1. “I wanta get my 10 class participation points” Is project management rocket science? What are the three components of the triple constraint? What is more difficult? Rocket science and calculus or projects and people? In addition to the triple constraint, what other factors are there? Name two of the four frames of project management Name the other two

2. TODAY: The Pre-proposal Schwalbe, Chapter 2 The General Project Lifecycle The Software Development Lifecycle The Catch-22 in Software Development Some risk-considerations relative to projects?

3. The Pre-proposal Discussed in Ch 11 of copy packet A way to allow everyone to submit project suggestions A short, crisp information piece for review by managers who decide what projects to fund No technical jargon

4. The Pre-proposal States what is to be done Why it should be done What business value it will provide to the enterprise Endeavors to secure senior management approval and the resources to develop a detailed plan

5. Pre-proposal should consist of: –Discussion of problem or opportunity –Purpose or goal of project –Objectives –Success criteria –Assumptions/Risks/Obstacles ALL ON A SINGLE PAGE As discussed in Chap 11 of copy packet

6. Chapter 2: The Project Management Context and Processes

7. What is a project?? A definite beginning, ending An objective or goal Made up of tasks (activities) Consumes a budget Has limited resources Must be completed by a certain date Accomplished by a team Has a client or customer Involves risk

8. What else can we say about projects??? A project is accomplished by a process, also called a methodology This is the sequence of steps, tasks the comprise the project

9. Why are projects becoming in vogue? Companies are more cost conscious They want to know who did what for how long They want each employee assigned to a specific cost code A better way to do cost accounting Instead of being perpetual, jobs are assigned to projects

10. Projects Cannot Be Run In Isolation Projects must operate in a broad organizational environment Project managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization See example in opening and closing case

11. ASSIGNMENT Do problem 2 on page 46. Do not include PMI.ORG

12. A Systems View of Project Management A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving Three parts include: –Systems philosophy: View things as systems; interacting components working within an environment to fulfill some purpose –Systems analysis: problem-solving approach –Systems management: Address business, technological, and organizational issues before making changes to systems

13. Figure 2-1. Three Sphere Model for Systems Management

14. Project Phases and the Project Life Cycle A project life cycle is a collection of project phases Project stages vary by project or industry, but some general phases include –definition and conceptualization –planning and budgeting –development and implementation –termination and closeout

16. Figure 2-2. Phases of the Project Life Cycle

17. Product Life Cycles Products also have life cycles The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems Typical SDLC phases include planning, analysis, design, implementation, and support

18. Sample SDLC Models Waterfall model: has well-defined, linear stages of systems development and support Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach Incremental release model: provides for progressive development of operational software Prototyping model: used for developing prototypes to clarify user requirements

19. The WaterFall Model

20. Figure 2-3. Spiral Model of Software Development

21. Distinguishing Project Life Cycles and Product Life Cycles The project life cycle applies to all projects, regardless of the products being produced Product life cycle models vary considerably based on the nature of the product Most large IT products are developed as a series of projects Project management is a cross life cycle activity done in all of the product life cycle phases

22. Why Have Project Phases and Management Reviews? A project should successfully pass through each of the project phases in order to continue on to the next Management reviews (also called phase exits or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

23. What Went Right? "The real improvement that I saw was in our ability to  in the words of Thomas Edison  know when to stop beating a dead horse.…Edison's key to success was that he failed fairly often; but as he said, he could recognize a dead horse before it started to smell...as a result he had 14,000 patents and was very successful…In IT we ride dead horses  failing projects  a long time before we give up. But what we are seeing now is that we are able to get off them; able to reduce cost overrun and time overrun. That's where the major impact came on the success rate.” Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On Project Management and IT Project Success," PM Network, PMI, September 1998, p. 7

24. Understanding Organizations Structural frame: Focuses on roles and responsibilities, coordination and control. Organization charts help define this frame. Human resources frame: Focuses on providing harmony between needs of the organization and needs of people. Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues. Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.

25. Many Organizations Focus on the Structural Frame Most people understand what organizational charts are Many new managers try to change organizational structure when other changes are needed 3 basic organization structures –functional –project –matrix

26. Figure 2-4. Functional, Project, and Matrix Organizational Structures

27. Table 2-1. Organization Structure Influences on Projects Project Characteristics Functional Organization type Matrix Project

28. What Went Wrong? The Superconducting Super Collider (SSC) provides an excellent example of a project that failed primarily due to politics. The objective of the $11 billion SSC project was to provide answers to fundamental questions about the formation of the universe. SSC managers campaigned for good will and support at universities, schools, and scientific meetings. This "preaching to the choir" failed to convey the benefits of the project to the real decision makers: the Clinton administration and members of Congress. One SSC attempt to gain political support backfired when an assembly of scientists and Nobel laureates took the back seat to the historic Rabin-Arafat handshake signaling the possibility of peace in the Middle East. All press coverage focused on the Rabin- Arafat meeting. On October 19,1993, Congress--after spending more than $2 billion on the SSC project--ended the project after 11 years of effort and put 2,000 people out of work. SSC management failed to focus on and gain support from the most influential stakeholders on the project.

29. Recognize the Importance of Project Stakeholders Recall that project stakeholders are the people involved in or affected by project activities Project managers must take time to identify, understand, and manage relationships with all project stakeholders Using the four frames of organizations can help meet stakeholder needs and expectations

30. Define scope of project Identify stakeholders, decision- makers, and escalation procedures Develop detailed task list (work breakdown structures) Estimate time requirements Develop initial project management flow chart Identify required resources and budget Evaluate project requirements Identify and evaluate risks Prepare contingency plan Identify interdependencies Identify and track critical milestones Participate in project phase review Secure needed resources Manage the change control process Report project status Table 2-2. Fifteen Project Management Job Functions "Building a Foundation for Tomorrow: Skills Standards for Information Technology," Northwest Center for Emerging Technologies, Belleview, WA, 1997

31. Suggested Skills for a Project Manager  Communication skills: listening, persuading  Organizational skills: planning, goal-setting, analyzing  Team Building skills: empathy, motivation, esprit de corps  Leadership skills: sets example, energetic, vision (big picture), delegates, positive  Coping skills: flexibility, creativity, patience, persistence  Technological skills: experience, project knowledge  SKILLS VS. COMPETENCIES

32. Table 2-3. Most Significant Characteristics of Effective and Ineffective Project Managers Leadership by example Visionary Technically competent Decisive Good communicator Good motivator Stands up to upper management when necessary Supports team members Encourages new ideas Sets bad example Not self-assured Lacks technical expertise Poor communicator Poor motivator Effective Project Managers Ineffective Project Managers

33. Project Management Process Groups Project management can be viewed as a number of interlinked processes The project management process groups include –initiating processes –planning processes –Executing and controlling processes –closing processes

34. Figure 2-5. Level of Process Group Activity Over Time

35. Table 2-4. Relationships Among Project Process Groups, Activities, and Knowledge Areas

36. Discussion Questions Review the example of applying systems management to the opening case (see Figure 2-1). Think of an issue relevant to your organization or from current events and analyze it to identify its key business, organizational, and technological aspects. Which skills do you think are most important for an IT project manager? Can they all be learned, or do you think some are innate? Briefly describe what happens in each of the five process groups (initiating, planning, executing, controlling, and closing). On which processes should most team members spend the most time? What are some of the deliverables of each process?

37. The Waterfall Model

38. The Seven Phases of the Waterfall Model Definition -- 10% Analysis -- 15% Design -- 15% Programming -- 15% –Preparation and programming--10% –module testing--5% System Test -- 25% Acceptance Testing -- 5% Operation -- 15%

39. Definition -- Goals Goal: Understand User’s Problem Goal: Estimate cost and time

40. Definition -- Activities Gain an excellent understanding –Peruse all the relevant materials and documentation Interviews (of the end-user) Write Requirements Document –Based on understanding and interviews Write Project Plan (PP) Write Proposal

41. The Project Plan includes personnel, cost, schedules cost and schedule are 100% off at this point Schedules –Gantt Chart -- MS Project –Pert -- MS Project –WBS Follows the format in handout

42. The Interviews Objective: To learn the client’s business Plan the interview Ask the right questions Follow up with a second interview Update the PP, which is now only 100% off max

43. Analysis More interviews Perusal of the relevant information The _____ diagram ________________ Design

44. Analysis, Cont’d Write Functional Specification –For each requirement in the RD, a function or component is conceived –Functionality is based on the analysis Update PP, which is the ______________ –Cost, schedule are now only 50% off, max

45. Design _____ charts _____ code Data Structure Design Walkthrough

46. Design, Cont’d Medium-level Design Walkthrough Write Acceptance Test Plan Write Design Document Update PP –Cost, schedule are now only 25% off, max

47. Programming Plan the integration Detailed module design A “type of” design occurred soooo ______________________ Fabricate test sets

48. Programming, Cont’d Decide how to integrate the modules Code Module Test Module Test lowest levels of integration Develop User Documentation

49. System Test Develop System Test Plan Perform regression testing Final Thorough Test

50. Acceptance Make preparations for “show and tell” date with customer Have client run through all tests on that Date Try to acquire client’s signature on that date

51. Operation Install Software Train Personnel Provide six months support Sell the next phase

52. The Definition Phase--3 major activities in this phase Gain an excellent understanding of the user’s problem –Read all the relevant materials –Interview the user Decide whether to do the project or not? –Analyze all possible risk contingencies –GO/NO GO DECISION Write the proposal –details what will be delivered, when and at what cost

53. Gain an excellent understanding of the problem Read the manuals ahead of interviews Conduct interviews Write the Requirements Document –Obtain user sign off Prepare the Project Plan –Use computer software –Gives you first “ballpark” estimates as to cost and schedule

54. PROBLEM We in the IT community have a ______ reputation for underestimating projects Why?? Its too ______ to understand the complete user requirements up front User doesn’t know what ___ wants We don’t know how much time it takes to do certain tasks

55. Feasibility and the Go/No go Decision Can the system be built technically? Can the system be built within the cost and schedule constraints? Is this project doable NOW by ME?

56. We live in a Dream World There will be no changes Upper management will do what’s right We will have the necessary resources when they are ______ The hardware manufacturer will deliver its products on time The user will fulfill her responsibilities There is no competition

57. The Realities: Bad Projects are out there for the taking Estimates are by edict Marketing signs fixed price contracts based on your first ballpark estimate –Fixed price contracts are ones in which the contractor must produce a specific product for a specific price by a specific time

58. The Realities: Why Bad Things Happen to ____ Projects You as PM never get adequate resources –You get these resources from line managers, the customer Changes take place -- there is _____ creep Responsibilities remain undefined User is unsympathetic to problems

59. The Four Steps of Risk Management Anticipate the risk Eliminate the risk where possible Reduce the impact of the risk Stay in control when things go wrong (The acronym is EARS, except turn the A and the E around) –Contrary to popular opinion, the most important organs when it comes to risk management are your ears and your brain.

60. Anticipating Risk Inappropriate technical people –SNA vs. TCP/IP expertise Improper working environment –Traditional client/server vs. OLE automation vs. traditional mainframe Third party supplied resources –May not deliver on time Crash projects Unspecified payment/budget –User pays quarterly (and has authority to cancel)

61. Financial risk Situations Poorly estimated projects Poorly defined requirements Distributed project management never works (two PM’ers) Overzealous management

62. Technical Risk Situations The wrong solution Bad requirements/specification Not knowing the user

63. The Risk Quiz

64. Eliminating the Risk where Possible Use risk tables Use contingency tables