1. Session 1: Introduction to Project Management

2. Today Introduction Administrative items Fundamentals Classic Issues
No lab today
More lab in later term

3. Syllabus Review Grades Exams Assignments Class web site
Broadest material in program
Walk away from this course with skills applicable to all forms of projects
But software and IT projects in particular
They have special characteristics
Will bring in show & tell from my current projects
Often discuss material in relation to your projects
We can Refine the curricula
Questions?

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
Not yet at bookstore
Amazon discounted
Show texts to class
Only selections from each
Chosen for balance and relevance
Going to read the Important sections and the Fun sections
Expose to a variety of practices and viewpoints
I will put together a reading list for reference
Online resources (URLs)
100’s of books on topic
Quality range of titles (age, size too)
Different Subject leanings (general, technical, people, process)
Questions?

5. Basics Essential elements of software project management
Real-world case studies
2 exams
4 or 5 small homework assignments
MS Project for your ‘book’
Small class == large input
Grade depends on participation
Questions?

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

9. Project Management What’s a project? PMI definition
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
Temporary:
can be years
Result can be lasting
Team can be temporary
Finite duration
Ex: thousands of buildings, but each is unique
Scope s/b constant even as elaboration happens

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
Temporary:
can be years
Result can be lasting
Team can be temporary
Finite duration
Ex: thousands of buildings, but each is unique
Scope s/b constant even as elaboration happens

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
Temporary:
can be years
Result can be lasting
Team can be temporary
Finite duration
Ex: thousands of buildings, but each is unique
Scope s/b constant even as elaboration happens

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
Temporary:
can be years
Result can be lasting
Team can be temporary
Finite duration
Ex: thousands of buildings, but each is unique
Scope s/b constant even as elaboration happens

14. Project Critical Success Factors
Project mission
Top management support
Plan/Schedule
Client consultation
Personnel
Technical Tasks
Client acceptance
Monitoring and Feedback
Communication
Troubleshooting
Temporary:
can be years
Result can be lasting
Team can be temporary
Finite duration
Ex: thousands of buildings, but each is unique
Scope s/b constant even as elaboration happens

15. Interactions / Stakeholders
Project Stakeholders
Project sponsor
Executives
Team
Customers
Contractors
Functional managers
managing all stakeholder Expectations is challenging – conflict

16. PMI’s 9 Knowledge Areas Project integration management Scope Time Cost
Quality
Human resource
Communications
Risk
Procurement
If you study for the PMI certification you’ll need to know these

17. 6 basic functions by PMI
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
Manage the human resource involved in the project
Manage communication to see that the appropriate parties are informed and have sufficient information to keep the project on track
Manage time by planning and meeting a schedule
Manage quality so that the project results are satisfactory
Manage costs so that the project is performed at the minimum practical cost and with budget, if possible
If you study for the PMI certification you’ll need to know these

18. Four Project Dimensions
People
Process
Product
Technology
People
Product
Technology
Tools
Management
Structure
Business
Environment
Process
Methods
One solution!

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
Teams: 5-to-1 range

20. People-Related Issues
Undermined motivation
Weak personnel
Weak vs. Junior
Uncontrolled problem employees
Heroics
Adding people to a late project
Motivation: studies show has largest impact
Don’t undermine Morale
2nd greatest influence on productivity
Junior != bad
Uncontrolled: most common developer complain about their managers
Heroics. Company hostage.
“Can-do”, “how high” attitudes
Brooks, reading assignment

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
60%of developers feel unsatisfactory environment: need quite and privacy
MS offices
Friction: classic differing viewpoints
Results in ‘poor communication’
Passive-aggressive
Realistic Expectations: 1 of top 5 reasons for success of in-house projects
Perception woe
Politics
Managing-up
Wishful
Cognitive dissonance
Closing your eyes and hoping
McConnell: maybe causes the most problems in software development

22. Process-Related Issues
Optimistic schedules
Insufficient risk management
Contractor failure
Insufficient planning
Abandonment of plan under pressure
Similar to wishful thinking
Puts unnecessary pressure
Risk Mgmt:
Risks will manage you
Contractor: late, poor quality, or fails to meet specifications
Requires lots of management
Insufficient planning: “if you don’t care where you’re going, any plan will do”
Abandonment
Out the window
Fall into code-and-fix mode

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
fuzzy: before sign-off
Upstream:
Lack of analysis and design
10 to 100 times more costly
5 hrs vs. 50
Design:
Seen schedules w/o it at all
QA:
Seems easy to compress
1 day QA == 3 to 10 later

24. Product-Related Issues
Requirements gold-plating
Feature creep
Developer gold-plating
Push-me, pull-me negotiation
Research-oriented development
Gold
Gilding the lily
Performance is required more often than need be
Feature creep
25% average change in req.
Dev. Gold
Nifty new technology
Pet project
Push-me
Slip schedule + add features
Research vs. Development

25. Technology-Related Issues
Overestimated savings from new tools and methods
Switching tools in mid-project
Lack of automated source-code control
who’s heard of ‘silver bullet’ (not the beer)
SCM
Jones: 10% month, I see more

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 Alternatives 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