1. Dr. Nguyen Hai Quan

2.  Overview  Classic Mistakes  Project Manager Requirements  Project Management Phases

3.  Overview  Classic Mistakes  Project Manager Requirements  Project Management Phases

4.  What’s a project?  PMI definition ◦ A project is a temporary endeavor undertaken to create a unique product or service  Progressively elaborated ◦ With repetitive elements  A project manager ◦ Analogy: conductor, coach, captain 4

5.  1970’s: military, defense, construction industry were using PM software  1990’s: large shift to PM-based models ◦ 1985: TQM ◦ 1990-93: Re-engineering, self-directed teams ◦ 1996-99: Risk mgmt, project offices ◦ 2000: M&A, global projects 5

6.  What’s a ‘program’?  Mostly differences of scale  Often a number of related projects  Longer than projects  Definitions vary  Ex: Program Manager for MS Word 6

7.  Jobs: where are they?  Professional Organizations ◦ Project Management Institute (PMI) (pmi.org) ◦ Software Engineering Institute (SEI) ◦ IEEE Software Engineering Group  Certifications ◦ PMI PMP  The “PMBOK” – PMI Body of Knowledge  Tools ◦ MS Project 7

8.  People begin programming before they understand the problem  The team has an unrealistic idea about how much work is involved.  Defects are injected early but discovered late.  Programmers have poor habits – and they don’t feel accountable for their work.  Managers try to test quality into the software.

9.  Overview  Classic Mistakes  Project Manager Requirements  Project Management Phases

10.  Types ◦ People-Related ◦ Process-Related ◦ Product-Related ◦ Technology-Related 10

11.  Undermined motivation  Weak personnel ◦ Weak vs. Junior  Uncontrolled problem employees  Heroics  Adding people to a late project 11

12.  Noisy, crowded offices  Customer-Developer friction  Unrealistic expectations  Politics over substance  Wishful thinking 12

13.  Lack of effective project sponsorship  Lack of stakeholder buy-in  Lack of user input 13

14.  Optimistic schedules  Insufficient risk management  Contractor failure  Insufficient planning  Abandonment of plan under pressure 14

15.  Wasted time during fuzzy front end  Shortchanged upstream activities  Inadequate design  Shortchanged quality assurance 15

16.  Insufficient management controls  Frequent convergence  Omitting necessary tasks from estimates  Planning to catch-up later  Code-like-hell programming 16

17.  Requirements gold-plating ◦ Gilding the lily  Feature creep  Developer gold-plating ◦ Beware the pet project  Push-me, pull-me negotiation  Research-oriented development 17

18.  Silver-bullet syndrome  Overestimated savings from new tools and methods ◦ Fad warning  Switching tools in mid-project  Lack of automated source-code control 18

19.  Overview  Classic Mistakes  Project Manager Requirements  Project Management Phases

20.  As a PM, who do you interact with?  Project Stakeholders ◦ Project sponsor ◦ Executives ◦ Team ◦ Customers ◦ Contractors ◦ Functional managers 20

21.  Three angles of a project manager ◦ Skills required ◦ PM Positions and roles ◦ The process 21

22.  Leadership  Communications  Problem Solving  Negotiating  Influencing the Organization  Mentoring  Process and technical expertise 22

23.  Project Administrator / Coordinator  Assistant Project Manager  Project Manager / Program Manager  Executive Program Manager  V.P. Program Development 23

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25.  Project integration management  Scope  Time  Cost  Quality  Human resource  Communications  Risk  Procurement 25

26.  People  Process  Product  Technology 26

27.  Fast, cheap, good. Choose two. 27

28. 28  Know which of these are fixed & variable for every project

29.  “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting”  Developer productivity: 10-to-1 range - Improvements: -Team selection -Team organization ◦ Motivation 29

30.  Other success factors ◦ Matching people to tasks ◦ Career development ◦ Balance: individual and team ◦ Clear communication 30

31.  Is process stifling?  2 Types: Management & Technical  Development fundamentals  Quality assurance  Risk management  Lifecycle planning  Avoid abuse by neglect 31

32.  Customer orientation  Process maturity improvement  Rework avoidance 32

33.  The “tangible” dimension  Product size management  Product characteristics and requirements  Feature creep management 33

34.  Often the least important dimension  Language and tool selection  Value and cost of reuse 34

35.  Overview  Classic Mistakes  Project Manager Requirements  Project Management Phases

36.  All projects are divided into phases  All phases together are known as the Project Life Cycle  Each phase is marked by completion of Deliverables  Identify the primary software project phases 36

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39.  The Planning Phase ◦ Establish the Project Objectives ◦ Define the Work ◦ Determine the Work Timing ◦ Establish Resource Availability and Resource Requirements ◦ Establish the Cost Baseline  Setting the Baseline ◦ Evaluate the Baseline Plan ◦ Optimize the Baseline Plan ◦ Freeze the Baseline Plan

41.  The Tracking Phase ◦ Change Control ◦ Track Work Progress ◦ Track Resource and Cost Actuals ◦ Compare to Baseline ◦ Evaluate Performance ◦ Forecast, Analyze, and Recommend Corrective Action

43. 1. Describe your old projects, your role, your achievements 1.Did the project succeed ? Any mistakes ? 2.Did you apply project management process ? How about documentations ? 2. Define a template for documenting the project (Analysis, Design, Implementation, Testing, Deployment, Maintenance). 3. Choosing one project for the final test.