pm introduction

Asad Ur Rehman

[email protected]

Software Project Management

2

Instructor’s Intro

Affiliated with IT industry for over 22 years.

Executive Director - Open Integrated Systems (Pvt) Ltd.

Worked as Director Sales & Operation - Business Beam.

Worked as Chief Operating Officer - Plexus (Pvt) Limited.

Worked as Chief Technology Officer - Feditec (Pvt) Limited.

Worked as Process Consultant for Kolson Industries.

Certified SW Quality Professional (CSQP) from PIQC.

President in 2003 for Junior Chamber International Clifton.

Secretary General of Software Ponder Alliance

Professional Trainer for Business Analysis

3

Course Outline


Already posted on following yahoo-group http://groups.yahoo.com/group/PMP-PAF-KIET

Will be shared

4

Teaching Methodology


Before studying any topic, I will clarify the need of this topic (why are we studying it). You should relate topic with practical work.

Listen & understand; Do not write. You will have handouts of each topic and reference

books available in library. I will teach a topic and assume that students will

read handout at home. In next lecture 10-15 minutes I will take question

from last lecture (if you have any questions).

5

Course Objectives


Knowledge Transfer

Techniques to manage projects Role of Project Manager vs functional Manager Estimation of efforts & developing Plan Managing stakeholder & Project communication Project Quality Management

Getting good marks is by-product

6Need of Project Management


7

Need of Project Management


Why do we need to management projects

Example: We have a project to build a small house.

What planning would you do? What are the natural steps for building a

house? When you would consider this as

successful project?

?

8


Steps in Construction of House


Stable & detail requirements from customer.

Record requirement so that we do not miss any requirement given by customer.

After recording it must be validation by user again.

Once the requirements are agreed we need to develop a plan for activities to construct a house.

9




Activities to construct a house

Design a map with dimensions

Step-2 Step-3 Step- . . .

Once the design is approved by the customer you start construction.

What if you have developed the structure of the house and customer request you to change dimensions of rooms?

Can you accommodate that change request at this stage?

How do you manage original (scope) agreed map?

10




During the building somebody would be reviewing the progress and quality of work on regular basis.

If progress is not going satisfactory, what would you do?

After completing any deliverable you would do internal inspection (or testing).

11




Once everything is complete, person responsible would do overall inspection of the work and if they are satisfied you would hand-over it to the customer.

After taking the possession customer would do his/her inspection (UAT)

Once customer accepts it; project is considered as complete successfully.

12


Any special consideration for large size & complex projects ?

13



Why we must have, separate specialized team for every phase of the Project.

Why a typical Project Management approach is necessary for the successful software project.

Must have defined steps to complete the project.

Why, there are so many failures in software development projects.

Complex nature of the large software projects.

14


Software Crisis


Many software projects failed from late 60s to early 80s

Many software projects late, over budget, providing unreliable software that is expensive to maintain.

Many software projects produced software which did not satisfy the requirements of the customer.

Complexities of software projects increased as hardware capability increased.

Larger software system is more difficult and expensive to maintain.

Demand of new software increased faster than ability to generate new software.

15


Cost of Failure


Allstate Insurance – (www.allstate.com) in 1982 $8M were allocated to automate business EDS providing software Initial 5-year project continued for 10-years, until 1993 Cost approached $100M

Bank of America – (www.bankofamerica.com) Spent $23M on an initial 5 year accounting & reporting

system Spent $600M trying to make it work Project cancelled Lost customer accounts - $Billons

16


Cost of Failure


Blue Cross and Blue Shield of Wisconsin – (www.bcbs.com ) 1983

EDS was hired to build $200M computer system

Delivered on time in 18 months System didn’t work – issued $60M in

overpayments and duplicate checks Blue Cross lost 35,000 policy holders by

1987

17


Poor Performance in SW development


According to the Standish CHAOS Report (2009) 68% of software projects do not meet time/cost/scope targets. 32% of projects were completed on time, within budge.

As per a PwC survey of 1,524 organizations Poor project estimating and planning constitutes 30% of project failures Lack of executive sponsorship constitutes16%. Poorly defined goals and objectives constitutes 12%.

It also found that using established project management approaches increased success as measured by a project's key performance indicators of quality, scope, schedule, budgets and benefits.

The survey indicates that operating a PMO is one of the top three reasons that drives successful project delivery.

18


Project Management Office (reference)


Project Management Office (PMO) is a department within a organization that defines and maintains standards for project management within that organization.

PMO strives to standardize and introduce economies of repetition in the execution of projects.

PMO is the source of Documentation Guidance Metrics on the practice of project management and execution

19



An organization strived to improve the practice and results of project management.

Provides an opportunity for project managers to develop professionally more efficiently than most could ever do, if they were working individually.

An organizational entity created to assist project managers in achieving project goals.

A group of people with a mission to support project managers in the successful launch, implementation, and completion of projects.

PMO

20

Software Engineering



• Operational efficiencies through consistent processes for Monitoring, Controlling & Reporting

• Proactive management , planning and steering

• Delivery oriented to business milestones

• Focus on content rich initiatives rather than process

• Coaching and mentoring for project / program managers

• Minimized gaps in strategic business alignment

Typical Environment with PMO

Delivery

Strategy

Project

Project

Project

Project

PMO

• Inconsistent planning and scheduling approaches

• Deliverable / technology focus• Little integration across projects• Lack of business management

leadership and visibility• Unjustified projects• Inability to present accurate visibility to

management• Impact on market and shareholder

perceptions

Typical Environment Before

Delivery

Strategy

Project

Project

Project

Project

21Functional & Project Manager


22

Difference b/w func & Project Mgr


Vice PresidentMarketing

Agency Director

SalesMarketingResearch

MarketingService

GroupAdministrati

on

Functional Manager is in-charge of one of the firm’s marketing department

Functional Managers usually a specialist in the area they manage. Specialist means they are expert in that particular area and they know details of each operation for which they are responsible.

23



Whereas the Project Manger start his career a specialist in some filed who is normally informed by a senior manager that he/she is being promoted to the position of Project Manager.

Project Manager

FinanceEngineerin

gContracts

Manu-facturing

ProcurementPlanning

PM is required to oversee many functional areasPM is facilitator & generalist

24



Project Manager uses systems approach to put many pieces of task together to form a coherent whole.

Systems approach means; to understand a component,

we must understand the system of which the component is a part.

Adaptation of the systems approach is crucial for the project manager.

One cannot understand and thus, cannot manage a project without understanding the organizational program of which the project is a part.

25



Comparison tells us that functional manager is a direct, technical supervisor, whereas PM is facilitator and generalist.

PM must also have technical competence in some aspect of the work being performed on the project.

Three major questions faces the PM is the task of synthesis

What needs to be done When must be done How are the resources required to do the job to be obtained.

26

Example of a Project


We are a bank and do traditional banking in large cities that cover 40% of Pakistan’s population.

Bank would like to offer its services to other 60% in villages by branchless banking.

Now this is project for the bank

27

Example of a Project


To successfully execute the project, we need expert teams of different areas, process and technology to offer banking through mobile phone.

It is not only technology implementation. If you focus on only technology implementation perhaps

outcome of the project would not produce desirable (successful) results.

Technology is one part, you should know what will be the process to offer banking services to illiterate customer.

28 Historical Perspective


29

Historical perspective on Project Mg’mt


History tells us that humans have managed large and complex projects since the start of civilization.

One very successful civilization - the Roman Empire - did not have the same resource constraints that project managers face today i.e. in limited resource we have to complete the project.

As one historian pointed out, if Romans wanted any more resources to complete their projects, they simply had to go and conquer the region that had those resources and take them.

This is not an option nowadays.

30



Large projects were management managed by civil engineering (bridges, dams, roads, buildings etc).

It has ceased to be dominated by the construction industry, and is now applicable in all organizations.

Project management is now an advanced and specialized branch of management in its own right.

As a result, the nature of project management approach and application has changed.

31

Examples of ancient projects


Great Pyramids of Egypt (2,550 BC) Great Wall of China (206 BC)

Exceptional planning Coordination Allocation Hundreds of thousands of workers Paid and Slave labor

Similar basic elements of project management: Managing resources Maintaining a schedule Coordinating different groups

32


Sher Shah Suri (1486 – 1545)


Sher Shah Suri was a great project manager.

He built the famous Grant Trunk Road, the first highway of its kind connecting Peshawar in Pakistan to Kolkata in India (2600 km later extended to Kabul).

He ruled for very just five years (1539-1545).

The road helped Sher Shah in introducing the first organized postal system in the Indian sub-continent and at that time the best in the world.

33


Sher Shah Suri (1486 – 1545)


Grand Trunk (GT) Road was constructed for good governance and efficient administration. Road along with its connecting roads

• Facilitated communication• Helped trade and commerce to

flourish• Made is easy to dispatch soldiers

from one place to another

To facilitate the postal runners and the travelers, small inns, called “sarai” were constructed after every 20 miles with separate places of worship for Hindus and Muslims. These inns acted as halting places of government officials moving from one place to another.

34



Project Management as a discipline was not accepted, very late.

It was 1950s that organizations started to systematically apply project management tools and techniques to complex projects.

As a discipline, Project Management developed from several fields of application including construction, engineering, and defense activity.

Henry Gantt, called the father of planning and control techniques who is famous for his use of the Gantt chart as a project management tool.

35



Gantt Chart

36



Henri Fayol is famous for his creation of the five management functions which form the foundation of the body of knowledge associated with project and program management.

37



Henri Fayol was one of the most influential contributors to modern concepts of management, having proposed that there are five primary functions of management

1. Planning2. Organizing3. Commanding4. Coordinating5. Controlling

38

Project Management


Project Management has two distinguish part.

One is project itself; its definition and understanding and second is management.

Management of project scope, management of delivery team and management of expectation of customers/users.

Project Scope Delivery Team Customer

Management

39 Different Nature of SW projects


40

Different nature of software projects


Software projects have several unique characteristics that make them very different from other kind of engineering projects. Software Product is intangible The manager of a ship-building or a civil

engineering can see the product being developed.

If a schedule slips, the, effect on the product is visible; such as parts of the structure are obviously unfinished.

Whereas software is intangible. It cannot be seen or touched.

Software project managers cannot see physical progress. They rely on others to produce the documentation needed to review progress.

41



There are no standard software processes In engineering disciplines with a long history, the

process is tried and tested. The engineering process for some types of system, such

as bridges and buildings is well understood and their results are tried and trusted.

However, software processes vary dramatically from one organization to another.

Although our understanding of these processes has developed significantly in the recent past.

We still cannot reliably predict when a particular software process is likely to cause development problem.

42



Large software are often “bespoke” Large software projects are usually different in some ways

from previous projects.

Therefore, even managers who have a fairly good amount of experience may find it difficult to anticipate problems.

Furthermore, rapid technological changes in computers and communications can make a manager’s experience obsolete.

Lessons learned from previous projects may not be transferable to new projects.

43



Software gets obsolete New functionality is required as business

requirements are changed.

Technology change very quickly You have the software developed in

COBOL about 10-years ago. The software functionality is OK. Need some changes but cannot find technical team to change software.

44 Current issues in Project Management


45

Current issues in Project Management

It’s all in my head


PM will set out with all the information in his/her head. I know what to do and how, no written procedure.

This may work well where the project is very small and has low risk.

Not having any system for managing project will soon start to tell on the individual and the results if there are any problems or if the scale of the project escalates.

It remains a challenge for many individuals and organizations to move away from this usually ad hoc approach to managing projects.

46

Current issues in Project Management

We don't have time to do this stuff


This was a regular quotation from managers in fast-moving e-commerce (small web-site development) firms.

Probably it is 3-4 months activities and agreeably, their projects does not require the lengthy project plan.

For developing large & complex project, you would need a plan to monitor daily progress; if you do not have any plan you cannot compare the progress.

47

Project Management - we have a procedure for that


Having a procedure for managing project in developed organizations provides highly structured approach.

Indeed, there are many where the mindless dedication to highly restrictive methods is necessary as part of the requirements of customers. The result is high levels of documentation.

The procedures manual for projects at any multi-national organization may have several thousand pages and considerable bureaucracy associated with it.

48

Project Management - all just common sense


Well yes, but that depends on what you mean by common sense. If you mean 'the obvious after it has been explained, then possibly.

You cannot explain and agree everything on large size projects. Individuals or separate teams will have to apply their experience and expertise.

Defined process greatly help in mutual agreement on different team, otherwise they can have disagreements. This is a great challenge for project management today.

The past 50 years of the subject will be shown to have provided a substantial knowledge base for project managers to use.

The art is in knowing the relevant parts of that base and tailoring that knowledge to the particular environment.

49

'We done this lots of times before. it never worked then, why should it this time?


Here we see the experienced project worker showing the annoyance that comes with the application of many different approaches, only to be regularly confronted with the same results -projects running late, over budget or delivering less than was required of them.

This is not at all uncommon, because the real causes of failure are rarely addressed by organizations.

The failures deserve more careful study - they are a significant opportunity for learning and are generally very costly - to individuals, the organization or both.

50

It will not: work here


Lastly, the challenge is for new methods that have been developed in other areas of business to find how they might be applied with benefit to the project environment.

These must overcome this often-heard rejection of anything new as it was 'not invented here, therefore it cannot be of any relevance to us'.

The pressure for change in most organizations is such that ideas need to be brought in from wherever possible and adapted for projects and then the particular application.

51


Any question ?

pm introduction

Documents

project management steps

successful project

management projects

secretary general of

natural steps

quality of work

customer request

small house