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

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

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

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

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

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

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

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

9. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman Medieval Tech Support http://www.flixxy.com/medieval-tech- support.htm Help Desk and Tech Support in the old days. Introduction to the new system: "The Book" (from the Norwegian TV show "Øystein og jeg". With Øystein Backe and Rune Gokstad. Written by Knut Nærum)

10. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman Chapter 16 Managing the Project Portfolio? Too many projects? Not sure which projects are most important? What you need: A list of projects Evaluation of each Decision on which to fund and staff

11. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman Evaluate each project - Qualitatively How does it fit with the others? What is the strategic reason for the project? Is there a tactical gain from completing it? Can we adequately fund the project? Do we the necessary staff available? Do we know – specifically – its success criteria?

12. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman Evaluate each project - Quantitatively For the project: When will we see monetary return? What’s the revenue curve look like? What’s the expected customer acquisition curve? When will we see retention of current customers? What’s the customer growth curve? When will we see reduced operating costs? What is the expected operating cost curve? P.S. As Rothman says, “Being able to make decisions about the possible project in the portfolio is not easy.”

13. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 16.5 Trouble getting projects started This may be management’s problem. Not able to select among options. Might decide that some progress on all projects is better than funding some and not others. How to help: 1. Define the desired outcome. 2. Identify who will make the decision. 3. Identify the options (not which projects, but when to finish each project)

14. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman … help getting off the ground When you have an option to evaluate, but need to develop options. Always come up with (at least) three alternatives when trying to solve a problem Rule of Three (problem solving tool - page 132) 1 alternative is a trap 2 alternatives are a dilemma 3 alternatives starts everyone thinking 4. Identify selection criteria & select among options 5.Implement the decision – Start! 6.Try pairwise comparisons (p. 147)

15. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 16.6 Mange the demand for new features Product Backlog Identify what is in the current release The current release contains features that are expected. Identify what is in future releases Separate the requirements in the current release from those in a future release! Product backlog is release-by-release ranked list of requirements.

16. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman Project Portfolio (Figure 16.2) Quarterly backlog – 4 months view Expect change Agile Changes in features beyond current iteration are OK! Protect contents of current iteration! Incremental Timebox the req’ts work Develop chunks … accept change in the future chunks Serial The backlog approach works with short releases & by feature

17. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman Multiproject Multitasking Not if you want speed! The more multitasking the longer your projects take… Why? Asking a developer to work part-time on two projects is a guarantee that nothing will get done fast. Why?

18. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman The “cost” of Multitasking Stopping the work you are doing. Swapping out what your are working on. Swapping in the new work. Waiting for someone else to stop so you can get info on the new task. Swapping the original task back in. Cognitive Overload If you must… Incremental or Agile is best!

19. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman How to say no – nicely “I can’t fit that in right now, but we can start in January.” “We’re doing project A for Laura, project B for Tom, and project C for Allen. We can’t do more. Which project should we stop?” Build a Product Backlog with your manager. “… let’s prioritize the work with a Project Portfolio.” “John, we can do it, but if we do…” identify the risks and consequences. “When do you need this?” … maybe it isn’t needed immediately. But… again. When you are in a Death March, you should think about a change…

20. CSc 171 Fall 2016 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman Symptoms: unrealistic or overly optimistic expectations in scheduling, feature scope, or both, and often includes lack of appropriate documentation, or any sort of relevant training. The knowledge of the doomed nature of the project weighs heavily on the psyche of its participants, as if they are helplessly watching the team as it marches into the sea. Often, the Death March will involve desperate attempts to right the course of the project by asking team members to work especially grueling hours, weekends (sometimes with a straight face), or by attempting to "throw (enough) bodies at the problem" with varying results, often causing burnout.