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An Introduction to Project Management and Software Process Improvements
Mike Barker
2004
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2. Agenda Introductions Change: What is it? Why is it hard?
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Agenda
Introductions
Change: What is it?  Why is it hard?
Force Field Analysis
Planning, Risks, Improvisation
Outcomes, Measurements, Activities, Resources
Stakeholders and Boundaries
Plans: WBS, Network Logic, Estimation
Accountability
Risk Management
Wrap-up
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3. Introductions
People
Process and Projects
Concerns
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4. Change Status quo, chaos, integration, status quo Foreign Element
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Change
Status quo, chaos, integration, status quo
Foreign Element
Transforming Idea
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5. Quality Improvement Paradigm (QIP)
AKA Empirical Software Engineering
Understand: characterize current product, problems, process
Assess: experiment and pilot projects to assess impact of change
Package: train, document, standards, etc. to support introduction of change
Highly rational approach
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6. Diffusion "It just happens"
Rumors, games, etc.
Geographic proximity, high value/low cost
Not very controllable
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7. Hole-in-the-floor (top-down)
Engineers develop perfect system
Cut hole in floor
Drop system on users who immediately change
Before/after model
Emphasizes planning, but not very humane
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8. Newtonian (f=m/a) Bigger system, push harder!
Faster change, push harder!
Push in the right direction!
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9. Learning Curve (huh, got it, the last 10%)
statistical
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10. Satir Change Model Status Quo Intrusion of Foreign Element Chaos
Introduction of transforming Idea
Integration
New Status Quo
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11. Foreign Element New Status Quo Old status Quo Chaos Integration
Transforming
Idea
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12. Responses to Change Try to reject foreign element
Try to accommodate foreign element in old model
Try to transform old model to receive foreign element
Try to integrate
Practice to master new model
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13. Roger's Innovation Diffusion Factors
Relative advantage: how much better is it perceived to be?
Compatibility: how compatible is it to how we do things?
Complexity: how difficult is it to understand and use?
Trialability: can I experiment with it before deciding?
Observability: how visible are the results to others?
Added, but useful:
Image: how much will it enhance my image or status?
Trust: do I (the adopter) think the provider is trustworthy?
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14. Daryl Conner Managing at the Speed of Change
Shock
Denial
Anger
Bargaining
Depression
Testing, redefine goals
Acceptance
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15. References
Quality Software Management: Anticipating Change by Gerald M. Weinberg, ISBN
Managing at the Speed of Change by Daryl R. Conner, ISBN:
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16. Force Field Analysis Kurt Lewin List all forces for and against change
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Force Field Analysis
Kurt Lewin
List all forces for and against change
Look for ways to shift
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17. The Project (central line)
A Force Field Analysis
Enabler (+)
Blocker (-)
The Project (central line) S U C E F A I L R
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18. Planning, Risks, Improvisation
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Planning, Risks, Improvisation
Hard Chargers
Worriers
Heroes
Balance
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19. Organizing Teaching and Technologies English
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Organizing Teaching and Technologies English
Outcomes
Assessments
Activities
Tools/Resources
What should the student "take away" after the educational experience?
How can we measure the "outcomes" of the educational experience?
What will we do as part of the educational experience?
What tools, methods, materials, etc. are needed for the activities?
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20. 指導と技術の組織化 日本語 結果 評価 活動 道具/資源 1/14/2019 しどうとぎじゅつのそしきか 結果けっか 評価ひょうか
活動かつどう
道具/資源どうぐ・しげん
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21. Stakeholders and Boundaries
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Stakeholders and Boundaries
scope statements
Project Justification: why are we doing this?
Product description: what are we making?
Project Deliverables: how will we know we are done?
Project Success Criteria: cost, schedule, quality, expectations
change tracking
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22. Plans Work Breakdown Structure Network Logic Diagram Estimation
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Plans
Work Breakdown Structure
Network Logic Diagram
Estimation
Critical Path Method
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23. Work Breakdown Structure
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Work Breakdown Structure
What do we need to do?
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24. WBS: An Exercise
Suppose we are going to make an Italian dinner. Answer the questions:
What do you want on the table?
What do we have to do to fix (each item)?
That is a Work Breakdown Structure. Now, let's talk about the details.
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25. Italian Dinner: What's on the Table?
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26. Italian Dinner: What do we have to do to fix?
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27. Work Breakdown Structure
What is it: An approach to answering the question of what do we have to do.
Top-down: start by listing the deliverables. Then expand the activities needed for each one.
Bottom-up: list activities that you know are needed. Then group them, and name the product of the activities (the deliverable)
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28. Approaches
Sticky notes: (Easiest approach) use sticky notes and a large board. Let's you rearrange easily.
Organization Chart (Powerpoint, Word, Visio)
Outline format (Word, Excel)
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29. Two Approaches to Completeness
"Classic" approach:
try to ensure that all the work of the project is shown in the WBS.
I.e., all the deliverables, and all the activities, should be shown.
Use experts, stakeholder meetings, and other methods to make sure that everything is explicit.
Agile/Extreme methods:
Assume that we don't really know what all the work is.
However, we do know what the near future work is.
Do a "rolling wave" type WBS, filling in known deliverables and activities, and then adding more details later.
Make sure you, your project team, and the stakeholders agree as to which approach you are taking.
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30. How Much Detail is Enough?
Rule of Thumb: 1 person, 2 weeks "chunks"
It depends. For rough cut with experienced staff, you can use "bigger" chunks. For better estimation and inexperienced staff, use "smaller" chunks.
Rule of thumb: Do you know what to do? If yes, then you have enough detail. If not, you need to do more breakdown.
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31. Well-Defined Activities
Status/Completion measurable
Definite beginning and ending
Activity has a deliverable
Time to complete and cost easily estimated from prior or similar experiences.
Activity duration is within acceptable limits
Work assignments are independent
(from Effective Project Management, 2nd Edition, by Robert K. Wysocki, Robert Beck Jr., and David B. Crane)
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32. Some Cautions
Order is NOT important in a WBS (that comes later, in a network logic diagram)
Don't forget Project Management, Communications, and other parts of the project that are often left out. Planning, meetings, etc. take time and resources!
Try to keep to the same "level" of detail in activities.
Although the examples don't show this, you can (and should, often) use subdeliverables and subactivities to break down the large chunks.
Your WBS should make sense to you and your project team.
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33. WBS: Deliverables and Activities
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34. WBS: Nouns and Verbs
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35. WBS: Outline Format
Deliverable
Activity
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36. WBS: An Exercise As individuals, for 10 minutes
Take your project and list the deliverables.
List the activities for each one.
As a group, for 20 minutes
Construct a combined WBS using sticky notes for your project.
As a group, for 5 minutes
Collect the "lessons learned" in constructing the WBS
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37. Network Logic Diagram
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38. Start with a WBS
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39. Tie Activities Together by Dependencies
Buy Bread
Butter and Garlic
Heat
Start
Buy pasta
Boil
End
Buy Lettuce
Wash Letttuce
Add Dressing
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40. Tie Activities Together by Dependencies
Buy Bread
Buy Butter
Butter and Garlic
Heat
Buy Garlic
Start
Buy pasta
Boil
End
Buy Lettuce
Wash Letttuce
Add Dressing
Buy Dressing
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41. Advice Use Hard Dependencies; avoid soft ones
Assume unlimited resources
You may need to redesign activities (add, combine, or split), but start with the ones that are there
Adding "gathering" points can be useful (meetings, reviews, etc.) but be careful, they also affect scheduling.
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42. An Exercise
In groups, take the WBS for a breakfast (coffee and juice) and lay out the network logic diagram for it.
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43. Breakfast Project WBS
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44. Breakfast Network Logic Diagram
Get Glass
Pour Juice
Put Glass with
Juice on Table
Get Juice from Fridge
Start
End
Get Coffee
from Fridge
Put Coffee in Pot
Brew Coffee
Get Coffee Pot
Fill Pot with Water
Pour Coffee
Put Cup with
Coffee on Table
Get Cup from Cabinet
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45. Network Logic Diagram: An Exercise
As a group, for 20 minutes
Take your project WBS.
Construct a network logic diagram.
As a group, for 5 minutes
Collect the "lessons learned" in constructing the network logic diagram.
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46. Estimation
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47. Why Estimate?
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48. Variation Varying skill levels Unexpected events Interruptions
Mistakes and misunderstandings
(from Effective Project Management, 2nd Edition, by Robert K. Wysocki, Robert Beck Jr., and David B. Crane)
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49. Other Approaches Similarity to other activities Historical data
Expert advice
Delphi technique
Simulations
(from Effective Project Management, 2nd Edition, by Robert K. Wysocki, Robert Beck Jr., and David B. Crane)
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50. Three Point Estimate
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51. 3 Point Estimation Worksheet
Activitives
Low
Most Likely
High
Mean
Variance
Task 1 4 6 8
0.67
Task 2 5 10
6.5
1.17
Task 3 1 2 3
0.17
Task 4
4.5
Task 5
Task 6 7 11
7.5
Task 7 20
9.5
10.50
Project 28 39 68 42
15.5
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52. Formulas Average = (Pessimistic + (4*Most Likely) + Optimistic) / 6
Variance =
Standard Deviation = Square Root of the sum of the variances
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53. Exercise
Do a 1 point estimate for your project – how big do you think it is?
Do 3 point estimates for the tasks in your project network logic diagram
Set up a spreadsheet and calculate the average and standard deviation for the project
Compare your 1 point estimate and the calculated results.
What lessons did you learn through doing these calculations?
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54. Critical Path Method クリティカル･パス法
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55. 1 5 1 5 7 6 8 1 3 7 12 6 4 20 8 20 4 10 22 14 1 6 始め 5 14 終り 10 3 8 9 1 7 6 3 12 1 7 10 1 8 2
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56. 15 3 8 14
Start
End 4 7 3 2 6 2 1 17
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57. Critical Path : Exercise
As a team:
Calculate the critical path for your network logic diagram
What did you learn from determining the critical path for your project?
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58. Accountability Joe Bill Ted Alice Task 1 P A S Task 2 I R Task 3
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Accountability
Joe
Bill
Ted
Alice
Task 1 P A S
Task 2 I R
Task 3
Task 4
P: participant A: accountable R: review I: Input S: Signoff
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59. Risk Management Identify Prioritize (impact, likelihood)
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Risk Management
Identify
Prioritize (impact, likelihood)
Prevention, detection, reduction, transfer, acceptance
Risk Response Plans
Practice
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60. 1/14/2019
Wrapup
Back at Work
Key Points
Concerns
Thank you!
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