ktenas managing projects_kth_v3(for_slideshare)

Project Management for Software Development Projects

KTH ROYAL INSTITUTE OF TECHNOLOGY

SOFTWARE ENGINEERING COURSE

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Lecturer: Spyros Ktenas, MBA, BSc(IT), PMI PfMP, PRINCE2, PMI ACP http://open-works.org/profiles/spyros-ktenas

This is the part of the slides relevant to GE.SI.PMF – Generic Simple Project Management Framework

Doesn’t include PM tools, risk, communication, stakeholders, PRINCE2, PMBok etc.

http://open-works.org/profiles/spyros-ktenas


Spyros Ktenas - http://open-works.org/profiles/spyros-ktenas

OBJECTIVES To provide basic knowledge around Project Management

To provide knowledge useful for real life conditions

To develop related skills

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SECTIONS Basic Project Management Concepts Introduction to Best Practices Introduction to Methodologies Tools Methodologies Mix How To Manage/Lead the Project Save the Project

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BASIC PROJECT MANAGEMENT CONCEPTS

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WHAT IS A PROJECT - 1 A project is a temporary endeavour undertaken to

create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end.

The end is reached when the objectives of the project have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. [PMI-PMBok]

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WHAT IS A PROJECT - 2 Endeavour : It can be from a team or from an individual.

To include one or more departments in an organization or even external partners.

Temporary: The Endeavour has a defined start and a predefined/planned end time. Temporary does not typically apply to the product service, or result created by the project.

Unique: Although repetitive elements may be present in some project deliverables and activities, this repetition does not change the fundamental, unique characteristics of the project work (different time, conditions, stakeholders, owners and so on).

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PROJECT, PROGRAM, PORTFOLIO

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Portfolio

Program

Project

ProjectProject

Project

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PROJECT MANAGEMENT

Project management is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.

Project management processes are different for different methodologies but, in general, the main processes are:

Initiating Planning Executing Monitoring and Controlling Closing 8

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PROJECT MANAGEMENT TRIANGLE

One side of the triangle cannot be changed without affecting the others.

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Quality

Budget

Time

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HISTORY

2550 BC 1912 Gantt Chart

206 BC “Project 1954 Management” The Term IPMA 1965 PMI 1969 1779 BC Waterfall Method 1967 PRINCE2 Method 1996 More Agile 2001

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METHODOLOGIES – STANDARDS - 1

Methodology: Methods and processes that can be applied every time.

Standard: A set of best practices for a specific purpose.

PMBOK - Standard (scope, time, cost, quality, human resources, communication, risk, procurements)

Agile (customer involvement, empowered teams) PRINCE2 (process based) Lean Six Sigma (speed and quality by removing waste) Waterfall (planning, build all at once)

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METHODOLOGIES - STANDARDS - 2

«the finest carpenter’s tool-box will only be as good as the carpenter»

The main success factor are the people that lead and form the project team

There is no methodology that fits all/everything

Every methodology can be adjusted (tailor-made) if this is required for the project success

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WHY PROJECT MANAGEMENT IS IMPORTANT - 1 Economist research: 80% of business executives said

that proper project management was what helped their organizations to overcome the financial crisis.

A research from McKinsey & Co revealed that 60% of business have in the top 3 priorities to set up solid project management functions.

Bigger, more complicated projects require more effective project management.

Project management improves quality, lowers costs, increases productivity, and adds to a better work environment. 13

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WHY PROJECT MANAGEMENT IS IMPORTANT - 2 CHAOS Manifesto, a yearly report from Standish Group showed that in 2013 only

36% of the projects were successful. 48% of the projects had various issues and 16% (improved from 24% in 2009) was total failure (never completed or completed but never used).

Tacoma Narrows Cost: $105M Project Duration: 2 years Collapsed 4 months after the completion.

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PROJECT MANAGER OR PROJECT LEADER - 1

The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. The role of a project manager is distinct from a functional manager or operations manager. Typically the functional manager focuses on providing management oversight for a functional or a business unit, and operations managers are responsible for ensuring that the business operations are efficient.

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PROJECT MANAGER/LEADER - 2

Different levels of authority and involvement for different types of organizations

Functional: Limited involvements, limited authority

Projectized: Extensive Involvement, high authority

Matrix: Medium involvement, different levels of authority depending on the specific organization procedures.

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INTERPERSONAL SKILLS OF A PROJECT MANAGER/LEADER

Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation Trust building Conflict management Coaching 17

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ORGANIZATIONAL INFLUENCES AND PROJECT LIFE CYCLE

The style, culture, and structure of an organization influence how its projects are performed. The level of project management maturity of the organization and its project management systems can also influence the project.

Project and Project Manager role are influenced by

Organizational process assets: planning, processes, enterprise knowledge.

Project governance: Policies for the basic project management framework used in the organization (Project Management Office/Officer – PMO).

Enterprise environmental factors: Culture, market, organization positioning in the market, political situation, legal environment, organization risk appetite, available tools and so on.

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PROJECT STAKEHOLDERS - 1

The Stakeholders include all members of the project team as well as all interested entities that are internal or external to the organization. The project team identifies internal and external, positive and negative.

The project manager should manage the influences of these various stakeholders in relation to the project requirements to ensure a successful outcome.

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PROJECT STAKEHOLDERS -2

Effected nagative Effected positive

Examples: Sponsor, business team, customers, users, suppliers, partners, state authorities, financial institutions and so on.

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INTRODUCTION TO BEST PRACTICES

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BEST PRACTICES PROJECT MANAGEMENT PROCESSES GROUPS [PMI – PMBOK]

1. Initiating Process Group2. Planning Process Group3. Executing Process Group4. Monitoring and controlling Process Group5. Closing Process Group

Processes are connected with their deliverables. Monitoring and controlling process group is running in

parallel with the other process groups. Process groups can be repeated at any project phase.

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A Knowledge Area represents a complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization.

1. Project Integration Management 2. Project Scope Management3. Project Time Management 4. Project Quality Management 5. Project Human Resource Management 6. Project Communications Management 7. Project Risk Management 8. Project Procurement 9. Management and Project 10. Stakeholder Management 23

BEST PRACTICES KNOWLEDGE AREAS [PMI - PMBOK]


INTRODUCTION TO METHODOLOGIES

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METHODOLOGY – MORE WATERFALLPRINCE 2 - PRINCIPLES

Universal, Self-validating, Empowering

1. Continued business justification2. Learn from experience3. Defined roles and responsibilities4. Manage by stages5. Manage by exception6. Focus on products7. Tailor to suit the project environment

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METHODOLOGY – MORE WATERFALLPRINCE 2 - THEMES

1. Business Case -> Why?2. Organization -> Who?3. Quality -> What?4. Plans -> How?, How Much?, When?5. Risk -> What if?6. Change -> What's the impact?7. Progress -> Where are we now?, Where are we

going?, Should we carry on?

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Scrum (In rugby, it is the restart of the game after a violation)

Roles

Product Owner Development Team Scrum Master

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METHODOLOGY – MORE AGILESCRUM



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METHODOLOGY – MORE AGILESCRUM PROCESS

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Product backlog Sprint backlog

Prioritized list for user stories (requirements) Assigned story points for every user story (indication of size/complexity)

METHODOLOGY – MORE AGILESCRUM TOOLS

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Burndown chart Update it daily

METHODOLOGY – MORE AGILESCRUM TOOLS

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http://www.extremeprogramming.org/

METHODOLOGY – MORE AGILEXP (EXTREME PROGRAMMING) #1

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Shorter Iterations (one Week) Test Driven development Pair Programming Constant customer involvement

Requires dedication, skills

METHODOLOGY – MORE AGILEXP (EXTREME PROGRAMMING) #2

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Project Management Tools (web based) Collaboration/Communication Tools Simple documents and spreadsheets

TOOLS

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METHODOLOGIES MIX

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WATERFALL OR AGILE

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AGILE VS. PLAN-DRIVEN

Low criticalitySenior developersRequirements change often Small number of developersCulture that responds to change

High criticalityNot so Senior developersRequirements do not change oftenLarge number of developersCulture that demands order

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Iterative vs. WaterfallTest as we build vs. Test at the End

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HYBRID (?)

The 2014 CAST Research on Application Software Health (CRASH) report states that enterprise

software built using a mixture of agile and waterfall methods will result in more robust and secure applications than those built using either

agile or waterfall methods alone.

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GE.SI.PMF – GENERIC SIMPLE PROJECT MANAGEMENT FRAMEWORK

Project Initiation

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Project Plan Phase

Project Development

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Stage 1

Stage 2

Stage 3…

Project DescriptionDocument

Project Plan

Document

Product/ services

description documents

Learn and

Revise

Learn and

Revise

Learn and

ChangeLearn and

Change

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Some Planning

Only essentialDocumentation

Agile Based on Stage needs

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HOW TO MANAGE/LEAD THE PROJECT

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PROJECT CYCLE

1. Initiate2. Plan3. Work 4. Close

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Effort

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Cost Of ChangeRisk

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WHAT WE MANAGE(PMBOK KNOWLEDGE AREAS)

1. Project Integration Management 2. Project Scope Management 3. Project Time Management4. Project Quality Management5. Project Human Resource Management6. Project Communications Management - Επικοινωνία7. Project Risk Management8. Project Procurement9. Management and Project10.Stakeholder Management

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PROJECT SCOPE Plan Scope Management Collect requirements Define Scope Create WBS Validate Scope Control Scope

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TIME MANAGEMENT Plan Schedule Management Define Activities Sequence Activities Estimate Activity resources Estimate Activity durations Develop Schedule Control Schedule

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COST MANAGEMENT Plan cost Management Estimate costs Determine Budget Control costs

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PROJECT QUALITY MANAGEMENT Plan Quality Management Perform Quality Assurance Control Quality

Plan - Do - Control - Act (PDCA)

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Plan Quality

Plan Quality Management: What are the quality requirements/standards and how the Project will cover the needs.

Cost of Quality (CoQ): Cost to comply and cost from failing to comply

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Cost of Conformance - Money spent during the project to avoid failures

Prevention Costs (Build a quality product) • Training• Document processes• Equipment• Time to do it right

Appraisal Costs(Assess the quality)• Testing• Destructive testing loss• Inspections

Cost of Nonconformance - Money spent during and after the project because of failures

Internal Failure Costs (Failures found by the project) • Rework• Scrap

External Failure Costs (Failures found by the customer)• Liabilities• Warranty work• Lost business

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HUMAN RESOURCES MANAGEMENT Plan Human Resource Management Acquire Project team Develop Project team Manage Project team

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Plan Human Resource Management

Clear Role Authority Responsibility Competency

For everyone in the team.

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Develop Project Team

Forming Storming Norming Performing Adjourning

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Manage Project Team

Conflicts

Avoid

Accept differences and adjust.

Compromise by giving something to conflicting parties

Enforce a resolution

Cooperation and communication until the resolution

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PROJECT COMMUNICATIONS MANAGEMENT Plan communications Management Manage communications Control communications

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Control Communications

“Data is like garbage. You’d better know what you are going to do with it before you collect it.” - Mark Twain

vsWhat is not on paper has not been said.

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8 - PROJECT RISK MANAGEMENT Plan risk Management Identify risks Perform Qualitative risk Analysis Perform Quantitative risk Analysis Plan risk responses Control risks

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PROJECT PROCUREMENT MANAGEMENT Plan Procurement Management Conduct Procurements Control Procurements Close Procurements

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PROJECT STAKEHOLDER MANAGEMENT Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Engagement

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SAVE THE PROJECT

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DO WE FAIL?

The Standish Group, CHAOS Manifesto

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THE REASONS

Arraspeople 2010 Project Management Benchmark Report

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HOW TO SAVE THE PROJECT?

Think Big Act Small Get Executive Management SupportPresent clear Vision. Train them! The research clearly shows that projects where the executive sponsor has a fair to poor understanding of the project management process fall into both the challenged and failed categories. User Involvement OptimizeKeep scope and teams small Get skilled resources PM Skills Be agile for small projects Clear business objectives Tools and infrastructure

The Standish Group, CHAOS Manifesto

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Focus only on Project Management principles and techniques that will add the most of value

Procedures to protect from common mistakes

Simplified documentation compared to Plan Driven/Waterfall Methods

More control and less uncertainty than Agile Methods

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Three Phases1. Project Initiation - PHASE 02. Project Plan - PHASE 13. Project Development - PHASE 2

1. Unlimited Stages2. Flexibility to work agile on plan driven based on stage

characteristics

Three Main Documents4. Project Description5. Project Plan6. Product/services description documents

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Customer• Describe the need• Describe the solution• Define budget• Define time• Write down Risk Factors (both threats and opportunities)• Appoint a Product Owner • Create a Project Brief Document

GE.SI.PMF – GENERIC SIMPLE PROJECT MANAGEMENT FRAMEWORKPROJECT INITIATION - PHASE 0

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Supplier• Form the team• Appoint the Team/ leader or Project Manager• Examine and expand Project Brief Document with

• Responses and details • The limitations and the rules you have to follow

in order to transform it to a Project Description Document for your team

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GE.SI.PMF – GENERIC SIMPLE PROJECT MANAGEMENT FRAMEWORKPROJECT PLAN - PHASE 1

Define Team Roles Describe the deliverables (products/services) in detail Define the tools and methods you will use Do a risk register to monitor Threats - Opportunities Do a benefits register to monitor benefits of the project and

their status Do a communication Plan Break down tasks Assign tasks to teams/team members Group deliverable and actions to stages Make project schedule with key milestones and deliverables Create a budget plan Get Everything In a Project Plan Document . You can revise later.

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GE.SI.PMF – GENERIC SIMPLE PROJECT MANAGEMENT FRAMEWORKPROJECT DEVELOPMENT - PHASE 2

Choose to work Agile or Plan Driven during development stages.

Monitor and control stage outcomes Monitor Overall Time, Budget, Risks, Benefits, the

Business Need Revise the plans if needed Discuss lessons learned at the end of every stage and

apply changes at the beginning of the next stage Create Product/Services description documents

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GE.SI.PMF – GENERIC SIMPLE PROJECT MANAGEMENT FRAMEWORKTHINGS TO WATCH

Deliverables DefinitionBuild only what you need…nothing more Optimize Cost/ValueThere are things that cost a lot and add low value. Discuss with customer if you can exclude these items from work packages Build the proper teamYour team should have the skills needed to deliver. People with skills that are of no need in the project will drive you back Manage your resources (people, money, tools) Do some plansThose who plan do better than those who do not, even if they don’t fully follow the plan.

65Spyros Ktenas - http://open-works.org/profiles/spyros-ktenas | SPMF - Startup Project Management Framework

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66Spyros Ktenas - http://open-works.org/profiles/spyros-ktenas | SPMF - Startup Project Management Framework

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Plan – But keep it simple

Do the right things

Do the things right

Produce value

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FOR YOUR PROJECT

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Learn about the people in your teamDiscuss about skills and knowledge. Even for things that seem irrelevant. Get to know each other. Check Course Details – This is most of your Project EnvironmentCourse Objectives, Guides, Standards, Templates, Milestones, Tools that you have to use. Keep notes of the important things (i.e. In a the Project Description Document) Learn about your customerNot only about the project details. Try to learn a few thing about the background of the people you will be talking with and about their organization. Select and Tailor Made you PM MethodCheck course Project Handbook Select your PM toolsi.e. simple-project-management-tool (EXCEL) Define rolesEnsure that everyone understands what, why, how. Keep important stakeholders happyCourse teachers, Customer, The Team Remember: Plan - Do - Control – Act


https://drive.google.com/open?id=0B-BrEAzIwiFZMHYzSDNtRzFhVW8


THANK YOU!

«Aut inveniam viam aut faciam»-Hannibal-

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ktenas managing projects_kth_v3(for_slideshare)

Leadership & Management