1. 1 projman7b How to Fail in Project Management (Without Really Trying) Jeffrey Pinto and Om Kharbanda Business Horizons, July-Aug 96

2. 2 projman7b How to fail in project mgmt (1) u 1. Ignore the project environment (including stakeholders) u 2. Push a new technology to market too quickly u 3. Don’t bother building in fallback options u 4. When problems occur, shoot the one most visible

3. 3 projman7b How to fail in project mgmt (2) u 5. Let new ideas starve to death from inertia u 6. Don’t bother conducting feasibility studies u 7. Never admit a project is a failure u 8. Over manage project managers and their teams

4. 4 projman7b How to fail in project mgmt (3) u 9. Never, never conduct post failure reviews u 10. Never bother to understand project trade-off u 11. Allow political expediency and infighting to dictate crucial project decisions u 12. Make sure the project is run by a weak leader

5. 5 projman7b Class Discussion u Which rule is the best? u Which rule is ignored most often?

6. 6 projman7b Industrial-Strength Management Strategies Norm Brown IEEE Software July 96

7. 7 projman7b SPMN u Http://spmn.com

8. 8 projman7b Software Management Framework u Identify and correct defects and potential problems early u Plan and estimate u Minimize rework caused by uncontrolled change u Make effective use of your people

9. 9 projman7b Nine Principal Best Practices (1) u Formal Risk Management u Agreement on Interfaces u Formal Inspections u Metric-based scheduling and management u Binary quality gates at the inch-pebble level

10. 10 projman7b Nine Principal Best Practices (2) u Program-wide visibility of progress vs plan u Defect tracking against quality targets u Configuration management u People-aware management accountability

11. 11 projman7b Project Control Panel

12. 12 projman7b Conclusions u “Most people know that productivity must be increased” u authentic commitment u risk in breakthrough projects gives high possible payback u online “group memory”

13. 13 projman7b L7bS13 - Group Discussion u Which approach or advice is most important? – from CMM, “How to fail …”, or SPMN u Justify your position u Answers due Wed, 6/27

14. 14 projman7b The Mythical Man-Month Fred Brooks, Jr, classic paper and book

15. 15 projman7b Why disaster? (1) u “techniques of estimating are poorly developed” u “estimating techniques.. confuse effort with progress” u managers don’t make people wait for quality

16. 16 projman7b Why disaster? (2) u “schedule progress is poorly monitored” u “when schedule slippage is recognized, the natural (and traditional) response is to add manapower. … this makes matters worse”