1. Rest of Project Management
Plan (done)
Organize
People and resources
process and procedures
Monitor
schedule
cost
quality and risk
Adjust
resolve problems 1

2. 2. Organize: People
In Software Development & Support, the most important resource is People.
During the planning phase, besides estimating the cost, one needs to estimate the number of and the type of people required to accomplish the activities.
Requirements and Domain experts
Design experts
Programming experts (for the desired language and environment)
Testing and QA experts
Customer Support personnel
Project management personnel
etc.
The roles of the people will be further clarified and adjusted as the project moves into the “organizing” phase.

3. People and Organization
Many ways to structure an organization:
hierarchical
matrix
distributed vs centralized
in house vs out-sourcing vs off-shore
Given n people in an organization there may be as much as (2n-1) + 1 different “teams”
Given n people, there may be as much as [n*(n-1)]/2 pairs of communications.
How do you structure effectively (keeping the needed communications and teams to a minimal number) ?

4. Sample “Role Based” Organization
Designers
Requirements
Analysts
Customers
Programmers
Users
Customer
Support
QA & Testers
Project
Management
Executive
Mgmt
Configuration
Mgmt &
Tools

5. What are the items to consider ?:
More on Personnel
What are the items to consider ?:
ability
technical expertise
personality
experience
interest
aspirations
physical health
other obligations and responsibilities

6. Other Resources Some other resources, besides people are:
Development tools
Management tools
Software packages for operating environment
Computer hardware
Communications and Network equipment
Physical space
Training budget
Traveling budget
Motivational Budget (e.g. bonus)

7. Organizing: Process and Procedures
What type of process you will use depends on:
Size and Complexity of project
Risks involved in the project
Past experience with similar project
Schedule and other attributes (e.g. quality) of the project or the “goals” of the project.
Personnel
Amount of details needed for the procedures also depends on :
process picked
existing procedures
type of activities that need procedure

8. Plan, Organize and Monitor: Risks
A RISK is a problem that has not occurred, but has a possibility of occurring.
Risk management is to understand and control these potential problems along with resolving the problem when it becomes reality.
Steps to Risk Management:
Risk identification
Risk Analysis
Risk Prioritization
Risk Reduction
Risk Planning
Problem Resolution
Risk Assessment
Risk Control

9. Statistical Risk Analysis
For each of the identified risk item:
Attach a probability value between 0 and .99.
Attach a $ value or some other value system if the risk item does turn into a problem.
Multiply the probability and the $ value to get an over-all “risk value” or “risk exposure.”
Rank the risk items by their risk values/exposure.
For risk control side identify a set of actions and the cost of the actions that will mitigate the risk.
Decide on what actions to take, if any
Assessment
Control

10. Risk Planning Example For risk items 1 and 2 : Risk Values :
risk 1 : prob. of occurrence = .3; cost is $100k (personnel loss)
risk 2 : prob. of occurrence = .1; cost is $350k
Risk Values :
risk value or exposure 1 = $30k
risk value or exposure 2 = $35k
risk item 2 seems to be a little more riskier than item 1.
Examine the risk mitigation cost for each of these:
mitigation for risk 1 : $15k (raise/future bonus/ward)
mitigation for risk 2 : $30k
which one would you plan to spend money on if you had only $35k to spend on risk management ?

11. 3: Monitoring the Project
What do you monitor in project management?
Schedule and Milestones
Cost
Quality
Personnel (morale and turn-over)
Customer/User Satisfaction
Risk
Who should participate ?
Developers
Customers
Project Management
How often ?
Weekly, monthly, etc. and/or
At pre-set activity completion (e.g. milestone dates)

12. Project Monitoring
Often meets resistance as “bureaucratic” or “overhead”; so it must be defined as part of the process early on with senior executive backing
The metric for monitoring is often not well defined except for schedule and cost. These have to be set at the planning time as part of the requirements attributes (quality, performance, etc.)
Project Managers need to be trained in the tasks of project monitoring and must have the “proper” personality -( rational introvert or rational extrovert ?).
Should have needed management tools and resources to help

13. Some Metric for Monitoring (*weekly)
Schedule :
number of milestones met; % of total milestones met
average % of milestone time missed (both time under and over)
% of current project activities tracking to schedule
current schedule status of each activity still in progress
Cost:
number of items tracking to cost; % of items tracking to cost
% of cost overrun by each item over cost.
Quality:
% of test cases executed; number of test cases executed
number of successfully tested test cases
number of problems found by severity levels; % breakdown by severity
number of problems fixed by severity
Risk Items :
current status of each risk item ; status of “top five” risk items
% of risk items turned into problems; % of problems resolved

14. 4. Adjust
Based on the Status monitored, the project managers must take actions and adjust:
When do you adjust ? ; Was there a tolerance threshold defined for the item - if not, what should it be? (This is the “killer” problem for most)
What action do you take ? Are you authorized to take that action ? (Many times lack of authority results in inaction and depression.)
Whom do you need to consult ?
What other help do you need ?
Adjustment actions are often dependent on personal and organizational culture:
e.g. how risk averse is the organization