1. Traditional Project Management

2. COPYRIGHT TOM SULZER © 2015

3. Its Place in the Great Scheme How To Get It Clearly Defined Not Clearly Defined What Is Needed? Clearly Defined TraditionalAdaptive Not Clearly Defined N/AExtreme from Wysocki 2003

4. COPYRIGHT TOM SULZER © 2015 LOWHIGH Uncertainty HIGH Complexity LOW Adaptive Extreme Iterative Traditional (Linear, Incremental) Project Complexity vs. Project Environment & Appropriate Project Methodology (Wysocki, 2006) Software Development Project Approaches

5. COPYRIGHT TOM SULZER © 2015 Not All Traditional Projects Are Alike  Much depends on the nature of the project  Risk: High, Medium, Low  Business value: High, Medium, Low  Duration: Short ( 6 months)  Complexity: High, Medium, Low  Technology: Unknown/New, some familiarity, Well known  Proportion of organization affected (All, several depts, one dept.)  Cost: $$$$$, $$$$, $$$, $$, $

6. COPYRIGHT TOM SULZER © 2015 Different Project, Different Strokes  Projects are diverse – so one approach will not be appropriate for all projects  Too many approaches are unmanageable, and may not be really different  Categorize projects – use elements of project management that fit the category’s parameters

7. COPYRIGHT TOM SULZER © 2015 Project Categories  High business value, high complexity, unfamiliar technology, high risk, long duration  Medium business value, medium complexity, somewhat familiar technology, moderate risk, moderate duration  Low business value, low complexity, familiar technology, low risk, moderate duration  Low business value, very low complexity, familiar technology, very low risk, short duration

8. COPYRIGHT TOM SULZER © 2015 Examples  Network install  Provide specified real-time business performance data to Top Executives  Build a system to employ and profit from RFID tags in the supply chain

9. COPYRIGHT TOM SULZER © 2015 Work one as a class… Network install… What do we need to consider… - Clearly Defined What / How - Complexity vs. Uncertainty - Criteria Method

10. COPYRIGHT TOM SULZER © 2015 Class Exercise #1 Pick the appropriate Methodology for a project that provides specified real-time business performance data to Top Executives

11. COPYRIGHT TOM SULZER © 2015 Class Exercise #2 Pick the appropriate Methodology for a project that is to build a new system to employ and profit from RFID tags in the supply chain

12. Traditional PM & Waterfall Model Scope Plan Launch Idea Requirements gathering (analysis) COPYRIGHT TOM SULZER © 2015

13. Traditional PM & Waterfall Model Monitor and Control Systems design Detailed design Code and Test Systems Test Deploy Close COPYRIGHT TOM SULZER © 2015

14. Issues  The project manager has to manage several aspects of the project  Quality Management: Process feedback  Procurement Management: Acquire resources through RFP, RFQ  Risk Management: Procedures in place for riskiest parts of the project

15. COPYRIGHT TOM SULZER © 2015 Jack Neift Trucking Company  Go through the On-Line interactive case  Read through the case  Review Complexity vs. Uncertainty  Classify the project!

16. COPYRIGHT TOM SULZER © 2015 Where does Jack Neift Trucking’s Project fit? How To Get It Clearly Defined Not Clearly Defined What Is Needed? Clearly Defined TraditionalAdaptive Not Clearly Defined N/AExtreme from Wysocki 2003

17. COPYRIGHT TOM SULZER © 2015 LOWHIGH Uncertainty HIGH Complexity LOW Adaptive Extreme Iterative Traditional (Linear, Incremental) Jack Neift Trucking’s Project Complexity vs. Uncertainty? Software Development Project Approaches

18. COPYRIGHT TOM SULZER © 2015 Where does Jack Neift Project fit?  Evaluate in teams each of these criteria for Jack Neift’s CASE problem:  Risk: High, Medium, Low  Business value: High, Medium, Low  Duration: Short ( 6 months)  Complexity: High, Medium, Low  Technology: Unknown/New, some familiarity, Well known  Proportion of organization affected (All, several depts, one dept.)  Cost: $$$$$, $$$$, $$$, $$, $

19. COPYRIGHT TOM SULZER © 2015 Next time  Iterative and Adaptive methods