1. Professionalized Project Management in Software Development Kerinia Cusick Director, ESI International

2. © ESI International 2 Discussion Points  Project Management and CMMI  Professionalized Project Management  Taking a “Project Perspective”  Further Reading

3. © ESI International PM Content in SE/SW CMMI – Level 2 Initial Managed Defined Quantitatively Managed Optimizing  Requirements Management  Project Planning  Project Monitoring & Control  Supplier Agreement Management  Measurement & Analysis  Process & Product Quality Assurance  Configuration Management

4. © ESI International PM Content in SE/SW CMMI – Level 3 Initial Managed Defined Quantitatively Managed Optimizing  Requirements Development  Technical Solutions  Product Integration  Verification  Validation  Organizational Process Focus  Organizational Process Definition  Organizational Training  Integrated Project Management  Risk Management  Decision Analysis & Resolution

5. © ESI International PM Content in SE/SW CMMI – Level 4 Initial Managed Defined Quantitatively Managed Optimizing  Organizational Process Performance  Quantitative Project Management

6. © ESI International PWB Design/Dvlp Test Typical “Large Project” Roles & Responsibilities Program Manager/Project Manager/Program Office Electrical Software Engineering/ Development Systems Engineering Overall Project Success (Financial, Delivery, Quality, Customer Satisfaction) Success of Software Development Effort (delivery to plans & specifications)

7. © ESI International Improvement Efforts Traditionally Discipline Aligned Program Management Customer Systems Engineering Software Engineering Systems Specification Subsystem Specifications

8. © ESI International Objectives Strategy Processes Objectives Strategy Products / Services Business Systems Business Staff/Organization Systems Staff/ Organization Business issues Systems issues New Systems and Business Perspective of Projects Old

9. © ESI International “Professionalized Project Management”  Project Management Institute (PMI)  30 year old professional organization  Over 80,000 members in 125 countries  Information Systems Special Interest Group (IS SIG) with over 15,000 membership  Project Management Body of Knowledge Defined (PMBoK)  Skill Certification: Project Management Professional (PMP) PMI ® is a registered service mark of the Project Management Institute. PMBOK™ is a trademark of the Project Management Institute. PMP ® is a certification mark of the Project Management Institute.

10. © ESI International The Project Management Function Triple Constraint

11. © ESI International The Project Management Standard: PMBoK Project Scope Mngmt Project Integration Mngmt Project Time Mngmt Project Quality Mngmt Project Risk Mngmt Project Cost Mngmt Project Human Resource Mngmt Project Communica- tions Mngmt Project Procurement Mngmt PMI ® is a registered service mark of the Project Management Institute. PMBOK™ is a trademark of the Project Management Institute. PMP ® is a certification mark of the Project Management Institute.

12. © ESI International PMP Certification PMI ® is a registered service mark of the Project Management Institute. PMBOK™ is a trademark of the Project Management Institute. PMP ® is a certification mark of the Project Management Institute.

13. © ESI International Taking a Project Perspective  Project Success Criteria  Planning  Risk Management  Managing Project Change  Project Evaluation

14. © ESI International Project Success—Three Major Criteria Financial  NPV—Net Present Value  Benefit/cost ratio  Internal rate of return Strategic  Cost position  Product quality  Customer focus Technological  Core competencies  Feasibility

15. © ESI International Project Planning  Deliverables that constitute a project plan  Work Breakdown Structure  Schedule/Resource Allocation/Budget  Risk plan  Quality standards  Communication plan (stakeholder management)  Transition plan

16. © ESI International © ESI 16 WBS Review  Does the WBS define the whole project?  Are the work packages SMART?  Will the tasks support the responsibility matrix?  Will the WBS support estimates and budgets?

17. © ESI International © ESI 17 Validating the Time Frame  With the customer, organization, and team—  When can we start?  When is it due?  What’s the business need driving the deadline?  What constraints could affect the calendar?

18. © ESI International © ESI 18 Duration Considerations  Working time: Activity duration based on number of hours in a workday or work week (24 hours = 3 days)  Effort hours: Resource hours required to complete a task (24 hours = 3 resource days)  Elapsed time: Calendar durations including weekends, holidays, and breaks (24 hours = 1 day)  Productivity: Rate at which work is produced  Availability: Resource present and ready to work  Contiguous duration: Work time that is not interrupted  Interruptible duration: Work time that may be interrupted

19. © ESI International © ESI 19 Estimating Caveats  Estimates must be—  Based on a set of assumptions and collected data  Based on the current approved scope and project specifications  Changed when the scope of the project changes significantly  Changed when there are authorized changes in resources, materials, services, and so forth  Budgets are only estimates

20. 20 Integrative Nature of Risk Management ( Project Management Institute ) Source: Wideman, Max R., ed., 1992, II-2.

21. © ESI International Risk Identification

22. © ESI International 22 Categories Help Identify More Risks  Categories help identify additional risks; categories may vary from project to project  External: Beyond team control  Internal: Within team control Source: PMBOK ® 2000, 131–132

23. © ESI International Risk Quantification and Expected Monetary Value  Involves numerically assessing probability and impact  Expected monetary value is a statistical assessment of risk value, not a prediction of final cost should the risk occur or not occur  EMV = (probability of occurrence)(amount at stake)  Assess—  Best case (all good things happen and no bad)  Worst case (all bad things happen and no good)  Final actual value will probably fall between best case and worst case

24. © ESI International Management by Exception Adapted from Frame 1995, 59

25. © ESI International Project Evaluation

26. © ESI International If You Want to Know Even More…  Web Sites  Project Management Institute: www.pmi.org www.pmi.org  Project World: www.projectworld.com  American Society for the Advancement of Project Management: www.asapm.com www.asapm.com  Software Program Managers Network: www.spmn.com www.spmn.com  PM forum: www.allpm.com  ESI International: www.esi-intl.com