Session 1: Introduction to Project Management

Today Introduction Administrative items Fundamentals Classic Issues No lab today More lab in later term

Syllabus Review Grades Exams Assignments Class web site http://kehk.wordpress.com Broadest material in program Walk away from this course with skills applicable to all forms of projects But software and IT projects in particular They have special characteristics Will bring in show & tell from my current projects Often discuss material in relation to your projects We can Refine the curricula Questions?

Textbooks text Bob Hughes, Mike Cotterell, “Software Project Management”, 3rd Edition, McGrawHill Kathy Schwabe, “An Introduction to Project Management”, Course Technology Recommended reading All related books, articles, research papers Not yet at bookstore Amazon discounted Show texts to class Only selections from each Chosen for balance and relevance Going to read the Important sections and the Fun sections Expose to a variety of practices and viewpoints I will put together a reading list for reference Online resources (URLs) 100’s of books on topic Quality range of titles (age, size too) Different Subject leanings (general, technical, people, process) Questions?

Basics Essential elements of software project management Real-world case studies 2 exams 4 or 5 small homework assignments MS Project for your ‘book’ Small class == large input Grade depends on participation Questions?

Format Essentials of software project management Research readings and writing Real-world case studies

Project Manager Positions V.P. Program Development Executive Program Manager Program Manager Project Administrator Project Coordinator Project Manager Assistant Project Manager

SPM

Project Management What’s a project? PMI definition A Project involves getting a new, complex activity accomplished Involve new activities, typically involve high level of uncertainty and risk Unique One Time (First Time Activity) To Achieve Specific Objectives PMI definition A project is a temporary endeavor undertaken to create a unique product or service Temporary: can be years Result can be lasting Team can be temporary Finite duration Ex: thousands of buildings, but each is unique Scope s/b constant even as elaboration happens

Project Management Skills Leadership Communications Problem Solving Negotiation Skills Influencing the Organization Time Management Mentoring Budgeting and cost skills Process and technical expertise

Examples of Project Developing a new Software Implementing a new Decision Support System Developing a new office plan/layout Introducing a new product to the market Designing an airplane or a supercomputer Opening a new restaurant Constructing a bridge, dam, highway, or building Relocating an office or a factory Performing major maintenance or repair Producing or directing a movie Construction of Egyptian Pyramids Launching Windows XP, Yukon Implementing SAP in PIA Development of US Space Station Temporary: can be years Result can be lasting Team can be temporary Finite duration Ex: thousands of buildings, but each is unique Scope s/b constant even as elaboration happens

Project as a System What are Systems? Systems are collections of interrelated parts working together to accomplish one or more objectives The value of viewing Information System Project as a system Total View of the project in light of its intended purpose is clear Dimensions of Complexity Individual, Group, Organization, Multiorganization Temporary: can be years Result can be lasting Team can be temporary Finite duration Ex: thousands of buildings, but each is unique Scope s/b constant even as elaboration happens

Project Success / Failure Why Project Fails? Does not conform to the design Late Over Budget Lack of User Involvement Lack of top-management support Unclear Objectives Temporary: can be years Result can be lasting Team can be temporary Finite duration Ex: thousands of buildings, but each is unique Scope s/b constant even as elaboration happens

Project Critical Success Factors Project mission Top management support Plan/Schedule Client consultation Personnel Technical Tasks Client acceptance Monitoring and Feedback Communication Troubleshooting Temporary: can be years Result can be lasting Team can be temporary Finite duration Ex: thousands of buildings, but each is unique Scope s/b constant even as elaboration happens

Interactions / Stakeholders Project Stakeholders Project sponsor Executives Team Customers Contractors Functional managers managing all stakeholder Expectations is challenging – conflict

PMI’s 9 Knowledge Areas Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement If you study for the PMI certification you’ll need to know these

6 basic functions by PMI Manage the project’s scope by defining the goal and work to be done in sufficient details to facilitate understanding and corrective action, should the need arise Manage the human resource involved in the project Manage communication to see that the appropriate parties are informed and have sufficient information to keep the project on track Manage time by planning and meeting a schedule Manage quality so that the project results are satisfactory Manage costs so that the project is performed at the minimum practical cost and with budget, if possible If you study for the PMI certification you’ll need to know these

Four Project Dimensions People Process Product Technology People Product Technology Tools Management Structure Business Environment Process Methods One solution!

Some Challenges “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting” Developer productivity: 10-to-1 range Improvements: Motivation Team selection Team organization Commitment Matching people to tasks Career development Balance: individual and team Clear communication Teams: 5-to-1 range

People-Related Issues Undermined motivation Weak personnel Weak vs. Junior Uncontrolled problem employees Heroics Adding people to a late project Motivation: studies show has largest impact Don’t undermine Morale 2nd greatest influence on productivity Junior != bad Uncontrolled: most common developer complain about their managers Heroics. Company hostage. “Can-do”, “how high” attitudes Brooks, reading assignment

People-Related Issues Cont… Noisy, crowded offices Customer-Developer friction Unrealistic expectations Politics over substance Wishful thinking Lack of effective project sponsorship Lack of stakeholder buy-in Lack of user input 60%of developers feel unsatisfactory environment: need quite and privacy MS offices Friction: classic differing viewpoints Results in ‘poor communication’ Passive-aggressive Realistic Expectations: 1 of top 5 reasons for success of in-house projects Perception woe Politics Managing-up Wishful Cognitive dissonance Closing your eyes and hoping McConnell: maybe causes the most problems in software development

Process-Related Issues Optimistic schedules Insufficient risk management Contractor failure Insufficient planning Abandonment of plan under pressure Similar to wishful thinking Puts unnecessary pressure Risk Mgmt: Risks will manage you Contractor: late, poor quality, or fails to meet specifications Requires lots of management Insufficient planning: “if you don’t care where you’re going, any plan will do” Abandonment Out the window Fall into code-and-fix mode

Process-Related Issues Cont… Wasted time during fuzzy front end Shortchanged upstream activities Inadequate design Shortchanged quality assurance Insufficient management controls Omitting necessary tasks from estimates Planning to catch-up later fuzzy: before sign-off Upstream: Lack of analysis and design 10 to 100 times more costly 5 hrs vs. 50 Design: Seen schedules w/o it at all QA: Seems easy to compress 1 day QA == 3 to 10 later

Product-Related Issues Requirements gold-plating Feature creep Developer gold-plating Push-me, pull-me negotiation Research-oriented development Gold Gilding the lily Performance is required more often than need be Feature creep 25% average change in req. Dev. Gold Nifty new technology Pet project Push-me Slip schedule + add features Research vs. Development

Technology-Related Issues Overestimated savings from new tools and methods Switching tools in mid-project Lack of automated source-code control who’s heard of ‘silver bullet’ (not the beer) SCM Jones: 10% month, I see more

Trade-off Triangle Fast, cheap, good. Choose two.

Trade-off Triangle Know which of these are fixed & variable for every project

Tracking Cost, effort, schedule Planned vs. Actual How to handle when things go off plan?

Measurements To date and projected Alternatives Cost Schedule Effort Product features Alternatives Earned value analysis Defect rates Productivity Complexity

Technical Fundamentals Requirements Analysis Design Construction Quality Assurance Deployment

Project Phases All projects are divided into phases All phases together are known as the Project Life Cycle Each phase is marked by completion of Deliverables Identify the primary software project phases

Project Life Cycle

Major Processes in Project Management

Project Phases

Major Components of a Project Project Initiation Selection, and Definition Identification of need Evaluation of alternatives Risk assessment Identification of stakeholders Project Organization Developing WBS Developing project organizational structure

Major Components of a Project Analysis of Activities Defining the project major tasks Developing the list of activities Precedence relationship among activities Developing Network Model Identifying milestones

Major Components of a Project Project Scheduling Development of a calendar Estimation of activity duration Estimation of activity performance dates Monitoring actual progress and milestone Updating the schedule Resource Management Defining resource requirements Acquisition of resources Allocation of resources among project activities Monitoring of actual resource use and cost

Major Components of a Project Technological Management Identification of technological risks TQM Risk Management and Controls Working on Complexity Project Budgeting Estimation of direct and indirect cost Development of cash flow forecast Development of budget Monitoring actual cost

Major Components of a Project Project Execution and Control Development of data collection and analysis system Execution of activities Tracking deviation in cost, configuration, schedule and quality Update plan Forecasting Project Termination Evaluation of project success Recommendation for improvements in PM practices Post Project Review