1. Software Project Management
Project Integration Management

2. Software Project Management
Course Objectives
Understand how integration management helps putting together all the PM processes
Perceive the role of project charters and how they are used as a base for further management activities
Discuss the purpose of creating a preliminary project scope document
Describe project management plan development, including content and performing a stakeholder analysis to help manage relationships
Explain project execution, its relationship to project planning
Describe the process of monitoring and controlling project work
Understand the integrated change control process, planning for and managing changes on information technology projects, and developing and using a change control system
Explain the importance of developing and following good procedures for closing projects
Software Project Management

3. Software Project Management
PM Knowledge Areas
Software Project Management

4. Project Integration Management
Project managers must coordinate all of the other knowledge areas throughout a project’s life cycle
Big picture vs. details
Key to overall project success
Interface management  Stakeholders satisfaction
Software Project Management

5. Software Project Management
Project selection
Top management identifies potential projects
IT supports some organizations business
Strategic planning: identifying the long term objectives by analyzing the Strength and Weaknesses of the organization and studying the Opportunities and Threats in the business environment(SWOT)
Software Project Management

6. Project selection methods
Focusing on broad organizational needs (e.g. customer service improvements)
Categorizing IT projects
Impetus: Problems, Opportunities, Directives
Time window
Priority
Performing Net Present Value or other financial analysis(ROI, Payback)
Using a weighted scoring model (weights for criteria)
Software Project Management

7. Software Project Management
Knowledge Area Processes
Project Management Process Groups
Initiating Process Group
Planning Process Group
Executing Process Group
Monitoring and Controlling Process Group
Closing Process Group
Project Management Integration
- Develop Project Charter
- Develop Preliminary Project Scope Statement
- Develop Project Management Plan
- Direct and Manage Project Execution
- Monitor and Control Project Work
- Integrated Change Control
- Close Project
Project Scope Management
- Scope Planning
- Scope Definition
- Scope WBS
- Scope Verification
- Scope Control
Project Time Management
Activities management
Schedule Development
- Schedule Control
Project Cost Management
- Cost Estimating
- Cost Budgeting
- Cost Control
Project Quality Management
- Quality Planning
- Perform Quality Assurance
- Perform Quality Control
Software Project Management

8. Project Integration Management
Software Project Management

9. Software Project Management
PMBOK® Guide Third Edition, 2004, p. 79.
Software Project Management

10. Software Project Management
Project Charter
After deciding what project to work on, it is important to let the rest of the organization know
A project charter is a document that formally recognizes the existence of a project and provides direction on the project’s objectives and management
Key project stakeholders should sign a project charter to acknowledge agreement on the need and intent of the project; a signed charter is a key output of project integration management
Software Project Management

11. Project Charter Inputs
Contract
Includes much of the needed info
Difficult to read if used instead of a charter
Statement of Work
Describes products and services to be created
Shows the alignment of the project with the strategic goals
Enterprise environmental factors
Organization’s structure, culture, infrastructure, human resources, policies, stakeholder risk tolerances, PM information systems
Organizational process assets
Formal/informal plans, information systems, financial systems, management systems, lessons learned, etc.
Software Project Management

12. Project Charter Content
Project title, date, authorization
Project manager’s info
Summary schedule: start and finish dates, milestones if available
Summary of project’s budget
Brief description of project objectives
Summary of the planned approach for managing the project, describing stakeholders’ expectations, assumptions and constraints, references to related docs
Roles and responsibilities matrix
Signatures of stakeholders
Comments of the stakeholders
Software Project Management

13. Preliminary Scope Statement
A scope statement is a document used to develop and confirm a common understanding of the project scope
It’s important for preventing scope creep
The tendency for project scope to keep getting bigger
It’s good practice to develop a preliminary or initial scope statement during project initiation and a more detailed scope statement as the project progresses
Software Project Management

14. Preliminary Scope Statement I/O
Input
Project Charter
Statement of work
Enterprise environmental factors
Organization process assets
Outputs
Project objectives
Product requirements and characteristics
Project boundaries and deliverables
Acceptance criteria
Initial list with risks
Summary of milestones
Rough cost estimate
Configuration management requirements
Software Project Management

15. Project Management Plans
A project management plan is a document used to coordinate all project planning documents and help guide a project’s execution and control
Plans created in the other knowledge areas are subsidiary parts of the overall project management plan
Also document planning assumptions, decisions regarding choices, facilitates communication among stakeholders, define the content, extent and timing of key management reviews, and provide a baseline for progress measurements and control
Tailored to project size by assessing how many and how much of the PM processes will be considered
Software Project Management

16. Elements of a Project Management Plan
Introduction or overview of the project
Description of how the project is organized
Management and technical processes used in the project
Work to be done, schedule, and budget information
Stakeholder analysis
Software Project Management

17. Overview of the Project
Project name
Brief description of the project
Sponsors
Project manager and key team members
Deliverables
List with important reference materials
List with acronyms and definitions
Software Project Management

18. Software Project Management
Project organization
Organizational charts (sponsoring company, customer company, internal) showing involved people and relations
Project responsibilities: major functions and responsibilities (responsibility assignment matrix)
Other organizational and process related information
Software Project Management

19. Management and technical processes
Management objectives: top management views, priorities and expectations
Project controls: how to monitor progress and changes (need for monthly, quarterly updates, what approval is needed for changes)
Risk management: briefly address how the risks should be identified, managed and controlled.
Project staffing: people (number and types) required for the project
Technical processes: document specific methodologies and explain how to document information
Software Project Management

20. Software Project Management
Work to perform
Major work packages: preliminary WBS, detailed scope statement, references to scope management plan
Key deliverables: key sub-products descriptions, quality expectations
Other work related information: specific hardware and software, specification to follow, major assumptions
Software Project Management

21. Software Project Management
Schedule information
Summary schedule: one page with overall project schedule (e.g. Gantt chart)
Detailed schedule: references schedule management plans, discuss dependencies among project activities
Other schedule-related information: document major assumptions on schedule
Software Project Management

22. Software Project Management
Budget
Summary budget: total estimate for the overall budget possibly split by month and year
Detailed budget: the cost management plan, projected benefits, labor costs, references to project cost management docs
Other budget related information: major assumptions and important cost information
Software Project Management

23. Stakeholders and Top Management
Document:
key stakeholders names, organizations, roles
specifics
level of interest
influence on the project, suggestions for managing relationship
Not part of the plans available for all the stakeholders to review
Software Project Management

24. Sample Stakeholder Analysis
Software Project Management

25. Sample Contents for a Software Project Management Plan

26. Software Project Management
Project Execution
Project execution involves managing and performing the work described in the project management plan
The majority of time and money is usually spent on execution
The application area of the project directly affects project execution because the products of the project are produced during execution
The project manager decides on how different knowledge area plans related to scope, costs, human resources, procurements are executed
The PM provides strong leadership and supportive culture
The PM has to have at least a working knowledge of the domain if not extensive technical experience
The PM should promote execution tools and methodologies
Software Project Management

27. Planning and Execution Relationship
Monitoring & Controlling Process
Planning Process
Planning Process
Initiating
Process
Closing
Process
Initiating
Process
Closing
Process
Key Points:
These are the types of results you should see after implementing SCOPE iT.
Executing Process
Executing Process

28. Coordinating Planning and Execution
Project planning and execution are intertwined and inseparable activities
Those who will do the work should help to plan the work
Project managers must solicit input from the team to develop realistic plans
Software Project Management

29. Leadership and a Supportive Culture
Project managers must lead by example to demonstrate the importance of creating and then following good project plans
Organizational culture can help project execution by:
Providing guidelines and templates
Tracking performance based on plans
Project managers may still need to break the rules to meet project goals, and senior managers must support those actions
Software Project Management

30. Important Skills for Project Execution
General management skills like leadership, communication, and political skills
Product, business, and application area skills and knowledge
Use of specialized tools and techniques
Software Project Management

31. Project Management Tools and Techniques
Project management tools and techniques assist project managers and their teams in various aspects of project management
Some specific ones include:
Project charter, scope statement, and WBS (scope)
Gantt charts, network diagrams, critical path analysis, and critical chain scheduling (time)
Cost estimates and earned value management (cost)
See Table 1-1 (K. Schwalbe) for many more
Software Project Management

32. Software Project Management
Important Tools
“Super tools” are those tools that have high use and high potential for improving project success, such as:
Software for task scheduling (such as project management software)
Scope statements
Requirements analyses
Lessons-learned reports
Tools already extensively used that have been found to improve project importance include:
Progress reports
Kick-off meetings
Gantt charts
Change requests
Software Project Management

33. Monitoring and Controlling Project Work
Monitoring project work includes collecting, measuring, and disseminating performance information
Inputs: project management plan, work performance information, performance reports, change requests
Key tools and techniques: using a PM methodology, a PM information system, expert judgment and earned value management
Outputs: recommended corrective and preventive actions
Software Project Management

34. Integrated Change Control
Changes are inevitable on most projects, so it’s important to develop and follow a process to monitor and control changes
Three main objectives are:
Influencing the factors that create changes to ensure that changes are beneficial
Determining that a change has occurred
Managing actual changes as they occur
Changes may affect scope, costs, schedule, technology, people, etc.
A baseline is the approved project management plan plus approved changes
Software Project Management

35. Change Control on IT Projects
Former view: the project team should strive to do exactly what was planned on time and within budget
Problem: stakeholders rarely agreed up-front on the project scope, and time and cost estimates were inaccurate
Modern view: project management is a process of constant communication and negotiation
Solution: changes are often beneficial, and the project team should plan for them
Software Project Management

36. Software Project Management
Change Control System
A formal, documented process that describes when and how official project documents and work may be changed
Describes who is authorized to make changes and how to make them
Change Control Board: A formal group of people responsible for approving or rejecting changes on a project
CCBs provide guidelines for preparing change requests, evaluate change requests, and manage the implementation of approved changes
CCB includes stakeholders from the entire organization
Software Project Management

37. Configuration Management
Ensures that the descriptions of the project’s products are correct and complete
Involves identifying and controlling the functional and physical design characteristics of products and their support documentation
Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements
Source control, Version/Releases/Branches/Patches management
See for more information
Software Project Management

38. Communicating changes
Use of written and oral performance reports to assess changes
Synchronized access to common resources (like documents and source files)
Keep regularly/ad-hoc meetings
Maintain a project wide WEB site
Report to stakeholders on significant changes
Software Project Management

39. Software Project Management
Hints for ICC
View project management as a process of communication and negotiation
Plan for change
Establish a change control board (CCB)
Use effective configuration change management
Use reporting (written and oral) for assessing and manage changes
Use software for managing and communicating changes
Software Project Management

40. Software Project Management
Closing Projects
To close a project, you must finalize all activities and transfer the completed or cancelled work to the appropriate people
Main outputs include:
Administrative closure procedures (define the approval process)
Contract closure procedures (delivery and payment completes)
Final products, services, or results
Organizational process asset updates
Software Project Management

41. Using Software to Assist in Project Integration Management
Several types of software can be used to assist in project integration management
Documents can be created with word-processing software
Presentations are created with presentation software
Tracking can be done with spreadsheets or databases
Communication software like and Web authoring tools facilitate communications
Project management software can pull everything together and show detailed and summarized information
Business Service Management (BSM) tools track the execution of business process flows
Software Project Management