Software Project Management

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Presentation transcript:

Software Project Management Session 1: Introduction, Fundamentals, Classic Mistakes Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Today Course basics, administrative items Introductions Fundamentals Classic Mistakes No lab today More lab in later term Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Syllabus Review Grades Final Exams: 50% Project in group: 30% Class participation: 10% Sessions 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? Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Textbooks “Rapid Development”, Steve McConnell “Information Technology Project Management”, Kathy Schwalbe “Rita PMP Exam Prep 2005 fifth edition”, Rita Mulcahy, PMP. “Software Project Management in Practice”, Pankaj Jalote. “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)”, Project Management Institute, 2000 PMI – Project Management Institute, www.pmi.org Related course “ Software Engineering”. 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? Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Basics Essential elements of software project management Practical, rapid development focus Real-world case studies And other examples like job interviews Highly interactive Dry as toast? 2 exams 4 or 5 small homework assignments MS Project for your ‘book’ Small class == large input Grade depends on participation Questions? Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 The Field Jobs: where are they? Professional Organizations Project Management Institute (PMI) (pmi.org) Software Engineering Institute (SEI) IEEE Software Engineering Group Certifications PMI PMP The “PMBOK” – PMI Body of Knowledge Tools MS Project dice.com search “project management” See everything from this class Bridge Technical and non-technical Other Certs don’t matter Hundreds of PM programs like MS-Project Project: the illusion of control Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 The Field Part 2 Average PM salary $81,000 Contract rates for PM’s can match techies PMI certification adds avg. 14% to salary PMI certs, 1993: 1,000; 2002: 40,000 Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Job Fundamentals Skills required PM Positions and roles The process Principles of Project Management, Fall 2008

Project Management Skills Leadership Communications Problem Solving Negotiating Influencing the Organization Mentoring Process and technical expertise Principles of Project Management, Fall 2008

Project Manager Positions Project Administrator / Coordinator Assistant Project Manager Project Manager / Program Manager Executive Program Manager V.P. Program Development Principles of Project Management, Fall 2008

Software Project Management Principles of Project Management, Fall 2008

PM History in a Nutshell Birth of modern PM: Manhattan Project (the bomb) 1970’s: military, defense, construction industry were using PM software 1990’s: large shift to PM-based models 1985: TQM 1990-93: Re-engineering, self-directed teams 1996-99: Risk mgmt, project offices 2000: M&A, global projects Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 What’s a project? PMI definition A project is a temporary endeavor undertaken to create a unique product or service Progressively elaborated With repetitive elements A project manager Analogy: conductor, coach, captain 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 Principles of Project Management, Fall 2008

Characteristics of Projects Temporary endeavor Unique product or service Performed by people Constrained by limited resources - Budget, time, staff Planned, executed, and controlled Have their own organization Principles of Project Management, Fall 2008

Core Activities and Project Management Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Definition of Project Management (PM): Project Management is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Principles of Project Management, Fall 2008

Typical Core Activities in IT-Projects Design of a graphical user interface Installation of a local area network Integration test of all system components Training of users on a new application Implementation of a set of Java classes Documentation of design decisions and code Principles of Project Management, Fall 2008

Typical Project Management Activities Communication with team, clients, management Effort estimations Planning activities and assigning resources Comparing actual performance to plan Risk analysis Negotiation with subcontractors Staff acquisition Principles of Project Management, Fall 2008

Project vs. Program Management What’s a ‘program’? Mostly differences of scale Often a number of related projects Longer than projects Definitions vary Ex: Program Manager for MS Word Principles of Project Management, Fall 2008

Interactions / Stakeholders As a PM, who do you interact with? Project Stakeholders Project sponsor Executives Team Customers Contractors Functional managers managing all stakeholder Expectations is challenging – conflict Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 PM Tools: Software Low-end Basic features, tasks management, charting MS Excel, Milestones Simplicity Mid-market Handle larger projects, multiple projects, analysis tools MS Project (approx. 50% of market) High-end Very large projects, specialized needs, enterprise AMS Realtime Primavera Project Manager Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Tools: Gantt Chart Principles of Project Management, Fall 2008

Tools: Network Diagram Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 PMI’s 9 Knowledge Areas If you study for the PMI certification you’ll need to know these Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 The Triple Constraint Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 The Triple Constraint Principles of Project Management, Fall 2008

More Competing Objectives Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Project Success Definition: A project is successful if the specified results are delivered in the required quality and within the predetermined time and resource limits. Computer scientists tend to focus on scope and quality only - The development of a technically perfect application is not a success if the cost exceeds the price clients are willing to pay - Excellent project results often are worthless if they come too late (temporary market windows, external deadlines) Principles of Project Management, Fall 2008

Project Integration Management Ensure that various elements of the project are properly coordinated - Estimate cost of staffing alternatives - Determine effects of a scope change on schedule Make tradeoffs among competing objectives and alternatives Primarily task of project manager since he / she is responsible for seeing the overall “big picture” Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008

Project Integration Management Processes Flow Diagram Principles of Project Management, Fall 2008

Integration Management Processes Project plan development Integrates various planning outputs (time, cost, risk, etc.) Produces a formal, consistent document to manage project execution Project plan execution - Produces actual work results Integrated change control - Determines that a change has occurred - Manages the changes as they occur - Results in corrective actions and project plan updates Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Strategy Classic Mistake Avoidance Development Fundamentals Risk Management Schedule-Oriented Practices McConnell refers to “Pillars” These provide balance Principles of Project Management, Fall 2008

Four Project Dimensions People Process Product Technology Peopleware issues 10-to-1 difference in Dev productivity Teams 3 or 5 to 1 diff Process Dev basics, risk mgmt, QA, lifecycle planning, customer orientation Product Most tangible dimension Technology Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 People “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting” Developer productivity: 10-to-1 range Improvements: Team selection Team organization Motivation Teams: 5-to-1 range Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 People 2 Other success factors Matching people to tasks Career development Balance: individual and team Clear communication Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Process Is process stifling? 2 Types: Management & Technical Development fundamentals Quality assurance Risk management Lifecycle planning Avoid abuse by neglect cut time-to-market Improve quality Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Process 2 Customer orientation Process maturity improvement Rework avoidance Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Product The “tangible” dimension Product size management Product characteristics and requirements Feature creep management Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Technology Often the least important dimension Language and tool selection Value and cost of reuse Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Planning Determine requirements Determine resources Select lifecycle model Determine product features strategy Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Tracking Cost, effort, schedule Planned vs. Actual How to handle when things go off plan? Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Measurements To date and projected Cost Schedule Effort Product features Alternatives Earned value analysis Defect rates Productivity (ex: SLOC) Complexity (ex: function points) Principles of Project Management, Fall 2008

Technical Fundamentals Requirements Analysis Design Construction Quality Assurance Deployment Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 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 Principles of Project Management, Fall 2008

Lifecycle Relationships Principles of Project Management, Fall 2008

Seven Core Project Phases Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Project Phases A.K.A. Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 Phases Variation Principles of Project Management, Fall 2008

Principles of Project Management, Fall 2008 36 Classic Mistakes McConnell’s Anti-Patterns Seductive Appeal Types People-Related Process-Related Product-Related Technology-Related Gilligan’s Island Seductive: good reason for decisions at the time Some are IT, most not We’ll visit these throughout course Gilligan’s Island: new scheme, get off island, seems to work, then fails Being aware can help prevent Class discussion Principles of Project Management, Fall 2008

People-Related Mistakes Part 1 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 Principles of Project Management, Fall 2008

People-Related Mistakes Part 2 Noisy, crowded offices Customer-Developer friction Unrealistic expectations Politics over substance Wishful thinking 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 Principles of Project Management, Fall 2008

People-Related Mistakes Part 3 Lack of effective project sponsorship Lack of stakeholder buy-in Lack of user input Sponsor: a must, no power All players must buy-in User input: Survey: number 1 reason for success W/O input: guessing Principles of Project Management, Fall 2008

Process-Related Mistakes Part 1 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 Principles of Project Management, Fall 2008

Process-Related Mistakes Part 2 Wasted time during fuzzy front end Shortchanged upstream activities Inadequate design Shortchanged quality assurance 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 Principles of Project Management, Fall 2008

Process-Related Mistakes Part 3 Insufficient management controls Frequent convergence Omitting necessary tasks from estimates Planning to catch-up later Code-like-hell programming Management controls Need to be able to track We’ll cover lots of these PMI Convergence Waste of time Missing tasks Often 20-30% of a schedule Catch-up later How many times have you seen a project catch-up? Only by all-nighters Like hell “Entrepreneurial” approach See catch-up later Principles of Project Management, Fall 2008

Product-Related Mistakes Requirements gold-plating Gilding the lily Feature creep Developer gold-plating Beware the pet project 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 Principles of Project Management, Fall 2008

Technology-Related Mistakes Silver-bullet syndrome Overestimated savings from new tools and methods Fad warning 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 Principles of Project Management, Fall 2008