1. Software Project Management
Don F. Erwin
Buffalo State College
Buffalo, New York, USA
Part 1 – Project Management Basics

2. Introduction Who are we? Why are we here? The Big Question:
Who is Don?
Who are you?
“Good judgement comes from experience,
and often experience comes from bad
judgement.”
-Rita Mae Brown, author
Why are we here?
Don?
You?
Manage expectations
Ask for expecectations
The Big Question:
Why do (would) you want to be a project manager?

3. Survey
What are the top 5 issues you need to solve on your software project?
The difficulties in estimations (budget, schedule, etc.)
Wrong assumptions
Customer changing mind
How to manage client expectations
Not enough qualified resources
We will see if we have addressed the root causes for these issues on Day 3…

4. Overview We Plan to Cover: Project Management Basics
Project Management on Software Projects
Managing Stakeholders’ Expectations
Risk Management
Project Communication
Leadership in Software Project Management
IT Governance
Other???
Overview common Project Management principles
Project Management Basics
What it is and is not
PM processes and phases (Planning, Execution, etc.)
PM areas of responsibility (Scope, Time, Cost, Procurement, etc.)
The many facets of the “Triple Constraint” (there are more than three…)
Project Management on Software Projects
Differences from other types of projects
Various methods (PMP, Lean, Agile, Plan-driven, etc.)
Development vs. implementation projects
Developing the right approach for your project
Can too much planning add risk?
When to say ‘No’
Dealing with software projects that are already at risk
Managing Stakeholders’ Expectations
Know who they are!
The importance of knowing your stakeholders’ needs
Know those who will help or hurt your project
Effective communication with stakeholders
How to get them on your side
You are a stakeholder, too!
Risk Management
The role of risk analysis in formulating the project strategy
The importance of methodical risk analysis
How to perform useful risk analyses
How to use risk analysis results over the life of your project
When risks turn into reality
Project Communication
Communicate up, down and sideways!
Keeping the stakeholders in the loop
Tailoring the message for management
Tools for communicating project information
Addressing communication issues particular to technical staff
Capturing and using lessons learned
Leadership in Software Project Management
Leading an organization through change
Like it or not, you have to be a strong leader!
Motivating project team members
Being a leader when it’s not in your job description
Does your organization have it?
IT Governance
Keeping your project in line with IT governance policies
Influencing IT governance from the software project manager’s perspective

5. Reality Check The Bad News So Why Talk About it?
No six steps to Software Project Management bliss
There are no shortcuts
One size does not fit all
“It depends…”
So Why Talk About it?
Share experiences / lessons learned
Validate the things you are doing well
See if you are doing things that just make matters worse
If it was easy, anyone could do it.
Put together a schedule, what could be easier?
It’s about people – De Baar
You need skills, methods, tools
But these are useless in a vacuum
Planning, tools, methods to not assure success – people do!

6. Project Management Basics
What is a Project?
Project Management Processes
The Triple Constraint
What is Project Management?
The Project Manager
The Importance of Project Management
Project Management Framework
Integrated Approach
Project Management Basics
Overview common Project Management principles
What it is and is not
PM processes and phases (Planning, Execution, etc.)
PM areas of responsibility (Scope, Time, Cost, Procurement, etc.)
 Reference PMI/PMBOK and Craig Brown’s work
The many facets of the “Triple Constraint” (there are more than three…)

7. What is a Project What is a Project? Temporary endeavor Unique result
Compare with a program
Has a sponsor
Is chartered/authorized (Some process for selection/approval)
Ask: Is it really a project?
Make sure it is a project (De Baar, 69-73)
Does size factor in? Maybe…

8. What is not a Project? YES No Has a desired result Exploratory **
Has a beginning and an end
Indefinite beginning and end
Involves many people/organizations
Involves one person/team
Regarding exploratory, that is debatable. Consider the proof of concept project. Programmer wants to prove it can’t be done, but the object is to prove it can be done. Outcome is the recommendation for proceeding or not.
Is new or unique
Many of the same thing
Has time, cost, performance constraints
No time, cost, performance constraints
(Brown)

9. Is it a Project? Programs Projects Aircraft Production Line
“Keep the Trains Running” (KTR) activities
Regulatory updates
New version of reports
Projects
Upgrade Aircraft Engine
Replace custom software app with off-the-shelf app
Other examples???

10. Project Sponsorship
All projects should be initiated to meet a strategic goal (more about that later…)
Project needs to have an advocate (executive sponsor)
Project Manger has to be given the authority to spend organization’s money
PM and various supervisors need to be defined
Relationships need to be clarified
The general scope and constraints need to be defined
Strategic goals: relate to governance
Advocate: depending on size project
Relationships: especially in matrixes/functional organizations

11. All projects typically go through these five processes
Process Groups
Initiate
Plan
Monitor & Control
Implement
Close
Project Management
Institute (PMI)
All projects typically go through these five processes
(PMBOK)
(Brown)

12. Process Purpose Step 1 Step 2 Step 3 Result activity inputs outputs
Def: A process is a series of actions directed toward a particular result
Project management can be viewed as a number of interlinked processes
Process groups include:
Initiating processes
Planning processes
Executing processes
Monitoring and controlling processes
Closing processes
A process is a series of actions directed towards a particular result.
(Brown)

13. Monitoring Controlling
PM Processes Groups
Initiating
Planning
Executing
Monitoring Controlling
Closing
(PMBOK)

14. Monitoring Controlling
PM Processes Groups
Initiating
Planning
Executing
Monitoring Controlling
Closing
Develop Charter
Develop Preliminary Scope
(PMBOK)

15. Monitoring Controlling
PM Processes Groups
Initiating
Planning
Executing
Monitoring Controlling
Closing
Develop PM Plan
Scope Planning, WBS Definition
Resource Loaded Schedule
Cost Estimating and Budgeting
Quality Planning
Human Resource Planning
Communications Planning
Risk Planning
Purchasing & Contracts Planning
“Failure to prepare is
preparing to fail.”
Benjamin Franklin, one of the founding fathers of the USA
Planning = Process
Plan = Product
Which is more important? The planning process
1:10:100 cost of defects
Example: babies switched at birth. What is the cost of correcting the mistake at the hospital, 6 months later, 6 years later, 25 years later???
(PMBOK)

16. Monitoring Controlling
PM Processes Groups
Initiating
Planning
Executing
Monitoring Controlling
Closing
Project Execution
Quality Assurance
Acquire and Develop Team
Distribute Information (Communication)
Vendor Selection
(PMBOK)

17. Monitoring Controlling
PM Processes Groups
Initiating
Planning
Executing
Monitoring Controlling
Closing
Change Control
Scope Control
Schedule Control
Cost Control
Quality Control
Manage Team
Performance Reporting / Manage Stakeholders
Risk Management
Contract Management
(PMBOK)

18. Monitoring Controlling
PM Processes Groups
Initiating
Planning
Executing
Monitoring Controlling
Closing
Close Project
Contract Closure
(PMBOK)

19. The Triple Constraint Scope Quality Risk Cost Time Others?
There are more than three…
Scope
Quality
Risk
Cost
Time
There are many interpretations on this. Just be aware that touching one thing affects all the others
Use mobile analogy
AKA the “Iron Triangle”
PMI also refers to Customer Satisfaction
What causes Scope creep?
- Goals not well thought out
- Options have not been considered
- Customer is driving design, not requirements
Others?
The Challenge: Maintain Equilibrium

20. The Triple Constraint Better Cheaper Faster Pick any two…
Another way to
look at it…
Better
Cheaper
Faster
Pick any two…

21. The Triple Constraint
Touching one constraint always affects the others

22. Project Management Goals
To define:
What will we do?
How will we do it?
How will we know we are done?
Outcomes must be:
Measureable - in some quantitative manner that is not arguable
Time Bound - discrete time limits for measurement
Achievable - agreement between the person(s) responsible for meeting the objective and their supervisor(s)/project manager
How will we know we are done? Relates to projects having an end.
Relate to Education Outcomes
Measurable – Challenge for Software supervisors (everything is 90% complete?)
Introduce concept of scrum vs measurable outcomes.
Techies love to engineer forever. PM needs to put boundaries on that define what needs to be done.

23. The Project Manager Someone has to pull all this together
(usually) Not responsible for producing the product
Not a side job…
Responsible for the process to produce the product
Must understand:
PM concepts
The business
The technology
The stakeholders
The culture …
Must be:
A leader
A motivator
A diplomat
A negotiator
Willing to say things people don’t want to hear
Who in the room is both PM and SW mgr?
More on this later…
Are leaders born or can they be made?

24. The Project Manager is the Glue
Client/Sponsor
Stakeholders
Project Manager
Team A
Team A
Mention types of stakeholders
Herding cats
Team A
Vendors
Team s

25. Organization Structure
Functional
Matrix
Weak
Balanced
Strong
Projectized
Each type affects:
PM Authority
Resource Availability
Budget Control
PM Role (FT/PT)
PM Administrative Staff (FT/PT)
PMBOK, 28
(PMBOK)

26. The Project
Organization Chart
Don’s Project Organization

27. The Enterprise’s Organization Chart
President
CIO
Computing
Library
ISAS
Provost
Schools
Departments
Student Affairs
Registrar
Financial Aid
Admissions
Student Accounts
Athletics
Housing
Disability Services
Health Center
Finance & Mgmt
Budgets
Accounting
Human resources
Purchasing
Buffalo State College Organization Chart

28. Compare the two President CIO Computing Library ISAS Provost Schools
Departments
Student Affairs
Registrar
Financial Aid
Admissions
Student Accounts
Athletics
Housing
Disability Services
Health Center
Finance & Mgmt
Budgets
Accounting
Human resources
Purchasing
Compare the two

29. Who works for whom? No one reports directly to project manager
President
CIO
Computing
Library
ISAS
Provost
Schools
Departments
Student Affairs
Registrar
Financial Aid
Admissions
Student Accounts
Athletics
Housing
Disability Services
Health Center
Finance & Mgmt
Budgets
Accounting
Human resources
Purchasing
Who works for whom?
No one reports directly to project manager
How to address personnel issues on your project?
Need strong relationships with employees’ supervisors.
Support from Executive level helps, but you need to have trust of supervisors when things get tough.
Who are the stakeholders?
Don’t forget yourself.
Chicken and Pigs: identify them on this chart

30. Importance of Project Management
Compressed product life cycle
Competitive edge in global market
Knowledge explosion
Corporate downsizing
Increased customer focus
(Brown)

31. Advantages of Project Management
Better control of financial, physical, and human resources
Improved customer relations
Shorter development times
Lower costs
Higher quality and increased reliability
Higher profit margins
Improved productivity
Better internal coordination
(Brown)

32. Project Management Framework
Integration
Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Notice the elements of the Triple Constraint
Describe key competencies that project managers must develop:
Core function areas lead to specific project objectives (scope, time, cost, and quality)
Facilitating function areas are the means for achieving project objectives (human resources, communication, risk, and procurement management)
Knowledge function (project integration management) influences and is influenced by all other areas
Risk Management
Communication Management
Procurement Management
The PMBOK’s 9 Knowledge Areas
(PMBOK)
(Brown)

33. Project Management Framework
Core function areas constrain how project objectives are met
Scope
Time
Cost
Quality
Facilitating function areas are the means for achieving project objectives
Human Resources
Communication
Risk
Procurement Management
Knowledge function (project integration management) controls changes to process and product
(Brown)

34. Time Management Integration Management Time Management Cost Management
Scope Management
Quality Management
HR Management
Project Time Management
Estimating work completion time, developing project schedule, and ensuring timely completion of the project
Processes include:
activity definition
activity sequencing
activity resource estimating
activity duration estimating
schedule development
schedule control
Outputs include:
network diagram, Gantt chart, critical path etc…
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

35. Cost Management Integration Management Time Management Cost Management
Scope Management
Quality Management
HR Management
Project Cost Management
Consists of preparing and managing the budget for the project
Processes include:
cost estimating
cost budgeting
cost control
Outputs include:
cost estimates, baseline budget, earned value calculations
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

36. Scope Management Integration Management Time Management
Cost Management
Scope Management
Quality Management
HR Management
Project Scope Management
Involves defining and managing all the work required to complete the project successfully
Processes include:
scope planning
scope definition
creating the WBS
scope verification
scope control
Outputs include:
project charter, scope statement, WBS etc…
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

37. Quality Management Integration Management Time Management
Cost Management
Scope Management
Quality Management
HR Management
Project Quality Management
Ensures that the project will satisfy the stated or implied needs for which it was undertaken
Processes include:
quality planning
quality assurance
quality control
Outputs include:
quality assurance plan, standards etc…
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

38. Core Functions Scope Quality Cost Time Remember this?
The first four knowledge areas are Core Functions.
(Brown)

39. Facilitating Functions
Integration
Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

40. Human Resource Management
Integration
Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Project Human Resource Management
Concerned with making effective use of the people involved with the project
Processes include:
human resource planning
acquiring the project team
developing the project team
managing the project team
Outputs include:
project organization charts, staffing management plan, resource histogram etc…
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

41. Risk Management Integration Management Time Management Cost Management
Scope Management
Quality Management
HR Management
Project Risk Management
Identifying, analyzing, and responding to risks related to the project
Processes include:
risk management planning
risk identification
qualitative risk analysis
quantitative risk analysis
risk response planning
risk monitoring and control
Outputs include:
risk management plan, contingency plans etc…
Example: NASA hardware lifted while still bolted to floor and resulting risk management process and related systems.
Exercise: do some sample risk matrices..
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

42. Communication Management
Integration
Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Project Communications Management
Involves generating, collecting and storing project information
Processes include:
communications planning
information distribution
performance reporting
managing stakeholders
Outputs include:
communications management plan, status reports, performance reports etc…
Think “Feedback”
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

43. Procurement Management
Integration
Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Project Procurement Management
Involves acquiring goods and services for a project from outside the organization
Processes include:
planning purchases and acquisitions
planning contracting
requesting seller responses
selecting sellers
administering the contract
closing the contract
Outputs include:
contract, statement of work etc…
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

44. Integration Management
Time Management
Cost Management
Scope Management
Quality Management
HR Management
Integration Management – pulling it all together
Project Integration Management
Involves coordinating all the other knowledge areas throughout a project’s life cycle.
Processes include:
develop project charter
develop the preliminary project scope statement
develop the project management plan
direct and manage project execution
monitor and control the project work
perform integrated change control
close the project
Outputs include:
project plan, change control system etc…
What knowledge area do contract laborers fall into?
Risk Management
Communication Management
Procurement Management
(PMBOK)
(Brown)

45. Project Management Skills
Which is more important?
Technical Skills
Budgeting
Planning
Scheduling
Documenting
Contracts
People Skills
Leading
Motivating
Listening
Empathizing
Leadership: you need to be an example leader, even over people who don’t report to you (stakeholders)
Both
You need an equal measure of each…
(Brown)

46. List of Works Cited
Project Management Institute (PMI), Project Management Body of Knowledge (PMBOK). 3rd ed
Brown, Craig. "The Project Management Process - Week 1." SlideShare.com. 17 Aug BetterProjects.net. 7 Aug < process-week-1?src=embed>.