1. SOFTWARE PROJECT MANAGEMENT Dr. Ahmet TÜMAY, PMP ahmet.tumay@tubitak.gov.tr

2. Today Project Project Management Important Key terms

3. What is Project A Project is a –temporary endeavor –to create a unique product, service or result

4. Projects Origin Projects are not addressed in normal organizational operations Projects are utilized to achieve an organizations strategic plan (objectives) –Market demand, Customer Request, Social Need –Organizational need –Technological advance –Legal requirement, Environmental Consideration

5. What is Project Management Application of knowledge, skills, tools and techniques to project activities to meet project requirements. Includes: –Identify Reqs. –Establish clear and achievable objectives –Balance scope, schedule, budget, quality requirements –Satisfy stakeholders

6. PMBOK Guide Provide general overview Describe knowledge and practices that are applicable to most of the projects most of the time If these practices applied correctly enhance the chance of success

7. By appropriate application and integration of 47 logically grouped project management processes comprising the 5 Process Groups and 10 knowledge areas; –Initiating –Planning –Executing –Monitoring and Controlling –Closing How Project Management is Accomplished

8. Temporary A definite beginning and a definite end –When results have been achieved –When it becomes clear that results can not be achieved –When the need for the project is no longer exist –Team disbanded at the end

9. Unique Products, Services, or Results Product; quantifiable and itself and either end item or component item Service: business functions supporting production or distribution Result: Outcomes or documents (as a result of researches)

10. Projects vs Operational Work Similarities –Performed by people –Constrained by resources –Planned, executed and controlled

11. Projects vs Operational Work Differences –Operations are ongoing and repetitive –When its objectives attained, projects terminated but operations not –Purpose of the project is to attain objectives and then terminate but operations aim is to sustain business

12. More Terms Project Management Office –Management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools and techniques –Responsibilities range from support functions to direct management of projects

13. More Terms Program and Program Management –Program, A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually. –Management is centralized coordinated management of program to achieve the program’s strategic objectives and benefits Resource Allocation, Resolving issues and change management within shared infrastructure

14. More Terms Portfolio and Portfolio Management –Portfolio, Collection of projects or programs and other work that are grouped together to facilitate effective management of that work to meet strategic business objectives –Management focuses on ensuring that projects and programs are reviewed to prioritize resource allocation

15. Project / Program / Portfolio

16. Role of Project Manager - Areas of Expertise Effective Project Management requires the PM team understand and use knowledge and skills from : –PMBOK –Application area knowledge, standards, regulations –Understand project environment –General management knowledge and skills –Interpersonal skills

17. Areas of Expertise

18. Application Area Knowledge, Standards, Regulations Application Areas: –Functional departments –Technical elements (SW development, construction, water engineering etc) –Management specializations (goverment, research, social etc) –Industry groups (military, automotive, financial etc)

19. Standard A document established by consensus and approved by recognized body that provides, for common and repeated use, rules, guidelines of characrteristics for activities or their results, aimed at the achievement of the optimum degree of order in a given context

20. Regulation Government imposed requirement, that specifies product, process or service chracteristics, including the applicable administrative provisions, with which compliance is mandatory

21. Project Environment Country Rules Culture (organizational) and social environment (stakeholders) International and political environment (time zones, holidays) Physical environment Legal and Other Aspects

22. Project Environment Cultural and social environment –How the project affects stakeholders in terms of economic, demographic, aducational, ethical, ethnic, religious –Organizational culture to understand the authority and accountability of PM in managing the project

23. Project Environment International and political environment –International, national, regional, and local laws and customs as well as political climate that could affect project –Time-zones, holidays, travel requirements, face 2 face meeting hints and logistics of teleconferencing

24. General Management Knowledge and Skills Encompasses planning, organizing, staffing, executing, and controlling the operations of an ongoing enterprise General management provides the foundation for building project management skills and is often essential for project managers

25. Interpersonal Skills Effective Communication Influencing the organization Leadership Motivation Negotiation and conflict management Problem solving

26. Communicating Exchange of information. –The sender is responsible for making the information clear, unambiguous, and complete so that receiver can receive it correctly. –The receiver is responsible for making sure that the information is received in its entirety and understood correctly

27. Influencing the Organization Ability to “get things done”. –Requires an understanding of both the formal and informal structures of all the organizations involved. –Requires an understanding of the mechanics of power and politics

28. Power and Politics Power, the potantial ability to influence behaviour, to change the course of events, to overcome resistance and to get people to do things that thay would not otherwise do. Politics, getting collective action from a group of people who may have quite different interests.

29. Leading & Managing Kotter emphasize the need for both. Managing is primarily concerned with “ consistently producing key results expected by stakeholders” Leading involves –Establishing direction –Aligning people –Motivating and inspiring

30. Negotiating Involves conferring with others to come to terms with them or reach an agreement. Negotiating occur around many issues, many times, many levels –Scope, cost, schedule –Contract terms and conditions –Assignments,resources

31. Problem Solving Involves combination of problem definition and decision making –Distinguishing between causes and symptoms (internal, external, technical, managerial, interpersonal) –Analyze the problem to identify solutions, choose one and implement it on time

32. Project Life Cycle and Organization

33. Project Life Cycle Project managers and organizations divide projects into phases to provide better management control. These phases forms the project life cycle Life cycle provides the basic framework for managing the project, regardless of the specific work involved

34. Characteristics of the Project Life Cycle Phases are generally sequential Transition from one phase to another involves by some of technical transfer or handoff. Deliveries of one phase is reviewed and approved before the start of next phase There is no single best way to define an ideal project life cycle

35. Characteristics of the Project Life Cycle Project life cycles generally define –What technical work to do in each phase –When and how each deliverables are to be generated end verified in each phase –Who is involved in each phase –How to control and approve each phase

36. Cost and staffing Levels

37. Stakeholders Ability to Change Product *

38. Characteristics of the Project Life Cycle Many Project life cycles generally have similar phase names with similar deliverables but few are identical due to the application area Uncertainity and risks are high at the beginning and gets lower as project continues

39. Project vs Product Life Cycle

40. Characteristics of Phases Completion and approval of on or more deliverable characterizes a phase. Deliverable is a measurable, verifiable work product. Project phase is concluded with a review of the work accomplished Decision is made to continue or stop

41. Typical Sequence of Phases

42. Alternative Sequence of Phases Sequential Overlapping Iterative

43. Project Stakeholders Individuals and organizations that are effectively involved projects or whose interests are affected as a result of project execution or project completion. Identify their expectations and requirements

44. Stakeholders Relationships

45. PM Responsibility to Stakeholders Project manager must manage stakeholder expectation Sponsor desire low cost, system architect wants excellence, contractor want to maximize its profit

46. Organizational Influences on Project Management

47. Organizational Cultures Projects are part of an organization so it is affected by organizations cultures. –Values, norms, beliefs and expectations –Policies and procedures –View of authority relationships –Work ethic and work hours

48. Organizational Cultures A team proposing an unusual or high risk approach is more likely to secure approval in an aggressive or enterpreneurial organization Project manager with a highly participative style is apt to encounter problems in a rigidly hierarchical organization, while a pm with authoritarian style will be equally challenged in a participative organization

49. Organizational Structures Functional Matrix –Weak –Balanced –Strong Projectized

50. Influences of Organizational Structures

51. PMO Especially utilized for projectized and matrix organizations Role is varies –From Advisory board for specific policies and procedures on projects –To Formal grant of authority from executive management

52. Organizational Process Assets - Project Management System Set of tools, techniques, methodologies, resources and procedures used to manage a project. Project management plan describes how the pm system will be used. Corporate Knowledge Base

53. ???