1. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 1 Chapter 12 – Multisite Projects How the customer explained it How the Project Lead understood it How the Analyst designed it How the programmer wrote it How the Business consultant described it How the project was documented What operations installed What the customer was billed How it was supported What the customer really wanted

2. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 2 Dilbert Scott Adams

3. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 3 Dilbert Scott Adams

4. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 4 Dilbert Scott Adams

5. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 5 Separated by 30 meters (32 yards)! What is the cost of “separation”? Transaction Costs are never Zero! The cost of asking questions: The greater the distance the fewer questions asked Answers are “assumed” Questions that are asked are more complex – and answers cost more! Author’s advice… “do whatever you need to do to move the entire team together.”

6. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 6 The Project’s Cultural Differences Within the same country… the same building, different floors… between countries What people believe they can discuss What’s rewarded How people treat each other

7. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 7 Reference: Agile Software Development, Alistair Cockburn "My early experience was with a consulting company in England, where the manager had set the project up single-handedly, developing the scope, objectives, strategy, plan, etc., and then got a team together and presented the project to the team. I tried to do this as a project manager in Italy. At the team briefing the message I got was: "That is your plan; you work to it. If you want us to work together, we plan together." Powerful message.

8. CSc 171 Fall 2016 Then I went to Australia, where the prevailing corporate culture is that the managers make all the mistakes and everybody else just does as they are told. I set up my first project the Italian way. I called the team together in a room with clean whiteboards, described the scope and objectives, and said, "Now let's work out together how we are going to do this." The response was: "You are the manager. You work it out, and we'll just do whatever you say."

9. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 9 Trust among teams Advice to the Project Manager – help the teams develop their commitment & define their deliverables: How? Make sure each team member has complete deliverables to the Project Make sure team members cooperate Make sure team members meet team members Note. Each site has a complete team… deliverables are complete, running and tested!

10. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 10 The “Trust” thing! Send a “let’s trust each other” memo. “If you haven’t started the project thinking about how to build trust, you’re going to need a lot of luck (and a few miracles) to make your project successful.”

11. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 11

12. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 12 IM or Email “Anything new with you this week?” Or was it: “ANYTHING new with you this week?” “Anything NEW with you this week?” “Anything new with YOU this week?”

13. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 13 I said “fixed”! Multiple teams, multiple meanings… author’s example One team’s definitions: Fix meant defects were investigated, the cause known, and fix was in test. Verified meant fixes were tested and verified as actually fixing the problem and not breaking anything else. Another team’s definitions: Fixed meant fixed and tested!

14. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 14 Why would you even think “serial”? Again, the author: “If you care about time to release, the feature set, and the level of defects, don’t use a serial approach. At least use iterations, if not some combination of iterations and increments… developers and testers need feedback as early as possible.”

15. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 15 Important “tip” Manage for results! Not for approaches and practices Use retrospectives to help team assess their practices and decide what to continue or change. Don’t mandate the manner of working! Be clear on the results needed!

16. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 16 Reviewing Work Products A nasty little secret! The products you need to review are “documents” Written by whom? Reviews do help facilitate discussion about technical issues (req’ts, design, implementation, testing…) Req’ts and Architectural reviews engage team in understanding the project… team building. Transaction costs can be high… Cost/benefit tradeoff. Email reviews… what is the chance this is a productive use of time?

17. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 17

18. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 18 Multicultural Project – the Problem List?

19. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 19 Avoiding Outsourcing Mistakes – the List