Software Project Management

Software Project Management
Lecture 01 Introduction to SPM Instructor: Aatif Kamal

Copyright Aatif Kamal, NIIT (2006-07)
Objective Course Introduction (learning objectives) Course Contents & Grading Policy Motivation of Studying SPM What is Project What is Project Management Copyright Aatif Kamal, NIIT ( )

Course Objectives Understand the fundamental principles of Software Project management & will also have a good knowledge of responsibilities of project manager and how to handle these. Be familiar with the different methods and techniques used for project management. By the end of this course student will have good knowledge of the issues and challenges faced while doing the Software project Management and will also be able to understand why majority of the software projects fails and how that failure probability can be reduced effectively. Will be able to do the Project Scheduling, tracking, Risk analysis, Quality management and Project Cost estimation using different techniques Copyright Aatif Kamal, NIIT ( )

Text Books Text books: A Guide to the Project Management Body of Knowledge (PMBOK Guide) By Project Management Institute Quality Software Project Management By: Robert T. Futrell, Donald Shafer Publisher: Prentice Hall Reference books: Software Project Management in Practice By: Pankaj Jalote Publisher: Pearson Education Software Project Management (Third Edition ) By: Bob Hughes & Mike Cotterell, Publisher: McGraw-Hill Software Project Management A Unified Framework By: Walker Royce Publisher: Addision-wesely Copyright Aatif Kamal, NIIT ( )

Subject Assessments Quizzes : 10% One Hour Tests : % Assignments : 05% Project/Report : 10% Final Test : 45% Copyright Aatif Kamal, NIIT ( )

Motivation for Studying Project Management
IT Projects have terrible track record A 1995 Standish Group study (CHAOS) found that only 16.2% of IT projects were successful and over 31% were canceled before completion, costing over 81B$ in US alone The need for IT Projects keeps increasing In 1998, corporate America issued 200,000 new application development projects In 2001, there were 300,000 new IT projects In 2003, over 500,000 new IT projects were started Copyright Aatif Kamal, NIIT ( )

SPM Study Topics Project Management - Study Topics What is project management? Project Selection The role of Project Manager Project Organization Project Costing, Planning, Budgeting, Scheduling Resource Allocation Project Monitoring and Controlling Risk management Software quality assurance plans Quality assurance, Legal issues Copyright Aatif Kamal, NIIT ( )

What is a Project Daily, organizations are asked to accomplish tasks that do not fit neatly into business-as-usual A software group may be asked to develop an application program that will access Government data on certain commodity prices and generate records on the value of the commodity inventories held by the firm; the software must be available for use on 26 Nov 2004. The Ministry of Health may require an annually updated census of all Punjab resident children, aged 17 years or younger, living with an illiterate parents; the census must happen in 18 months. Develop a web page within the next four days that provides information about the departmental timetable to new incoming students. Copyright Aatif Kamal, NIIT ( )

Project – Definition In the broadest sense, a project is a specific, finite task to be accomplished. Any activity that results in a deliverable or a product. Projects always begin with a problem. The project is to provide the solution to this problem. When the project is finished it must be evaluated to determine whether it satisfies the objectives and goals. Copyright Aatif Kamal, NIIT ( )

Another Definition of Project
A project is a temporary endeavor undertaken to accomplish a unique purpose Attributes of projects unique purpose temporary require resources, often from various areas should have a primary sponsor and/or customer involve uncertainty Copyright Aatif Kamal, NIIT ( )

Example of IT Projects Northwest Airlines developed a new reservation system called ResNet Many Organizations upgrade hardware, software and networks via projects Organizations develop new software or enhance existing systems to perform many business functions Note: “IT projects” refers to projects involving hardware, software and networks Copyright Aatif Kamal, NIIT ( )

What is Management? Management can be defined as all activities and tasks undertaken by one or more persons for the purpose of planning and controlling the activities of others in order to achieve objectives or complete an activity that could not be achieved by others acting independently. Management functions can be categorized as Planning Organizing Staffing Directing Controlling Copyright Aatif Kamal, NIIT ( )

Management Functions Planning Predetermining a course of action for accomplishing organizational Objectives Organizing Arranging the relationships among work units for accomplishment of objectives and the granting of responsibility and authority to obtain those objectives Staffing Selecting and training people for positions in the organization Directing Creating an atmosphere that will assist and motivate people to achieve desired end results Controlling Establishing, measuring, and evaluating performance of activities toward planned objectives Copyright Aatif Kamal, NIIT ( )

What is Project Management (1)
According to *PMI, PMBOK Guide “The application of knowledge, skills, tools and techniques to project activities in order to meet project requirements” * The Project management Institute (PMI) is an independent professional society Copyright Aatif Kamal, NIIT ( )

Project management is a system of management procedures, practices, technologies, skills, and experience that are necessary to successfully manage a project. Copyright Aatif Kamal, NIIT ( )

Concerned with activities involved in ensuring that software is delivered: on time on schedule in accordance with the requirements of the organization developing and procuring the software Copyright Aatif Kamal, NIIT ( )

Laws of Project Management 
No major project is ever installed on time, within budget, with the same staff that started it. Yours will not be the first. Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. One advantage of fuzzy project objectives is that they let you avoid the embarrassment of estimating the corresponding costs. When things are going well, something will go wrong. When things just can’t get any worse, they will When things appear to be going better you have overlooked something If project content is allowed to change freely, the rate of change will exceed the rate of progress. No system is ever completely debugged: attempts to debug a system inevitably introduce new bugs that are even harder to find A carelessly planned project will take three times longer to complete than expected, a planned project will take only twice as long. Copyright Aatif Kamal, NIIT ( )

Project Stakeholders Stakeholders are the people involved in or affected by the project actives Stakeholders include The project sponsor and project team Support staff Customers Users Suppliers Opponents to the project Copyright Aatif Kamal, NIIT ( )

Project Characteristics
One clear objective A well defined set of end results Goal oriented End product or service must result Finite Fixed timeline, start date, end date, milestone dates Limited Budget, Resources, Time Life Cycle Recognizable sequence of phases Copyright Aatif Kamal, NIIT ( )

Project Characteristics (cont..)
Interdependences (source of conflict) Cross-functional, cross-project, cross-activity Uniqueness No practice or rehearsal, one time set of events A team of people Non trivial number & organizational structure Cross-functional origins, interests & allegiances Copyright Aatif Kamal, NIIT ( )

Project Characteristics (cont..)
Divisible into subtasks (called activities) often numerous, essentially unique and non-repetitive sequenced by precedence relationship require careful co-ordination and monitoring Change (source of Conflict) A single point of responsibility (the Project Manager) Copyright Aatif Kamal, NIIT ( )

Potential for Conflict
Resource conflict Interdependences Activities, Projects, Projects and Operations Limited Resources People, Equipment, Time, Money, Facilities People conflict As a result of resource conflict Resistance to Change Project Manager Must be a Conflict Manager Copyright Aatif Kamal, NIIT ( )

Potential for Conflict (cont..)
Client Max Flexibility, Max Quality at Min Price in Min Time Organization Max Profit, Min disruption to Operations Public Obeisance of all relevant Government Regulations Min Environmental Impact Copyright Aatif Kamal, NIIT ( )

Negotiation & Conflict resolution
Two different types of negotiations win-lose your savings are other party’s losses win-win both parties try to understand the other party needs The win-win approach is a set of principles and practices which enable a set of Interdependent stakeholders to work out a mutually satisfactory (win-win) set of shared commitments. Copyright Aatif Kamal, NIIT ( )

Negotiation & Conflict resolution (cont..)
Win-lose Generally Becomes Lose-lose Proposed Solution “Winner” “Loser” Quick, cheap & Sloppy product Developer & Customer User Lots of “Bells & whistles ” Developer & User Customer Driving too hard a bargain Customer & User Developer Actually, nobody wins in these situations Copyright Aatif Kamal, NIIT ( )

Win-Lose key concepts Win Condition: Objective which makes a stakeholder feel like a winner Issue: Conflict or constraint on a win condition Option: A way of overcoming an issue Agreement: Mutual commitment to an option or win condition Copyright Aatif Kamal, NIIT ( )

WinWin Negotiation Model
Condition Issue Option Agreement involves adopts addresses covers WinWin Equilibrium State All Win Conditions covered by Agreements No outstanding Issues Copyright Aatif Kamal, NIIT ( )

9 Project Management Knowledge Areas
Knowledge areas describes the key competencies that project manager must develop 4 - core knowledge areas lead to specific project objectives (scope, time, cost and quality) 4 - facilitating areas are the means through which the project objectives are achieved (human resource, communication, risk and procurement management) 1- knowledge area (project integration management) affects and is affected by all of the other knowledge areas Copyright Aatif Kamal, NIIT ( )

9 PM Knowledge Areas (cont..)
Project Integration Management Describes the processes required to ensure that various elements of the project are properly coordinated. It consist of project plan development, project execution and integrated change control. Project Scope Management Describes the processes required to ensure that the project includes all the work required and integrated change control. Project Time Management Describes the processes required to ensure the timely completion of the project. It consist of initiation, scope planning, scope definition, scope verification and scope change control. Copyright Aatif Kamal, NIIT ( )

Project Cost Management Describes the processes required to ensure that the project is completed within the approved budget. It consist of resource planning, cost estimating, schedule development and schedule control. Project Quality Management Describes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance and quality control. Project Human Resource Management Describes the processes required to make the most effective use of the people involved with the project. It consist of organizational planning, staff acquisition and team development. Copyright Aatif Kamal, NIIT ( )

Project Communication Management Describes the processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It consist of communications planning, information distribution, performance reporting and administrative closure, Project Risk Management Describes the processes concerned with identifying, analyzing and responding to project risk. It consist of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning and risk monitoring and control. Project Procurement Management Describes the processes required to acquire goods and services from the outside the performing organization. It consist of procurement planning, solicitation planning, solicitation, source selection, contract administration and contract closeout Copyright Aatif Kamal, NIIT ( )

A Hierarchy of Activities
WBS (Work Breakdown Structure) The backbone of any project is WBS. It describes the steps necessary to carry out the project and their relationship to each other, Not easy and straight forward. System: (IEEE) collection of components organized to accomplish a specific function or set of function. Program > Project > Work Package > Task > Work Unit Program A Group of Related Projects that is managed together, Programs usually include an Element of Ongoing activity An exceptionally large, long range objective that can be broken into projects E.g. Govt. of Pakistan Poverty reduction program Copyright Aatif Kamal, NIIT ( )

A Hierarchy of Activities (cont..)
Program > Project > Work Package > Task > Work Unit Projects A temporary endeavor undertaken to create a unique product or service A specific finite task Work Package Project major set of activities / Modules Each WP has clear set of Objectives, Task and deliverables Each WP must have WP leader One continuous set of work units with a clearly defined and observable beginning and end Copyright Aatif Kamal, NIIT ( )

A Hierarchy of Activities (cont..)
Program > Project > Work Package > Task > Work Unit Activity An element of work performed during the course of a project. An activity has an expected duration, cost and resource requirement Any Task, Job or Operation that must be completed to finish a project Synonym for Task Must Result in a Tangible deliverable Task A subdivision of an activity Synonym for activity Task must have one or more responsible person Work Unit Subdivision of a work package Not recognized as a term Copyright Aatif Kamal, NIIT ( )

The application of Knowledge, Skills, Tools and Techniques in order to Meet or Exceed Stakeholder Requirements from a Project Meeting or Exceeding stakeholder requirements means Balancing (trade-off) competing demands among: Scope, Time, Cost, Quality and other objectives Primary objectives are: within Budget, on Schedule, to Specification A Method and a Set of Techniques Based on Accepted Principles of Management used for Planning, Estimating and Controlling Work Activities to reach a desired End Result on Time, within Budget and according to Specification Copyright Aatif Kamal, NIIT ( )

The Triple Constraints
Every project is constrained in different ways by its Scope goals Time goals Cost goals It is the project manager’s duty to balance these three often competing goals Copyright Aatif Kamal, NIIT ( )

SPM Primary Objectives
Implicit Trade-off Functions Performance = f (Time, Budget) Time = f (Budget, Perf) Budget = f (Perf, Time) Performance Required Performance Due Date Time (Schedule) Cost Budget Limit Copyright Aatif Kamal, NIIT ( )

PM & SPM Accepted PM Knowledge & Practices General Management Application Area S/W development practices PMBOK Conceptual Diagram: Intersection is Conceptual Not Proportional Copyright Aatif Kamal, NIIT ( )

Project Management focuses the Responsibility and Authority for the attainment of a Project’s Goals on an Individual or Small Group. The object of the focus is, the Project Manager uses Project Management Methods, Techniques and Tools (& Organizational Structure) to Co-ordinate and Integrate all Project Activities Be responsive to the Project’s Client Identify and Correct Problems as soon as they become Visible Make timely decisions about Trade-Offs between Conflicting Project Goals Prevent Sub-optimization Copyright Aatif Kamal, NIIT ( )

Project Management is Interface Management. The important Interfaces are Personal Interfaces Organizational Interfaces and System Interfaces The goal of Project Management is Integration of all Project Components to Create Seamless Interfaces. Copyright Aatif Kamal, NIIT ( )

Project Management - Advantages
Responsiveness to Clients and the Environment Ability to make Timely Trade-off Decisions Central Locus of Decisions to insure overall Project Optimality Better control, better customer relations, Shorter development time, lower costs, Higher quality and reliability, higher profit margins, better co-ordination, higher morale Copyright Aatif Kamal, NIIT ( )

Project Management -Advantages (cont..)
Bosses, customers, and other stakeholders do not like surprises. Good project management (PM) provides assurance and reduces risk PM provides the tools and environment to plan, monitor, track, and manage schedules, resources, costs, and quality PM provides a history or metrics base for future planning as well as good documentation Project members learn and grow by working in a cross functional team environment Copyright Aatif Kamal, NIIT ( )

Project Management - Disadvantages
Greater Organizational Complexity Lower Personnel Utilization More Managerial Conflicts Copyright Aatif Kamal, NIIT ( )

The Project Management Profession
A 1996 Fortune article called project management the “number one career choice” Other authors and IT Gurus stress that Project managers are who add value to organizations Professional societies like the Project Management Institute (PMI) have grown tremendously Average Salaries for Project managers are over 81K US$ per year Copyright Aatif Kamal, NIIT ( )

Project Management Certification
PMI provides certification as a Project Management Professional (PMP) A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam The number of people earning PMP certification is increasing quickly, and the certification program department received ISO approval in 1999 Other groups, like the Singapore Computer Society, have their own IT PM Certification programs Copyright Aatif Kamal, NIIT ( )

Assignment 01 Define Project, Project Management and Process Write a note on W5HH Principle Copyright Aatif Kamal, NIIT ( )

Lecture 02: The Project Management Context and Processes
Software Project Management Lecture 02: The Project Management Context and Processes Instructor: Aatif Kamal Dated: Sept , 2006

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 Copyrights: Aatif Kamal, NIIT ( )

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 Copyrights: Aatif Kamal, NIIT ( )

3 Sphere Model for Systems Management
Copyrights: Aatif Kamal, NIIT ( )

Project Phases and the Project Life Cycle
A project life cycle is a collection of project phases Project Life cycle generally define What technical work should be done in each phase Who should be involved in each phase Project phases vary by project or industry, but some general phases include definition and conceptualization planning and budgeting development and implementation termination and closeout Copyrights: Aatif Kamal, NIIT ( )

Phases of the Project Life Cycle

Copyrights: Aatif Kamal, NIIT (2004-05)
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 Copyrights: Aatif Kamal, NIIT ( )

Process & Process Model
Software Process the set of activities, methods, and practices that are used in the production and evolution of software Software Process Model one specific embodiment of a software process architecture Copyrights: Aatif Kamal, NIIT ( )

Why Modeling? To provide a common understanding To locate any inconsistencies, redundancies and omissions To reflect the development goals and provide early evaluation To assist development team to understand any special situation Copyrights: Aatif Kamal, NIIT ( )

Sample SDLC Models Waterfall model: has well-defined, linear stages of systems development and support Spiral model: shows that software is developed using an iterative or spiral approach rather than a linear approach Incremental release model: provides for progressive development of operational software RAD model: used to produce systems quickly without sacrificing quality Prototyping model: used for developing prototypes to clarify user requirements Copyrights: Aatif Kamal, NIIT ( )

Waterfall Model Requirement Analysis System Design Coding Testing Maintenance Copyrights: Aatif Kamal, NIIT ( )

Waterfall Model (cont’d)
classical one-shot approach effective control limited scope of iteration long cycle time not suitable for system of high uncertainty Copyrights: Aatif Kamal, NIIT ( )

V Model Maintenance Requirements Analysis User Acceptance Testing
System Design System Testing Unit and Integration Testing Program Design Coding Copyrights: Aatif Kamal, NIIT ( )

V Model (cont’d) Additional validation process introduced Relate testing to analysis and design Loop back in case of discrepancy Copyrights: Aatif Kamal, NIIT ( )

Spiral Model (adapted from Boehm 1987)

Spiral Model (cont’d) Evolutionary approach Iterative development combined with risk management Risk analysis results in “go, no-go” decision Copyrights: Aatif Kamal, NIIT ( )

Spiral Model (cont’d) Four major activities Planning Risk analysis Engineering Customer evaluation Copyrights: Aatif Kamal, NIIT ( )

Prototyping Model Goals meet users’ requirements in early stage reduce risk and uncertainty Copyrights: Aatif Kamal, NIIT ( )

Classification of Prototype
Throw-away After users agree the requirements of the system, the prototype will be discarded. Evolutionary Modifications are based on the existing prototype. Incremental Functions will be arranged and built accordingly. Copyrights: Aatif Kamal, NIIT ( )

Prototyping Model User satisfaction Build prototype YES NO User feedback Copyrights: Aatif Kamal, NIIT ( )

Benefits of Prototyping
Learning by doing Improved communication Improved user involvement Clarification of partially-known requirements Copyrights: Aatif Kamal, NIIT ( )

Prototyping Sequences
Requirements gathering Quick design Prototype construction Customer evaluation Refinement Loop back to quick design for fine tuning Product engineering Copyrights: Aatif Kamal, NIIT ( )

Benefits of Prototyping
Demonstration of the consistency and completeness of a specification Reduced need for documentation Reduced maintenance costs Feature constraint Production of expected results Reduced maintenance costs in the sense that users are less likely to ask for changes after the system goes into its operation. However, when asked for changes, the system is difficult to maintain because the software is usually not well structured. Copyrights: Aatif Kamal, NIIT ( )

Drawbacks of Prototyping
Users sometimes misunderstand the role of the prototype Lack of project standards possible Lack of control Additional expense Close proximity of developers Copyrights: Aatif Kamal, NIIT ( )

Forms of Prototypes Mock-ups Simulated interaction Partial working model Copyrights: Aatif Kamal, NIIT ( )

Incremental Model Break system into small components Implement and deliver small components in sequence Every delivered component provides extra functionality to user Copyrights: Aatif Kamal, NIIT ( )

Incremental Model (cont’d)
Arrange requirements in increments Design and develop increment Requirements Analysis NO System OK? Validate increment Integrate increment YES Copyrights: Aatif Kamal, NIIT ( )

Iterative Model Deliver full system in the beginning Enhance functionality in new releases Copyrights: Aatif Kamal, NIIT ( )

Iterative Model (cont’d)
Design system version n n = n+1 NO System complete Develop system version n Validate system version n YES Copyrights: Aatif Kamal, NIIT ( )

Combined Incremental and Iterative Model
Every new release includes extra functionality enhancement of existing functionality Popularly used in software industry Copyrights: Aatif Kamal, NIIT ( )

Phased Development Reduce cycle time Two parallel systems: operational system (Release n) development system (Release n+1) Two approaches incremental iterative Copyrights: Aatif Kamal, NIIT ( )

Advantages of Phased Development
Early feedbacks Less possible requirement changes Early benefits for users Improve cash flow Easier control and manage Copyrights: Aatif Kamal, NIIT ( )

Advantages of Phased Development (cont’d)
Capture early market Facilitate early training Can be temporarily abandoned Increase job satisfaction Copyrights: Aatif Kamal, NIIT ( )

Disadvantages of Phased Development
‘Software breakage’ Reduced productivity Copyrights: Aatif Kamal, NIIT ( )

Why Have Project Phases 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 or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals Copyrights: Aatif Kamal, NIIT ( )

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 Project management is done in all of the product life cycle phases Copyrights: Aatif Kamal, NIIT ( )

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 Copyrights: Aatif Kamal, NIIT ( )

Extreme Programming Copyrights: Aatif Kamal, NIIT ( )

XP: eXtreme Programming
Not a Microsoft product Part of movement called “Agile Development” A “Lightweight” methodology A bit counter-culture Currently in vogue Motto: “Embrace Change” Highly Incremental / Iterative Copyrights: Aatif Kamal, NIIT ( )

eXtreme Programming Suitable for small groups Attempts to minimize unnecessary work Uses an “on-site” customer Small releases Pair programming Refactoring Stories as requirements You want good developers if you use this Copyrights: Aatif Kamal, NIIT ( )

Rules and Practices of Extreme Programming
Planning User stories; Release planning; small releases; Business Analysis; Project Velocity; Iterations; Iteration planning; Move people around; Stand-up meeting day; Fix XP when it breaks. Designing Simplicity; System metaphor. Use CRC cards for design sessions. Spike solutions to reduce risk. No functionality added early. Refactor. Coding Customer is always available; Standards. Code the unit test first; Pair programmed; Integrates often; Collective code ownership. Optimization till last; No overtime. Testing All code must have and pass unit tests before it can be released; When a bug is found tests are created; Acceptance tests are run often and the score is published. Copyright 1999 J. Donovan Wells all rights reserved Copyrights: Aatif Kamal, NIIT ( )

Overview Extreme programming User Stories Business Analysis in XP CRC Cards Extreme programming implementation example Copyrights: Aatif Kamal, NIIT ( )

Extreme Programming Overview

One iteration of Extreme Programming

Development overview Copyrights: Aatif Kamal, NIIT ( )

Programmers activities and work Style

User Stories Copyrights: Aatif Kamal, NIIT ( )

What are User Stories? A user story is a short description of what the business or customer wants the software to do, written by the customer in the customer terminology without techno-syntax. They are in the format of about three sentences typically written on 4x6 cards. Copyrights: Aatif Kamal, NIIT ( )

Purpose User Stories are used to create time estimates for the release planning meeting. They are also used instead of a large requirements document. User Stories also drive the creation of the acceptance tests. Release planning meeting is used to create the release plan which lays out the overall project User Stories drive the creation of the acceptance tests -> To verify the user story has been correctly implemented. Copyrights: Aatif Kamal, NIIT ( )

Example "Tell me the story and write down the name of the story and a paragraph or two." I'll put on my "Development" hat tomorrow and estimate this. License Enforcement When run for the first time, JeraWorks puts up a license dialog, and will not proceed until the user enters either: a valid non-time-limited (paid) license certificate or a valid time-limited (demo) license that has not yet expired. A valid license is stored so the user doesn't have to re-enter it on subsequent runs. License info is displayed on the splash screen. When a demo license expires, the license dialog re-appears the next time JeraWorks is run. Copyrights: Aatif Kamal, NIIT ( )

User Stories & the Planning Game
The basic goal is to create a release plan The basic pieces are the User Stories (cards) The players are the customers and developers The Rules: Developers estimate how long the stories might take to implement Business then decides which stories are going to be implemented for each release and the dates for those releases. The basic goal is to create a release plan that specifies which user stories are going to be implemented for each release and the dates for those releases Copyrights: Aatif Kamal, NIIT ( )

User Stories & the Planning Game (cont.)
Once the release plan is set, the selected stories are then translated into individual programming tasks that will be implemented during the iteration to complete the stories. Each story will get a 1, 2 or 3 week estimate in "ideal development time". A typical XP project of six to 12 months calls for between 50 and 100 user stories. Copyrights: Aatif Kamal, NIIT ( )

Requirements Specifications VS User Stories
level of detail User stories are short and to the point User stories should only provide enough detail to make a reasonably low risk estimate of how long the story will take to implement. focus on user needs You should try to avoid details of specific technology, data base layout, and algorithms. You should try to keep stories focused on user needs and benefits as opposed to specifying GUI layouts. When the time comes to implement the story developers will go to the customer and receive a detailed description of the requirements face to face Copyrights: Aatif Kamal, NIIT ( )

Business Analysis in Extreme Programming

XP "circle of life": the customer decides which features have value, programmers estimate the cost of providing the features, the customer chooses the best combination of features based on value and cost, programmers build the features, learning how to estimate costs in the process, the customer learns how to define value and how to make effective choices. Copyrights: Aatif Kamal, NIIT ( )

Both customers and programmers learn and prosper during the “cycle of life”. Business analysts are added when there is a wide range of customers or the customers have difficulties in making decisions. Advantages of adding analysts: Both customers and programmers learn and understand more about their own work Both customers and programmers learn and understand more about each other’s work Improves mutual communication, accuracy and consistency of the product Copyrights: Aatif Kamal, NIIT ( )

The problems with translation: The translation interferes with learning, in both directions Customers will not respect the programmers' work, or the estimates Customers will lose control and decrease satisfaction Solutions: Business analysts should work as aides to the customer, not as an interface between customer and programmer Have regular meetings between analysts and customers The analysts should help the customers to write their stories instead of translating for them Copyrights: Aatif Kamal, NIIT ( )

Help the customers decide the priorities instead of deciding for them Have all the customers understanding what they should know and make them feel as much control over the project as possible Help customers define the acceptance tests Copyrights: Aatif Kamal, NIIT ( )

CRC Cards Copyrights: Aatif Kamal, NIIT ( )

CRC Cards Class, Responsibilities, and Collaboration Cards A simple way to specify a design First introduced by Kent Beck and Ward Cunningham at OOPSLA ’89 Not specifically part of Extreme Programming …but works well with the XP paradigm Copyrights: Aatif Kamal, NIIT ( )

What is a CRC Card? On the top of the card is the Class The list on the left are the Responsibilities The list on the right are the Collaborating classes A simple specification/design of a class, and what it does Copyrights: Aatif Kamal, NIIT ( )

How are they used? Create cards for the obvious classes Talk through a user story, describing how the classes interact with each other Move cards (exploring different designs) Add/Delete cards as needed Copyrights: Aatif Kamal, NIIT ( )

Documenting Your Design
You don’t need to keep the cards, nor do you need to produce any extra design documents. Well written and well tested code is the documentation of the design. Why waste time writing and updating the documentation? Or why live with out-of-date documentation? Copyrights: Aatif Kamal, NIIT ( )

But what’s wrong with UML?
Well… nothing Why invest the time drawing pictures of a design, when in XP your design will change via constant refactoring? CRC Cards can be a front-end for a heavier process if your project requires that (or if you just really like making the documents.) Copyrights: Aatif Kamal, NIIT ( )

XP Implementation Example

XP Programming example: This is a very primitive example of using XP programming methodology to revive a project. Project Structure Project: Customized an existing Labor Collection System. Primary User: Human resource Project Team: Programer1, Programer2, Senior Programmer, DBA, Project Manager. Project Manager owns: Project plan, project source code, project user requirements. Prog1 owns Part P1; Prog2 owns Part P2; Senior Part P3; DBA Database objects; User contact in team: project manager. Copyrights: Aatif Kamal, NIIT ( )

Original project structure diagram. Any communication among users and programmers goes through program manager. Code ownership: monopoly. Copyrights: Aatif Kamal, NIIT ( )

Problems encountered: In the absence of any member of team, work slows down or stops. Impossible to maintain other programmer’s work; System testing and feedback takes long time; Programmers and users are in the dark about requirement interpretation and implementation; Each part of system is owned by a team member; Copyrights: Aatif Kamal, NIIT ( )

When one person is gone, it’s difficult to back up the person’s work. When more than one person left, the project is to die unless some critical changes are made to project structure. Three months into project, three people left in two months. Project looked like. Copyrights: Aatif Kamal, NIIT ( )

Implement XP with limited available human resources to revive the project: First work in pair and take over the ownership of code left by the senior programmer using one computer in each other’s cubic. Started to work on each others code in pair. Promote a code standard. Promote a collective ownership of project. Perform unit test, integration test, and user test frequently on each implementation. Users are consistently available to each programmer on feedback about changes, requirements implementations. User stories are used to describe requirements, and test the implementation. All above had made development, modification, unit testing and integration testing much easier and faster. Copyrights: Aatif Kamal, NIIT ( )

New project diagram after following XP programming method. Direct communication among users and programmers. No middle man; Direct access to any resources of project. No middle barrier; Collective ownership of project. Project status: In production with parallel testing three months after the change of project structure and programming method. Copyrights: Aatif Kamal, NIIT ( )

References Wiki Wiki. The Portland Pattern repository Copyrights: Aatif Kamal, NIIT ( )

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. Copyrights: Aatif Kamal, NIIT ( )

Organizational Structures
Structure Based on Specialization Possible Specializations Function Product Line, Production Process Geographic Location Customer Type, Customer Subsidiary Organization Reality Large Organizations are Grouped by Various Specializations at various levels Current Structure usually = History + Some Re-engineering Copyrights: Aatif Kamal, NIIT ( )

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 Copyrights: Aatif Kamal, NIIT ( )

Functional Organizations
Hierarchical organizations with Vertical functional structure Staff are Grouped and located by Specialty into Functional Departments each headed by a Functional Manager Each member of staff has ONE clear boss For example - university departments Copyrights: Aatif Kamal, NIIT ( )

Functional Organizations
All project coordination CEO FM Finance Staff FM Marketing Staff FM Product Staff Copyrights: Aatif Kamal, NIIT ( )

Functional Organizations - Advantages
Use of Home Department vs. No Home Major required Technical Expertise often belong to “Home” department and is therefore easily appropriated Promotes administrative continuity within & between projects Keeps Functional staff located in their departments Allows staff to discuss project problems with Fellow Experts and thereby access and enrich a department’s pool of technical knowledge Prevents staff from being exclusively appropriated by another project. Instead a floating pool of experts can service many projects. Promotes technical continuity within & between projects Copyrights: Aatif Kamal, NIIT ( )

Functional Organizations - Disadvantages
Client is NOT the focus Department work > Project work = Client work Process orientation > Problem orientation Getting it done within discipline approach > Getting it done the best way it works Designated coordinator is not a Project Manager PM skills of co-ordination, management of interfaces, integration etc are not fully present Tendency to sub-optimize Maximize use of what you know/ minimize what you don’t Low staff motivation towards project Dept work and related kudos > project work and related kudos Holistic approach NOT facilitated in project Overall integrity of project design not secured Copyrights: Aatif Kamal, NIIT ( )

Project Organizations
Hierarchical organizations with vertical Project structure Staff are Grouped and located by project into project teams headed by a Project Manager (There is some inherent duplication in such a division) For example - Each Project must support accounting staff, facilities and resources Each member of staff has one clear boss For example - university research centers Copyrights: Aatif Kamal, NIIT ( )

Project Organizations
CEO Program Manager Program Manager Program Manager Project Manager Staff Project Manager Staff Copyrights: Aatif Kamal, NIIT ( )

Project Organizations - Advantages
All the advantages of Centralized responsibility/ authority Communication lines, decision & response Times are all shortened Structurally simple and flexible organization structure Easy to understand/ implement internal project structure No functional organization interfaces to manage No FMs to negotiate with, no function boundary protocols No command ambiguity One Boss, and Project Manager = mini CEO Holistic approach Project teams have high morale, commitment and task orientation Potential to maintain permanent specialist project team Copyrights: Aatif Kamal, NIIT ( )

Project Organizations - Disadvantages
Duplication of effort between isolated projects Staff are not shared Reinventing the Wheel” Technical experts have no professional home Where they can improve their skills and tap into a wider repository of knowledge and experience Violation of parent Organization procedures Inconsistencies in the name of expediency Isolated project team may sub-optimize wrt parent org “Us and Them” Political fighting between projects PMs stockpile and hang on to resources “Just in Case” Project team have no definite home at project termination Stressful and makes project termination even more difficult Copyrights: Aatif Kamal, NIIT ( )

Matrix Organization Hierarchical functional organizations overlaid with horizontal project structure Staff are grouped and located by specialty into functional departments headed by a Functional Manager ( May be Seconded to work on a project part-time or full-time headed by a Project co-ordinate or manager) Each member of staff may have TWO or more Bosses For example: ?? Copyrights: Aatif Kamal, NIIT ( )

Matrix Organization (cont..)
Strong Matrix: When the individuals from functional departments are assigned full time to the project. Weak Matrix: When the functional departments assign resource capacity rather than people to the project. Balanced Matrix: When the functional departments assign both people and resource capacity to the project. Copyrights: Aatif Kamal, NIIT ( )

Matrix Organization – (Balanced)
CEO FM Finance FM Marketing Staff FM Product Staff Staff Staff Project Manager Project coordinator Copyrights: Aatif Kamal, NIIT ( )

Organization Structure influences
The organizational structure influences the project manager’s authority. Copyrights: Aatif Kamal, NIIT ( )

Matrix Organization - Advantages
Pure Project advantages Degree of inheritance depends on Matrix Strength In addition the following functional advantages Availability of functional talents greatly increased Easily Time Shared Project team members have professional/ functional home Where they can improve functional skills and share experience This reduces anxiety at the end of the project Parent organization procedures violation minimal Administrative isolation is not as severe as pure project Very Flexible For each project matrix strength can be set as required Facilitates organization wide co-ordination of projects Discourages sub-optimization at the project level Copyrights: Aatif Kamal, NIIT ( )

Matrix Organization - Disadvantages
Power and Politics FM/PM Power Balance Power Confusion Who has more responsibility/ authority Answer is usually complex and depends on decision area Project team members have more than ONE boss (FM/ PM) Sub-optimization conflicts between PMs at the project level These are serious problems If not controlled or overcome, a matrix approach to the organization will be a disaster Copyrights: Aatif Kamal, NIIT ( )

What Went Wrong? Many data warehousing projects are side-tracked or derailed completely by politics. Data warehousing projects are always potentially political because they cross departmental boundaries, change both the terms of data ownership and data access, and affect the work practices of highly autonomous and powerful user communities. Many organizations fail to admit that many data warehousing projects fail primarily because management and project teams do not understand and manage politics. Marc Demarest found over 1200 articles on the topic of data warehousing based on a journal search he did from July 1995 to July Many of those articles offer advice on how to run successful data warehousing projects and focus on the importance of design, technical, and procedural factors, when, in fact, political factors are often the most important in helping these projects succeed. Copyrights: Aatif Kamal, NIIT ( )

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 Senior executives are very important stakeholders Copyrights: Aatif Kamal, NIIT ( )

What Helps Projects Succeed?
According to the Standish Group’s report CHAOS 2001: A Recipe for Success, the following items help IT projects succeed, in order of importance: Executive support User involvement Experience project manager Clear business objectives Minimized scope Standard software infrastructure Firm basic requirements Formal methodology Reliable estimates Copyrights: Aatif Kamal, NIIT ( )

Need for Top Management Commitment
Several studies cite top management commitment as one of the key factors associated with project success Top management can help project managers secure adequate resources, get approval for unique project needs in a timely manner, receive cooperation from people throughout the organization, and learn how to be better leaders Copyrights: Aatif Kamal, NIIT ( )

Need for Organizational Commitment to Information Technology (IT)
If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeed Having a Chief Information Officer (CIO) at a high level in the organization helps IT projects Assigning non-IT people to IT projects also encourage more commitment Copyrights: Aatif Kamal, NIIT ( )

Need for Organizational Standards
Standards and guidelines help project managers be more effective Senior management can encourage the use of standard forms and software for project management the development and use of guidelines for writing project plans or providing status information the creation of a project management office or center of excellence Copyrights: Aatif Kamal, NIIT ( )

Fifteen Project Management Job Functions*
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 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 *Northwest Center for Emerging Technologies, "Building a Foundation for Tomorrow: Skills Standards for Information Technology,"Belleview, WA, 2002 Copyrights: Aatif Kamal, NIIT ( )

Suggested Skills for a Project Manager
Communication skills: listening, persuading Organizational skills: planning, goal-setting, analyzing Team Building skills: empathy, motivation, Leadership skills: sets example, energetic, vision (big picture), delegates, positive Coping skills: flexibility, creativity, patience, persistence Technological skills: experience, project knowledge Copyrights: Aatif Kamal, NIIT ( )

Most Significant Characteristics of Effective and Ineffective Project Managers Effective Project Managers Ineffective Project Managers Leadership by example Visionary Technically competent Decisive Good communicator Good motivator Stands up to upper management when necessary Supports team members Encourages new ideas Sets bad example Not self-assured Lacks technical expertise Poor communicator Poor motivator Copyrights: Aatif Kamal, NIIT ( )

Project Management Process Groups
Project management can be viewed as a number of interlinked Processes Knowledge Areas Copyrights: Aatif Kamal, NIIT ( )

PMI Framework Copyrights: Aatif Kamal, NIIT ( )

The 5 PMI Process Groups The project management process groups include initiating processes planning processes executing processes controlling processes closing processes Note: these can be repeated for each phase Each process is described by: Inputs Tools & Techniques Outputs Copyrights: Aatif Kamal, NIIT ( )

Figure 2-5. Overlap of Process Groups in a Phase (PMBOK Guide, 2000, p. 31) Copyrights: Aatif Kamal, NIIT ( )

PMI: Process Links Copyrights: Aatif Kamal, NIIT ( )

PMI Phase Interactions

PMI: Initiating Process
Inputs Product Description Strategic plan Project Selection Criteria Historical Information Outputs Project charter Project Manager assigned Constraints Assumptions Copyrights: Aatif Kamal, NIIT ( )

PMI: Planning Process Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address Risk Planning Schedule Development Quality Planning Communications Planning Organization Planning Staff Acquisition Procurement Planning Project Plan Development Scope Planning Scope Definition Activity Definition Activity Sequencing Activity Duration Estimating Resource Planning Cost Estimating Cost Budgeting Copyrights: Aatif Kamal, NIIT ( )

PMI: Executing Process
Coordinating people and other resources to carry out the plan Information Distribution Solicitation Source Selection Contract Administration Project Plan Execution Scope Verification Quality Assurance Team Development Copyrights: Aatif Kamal, NIIT ( )

PMI: Controlling Process
Ensuring that project objectives are met by monitoring and measuring progress and taking corrective measures when necessary Overall Change Control Scope Change Control Schedule Control Cost Control Quality Control Performance Reporting Risk Response Control Copyrights: Aatif Kamal, NIIT ( )

PMI: Closing Process Formalizing acceptance of the project or phase and bringing it to an orderly end Administrative Closure Contract Close-out Copyrights: Aatif Kamal, NIIT ( )

PMI Knowledge Areas Copyrights: Aatif Kamal, NIIT ( )

Developing an IT Project Management Methodology
Just as projects are unique, so are approaches to project management Many organizations develop their own project management methodologies, especially for IT projects Blue Cross Blue Shield of Michigan used the PMBOK as a guide in developing their IT project management methodology Copyrights: Aatif Kamal, NIIT ( )

Assignment 2 Write detail note on Extreme Programming How XP Model work and is different from other existing models. Its Advantages and Disadvantages Give an example of a project for which you thing this model should be adopted also defend your choice Copyrights: Aatif Kamal, NIIT ( )

Other “Agile” Methodologies
Agile here means “lite”, reduced docs, highly iterative Agile Software Development Alliance , their “manifesto”, their book SCRUM Features 30-day “Sprint” cycles Feature Driven Development (FDD) XP with more emphasis on docs and process Copyrights: Aatif Kamal, NIIT ( )

Adaptive Software Development (ASD) Book, site Dynamic System Development Method (DSDM) Popular in Europe Homegrown: developers often hide their “agile adventures” from management Copyrights: Aatif Kamal, NIIT ( )

Pros Similar to XP, can reduce process overhead Responsive to user feedback Amenable to change Cons Requires close monitoring by PM May not “scale” to large projects Often requires better quality developers Copyrights: Aatif Kamal, NIIT ( )

Rational Unified Process
RUP From Rational Corporation “Generic” version is the Unified Process Commercial Extensive tool support (expensive) Object-oriented Incremental Newer Copyrights: Aatif Kamal, NIIT ( )

Develop Iteratively Manage Requirements Uses UML (Unified Modeling Language) Produces “artifacts” Use component-based architecture Visually model software Complex process A “framework” Suitable for large scale systems Copyrights: Aatif Kamal, NIIT ( )

Choosing Your Lifecycle
Varies by project Opt for “iterative” or “incremental” How well are requirements understood? What are the risks? Is there a fixed deadline? How experienced is the team or customer? Copyrights: Aatif Kamal, NIIT ( )

Lecture 03: Project Integration Management Instructor: Aatif Kamal Dated: Oct , 2006

The Key to Overall Project Success: Good Project Integration Management It includes the processes required to ensure that the various elements of the project are properly coordinated It involves making tradeoffs among competing objectives and alternatives to meet or exceed stakeholders needs and expectations Many new project managers have trouble looking at the “big picture” and want to focus on too many details Project integration management is not the same thing as software integration Copyrights: Aatif Kamal, NIIT ( )

Project Integration Management Processes
Project Plan Development: taking the results of other planning processes and putting them into a consistent, coherent document—the project plan Project Plan Execution: carrying out the project plan Integrated Change Control: coordinating changes across the entire project Copyrights: Aatif Kamal, NIIT ( )

Project Integration Management Overview
Note: The PMBOK Guide includes similar charts for each knowledge area. Copyrights: Aatif Kamal, NIIT ( )

Framework for Project Integration Management
Focus on pulling everything together to reach project success! Copyrights: Aatif Kamal, NIIT ( )

Project Plan Development
A project plan is a document used to coordinate all project planning documents This PPD process is almost always iterated several times Its main purpose is to guide project execution Project plans assist the project manager in leading the project team and assessing project status Project performance should be measured against a baseline project plan Copyrights: Aatif Kamal, NIIT ( )

Attributes of Project Plans
Just as projects are unique, so are project plans Plans should be dynamic Plans should be flexible Plans should be updated as changes occur Plans should be the first and foremost guide project execution Copyrights: Aatif Kamal, NIIT ( )

Project Plan Development

Project Planning Methodology
Structured approach to guide PPD team Standards, forms, templates and simulations It make use of hard tools (PM software) and soft tools (project startup meetings) Copyrights: Aatif Kamal, NIIT ( )

Stakeholder Analysis A stakeholder analysis documents important (often sensitive) information about stakeholders such as stakeholders’ names and organizations roles on the project unique facts about stakeholders level of influence and interest in the project suggestions for managing relationships Copyrights: Aatif Kamal, NIIT ( )

Sample Stakeholder Analysis

Earned Value Management (EVM)
Technique used to both integrate the various processes and measure the performance of the project as it moves from initiations to completion Or EVM is a cost control concept developed to measure how much real progress is being made on a project, not just how much effort is being expended The basic concept in EVM is that it combines effort metrics (time acctg) with milestone achievement to measure real progress Copyrights: Aatif Kamal, NIIT ( )

Project Management Information System
Consist of the tools and techniques used to gather, integrate and disseminate the outputs of project management processes. Every project has sources of information that PM should tap like Configuration management and development matrices Meeting minutes and notices Issue logs (contains indication to problems) Defect logs contain quality information etc. Copyrights: Aatif Kamal, NIIT ( )

Project Plan is used Guide project execution Document project Planning assumptions Document project planning decisions regarding alternatives chosen Facilitate communication among stakeholders Define key management reviews as to content, extent and timing Provide baseline for progress measurement and project control Copyrights: Aatif Kamal, NIIT ( )

Common Elements of a Project Plan
Introduction or overview of the project Description of how the project is organized Management and technical processes used on the project Work to be done, schedule, and budget information Copyrights: Aatif Kamal, NIIT ( )

Sample Outline for a Software Project Management Plan (SPMP)

Project Planning – in practice
Top 3 people Project Manager, Technical Leader, Project Controller Work very closely together to plan, control and execute the project The PM reviews contractual commitments and creates the plan to meet them Plan involves defining a lifecycle to be followed, estimating the effort and schedule, planning for quality & configuration & risk management Copyrights: Aatif Kamal, NIIT ( )

Project Planning (Activities of Project Manager)
Perform start up and administrative tasks Create the plan and schedule Define project objectives Identify suitable standard process for project execution Define the process for managing changes in Requirements Estimate the effort Plan for human resources and team organization Define project milestones and create a schedule Define quality objectives and quality plan to achieve them Identify risks and make plans to mitigate them Define a measurement plan for the project Define a training plan for the project Define project – tracking procedures Perform a review of the project plan and schedule Obtain authorization from senior management Orient the project team to the project management plan Copyrights: Aatif Kamal, NIIT ( )

What Went Wrong? Many people have a poor view of plans based on past experiences. Senior managers often require a plan, but then no one follows up on whether the plan was followed. For example, one project manager said he would meet with each project team leader within two months to review their plans. The project manager created a detailed schedule for these reviews. He cancelled the first meeting due to another business commitment. He rescheduled the next meeting for unexplained personal reasons. Two months later, the project manager had still not met with over half of the project team leaders. Why should project members feel obligated to follow their own plans when the project manager obviously did not follow his? Copyrights: Aatif Kamal, NIIT ( )

Project Plan Execution
Project plan execution involves managing and performing the work described in the project plan The majority of time and money is usually spent on execution The application area or the project directly affects project execution because the products of the project are produced during execution Performance against the project baseline must be continuously monitored So corrective actions can be taken based on actual performance against the project plan Copyrights: Aatif Kamal, NIIT ( )

Project Plan Execution

Project Plan Execution -- Input
Preventive action: Action to reduce the probability of potential consequences of project risk events Corrective action: Actions done to bring expected future project performance in line with the project plan. It is an output of various control processes As an input here it completes the feedback loop needed to ensure effective Project Management Copyrights: Aatif Kamal, NIIT ( )

Important Skills for Project Execution
General management skills like leadership, communication, and political skills Product skills and knowledge Team must have access to appropriate skill and knowledge, Necessary skills are defined as part of planning (resource planning) And provided through staff acquisition process Tools and Techniques for Project Execution Copyrights: Aatif Kamal, NIIT ( )

Tools and Techniques for Project Execution
Work Authorization System: a method for ensuring that qualified people do work at the right time and in the proper sequence Status Review Meetings: regularly scheduled meetings used to exchange project information Project Management Information System: Keep updating the PMIS through out execution , Synchronizing the information coming from different sources, it helps in focusing on the “Big Picture” Copyrights: Aatif Kamal, NIIT ( )

Project Execution – in practice
Executing the project plan Tracking the status of the project Estimate the effort Making corrections whenever the project strays from the project plan (i.e. tracking and controlling the implementation of the project process) Activities of the project manager include Execute the project as per the project plan Track the project status Review the project status with senior management Monitor compliance with the defined project process Analyze defects and perform defect prevention activities Monitor performance at the program level Conduct milestone reviews and re-plan if necessary Copyrights: Aatif Kamal, NIIT ( )

Integrated Change Control
Integrated change control involves identifying, evaluating, and managing changes throughout the project life cycle (Note: PMBOK called this process “overall change control”) Three main objectives of change control: Influence the factors that create changes to ensure they are agreed upon Determine that a change has occurred Manage actual changes when and as they occur Copyrights: Aatif Kamal, NIIT ( )

Integrated Change Control
Integrated change control requires Maintaining the integrity of the performance measurement baseline Ensuring that changes to the product scope are reflected in the definition of the project scope Coordinating changes across the knowledge areas Copyrights: Aatif Kamal, NIIT ( )

Integrated Change Control -- Coordination
10.3: Performance Reporting Communications 4.3: Integrated Change control Integration Scope change control Schedule change control Cost change control Quality control Risk change control Contract Administration Subsidiary Change Control Coordinating changes Across the Entire Project Copyrights: Aatif Kamal, NIIT ( )

Change Control on Information Technology 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 Copyrights: Aatif Kamal, NIIT ( )

Integrated Change Control -- Process

Integrated Change Control Process

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 Often includes a change control board (CCB), configuration management, and a process for communicating changes Copyrights: Aatif Kamal, NIIT ( )

Change Control Boards (CCBs)
A formal group of people responsible for approving or rejecting changes on a project Provides guidelines for preparing change requests, evaluates them, and manages the implementation of approved changes Includes stakeholders from the entire organization Copyrights: Aatif Kamal, NIIT ( )

Making Timely Changes Some CCBs only meet occasionally, so it may take too long for changes to occur Some organizations have policies in place for time-sensitive changes “48 hour policy” allowed project team members to make decisions, then they had 48 hours reverse the decision pending senior management approval Delegate changes to the lowest level possible, but keep everyone informed of changes Copyrights: Aatif Kamal, NIIT ( )

Configuration Management
Ensures that the products and their descriptions are correct and complete Concentrates on the management of technology by identifying and controlling the functional and physical design characteristics of products Configuration management specialists identify and document configuration requirements, control changes, record and report changes, and audit the products to verify conformance to requirements Copyrights: Aatif Kamal, NIIT ( )

Suggestions for Managing Integrated Change Control
View project management as a process of constant communications and negotiations Plan for change Establish a formal change control system, including a Change Control Board (CCB) Use good configuration management Define procedures for making timely decisions on smaller changes Use written and oral performance reports to help identify and manage change Use project management and other software to help manage and communicate changes Copyrights: Aatif Kamal, NIIT ( )

Lecture 04: Project Scope Management
Software Project Management Lecture 04: Project Scope Management Instructor: Aatif Kamal Dated: November, 2006

Importance of Good Project Scope Management
CHAOS study cited user involvement, a clear project mission, a clear statement of requirements, and proper planning as being important for project success The program manager of Keller Graduate School of Management cites improper project definition and scope as the main reasons projects fail Copyrights: Aatif Kamal, NIIT ( )

What is Project Scope Management?
Scope refers to all the work involved in creating the products of the project and the processes used to create them Project scope management includes the processes involved in defining and controlling what is or is not included in the project The project team and stakeholders must have the same understanding of what products will be produces as a result of a project and what processes will be used in producing them Copyrights: Aatif Kamal, NIIT ( )

Project Scope Management Processes
Initiation: beginning a project or continuing to the next phase Scope planning: developing documents to provide the basis for future project decisions Scope definition: subdividing the major project deliverables into smaller, more manageable components Scope verification: formalizing acceptance of the project scope Scope change control: controlling changes to project scope Copyrights: Aatif Kamal, NIIT ( )

Project Initiation: Strategic Planning and Project Selection
The first step in initiating projects is to look at the big picture or strategic plan of an organization Strategic planning involves determining long-term business objectives IT projects should support strategic and financial business objectives Copyrights: Aatif Kamal, NIIT ( )

Identifying Potential Projects
Many organizations follow a planning process for selecting IT projects First develop an IT strategic plan based on the organization’s overall strategic plan Then perform a business area analysis Then define potential projects Then select IT projects and assign resources Copyrights: Aatif Kamal, NIIT ( )

Information Technology Planning Process

Methods for Selecting Projects
There are usually more projects than available time and resources to implement them It is important to follow a logical process for selecting IT projects to work on Methods include focusing on broad needs, categorizing projects, financial methods, and weighted scoring models Copyrights: Aatif Kamal, NIIT ( )

Focusing on Broad Organizational Needs
It is often difficult to provide strong justification for many IT projects, but everyone agrees they have a high value “It is better to measure gold roughly than to count pennies precisely” Three important criteria for projects: There is a need for the project There are funds available There’s a strong will to make the project succeed Copyrights: Aatif Kamal, NIIT ( )

Categorizing IT Projects
One categorization is whether the project addresses a problem an opportunity, or a directive Another categorization is how long it will take to do and when it is needed Another is the overall priority of the project Copyrights: Aatif Kamal, NIIT ( )

Financial Analysis of Projects
Financial considerations are often an important consideration in selecting projects Three primary methods for determining the projected financial value of projects: Net present value (NPV) analysis Return on investment (ROI) Payback analysis Copyrights: Aatif Kamal, NIIT ( )

Net Present Value Analysis
Net present value (NPV) analysis is a method of calculating the expected net monetary gain or loss from a project by discounting all expected future cash inflows and outflows to the present point in time The present value of an investment's future net cash flows minus the initial investment. If positive, the investment should be made (unless an even better investment exists), otherwise it should not. Projects with a positive NPV should be considered if financial value is a key criterion The higher the NPV, the better NPV Means: An approach used in capital budgeting where the present value of cash inflow is subtracted from the present value of cash outflows. NPV Used for: NPV compares the value of a dollar today versus the value of that same dollar in the future, after taking inflation and return into account. If the NPV of a prospective project is positive, then it should be accepted. However, if it is negative, then the project probably should be rejected because cash flows are negative. What it is: Net present value (NPV) is used to evaluate return from internal investments such as IT projects or external investments such as mergers. Why you need to know it: NPV can help your IT department win internal investment dollars by showing the finance department that investing in a Web server, for example, will yield a high return. Understanding net present value (NPV) can increase an information technology manager's chances of getting the OK from corporate finance for IT expenditures. Basically, NPV represents the relationship between a project's expected cash flow and the cost of capital. "In simplest terms, cost of capital is what you have to pay or give up for the money you need for operating the business -- for buying new computers and other assets," explains Susan Koski-Grafer, a vice president at the Financial Executives Institute in Morristown, N.J. Knowing how to calculate NPV and cost of capital can get you a leg up over other internal departments vying for the same funding dollars, says Alan J. Schneider, treasurer at Chicago-based Wm. Wrigley Co. Copyrights: Aatif Kamal, NIIT ( )

Return on Investment Return on investment (ROI) is income divided by investment ROI = (total discounted benefits - total discounted costs) / discounted costs The higher the ROI, the better Many organizations have a required rate of return or minimum acceptable rate of return on investment for projects Copyrights: Aatif Kamal, NIIT ( )

Payback Analysis Another important financial consideration is payback analysis The payback period is the amount of time it will take to recoup (recover), in the form of net cash inflows, the net dollars invested in a project Payback occurs when the cumulative discounted benefits and costs are greater than zero Many organizations want IT projects to have a fairly short payback period Copyrights: Aatif Kamal, NIIT ( )

Weighted Scoring Model
A weighted scoring model is a tool that provides a systematic process for selecting projects based on many criteria First identify criteria important to the project selection process Then assign weights (percentages) to each criterion so they add up to 100% Then assign scores to each criterion for each project Multiply the scores by the weights and get the total weighted scores The higher the weighted score, the better Copyrights: Aatif Kamal, NIIT ( )

Sample Weighted Scoring Model for Project Selection
Excel file Copyrights: Aatif Kamal, NIIT ( )

Project Charters After deciding what project to work on, it is important to formalize projects 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 Copyrights: Aatif Kamal, NIIT ( )

Sample Project Charter
Project Title: Information Technology (IT) Upgrade Project Project Start Date: March 4, 2004 Projected Finish Date: December 4, 2004 Project Manager: Kim Nguyen, , Project Objectives: Upgrade hardware and software for all employees (approximately 2,000) within 9 months based on new corporate standards. See attached sheet describing the new standards. Upgrades may affect servers and midrange computers as well as network hardware and software. Budgeted $1,000,000 for hardware and software costs and $500,000 for labor costs. Approach: Update the IT inventory database to determine upgrade needs Develop detailed cost estimate for project and report to CIO Issue a request for quotes to obtain hardware and software Use internal staff as much as possible to do the planning, analysis, and installation Copyrights: Aatif Kamal, NIIT ( )

Sample Project Charter (continued)
Roles and Responsibilities: Copyrights: Aatif Kamal, NIIT ( )

Scope Planning and the Scope Statement
A scope statement is a document used to develop and confirm a common understanding of the project scope. It should include a project justification a brief description of the project’s products a summary of all project deliverables a statement of what determines project success Copyrights: Aatif Kamal, NIIT ( )

Scope Planning and the Work Breakdown Structure
After completing scope planning, the next step is to further define the work by breaking it into manageable pieces Good scope definition helps improve the accuracy of time, cost, and resource estimates defines a baseline for performance measurement and project control aids in communicating clear work responsibilities Copyrights: Aatif Kamal, NIIT ( )

The Work Breakdown Structure
A work breakdown structure (WBS) is an outcome-oriented analysis of the work involved in a project that defines the total scope of the project It is a foundation document in project management because it provides the basis for planning and managing project schedules, costs, and changes Copyrights: Aatif Kamal, NIIT ( )

WBS WBS was initially developed by the U.S. defense establishment, and it is described in Military Standard (MIL-STD) 881B (25 Mar 93) as follows: "A work breakdown structure is a product-oriented family tree composed of hardware, software, services, data and facilities .... [it] displays and defines the product(s) to be developed and/or produced and relates the elements of work to be accomplished to each other and to the end product(s)." Copyrights: Aatif Kamal, NIIT ( )

Sample Intranet WBS Organized by Product

Sample Intranet WBS Organized by Phase

Intranet WBS in Tabular Form
1.0 Concept 1.1 Evaluate current systems 1.2 Define Requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support Copyrights: Aatif Kamal, NIIT ( )

Approaches to Developing WBSs
Using guidelines: Some organizations, like the DOD, provide guidelines for preparing WBSs The analogy approach: It often helps to review WBSs of similar projects The top-down approach: Start with the largest items of the project and keep breaking them down The bottoms-up approach: Start with the detailed tasks and roll them up Copyrights: Aatif Kamal, NIIT ( )

Basic Principles for Creating WBSs*
1. A unit of work should appear at only one place in the WBS. 2. The work content of a WBS item is the sum of the WBS items below it. 3. A WBS item is the responsibility of only one individual, even though many people may be working on it. 4. The WBS must be consistent with the way in which work is actually going to be performed; it should serve the project team first and other purposes only if practical. 5. Project team members should be involved in developing the WBS to ensure consistency and buy-in. 6. Each WBS item must be documented to ensure accurate understanding of the scope of work included and not included in that item. 7. The WBS must be a flexible tool to accommodate inevitable changes while properly maintaining control of the work content in the project according to the scope statement. *Cleland, David I. Project Management: Strategic Design and Implementation, 1994 Copyrights: Aatif Kamal, NIIT ( )

Scope Verification and Scope Change Control
It is very difficult to create a good scope statement and WBS for a project It is even more difficult to verify project scope and minimize scope changes Many IT projects suffer from scope creep and poor scope verification Copyrights: Aatif Kamal, NIIT ( )

Factors Causing IT Project Problems*
*Johnson, Jim, "CHAOS: The Dollar Drain of IT Project Failures," Application Development Trends, January 1995, Copyrights: Aatif Kamal, NIIT ( )

Suggestions for Improving User Input
Insist that all projects have a sponsor from the user organization Have users on the project team Have regular meetings Deliver something to project users and sponsor on a regular basis Co-locate users with the developers Copyrights: Aatif Kamal, NIIT ( )

Suggestions for Reducing Incomplete and Changing Requirements
Develop and follow a requirements management process Employ techniques such as prototyping, use case modeling, and Joint Application Design to thoroughly understand user requirements Put all requirements in writing and current Create a requirements management database Provide adequate testing Use a process for reviewing requested changes from a systems perspective Emphasize completion dates Copyrights: Aatif Kamal, NIIT ( )

Assignment 03 Develop Project Charter, Project Scope statement and WBS for NIIT examination system. Record all the exam/quiz/assign info of student for all subjects Can give Alphabetic grades on the bases of formula given by teacher Can calc the CGPA and apply univ rules for deciding pass/fail … Send data to NUST server Users are, Teachers, students, Niit exam staff, NUST exam dept. Copyrights: Aatif Kamal, NIIT ( )

Chapter 5: Project Time Management
Software Project Management Chapter 5: Project Time Management Instructor: Aatif Kamal Dated: November, 2006

Importance of Project Schedules
Managers often cite delivering projects on time as one of their biggest challenges Average time overrun from 1995 CHAOS report was 222%; improved to 63% in 2001 study Time has the least amount of flexibility; it passes no matter what Schedule issues are the main reason for conflicts on projects, especially during the second half of projects Copyrights: Aatif Kamal, NIIT ( )

Project Time Management Processes
Project time management involves the processes required to ensure timely completion of a project. Processes include: Activity definition Activity sequencing Activity duration estimating Schedule development Schedule control Copyrights: Aatif Kamal, NIIT ( )

Where Do Schedules Come From? Defining Activities
Project schedules grow out of the basic document that initiate a project Project charter includes start and end dates and budget information Scope statement and WBS help define what will be done Activity definition involves developing a more detailed WBS and supporting explanations to understand all the work to be done Copyrights: Aatif Kamal, NIIT ( )

Activity Sequencing Involves reviewing activities and determining dependencies Mandatory dependencies: inherent in the nature of the work; hard logic Discretionary dependencies: defined by the project team; soft logic External dependencies: involve relationships between project and non-project activities You must determine dependencies in order to use critical path analysis Copyrights: Aatif Kamal, NIIT ( )

Project Network Diagrams
Project network diagrams are the preferred technique for showing activity sequencing A project network diagram is a schematic display of the logical relationships among, or sequencing of, project activities Copyrights: Aatif Kamal, NIIT ( )

Arrow Diagramming Method (ADM)
Also called activity-on-arrow (AOA) project network diagrams Activities are represented by arrows Nodes or circles are the starting and ending points of activities Can only show finish-to-start dependencies Copyrights: Aatif Kamal, NIIT ( )

Process for Creating AOA Diagrams
1. Find all of the activities that start at node 1. Draw their finish nodes and draw arrows between node 1 and those finish nodes. Put the activity letter or name and duration estimate on the associated arrow 2. Continuing drawing the network diagram, working from left to right. Look for bursts and merges. Bursts occur when a single node is followed by two or more activities. A merge occurs when two or more nodes precede a single node 3. Continue drawing the project network diagram until all activities are included on the diagram that have dependencies 4. As a rule of thumb, all arrowheads should face toward the right, and no arrows should cross on an AOA network diagram Copyrights: Aatif Kamal, NIIT ( )

Precedence Diagramming Method (PDM)
Activities are represented by boxes Arrows show relationships between activities More popular than ADM method and used by project management software Better at showing different types of dependencies Copyrights: Aatif Kamal, NIIT ( )

Task Dependency Types Copyrights: Aatif Kamal, NIIT ( )

Activity Duration Estimating
After defining activities and determining their sequence, the next step in time management is duration estimating Duration includes the actual amount of time worked on an activity plus elapsed time People doing the work should help create estimates, and an expert should review them Copyrights: Aatif Kamal, NIIT ( )

Schedule Development Schedule development uses results of the other time management processes to determine the start and end date of the project and its activities Ultimate goal is to create a realistic project schedule that provides a basis for monitoring project progress for the time dimension of the project Important tools and techniques include Gantt charts, PERT analysis, critical path analysis, and critical chain scheduling Copyrights: Aatif Kamal, NIIT ( )

Gantt Charts Gantt charts provide a standard format for displaying project schedule information by listing project activities and their corresponding start and finish dates in a calendar format Symbols include: A black diamond: milestones or significant events on a project with zero duration Thick black bars: summary tasks Lighter horizontal bars: tasks Arrows: dependencies between tasks Copyrights: Aatif Kamal, NIIT ( )

Critical Path Method (CPM)
CPM is a project network analysis technique used to predict total project duration A critical path for a project is the series of activities that determines the earliest time by which the project can be completed The critical path is the longest path through the network diagram and has the least amount of slack or float Copyrights: Aatif Kamal, NIIT ( )

Finding the Critical Path
First develop a good project network diagram Add the durations for all activities on each path through the project network diagram The longest path is the critical path Copyrights: Aatif Kamal, NIIT ( )

Simple Example of Determining the Critical Path
Consider the following project network diagram. Assume all times are in days. a. How many paths are on this network diagram? b. How long is each path? c. Which is the critical path? d. What is the shortest amount of time needed to complete this project? Copyrights: Aatif Kamal, NIIT ( )

Determining the Critical Path for Project X

More on the Critical Path
If one of more activities on the critical path takes longer than planned, the whole project schedule will slip unless corrective action is taken Misconceptions: The critical path is not the one with all the critical activities; it only accounts for time There can be more than one critical path if the lengths of two or more paths are the same The critical path can change as the project progresses Copyrights: Aatif Kamal, NIIT ( )

Using Critical Path Analysis to Make Schedule Trade-offs
Knowing the critical path helps you make schedule trade-offs Free slack or free float is the amount of time an activity can be delayed without delaying the early start of any immediately following activities Total slack or total float is the amount of time an activity may be delayed from its early start without delaying the planned project finish date Copyrights: Aatif Kamal, NIIT ( )

Techniques for Shortening a Project Schedule
Shortening durations of critical tasks for adding more resources or changing their scope Crashing tasks by obtaining the greatest amount of schedule compression for the least incremental cost Fast tracking tasks by doing them in parallel or overlapping them Copyrights: Aatif Kamal, NIIT ( )

Importance of Updating Critical Path Data
It is important to update project schedule information The critical path may change as you enter actual start and finish dates If you know the project completion date will slip, negotiate with the project sponsor Copyrights: Aatif Kamal, NIIT ( )

Critical Chain Scheduling
Technique that addresses the challenge of meeting or beating project finish dates and an application of the Theory of Constraints (TOC) Developed by Eliyahu Goldratt in his books The Goal and Critical Chain Critical chain scheduling is a method of scheduling that takes limited resources into account when creating a project schedule and includes buffers to protect the project completion date Critical chain scheduling assumes resources do not multitask because it often delays task completions and increases total durations Copyrights: Aatif Kamal, NIIT ( )

Multitasking Example Copyrights: Aatif Kamal, NIIT ( )

Buffers and Critical Chain
A buffer is additional time to complete a task Murphy’s Law states that if something can go wrong, it will, and Parkinson’s Law states that work expands to fill the time allowed. In traditional estimates, people often add a buffer and use it if it’s needed or not Critical chain schedule removes buffers from individual tasks and instead creates A project buffer, which is additional time added before the project’s due date Feeding buffers, which are addition time added before tasks on the critical path Copyrights: Aatif Kamal, NIIT ( )

Program Evaluation and Review Technique (PERT)
PERT is a network analysis technique used to estimate project duration when there is a high degree of uncertainty about the individual activity duration estimates PERT uses probabilistic time estimates based on using optimistic, most likely, and pessimistic estimates of activity durations Copyrights: Aatif Kamal, NIIT ( )

PERT Formula and Example
PERT weighted average formula: optimistic time + 4X most likely time + pessimistic time 6 Example: PERT weighted average = 8 workdays + 4 X 10 workdays + 24 workdays = 12 days 6 where 8 = optimistic time, 10 = most likely time, and 24 = pessimistic time Copyrights: Aatif Kamal, NIIT ( )

Controlling Changes to the Project Schedule
Perform reality checks on schedules Allow for contingencies Don’t plan for everyone to work at 100% capacity all the time Hold progress meetings with stakeholders and be clear and honest in communicating schedule issues Copyrights: Aatif Kamal, NIIT ( )

Working with People Issues
Strong leadership helps projects succeed more than good PERT charts Project managers should use empowerment incentives discipline negotiation Copyrights: Aatif Kamal, NIIT ( )

What Went Right? Chris Higgins used the discipline he learned in the Army to transform project management into a cultural force at Bank of America. Higgins learned that taking time on the front end of a project can save significant time and money on the back end. As a quartermaster in the Army, when Higgins' people had to pack tents, he devised a contest to find the best way to fold a tent and determine the precise spots to place the pegs and equipment for the quickest possible assembly. Higgins used the same approach when he led an interstate banking initiative to integrate incompatible check processing, checking account, and savings account platforms in various states…He made the team members analyze, plan, and document requirements for the system in such detail that it took six months just to complete that phase. But the discipline up front enabled the software developers on the team to do all of the coding in only three months, and the project was completed on time. Copyrights: Aatif Kamal, NIIT ( )

Using Software to Assist in Time Management
Software for facilitating communications helps people exchange schedule-related information Decision support models help analyze trade-offs that can be made Project management software can help in various time management areas Copyrights: Aatif Kamal, NIIT ( )

Words of Caution on Using Project Management Software
Many people misuse project management software because they don’t understand important concepts and have not had good training You must enter dependencies to have dates adjust automatically and to determine the critical path You must enter actual schedule information to compare planned and actual progress Copyrights: Aatif Kamal, NIIT ( )

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