1. Project Management Why do projects fail? Technical Reasons
inexperience with language/environment
last minute efforts
lack of standards
fantasy factor
lack of configuration control
failure to follow review/inspection processes

2. Reasons for Failed Projects continued
Personal Factors
motivation
heavy load
failure to admit need for assistance (ego)
opinionated individuals (ego)
Management Factors
poor team selection
lack of team growth
poor coordination of team meetings
struggles for leadership (ego)
poor communication

3. Project Management Concepts: 4 P’s
People
Recruitment, training, organization, team development
Product
Define project scope and design of product
Process
Establish framework for software development
Project
Understand complexities of project development

4. Process Management Select process model Process decomposition
provides framework for activities
Process decomposition
Task sets - scheduling, milestones, deliverables, QA points
Umbrella activities
Software QA
SW Configuration management
Measure

5. People Management People work in groups
Want a good balance of skills, experience and personalities
Group is a team not just collection of individuals
Group standards, work closely, egoless

6. People Management Team Building Stages of Team Development
clear purpose and commitment
open communication and support, shared leadership, and constructive feedback
focus on behaviors and not personalities
Stages of Team Development
forming (awareness)
storming (conflict)
norming (cooperation)
performing (accomplishing)
PeopleMgmt.ppt

7. People Management Team Empowerment Self-Evaluation of Team
self-governing
decision-making latitude: leader decides “what” is to be done, team sets intermediate deadlines, team determines own organizational structure
leader “hands-off” until needed
Self-Evaluation of Team
schedule slips, causal analysis of team difficulties, done as a team and individually

8. People Management Project Managers
Solve technical and non-technical problems using people on their teams
Motivate people
Satisfy Needs: social, esteem, self-realization
Plan and organize their work
Ensure work is being done properly

9. 3 Team Organizations DD - democratic, decentralized
task coordinators, group consensus
CD - controlled, decentralized
defined leader, problem solving group
CC - controlled, centralized
Top-level problem solving and communication between leader and team members

10. 3 Team Organizations Centralized (CD or CC) – simple problems
Decentralized (DD) – more and better solutions for difficult problems
CC or CD - very large problems when subgrouping easily accommodated (to reduce communication paths)
DD – problems with low modularity when higher volume of communication necessary
DD – high morale and job satisfaction (long team life)
CC and CD – produce fewer defects

11. Two Examples Chief Programmer Team Concept (CD)
senior engineer (design, implementation, install), backup engineer(validation), tech staff, librarian (configuration mgmt and finalizing documentation), support (clerical/tech writers), specialists
Risks?
Structure Open Team (DD)
project is a joint effort
egoless programming
thorough reviews
side-by side work

12. Problem Management Problem: objectives and scope must be defined
alternative solutions explored
technical and management constraints (deadlines, budge, personnel) identified
with information define cost estimates, assess risks, breakdown tasks, and create schedule

13. Problem Management Activities (1-4)
Define scope/objectives, alternative solutions, constraints
Metrics:
collect information to define cost estimates, assess risks, breakdown tasks, and create schedule
measure product to assure quality
Cost Estimation:
provides info for remaining activities (manpower, project duration, $)
Risk analysis:
identify, assess, prioritize, management, resolve and monitor

14. Problem Management Activities (5-6)
Scheduling:
evolve or plan in advance, establish milestones, determine task dependencies, assign resources
Tracking and Control
note each task in schedule, assess impact of delayed task, redirect resources, modify delivery commitments

15. Determining Software Scope
Function tasks and performance
Quantitative data stated explicitly (#users, size of list, response time)
constraints and/or limitations noted
mitigating factors described
interfaces
reliability issues

16. Task Network Graphic, shows task sequences and dependencies REFINE
Design
Coding
Integration
Testing
Analysis/Specs
Tests
Developed
Unit
Testing
REFINE

17. Scheduling Methods and Tools
PERT (program evaluation and review technique)
Uses
effort estimates, decomposition of product function, process model, project type, task set, task network
determine critical paths, time estimates, boundary times (earliest and latest start times, earliest and latest end times, float times)
produce a timeline or GANTT chart
should also allocate resources
Microsoft Project : PERT and GANTT charts

18. Project Tracking and Control
conduct periodic status meetings: report progress and problems
evaluate results of all reviews
milestones accomplished by scheduled date?
Compare dates
informal meetings on subjective assessments
Control
light if everything going well
if not: diagnose problem, reassign resources, redefine schedule

19. Project Plan
IS A DELIVERABLE
TURN IN TO ME!