1. DON F. ERWIN BUFFALO STATE COLLEGE BUFFALO, NEW YORK, USA PART 1 – PROJECT MANAGEMENT BASICS Software Project Management

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

3. Survey What are the top 5 issues you need to solve on your software project? 1.The difficulties in estimations (budget, schedule, etc.) 2.Wrong assumptions 3.Customer changing mind 4.How to manage client expectations 5.Not enough qualified resources

4. Overview Project Management Basics Project Management on Software Projects Managing Stakeholders’ Expectations Risk Management Project Communication Leadership in Software Project Management IT Governance Other??? We Plan to Cover:

5. Reality Check The Bad News 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

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:

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?

8. What is not a Project? Has a desired result Has a beginning and an end Involves many people/organizations Is new or unique Has time, cost, performance constraints Exploratory ** Indefinite beginning and end Involves one person/team Many of the same thing No time, cost, performance constraints YESNo (Brown)

9. Is it a Project? Programs 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

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

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

12. Process Purpose A process is a series of actions directed towards a particular result. Step 1Step 2Step 3Result activity inputsoutputs (Brown)

13. PM Processes Groups InitiatingPlanningExecuting Monitoring Controlling Closing (PMBOK)

14. PM Processes Groups InitiatingPlanningExecuting Monitoring Controlling Closing Develop Charter Develop Preliminary Scope (PMBOK)

15. PM Processes Groups InitiatingPlanningExecuting 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 (PMBOK)

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

17. PM Processes Groups InitiatingPlanningExecuting 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. PM Processes Groups InitiatingPlanningExecuting Monitoring Controlling Closing Close Project Contract Closure (PMBOK)

19. The Triple Constraint Cost Scope Time The Challenge: Maintain Equilibrium RiskQuality There are more than three… Others?

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

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

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

24. The Project Manager is the Glue Client/Sponsor Team A Team s Stakeholders Vendors Project Manager

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)

26. The Project Organization Chart

27. 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 The Enterprise’s Organization Chart

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

29. President CIO Computing Library ISAS Provost Schools Department s 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?

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 The PMBOK’s 9 Knowledge Areas Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Communication Management Procurement Management Risk Management (Brown)(PMBOK)

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 Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (Brown)(PMBOK)

35. Cost Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (Brown)(PMBOK)

36. Scope Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (Brown)(PMBOK)

37. Quality Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (Brown)(PMBOK)

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

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

40. Human Resource Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (Brown)(PMBOK)

41. Risk Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (Brown)(PMBOK)

42. Communication Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (Brown)(PMBOK)

43. Procurement Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (Brown)(PMBOK)

44. Integration Management Integration Management Integration Management Time Management Cost Management Scope Management Quality Management HR Management Risk Management Communication Management Procurement Management (Brown)(PMBOK)

45. Project Management Skills Technical Skills Budgeting Planning Scheduling Documenting Contracts People Skills Leading Motivating Listening Empathizing Which is more important? Both You need an equal measure of each… (Brown)

46. List of Works Cited 1.Project Management Institute (PMI), Project Management Body of Knowledge (PMBOK). 3rd ed. 2004. 2.Brown, Craig. "The Project Management Process - Week 1." SlideShare.com. 17 Aug 2008. BetterProjects.net. 7 Aug 2008.