1/36 1 Project Management What works, what doesn’t Michael Smith, TeraTech, Inc x110 Copyright TeraTech 2003

2/36 2 Overview What is Project Management? Why do it? Themes in PM Breakout groups Summary and Resources

3/36 3 Speaker Information Who am I? Michael Smith President of TeraTech, Inc Rockville MD ttWebReportServer, CFXGraphicserver MDCFUG, CFUN-03, Fusebox Conf Articles in CFDJ, Fusion Authority Winner CFDJ award Best Consulting

4/36 4 More About Me 22 years programming 7 years with ColdFusion 4 years with Fusebox Also work with SQL, JavaScript, HTML, VB, Oracle, Access Teach one-on-one and custom classes On site and custom development Fusebox and Process Methodology

5/36 5 What is Project Management Planning, monitoring and controlling software development. Proactive vs Reactive Communication

6/36 6 What PM achieves Plans tasks in project Avoids dependencies problems Reduces risks Track progress accurately Organize project process and timeline Improves client-programmer communication Better management of client expectations Complete in budget and on time

7/36 7 Project Success Factors The CHAOS Report, Standish Group

8/36 8 What is a project? has beginning has an end takes resources people/time money equipment location/desk resource use is temporary

9/36 9 What is same for all Projects? Each project is different in details but all share common elements. Visualize set project expectations Plan dependencies tasks Implement development Close evaluating Party!

10/36 10 Benefits of Project Vision common understanding of project between client and you helps explain what project is about know when you are done defines general scope of project avoid doing things that are not in the project get people enthusiastic about project help get project started help see past obstacles

11/36 11 More reasons for Vision gives the project focus cuts out unnecessary work helps people work more efficiently help you to think ahead help make project changes helps with post-evaluation defines success for the project defines the expectations that need to be met help with project planning evaluate whether to do the project at all

12/36 12 Definition of Project Success “success equals met expectations”

13/36 13 Basic Elements of Vision Project definition a few sentences describing the project what when where Expected results define project expectations prioritized

14/36 14 Do you have a good vision? SMART Specific Measurable Achievable Relevant Time-dimensioned

15/36 15 Other Vision elements Business requirements business opportunity business objectives customer/market requirements value provided business benefits risks Vision of solution Vision statement major features assumption/dependencies

16/36 16 More elements Scope and Limitations scope of initial release scope of subsequent release limitations and exclusions Business Context customer profiles project priorities

17/36 17 Evolving Project Plan Estimating time Top-down; Bottom-up; and Dictated release date. Prepare for change, “Murphy Rules” Beware of the “Fudge Factor” Parkinson’s Law

18/36 18 Project Risks Brainstorm risks Come up with “plan B”s Monitor regular during project

19/36 19 Keeping Track of it all Reports Show and Tell MBWA , , AIM/MSN/ICQ The quintessential Project Site

20/36 20 Simple Project Site – Contacts

21/36 21 Simple Project Site - Documents

22/36 22 Simple Project Site -Discussion

23/36 23 Simple Project Site - Prototypes

24/36 24 Online Tools –OnProject

25/36 25 Online Tools– Microsoft Project Server

26/36 26 Themes in PM 1. Improve communication 2. Mentoring and Brainstorming 3. Resource Allocation 4. Project Management tools and software 5. Tracking and measurement 6. A Good PM

27/ Improve Communication How can you improve project communication with client and within team? Meeting tips Project status reports Listserv and web

28/ Mentoring and Brainstorming How do you help out team members and solve project problems? How to know there is a problem Code reviews Problem solving techniques Walking around office

29/ Resource Allocation How do you assign different team members to different projects? Who should work on what task How to avoid overload and under- utilization What to do when things change

30/ PM tools and software What tools do you use for PM? Paper Electronic Spreadsheets PM Software Custom software etc

31/ Tracking and measurement How do you track and measure how your projects are doing? Tracking task completion Deadlines Budgets etc

32/ A Good PM What are characteristics of a good project manager? Technical People skills Other

33/36 33 Resources The Project Management Institute For PM Association for PM All PM Project Management Software Project Kick Start

34/36 34 PM Books “The Mythical Man-Month” by Frederick Brooks “Rapid Development” by Steve McConnell “Software Project Survival Guide” by Steve McConnell “Peopleware” by Tom Demarco, et al “Controlling Software Projects: Management, Measurement, and Estimates” by Tom Demarco and Barry Boehm

35/36 35 Need PM help? TeraTech offers One-on-One and Project mentoring

36/36 36 Questions? me at