibilities based on assessment of individual skills and development needs Defines clear individual roles and performance expectations Establishes acceptance criteria Determines appropriate technological approach

Job Functions and Tasks for Project Management (Continued) 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, communicate changes and issues Assesses skill-needed documentation of meetings, work, conversations, and decisions Measures quality through testing against requirements Conducts project reviews and walk-throughs (with appropriate client involvement)

Job Functions and Tasks for Project Management (Continued) Lead project team Involves team in planning Uses both formal and informal methods to track project status Recognizes individual and team accomplishments or results 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

Job Functions and Tasks for Project Management (Continued) Building client partnerships 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 and responds actively, documents client needs, changes, and demands Implements procedures for controlling and handling change Develops client understanding of the system and trains in systems use Presents and reports periodically to client Establishes lines of responsibility and accountability to client

Job Functions and Tasks for Project Management (Continued) Targeting to the business Manages in accordance with visions and values Links overall architecture principles Interfaces effectively with business systems and processes Plans for impacts on related systems / departments to achieve maximum efficiency Understands business needs, time, and cost pressures Keeps current with business and technology development competitors Aligns project with corporate and business priorities and direction

Additional Factors Company / project structure and vision Domain and technical expertise Nature of client / market Nature of project team

What is a Project? Dictionary Definitions A specific plan or design A planned undertaking A large undertaking: e.g. a public works scheme

Characteristics of a Project Non-routine tasks are involved Planning is required Specific objectives are to be met or specified product is to be created Pre-determined time span Work is carried out for someone other than yourself Work involves several specialisms Work is carried out in several phases Resources that are available are constrained Project is large or complex

Project Parameters Scope Quality Cost Time Resources What is included What is NOT included Quality Product Process People Cost Project cost Customer budget Time Resources Equipment Physical facilities

The Scope Triangle

The Scope Triangle (Continued) Scope Creep Causes Poorly defined scope and requirements Addition of requirements by client Controls Well-defined scope, requirements, and contract Change control process Hope Creep Incorrect reporting Removal of fear from environment Activity breakdown to small, measurable level Random checks on work done

The Scope Triangle (Continued) Effort Creep Causes Lack of expertise or ability Underestimation of tasks Controls Activity breakdown to small, measurable level Adequate resource allocation and training Provide mentoring or additional resources Feature Creep Lack of awareness Increase awareness Change control process

Software Projects vs. Others Invisibility Complexity Conformity Flexibility

Project Management Activities Feasibility Study Planning Execution

Classic Project Life Cycle Requirements Analysis Specification Design Coding Verification and Validation Implementation/Installation Maintenance and Support

Methods, Plans and Methodologies Method – Steps to perform a type of activity Plan – Converting a method to a real activity Start and end dates Who will carry it out What tools and materials will be used Methodology – Sequenced group of methods or techniques

Categorizing Software Projects Information Systems vs. Embedded Systems Objectives vs. Product

Management Planning – deciding what is to be done Organizing – making arrangements Staffing – selecting the right people for the job, etc. Directing – giving instructions Monitoring – checking on progress Controlling – taking action to remedy hold-ups Innovating – coming up with new solutions Representing – liasing with users, etc.

Problems with Software Projects Poor estimates and plans Lack of quality standards and measures Lack of guidance about making organizational decisions Lack of techniques to make progress visible Poor role definition – who does what? Incorrect success criteria

Problems with Software Projects (Continued) Inadequate specification of work Management ignorance of IT Lack of knowledge of application area Lack of standards Lack of up-to-date documentation Preceding activities not completed on time – including late delivery of equipment Lack of communication between users and technicians Lack of communication leading to duplication of work

Problems with Software Projects (Continued) Lack of commitment – especially when a project is tied to one person who then moves Narrow scope of technical expertise Changing statutory requirements Changing software environment Deadline pressure Lack of quality control Remote management Lack of training

Setting Objectives Project Authority Project Steering Committee/Project Board Sub-Objectives and Goals Measures of Effectiveness

Stakeholders Internal to the project team External to the project team but within the same organization External to both the project team and the organization

Business Case Feasibility Study – Cost-Benefit Analysis Ensure Intactness of Business Case, For Example Development costs are not allowed to rise to a level which threatens to exceed the value of benefits Features of the system are not reduced to a level that the expected benefits cannot be realized Delivery date is not delayed so that there is an unacceptable loss of benefits

Requirement Specification Functional Requirements Quality Requirements Resource Requirements

References Effective Project Management, 2nd Edition, Robert K. Wysocki, Robert Beck Jr., David B. Crane, John Wiley and Sons Inc., 2000 – Chapter 2, 4 Software Project Management, 3rd Edition, Bob Hughes and Mike Cotterell, McGraw Hill, 2002 – Chapter 1