1. TODAY: The Pre-proposal—due Wed., 9-4-13 The Software Development Lifecycle Some risk-considerations relative to projects Schwalbe, Chapters 1 and 2

2. Describe the systems view of project management and how it applies to information technology (IT) projects Understand organizations, including the four frames, organizational structures, and organizational culture Explain why stakeholder management and top management commitment are critical for a project’s success Learning Objectives 2

3. The Pre-proposal A way to allow everyone to submit project suggestions A short, crisp information piece for review by managers who decide what projects to fund No technical jargon

4. The Pre-proposal States what is to be done Why it should be done What business value it will provide to the enterprise Endeavors to secure senior management approval and the resources to develop a detailed plan

5. Pre-proposal should consist of: –Discussion of problem or opportunity –Purpose or goal of project –Objectives –Success criteria –Assumptions/Risks/Obstacles ALL ON A SINGLE PAGE

6. Functions of the Project Manager Leader Mentor Motivator Coach Negotiator Encourager Scheduler Problem-solver Example-setter Role-model Visionary Scope manager Quality manager Cost manager Schedule manager Communications manager Procurement manager Stakeholder manager Human resources manager Risk manager 1–61–6

7. Schwalbe Chapters 1 & 2: The Project Management Context and Processes

8. What is a project?? A definite beginning, ending An objective or goal Made up of tasks (activities) Consumes a budget Has limited resources Must be completed by a certain date Accomplished by a team Has a client or customer Involves risk

9. Why are projects in vogue? Companies are more cost conscious They want to know who did what for how long The work is getting more complex They want each employee assigned to a specific cost code A better way to do cost accounting Instead of being perpetual, jobs are assigned to projects

10. Projects Cannot Be Run In Isolation Projects must operate in a broad organizational environment Project managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization See example in opening and closing case

11. A Systems View of Project Management A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving Three parts include: –Systems philosophy: View things as systems; interacting components working within an environment to fulfill some purpose –Systems analysis: problem-solving approach –Systems management: Address business, technological, and organizational issues before making changes to systems

12. Figure 2-1. Three Sphere Model for Systems Management 12

13. Project Stages and the Project Life Cycle A project life cycle is a collection of project stages Project stages generally include…..

14. Phases of the Project Life Cycle

15. SSTAGES (Phases): My names vs. Schwalbe’s names Definition and Conceptualization – Concept Planning & Budgeting—Development Execution & Control—Implementation Termination & Closure – Close-out

16. STAGE 1: Conceptualizing- and-Defining STAGE 2: Planning-and- Budgeting STAGE 3: Executing STAGE 5: Terminating- and-Closing STAGE 4: Monitoring-and-Controlling

17. Steps in Stage 1 Must be predefined Stage 1 –Submit SOW/get approval –Determine who stakeholders are –Conduct some interviews/visits with stakeholders –Hold Joint Requirements Definition Meeting –Create/present requirements Doc –Obtain stakeholder signatures

18. Product Life Cycles Products also have life cycles The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems Typical SDLC phases include planning, analysis, design, implementation, and support

19. Predictive Life Cycle Models The waterfall model has well-defined, linear stages of systems development and support The spiral model shows that software is developed using an iterative or spiral approach rather than a linear approach The incremental release model provides for progressive development of operational software The prototyping model is used for developing prototypes to clarify user requirements The RAD model is used to produce systems quickly without sacrificing quality

20. Agile Life Cycle Models Extreme Programming (XP): Developers program in pairs and must write the tests for their own code. XP teams include developers, managers, and users Scrum: Repetitions of iterative development are referred to as sprints, which normally last thirty days. Teams often meet every day for a short meeting, called a scrum, to decide what to accomplish that day. Works best for object- oriented technology projects and requires strong leadership to coordinate the work

21. Early software development projects often used a waterfall approach, as defined earlier in this chapter. As technology and businesses became more complex, the approach was often difficult to use because requirements were unknown or continuously changing. Agile today means using a method based on iterative and incremental development, in which requirements and solutions evolve through collaboration. Agile Project Management 21

22. The PMBOK® Guide describes best practices for what should be done to manage projects. Agile is a methodology that describes how to manage projects. The Project Management Institute (PMI) recognized the increased interest in Agile, and introduced a new certification in 2011 called Agile Certified Practitioner (ACP). Seasoned project managers understand that they have always had the option of customizing how they run projects, but that project management is not easy, even when using Agile. Agile, the PMBOK® Guide, and a New Certification 22

23. The WaterFall Model

24. The Waterfall Model Embedded in the project lifecycle definition and conceptualization –Definition of Requirements Phase planning and budgeting execution and control –Analysis Phase –Design Phase –Construction Phase –Testing Phase –Acceptance Phase –Installation, conversion, cutover Phase termination and closeout

25. The Seven Phases of the Waterfall Model Definition -- 10% Analysis -- 15% Design -- 15% Programming -- 15% –Preparation and programming--10% –module testing--5% System Test -- 25% Acceptance Testing -- 5% Operation -- 15% At the end of every phase, a deliverable is expected and a phase exit or kill point is put in place

26. Sometimes the waterfall model is implemented in two projects Analysis project –Definition –Analysis Development project –Design –Construction –Testing –Acceptance –Installation

27. Figure 2-3. Spiral Model of Software Development

28. Spiral Model Many revolutions are required to finish a project Four phases of each revolution are: 1.Determine objectives, alternatives and constraints 2.Evaluate alternatives, identify and resolve risks 3.Develop and verify next-level product 4.Plan next phases

29. Distinguishing Project Life Cycles and Product Life Cycles The project life cycle applies to all projects, regardless of the products being produced Product life cycle models vary considerably based on the nature of the product Most large IT products are developed as a series of projects

30. Why Have Project stages and Management Reviews? A project should successfully pass through each of the project phases in order to continue on to the next Management reviews (also called phase exits, quality gates, or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

31. What Went Right? "The real improvement that I saw was in our ability to  in the words of Thomas Edison  know when to stop beating a dead horse.…Edison's key to success was that he failed fairly often; but as he said, he could recognize a dead horse before it started to smell...as a result he had 14,000 patents and was very successful…In IT we ride dead horses  failing projects  a long time before we give up. But what we are seeing now is that we are able to get off them; able to reduce cost overrun and time overrun. That's where the major impact came on the success rate.” Cabanis, Jeannette, "'A Major Impact': The Standish Group's Jim Johnson On Project Management and IT Project Success," PM Network, PMI, September 1998, p. 7

32. Understanding Organizations Structural frame: Focuses on roles and responsibilities, coordination and control. Organization charts help define this frame. Human resources frame: Focuses on providing harmony between needs of the organization and needs of people. Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues. Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.

33. Many Organizations Focus on the Structural Frame Most people understand what organizational charts are Many new managers try to change organizational structure when other changes are needed 3 basic organization structures –functional –project –matrix

34. Figure 2-4. Functional, Project, and Matrix Organizational Structures

35. Table 2-1. Organizational Structure Influences on Projects 35

36. What Went Wrong? The Superconducting Super Collider (SSC) provides an excellent example of a project that failed primarily due to politics. The objective of the $11 billion SSC project was to provide answers to fundamental questions about the formation of the universe. SSC managers campaigned for good will and support at universities, schools, and scientific meetings. This "preaching to the choir" failed to convey the benefits of the project to the real decision makers: the Clinton administration and members of Congress. One SSC attempt to gain political support backfired when an assembly of scientists and Nobel laureates took the back seat to the historic Rabin-Arafat handshake signaling the possibility of peace in the Middle East. All press coverage focused on the Rabin- Arafat meeting. On October 19,1993, Congress--after spending more than $2 billion on the SSC project--ended the project after 11 years of effort and put 2,000 people out of work. SSC management failed to focus on and gain support from the most influential stakeholders on the project.

37. Recognize the Importance of Project Stakeholders Recall that project stakeholders are the people involved in or affected by project activities Project managers must take time to identify, understand, and manage relationships with all project stakeholders Using the four frames of organizations can help meet stakeholder needs and expectations

38. Define scope of project Identify stakeholders, decision- makers, and escalation procedures Develop detailed task list (work breakdown structures) Estimate time requirements Develop initial project management flow chart Identify required resources and budget Evaluate project requirements Identify and evaluate risks Prepare contingency plan Identify interdependencies Identify and track critical milestones Participate in project phase review Secure needed resources Manage the change control process Report project status Table 2-2. Fifteen Project Management Job Functions "Building a Foundation for Tomorrow: Skills Standards for Information Technology," Northwest Center for Emerging Technologies, Belleview, WA, 1997

39. Suggested Skills/Competencies for a Project Manager  Communication competencies : listening, persuading, mentoring, coaching, encouraging, visioning planning, goal-setting, analyzing  Organizational competencies: planning, goal-setting, analyzing  Team Building competencies : empathy, motivation, esprit de corps  Leadership competencies : sets example, energetic, vision (big picture), delegates, positive  Coping competencies : flexibility, creativity, patience, persistence  Technological competencies : experience, project knowledge  SKILLS VS. COMPETENCIES  Skill in using MS Project  Skill in using estimating tools, risk assessment tools, etc.

40. Table 2-3. Most Significant Characteristics of Effective and Ineffective Project Managers Leadership by example Visionary Technically competent Decisive Good communicator Good motivator Good negotiator Good problem solver Stands up to upper management when necessary Supports team members Encourages new ideas, etc. Sets bad example Not self-assured Lacks technical expertise Poor communicator Poor motivator Not well organized Unfamiliar with project management basics Effective Project Managers Ineffective Project Managers

41. Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization Many experts believe the underlying causes of many companies’ problems are not the structure nor staff, but the….. culture Organizational Culture 41

42. Member identity* Group emphasis* People focus Unit integration* Control Ten Characteristics of Organizational Culture 42 Risk tolerance* Reward criteria* Conflict tolerance* Means-ends orientation Open-systems focus* *Project work is most successful in an organizational culture where these items are strong/high and other items are balanced.

43. What kind of Culture do you want to create? High risk tolerance High reward system Strong Member identity Strong Team emphasis Low-tolerance for lateness High Unit Integration Open-systems Focus

44. Project Management Process Groups Project management can be viewed as a number of interlinked processes The project management process groups include –initiating processes (Conceptualizing and Defining) –planning processes (Planning & Budgeting) –executing processes (Executing) –controlling processes (Monitoring & Controlling) –closing processes (Termination & Closure)

45. Figure 2-5. Level of Process Group Activity Over Time

46. Our Five stages—not quite the same as Schwalbe’s processs groups Conceptualization and Definition -- Initiating Planning and Budgeting -- Planning Execution -- Executing Monitoring and Controlling -- Controlling Termination and Closure -- Closing

47. Integration and Core Knowledge areas INTEGRATION –Integration Management CORE –SCOPE MANAGEMENT –TIME MANAGEMENT –COST MANAGEMENT –QUALITY MANAGEMENT

48. Facilitating knowledge areas Human Resource Management Risk Management Procurement Management Communications Management Stakeholder Management

49. Integration Management Processes– 4 th Edition Develop Project Charter –Charter is a formal doc to authorize project Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase

50. Project Scope Management Processes – 4 th Edition Collect Requirements –Define the customers needs Define Scope –Define a detailed description of project deliverables Create a WBS –Decompose project work into smaller components Verify Scope –Review project deliverables to gain formal acceptance by customer Control Scope –Monitoring and updating the status of deliverables and managing changes to scope baseline

51. Project Time Management Processes – 4 th Edition Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule

52. Project Cost Management Processes – 4 th Edition Estimate Costs Determine Budget Control Costs

53. Project Quality Management Processes – 4 th Edition Plan Quality Perform Quality Assurance Perform Quality Control

54. Project Human Resource Management Processes – 4 th Edition Develop Human Resource Plan Acquire Project Team Develop Project Plan Manage Project Team

55. Project Communications Management Processes – 4 th Edition Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance

56. Project Risk Management Processes – 4 th Edition Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Response Monitor and Control Risks

57. Project Procurement Management Processes – 4 th Edition Plan Procurements Conduct Procurements Administer (Control) Procurements Close Procurements

58. We can also organize our process groups by STAGES

59. Conceptualization and Definition involves these Knowledge Areas Scope Management –WBS Integration Management Human Resource Management Risk Management Procurement Management

60. Conceptualization and Definition Stage Processes Collect Requirements Define Scope Create WBS Verify Scope Identify Stakeholders Identify Risks

61. Planning and Budgeting Stage Processes Develop Project Plan Define Activities Sequence activities Estimate Activity Duration Develop Schedule Estimate Activity Resources Estimate Costs Determine Budget Plan Risk Responses Plan Quality Plan Organization Plan Communications Plan Procurements Develop Human Resource Plan

62. Planning and Budgeting Project Plan Development Activity Definition Activity Sequencing Activity Duration Estimating Schedule Development Resource Planning Cost Estimating

63. More Planning and Budgeting Cost Budgeting Risk Response Development Quality Planning Organizational Planning Communication Planning Procurement Planning Solicitation Planning Solicitation Source Selection

64. Execution Processes Direct and Manage Project Plan Execution Perform Integrated Change Control Conduct Procurements Administer Procurements

65. Monitoring and Control Stage Processes Control Scope Control Schedule Control Costs Perform Quality Control Monitor and Control Risks

66. Termination and Closeout Stage Processes Report Performance Close Project or Phase Close Procurements Document Lessons Learned Populate History Database

67. Table 2-4. Relationships Among Project Process Groups, Activities, and Knowledge Areas

68. Discussion Questions Review the example of applying systems management to the opening case (see Figure 2-1). Think of an issue relevant to your organization or from current events and analyze it to identify its key business, organizational, and technological aspects. Which skills do you think are most important for an IT project manager? Can they all be learned, or do you think some are innate? Briefly describe what happens in each of the five process groups (initiating, planning, executing, controlling, and closing). On which processes should most team members spend the most time? What are some of the deliverables of each process?