1

Project Management

Session 1: Introduction to Project Management

2

Today Introduction Administrative items Fundamentals Classic Issues

3

Syllabus Review Grades Exams Assignments Class web site

http://kehk.wordpress.com

4

Textbooks text

Bob Hughes, Mike Cotterell, “Software Project Management”, 3rd Edition, McGrawHill

Kathy Schwabe, “An Introduction to Project Management”, Course Technology

Recommended reading All related books, articles, research papers

5

Basics Essential elements of software

project management

Real-world case studies

6

Format Essentials of software project

management Research readings and writing Real-world case studies

7

Project Manager Positions V.P. Program Development Executive Program Manager Program Manager Project Administrator Project Coordinator Project Manager Assistant Project Manager

8

SPM Management

ProjectManagement

SoftwareProject

Management

9

Project Management What’s a project?

A Project involves getting a new, complex activity accomplished

Involve new activities, typically involve high level of uncertainty and risk

Unique One Time (First Time Activity) To Achieve Specific Objectives

PMI definition A project is a temporary endeavor undertaken to

create a unique product or service

10

Project Management Skills Leadership Communications Problem Solving Negotiation Skills Influencing the Organization Time Management Mentoring Budgeting and cost skills Process and technical expertise

11

Examples of Project Developing a new Software Implementing a new Decision Support System Developing a new office plan/layout Introducing a new product to the market Designing an airplane or a supercomputer Opening a new restaurant Constructing a bridge, dam, highway, or building Relocating an office or a factory Performing major maintenance or repair Producing or directing a movie

Construction of Egyptian Pyramids Launching Windows XP, Yukon

Implementing SAP in PIA Development of US Space Station

12

Project as a System What are Systems?

Systems are collections of interrelated parts working together to accomplish one or more objectives

The value of viewing Information System Project as a system Total View of the project in light of its intended

purpose is clear Dimensions of Complexity

Individual, Group, Organization, Multiorganization

13

Project Success / Failure Why Project Fails?

Does not conform to the design Late Over Budget Lack of User Involvement Lack of top-management support Unclear Objectives

14

Project Critical Success Factors Project mission Top management support Plan/Schedule Client consultation Personnel Technical Tasks Client acceptance Monitoring and Feedback Communication Troubleshooting

15

Interactions / Stakeholders Project Stakeholders

Project sponsor Executives Team Customers Contractors Functional managers

16

PMI’s 9 Knowledge Areas Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement

17

6 basic functions by PMI1. Manage the project’s scope by defining the goal and

work to be done in sufficient details to facilitate understanding and corrective action, should the need arise

2. Manage the human resource involved in the project3. Manage communication to see that the appropriate

parties are informed and have sufficient information to keep the project on track

4. Manage time by planning and meeting a schedule5. Manage quality so that the project results are

satisfactory6. Manage costs so that the project is performed at the

minimum practical cost and with budget, if possible

18

Four Project Dimensions

People

Product

Technology

Tools

ManagementStructure

BusinessEnvironment

Process

Methods

One solution!

People Process Product Technology

19

Some Challenges “It’s always a people problem” Gerald Weinberg, “The

Secrets of Consulting” Developer productivity: 10-to-1 range- Improvements:

Motivation Team selection Team organization Commitment Matching people to tasks Career development Balance: individual and team Clear communication

20

People-Related Issues Undermined motivation Weak personnel

Weak vs. Junior Uncontrolled problem employees Heroics Adding people to a late project

21

People-Related Issues Cont… Noisy, crowded offices Customer-Developer friction Unrealistic expectations Politics over substance Wishful thinking Lack of effective project sponsorship Lack of stakeholder buy-in Lack of user input

22

Process-Related Issues Optimistic schedules Insufficient risk management Contractor failure Insufficient planning Abandonment of plan under

pressure

23

Process-Related Issues Cont… Wasted time during fuzzy front end Shortchanged upstream activities Inadequate design Shortchanged quality assurance Insufficient management controls Omitting necessary tasks from

estimates Planning to catch-up later

24

Product-Related Issues Requirements gold-plating Feature creep Developer gold-plating Push-me, pull-me negotiation Research-oriented development

25

Technology-Related Issues Overestimated savings from new

tools and methods Switching tools in mid-project Lack of automated source-code

control

26

Trade-off Triangle Fast, cheap, good. Choose two.

27

Trade-off Triangle Know which of these are fixed &

variable for every project

28

Tracking Cost, effort, schedule Planned vs. Actual How to handle when things go off

plan?

29

Measurements To date and projected

Cost Schedule Effort Product features

Alternatives Earned value analysis Defect rates Productivity Complexity

30

Technical Fundamentals Requirements Analysis Design Construction Quality Assurance Deployment

31

Project Phases All projects are divided into phases All phases together are known as

the Project Life Cycle Each phase is marked by

completion of Deliverables Identify the primary software

project phases

32

Project Life Cycle

33

Major Processes in Project Management

34

Project Phases

35

Major Components of a Project

Project Initiation Selection, and Definition Identification of need Evaluation of alternatives Risk assessment Identification of stakeholders

Project Organization Developing WBS Developing project organizational structure

36

Major Components of a Project

Analysis of Activities Defining the project major tasks Developing the list of activities Precedence relationship among

activities Developing Network Model Identifying milestones

37

Major Components of a Project

Project Scheduling Development of a calendar Estimation of activity duration Estimation of activity performance dates Monitoring actual progress and milestone Updating the schedule

Resource Management Defining resource requirements Acquisition of resources Allocation of resources among project activities Monitoring of actual resource use and cost

38

Major Components of a Project

Technological Management Identification of technological risks TQM Risk Management and Controls Working on Complexity

Project Budgeting Estimation of direct and indirect cost Development of cash flow forecast Development of budget Monitoring actual cost

39

Major Components of a Project

Project Execution and Control Development of data collection and analysis

system Execution of activities Tracking deviation in cost, configuration, schedule

and quality Update plan Forecasting

Project Termination Evaluation of project success Recommendation for improvements in PM practices Post Project Review