CEN 5055 Software Project Management Chapter 1

IT Project Management - Uniqueness High turnover of IT workers Unique and complex objectives Difficulty “picturing” software for intended users/customers Changing requirements/expectations Difficulty testing all possible states Rapidly changing enabling technology

IT Project Management - History Driven by rush to space, 1950s (Sputnik) 1958: PERT [Prog Evaln & Review Technique] 1950s: CPM [Critical path method] WBS [Work Breakdown Structure] – goal/subgoal structure for tasks and delivs. Gantt chart – time-based bar chart depicting project activities and resources. 1970s – present: SEI, CMM, PMBOK Fit to size: complexity of PM right for project size.

Project Management Key characteristics –Temporary (start … end) –Unique –Progressively elaborate (complexity/size growth) Secondary characteristics –Primary sponsor/champion –Cuts around organizational boundaries –Must produce tangible deliverables/outputs

What a Project Manager Does Initiates Plans Executes Monitors & Controls Closes The TRIPLE CONSTRAINT (trade-offs) –Scope –Time –Cost

Why Project Management Works – 2005 Chaos Study Snapshots in 1995, 2001 and 2003 Findings: –Increase probability of success: 16%  28%  34% –Reduce % canceled projects: 31%  23%  18% –Reduce % schedule overrun: 222%  63%  82% –Reduce % cost overrun: 185%  45%  43% –Increase feature delivery: 61%  67%  52% Improvements related to growth of PM discipline, training, tools

What Makes a Project Manager? Soft Skills –Leadership –Team building –Negotiation –Conflict management –Organization –Communication Oral and written Technical, non-technical –Change management –Active listening

What Makes a Project Manager? Technical Skills –Project management competency –Knowledge of software –IT knowledge –Business knowledge –Cost estimation and budgeting knowledge 6 Things to manage –Project scope - Human resources –Communications - Schedule –Quality - Costs

IT Project Management - History FunctionalWeak matrixbalancedStrong matrixProjectized PM authorityLittle/noneLimitedLow - Moderate Moderate - High High to almost total Resource availability Little/noneLimitedLow - Moderate Moderate - High High to almost total Who controls project budget Functional manager MixedProject manager PM’s rolePart time Full time PM administrative staff Part time Full time

Why Does Organization Structure Matter? Lines of authority –To hire, spend –To supervise work –Responsibility – “the buck stops here” Functional organization –(+) Well defined expectations; ability to specialize –(+) Single boss/decision maker –(+) Budget tied overall company: stable, controllable –(-) PM (across boundaries) competes for resources –(-) silos – duplication vs sharing key resources –(-) project competes with everyday responsibilities

Project Based Organizational Structure Benefits –Single boss/decision maker –Authority for tasking, evaluation, hiring –Full-time attention by PM –Exploit experience of PM to effect outcomes Disadvantages –PM can lose sight of big picture – the company –Must share company’s administrative personnel –Workers out of mainstream of company – may limit career growth (company-wide)

Matrixed Organizational Structure Benefits –Formal project accountability –High visibility across functional units (cooperation) –Adaptable, flexible –Antidote against functional silos –Employee security – job not tied to project Disadvantages –Competing priorities of supervisors –Controlling budget/costs –Conflict of interest – “what’s best for my career?”