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software project manager
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SE 477
Software and Systems Project Management
Dennis Mumaugh, Instructor
Office: CDM, Room 429
Office Hours: Monday, 4:00 5:30
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Administrivia
Comments and feedbackPDF version of the Virtual case file exists here .Tips for students (http://condor.depaul.edu/dmumaugh/common/Tips_for_Non-CDM_Students.pdf)MailMailing list is enabled and activeAccess to tools [See notes or class web page for more info]:MicroSoft Project is accessible for students as part of the MSDNAA for DePaul students. There is an entry on the MyCDM page under resources. OpenProject is accessible for both Windows and MacintoshProjectLibre is accessible for both Windows and MacintoshApril 7, 2014
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You are entitled to one copy of Microsoft Project Professional
(2010 edition) as part
of DePaul CDMs MSDNAA agreement. There is an entry on the MyCDM
page under resources.
Full information is available at: https://my.cdm.depaul.edu/resources/msdnaa.asp
to download a version for home use. You want to download Project Professional 2010.
Also, check the computer labs, it should be available there.
You should work the exercise and confirm that you will have
adequate access to MicroSoft project.
Alternatively you might elect to use the OpenProject product I have listed.
Windows install file
[http://condor.depaul.edu/~dmumaugh/se477/handouts/openproj-1.4.msi]
Macintosh install file
[http://condor.depaul.edu/~dmumaugh/se477/handouts/openproj-1.4.dmg]
Project Libre uses Java 7
Download it from: http://sourceforge.net/projects/projectlibre/files/ProjectLibre/1.5.7/
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Team Project
Team ProjectProject is to develop a Recreation and Wellness Intranet Project.Get organized and start planningI will assign teams and set up the collaboration pages this coming weekend.I will form teams of about 5 people (no more); Teams will be mixed with each having least one Distance Learning student and one in-class student.There is a suggested template for the Project Plan/Report: http://condor.depaul.edu/dmumaugh/se477/handouts/ProjectPlanTemplate.docLook at the paperHow to lose in SE 477April 7, 2014
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Software Project ManagementSoftware project management overviewProject managers
Project and System Development Life Cycles IThe Project Lifecycle An Overview of Systems Development Life Cycle MethodologiesSequential Methodologies
Iterative/Evolutionary Methodologies
Agile Methodologies
Selecting a Systems Development Methodology
Integrating Evolutionary Project Methodologies 5,000 foot view of PM processesReading:PMP Study Guide: Chapters 1-2Other texts on Reading List pageApril 7, 2014
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Topic: Software Project ManagementSoftware project management overviewProject managers
Project organizationPutting a process in place
Software process
Phases for software project management
Project management toolsReading:
PMP Study Guide: Chapters 1-2Other texts on Reading List pageApril 7, 2014
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Thought for the day
I am going to give you one advice about Project Management Projects Are About Humans. Now Deal With That!
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Last time
Roadmap for Software Project Management; Fundamentals; 4 Project DimensionsPeople, process, product, technologySoftware Process or What is a project? Project characteristics;Trade-off Triangle36 Classic MistakesApril 7, 2014
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The Growth of Project Management as a Profession
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PM History in a Nutshell
Birth of modern PM: Manhattan Project (the bomb)1970s: military, defense, construction industry were using PM software1990s: large shift to PM-based models1985: TQM Total Quality Management1990-93: Re-engineering, self-directed teams1996-99: Risk mgmt, project offices2000: M&A, global projectsApril 7, 2014
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Project Managers
Growing demand for software project managersOrganizations have become customer-driven.Organizations have evolved from function to process structures.Organizations are using task forces more frequently.Organizations have become more project-oriented. From the organization perspective, project managers are needed to:Gain market shareBe first to marketStay profitableMaintain QualityApril 7, 2014
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Project Managers
Project Managers are mainly responsible to all issues related to the software project; issues may vary depending on the project scale, some of the common issues are:ScheduleBudgetQualityDelivery of productsLocking in resourcesBottom line, as a project manager you will notice that most of your time is consumed chasing and collecting the status of project tasks.April 7, 2014
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The Field
Jobs: where are they?Professional OrganizationsProject Management Institute (PMI) (pmi.org)The Project Management Institute (PMI) is an international professional society for project managers founded in 1969
Software Engineering Institute (SEI)IEEE Software Engineering GroupToolsMS ProjectApril 7, 2014
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monster.com search project managementSee everything from this classBridge Technical and non-technicalOther Certs dont matterHundreds of PM programs like MS-ProjectProject: the illusion of controlApril 7, 2014
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PMI & the PMP certification
The Project Management Institute (PMI: http://www.pmi.org/) is the leading organization in advancing the project management professionCertificationsPMI PMPThe PMBOK PMI Body of KnowledgePMI has more than 700,000 (as of 2013) members in 185 countriesnearly double the number of members in spring 2008Provides support in:Education and trainingseminars, program certificationProfessional development and networkingGlobal CongressesProfessional standards and certificationstandards for project-related activities (the PMBOK, scheduling, portfolios)The Project Management Professional (PMP) certification is amongst the most valuable certifications in the IT fieldApril 7, 2014
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The Field Part 2
Average PM salary $81,000Contract rates for PMs can match techiesPMI certification adds avg. 14% to salaryPMI certificates, 1993: 1,000; 2002: 40,000; 2013: 500,000Other cert: CompTIA Project+April 7, 2014
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The Project Manager
The Role of the Project Manager
Job descriptions vary, but most include responsibilities like planning, scheduling, coordinating, and working with people to achieve project goals
Remember that 97% of successful projects were led by experienced project managers, who can often help influence success factors
Skills for Project Managers
Project managers need a wide variety of skills
They should:
Be comfortable with change
Understand the organizations they work in and with
Be able to lead teams to accomplish project goals
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Competencies for Project Managers
People skills
Leadership
Listening
Integrity, ethical behavior, consistent
Strong at building trust
Verbal communication
Strong at building teams
Conflict resolution, conflict management
Critical thinking, problem solving
Understands, balances priorities
Negotiating
Influencing the Organization
Mentoring
Process and technical expertise
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Software Project Management
Fundamentals
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Formal Project Management
Advantages of Using Formal Project Management
Better control of financial, physical, and human resourcesImproved customer relationsShorter development timesLower costsHigher quality and increased reliabilityHigher profit marginsImproved productivityBetter internal coordinationHigher worker morale (less stress)Less death marchesLess overworked personnelApril 7, 2014
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What Helps Projects Succeed?*
Executive support
User involvement
Experienced project manager
Clear business objectives
Minimized scope
Standard software infrastructure
Firm basic requirements
Formal methodology
Reliable estimates
Other criteria, such as small milestones, proper planning, competent staff, and ownership
*The Standish Group, Extreme CHAOS, (2001).
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This is the same slide as last lecture.
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Conventional Software Management Performance
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Conventional Software Management Performance
Barry Boehms Industrial Software Metrics Top 10 List:
The overall ratio of software to hardware costs is still growing. Only about 15% of software development effort is devoted to programmingSoftware systems and products typically cost 3 times as much per SLOC as individual software programs. Software system products (system of systems) costs 9 times as muchWalkthroughs catch 60% of the errors80% of the contributions comes from 20% of the contributors.April 7, 2014
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First Principles
One size does not fit allSpectrumsProject typesSizesFormality and rigorApril 7, 2014
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Like families, each dysfunctional in its own special wayClassic Mistakes later == AntiDifferent sizes need different choices from the PMApril 7, 2014
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Strategy
Hope is not a strategy.
So what is our strategy?
Classic Mistake AvoidanceDevelopment FundamentalsRisk ManagementSchedule-Oriented PracticesApril 7, 2014
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PMIs 9 Knowledge Areas
Project integration managementScopeTimeCostQualityHuman resourceCommunicationsRiskProcurementApril 7, 2014
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If you study for the PMI certification youll need to know theseApril 7, 2014
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Project Management Framework
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What is a project life cycle?
The project life cycle is a collection of sequential or overlapping project phasesThe phases divide the project into logical blocks of related activitiesThis division into phases simplifies management, planning, and controlPhases within the project are defined by technical information transfer or technical component hand-offExample: Inception and elaboration phases in the Unified ProcessExample: Releases in Agile life cyclesApril 7, 2014
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Phases
The completion and approval of one or more deliverables (dened as measurable, veriable work products) denes the endpoint of a project phase Different phases can have different relationships among themselves, even within the same project Sequential relationship. A phase starts only when the previous phase is complete Overlapping relationship. A new phase can be planned and started before the previous phase is complete This class focuses on sequential phases with iterative and incremental or adaptive sub-phasesApril 7, 2014
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PMBOK project life cycles
In a predictive life cycle: Product and deliverables are dened at the beginning of the project Changes to scope are carefullyand restrictivelymanaged In an iterative and incremental life cycle: Project phases repeat one or more project activities, taking advantage of increased understanding of the product Each phase (and each iteration within a phase) successively adds to the functionality of the product Scope is usually well-dened early in the project life cycle, but can be changed with relatively low overhead as project proceeds In an adaptive life cycle [Agile]: Product is developed over multiple phases, each with several iterations Detailed scope is dened for each phase only as the phase beginsApril 7, 2014
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IT project life cycles
IT projects have two concurrent life cycles:Project life cycle (PLC) encompasses all activities of project, including the System/Software Development Life Cycle (SDLC)PLC is directed toward achieving project requirementsSDLC is directed toward achieving product requirementsBoth life cycle models are needed to manage an IT projectPLC alone will not adequately address system development concernsSDLC alone will not adequately address business and product integration concernsEffective integration of the two life cycle models is essential to improving the likelihood of project successIn effect, the PLC and the SDLC should be so closely interwoven that they need not be distinguished from each otherApril 7, 2014
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What is a project life cycle?
Consists of a number of generally sequential phasesPhases are defined by technical information transfer or technical component hand-offCost and staffing levels vary as a function of time according to the following qualitative schematic diagram:April 7, 2014
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What is a project life cycle?
Risk of failure is greatest at start of project when the level of uncertainty is highestStakeholder influence over project product decreases as project continuesProject life cycles define:Technical work to be done in each phaseWhen deliverables are to be generated in each phaseHow each deliverable is reviewed, verified, and validatedWho is involved in each phaseHow to control each phaseHow to approve each phaseApril 7, 2014
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Phases in project life cycle
The completion and approval of one or more deliverables (measurable, verifiable work product) defines a project phaseIn iterative systems development, new phase can be started without closing the previous phaseA phase can be closed without initiating subsequent phaseApril 7, 2014
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Project & product life cycles
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The systems development lifecycle
The systems development life cycle (SDLC) is the process of understanding how an information system (IS) can support business needs by designing a system, building it, and delivering it to users*A methodology is a formalized approach to implementing the SDLCWhat differentiates one methodology from another:The specific activities that must be performedWhen, how, and how often the activities are performedWho performs the activitiesThe amount of emphasis placed on an activity at a specific point in time* Dennis, Alan (2012-05-01). Systems Analysis and Design with UML, 4th Edition (Page 2). Wiley. Kindle Edition.
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Software Development Process
Ad hocCode and FixRapid PrototypingPrescriptiveLinear (Classic and Waterfall)Evolutionary (Iterative/incremental or spiral)Unified ProcessAdaptiveLean and agile methodsApril 7, 2014
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Sequential (waterfall) methodology
The term waterfall was coined by Winston Royce in a 1970 paper titled Managing the Development of Large Software Systems, in the Proceedings of IEEE WESCONThe paper used the sequential waterfall approach as an example of an ill-conceived, risk-prone practice for developing large systemsRoyce advocated a series of iterative feedback loops among the development stages, incrementally gaining learning value from working softwareInstead of adopting the approach Royce advocated, managers and practitioners adopted its anti-form, without feedback loopsApril 7, 2014
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Waterfall SDLC
Each phase is marked by completion of DeliverablesThe primary software project phases:RequirementsAnalysisDesignConstructionQuality Assurance (aka Testing)DeploymentApril 7, 2014
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Waterfall SDLC
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Project Phases A.K.A.
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Waterfall system development model
Highly-sequential processFailure symptoms:Protracted integration and late design breakageLate risk resolutionRequirements-driven functional decompositionAdversarial stakeholder relationshipsFocus on documents and review meetingsStill followed (in name or practice) by many organizations, usually a modified versionApril 7, 2014
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Waterfall system development model
Sequential: suitable projects and management approaches
A sequential SDLC is suitable for projects with:Clear, unambiguous, and stable user requirementsFamiliar, proven technologyLow complexityAdequate timeStable scheduleA project meeting most of these criteria can use conventional project management practices, such a big, up-front planning and conventional risk assessmentApril 7, 2014
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Evolutionary methodologies
An evolutionary methodology follows an iterative and incremental approach that allows the start of development with incomplete, imperfect knowledge An iterative and incremental process is like solving a jigsaw puzzle: neither top-down nor bottom-up but accretionary and convergent An iterative and incremental process offers these advantages: Logical progress toward evolving a robust architecture Effective management of changing requirements Effective means to address changes in planning Ability to perform continuous integration Early understanding of the system (the Hello world! effect) Ongoing risk assessment Evolutionary methodologies are incremental at both the macro (project- scale) and micro (working team) process levelsApril 7, 2014
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Iterative system development model
Non-linear approach to system developmentIncorporates top five principles of modern development processes:Architecture first. Provides the central design elementIterative life-cycle process. Provides the essential risk management elementComponent-based development. Provides the technology elementChange management environment. Provides the control elementRound-trip engineering. Provides the automation elementApril 7, 2014
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5,000 foot view of Iterative SDLC
Iterative SD model defines four life-cycle phases:InceptionElaborationConstructionTransitionWe iterate through each phase, and repeat as needed.Now, for a quick survey of the phasesApril 7, 2014
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Inception phase
Essential activitiesFormulate product scope. Capture requirements and operational concept Perform feasibility analysis. Determine whether the organization has the resources and technical capabilities to meet customers needsSynthesize the system architecture. Evaluate essential system design constraints and trade-offs, as well as available solutionsPlan and prepare business case. Address risk management, staffing, iteration plans, cost, and infrastructureApril 7, 2014
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Elaboration phase
Most critical phase of the fourEssential activitiesElaborate the vision. Detail elements of the vision that drive architectural or planning decisionsElaborate the process and infrastructure. The construction process and environment are established hereElaborate the architecture and select reusable (internal or COTS) components. Baseline the architecture as quickly as possible and demonstrate that the architecture will support the vision at reasonable cost in reasonable timeApril 7, 2014
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Construction phase
Essential activitiesAchieve useful versions (intermediate, alpha, beta, and other test releases)Perform resource management, control, and process optimizationComplete component development and testAssess product releases against acceptance criteriaApril 7, 2014
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Transition phase
Essential activitiesPerform deployment-specific engineering tasks. Commercial packaging and production, sales kit development, field personnel trainingAssess deployment baselines against complete vision and acceptance criteria. Examine and compare what is being delivered to what was envisioned and delineated by acceptance criteriaPlan for next iterationApril 7, 2014
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Comparative expenditure profiles
Based on and adapted from Tables 1-1 and 10-1 in
Software Project Management: A Unified Approach by Walker Royce
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WaterfallIterativeActivityCostCostActivityManagement5%10%ManagementRequirements5%10%RequirementsDesign10%15%DesignCode & Unit Testing30%25%ImplementationIntegration & Test40%25%AssessmentDeployment5%5%DeploymentEnvironment5%10%EnvironmentTotal100%100%TotalSE 477: Lecture 2
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Suitable Projects And Management Approaches
An evolutionary SDLC is suitable for projects with: Reasonablybut not perfectlyclear user requirements Unfamiliar or unproven technology High complexity Short time schedule Schedule variability Such a project would use rolling wave planning rather than big, up-front planning and use a continuous, adaptive approach to risk assessment and managementApril 7, 2014
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Agile Project Management
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Agile Projects
Lean methodology. Only as much process as necessary.'Agile' is an umbrella term used for identifying various models used for agile development, such as Scrum. Since agile development model is different from conventional models, agile project management is a specialized area in project management.April 7, 2014
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Agile Projects
Agile project management is an iterative approach to planning and guiding project processes.An agile project is completed in small sections called iterations, or in scrum, sprints.Each iteration is reviewed and critiqued by the project team, which may include representatives of the client business as well as employees. Insights gained from the critique of an iteration are used to determine what the next step should be in the project. Each project iteration is typically scheduled to be completed within two weeks.April 7, 2014
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Agile Project Steps
The product owner identifies the product vision.
The product owner creates a product roadmap.
The product owner creates a release plan.
The product owner, the (scrum) master, and the development team plan sprints, also called iterations, and start creating the product within those sprints
During each sprint, the development team has daily meetings [called scrums].
The team holds a sprint review.
The team holds a sprint retrospective.
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Agile Project Artifacts
Product vision statement: An elevator pitch, or a quick summary, to communicate how your product supports the company's or organization's strategies. The vision statement must articulate the goals for the product. Revisit once a year.
Product roadmap: The product roadmap is a high-level view of the product requirements, with a loose time frame for when you will develop those requirements. Revisit twice a year.
Release plan: A high-level timetable for the release of working software.
Product backlog: The full list of what is in the scope for your project, ordered by priority. Once you have your first requirement, you have a product backlog.
Sprint backlog: The goal, user stories, and tasks associated with the current sprint.
Increment: The working product functionality at the end of each sprint.
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Agile Project Roles
Development team: The group of people who do the work of creating a product. Programmers, testers, designers, writers, and anyone else who has a hands-on role in product development is a member of the development team.
Product owner: The person responsible for bridging the gap between the customer, business stakeholders, and the development team. The product owner is sometimes called a customer representative.
Scrum master: The person responsible for supporting the development team, clearing organizational roadblocks, and keeping the agile process consistent. A scrum master is sometimes called a project facilitator.
Stakeholders: Anyone with an interest in the project.
Agile mentor: Someone who has experience implementing agile projects and can share that experience with a project team. The agile mentor can provide valuable feedback and advice to new project teams and to project teams that want to perform at a higher level.
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Agile Project Events
Project planning: The initial planning for your project.
includes creating a product vision statement and a product roadmap,can take place in as little time as one day.Release planning: Planning the next set of product features to release
Sprint: A short cycle of development, in which the team creates potentially shippable product functionality.
Sprint planning: A meeting at the beginning of each sprint where the scrum team commits to a sprint goal.
Daily scrum: A 15-minute meeting held each day in a sprint, where development team members state what they completed the day before, what they will complete on the current day, and whether they have any roadblocks.
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Agile Project Events
Sprint review: A meeting at the end of each sprint, where the development team demonstrates the working product functionality it completed during the sprint.
Sprint retrospective: A meeting at the end of each sprint where the scrum team discusses what went well, what could change, and how to make any changes.
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Selection considerations: guiding questions
Organizational characteristics What are the characteristics of the organizational culture? What are the management comfort levels with the various methodologies? How open is management and the organization to change? Is the organization risk-tolerant or risk-adverse? What is the organizations tolerance for real risk vs. perceived risk? Project characteristics How large is the project? What is the projects estimated duration? Are teams co-located or distributed? Is regulatory compliance a signicant factor? How exible are documentation requirements?April 7, 2014
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People and management characteristics What are the experience levels of team members? Are team members self-motivated or command-driven? What sort of management style is employed? Laissez-faire, micromanagement, or somewhere in-between? What sort of social dynamics govern project efforts within the organization? Cooperative and problem-solving, adversarial, or blaming?April 7, 2014
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Methodology characteristics compared
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Examples: Applying the table
Short time schedule + shifting user requirements
AgileComplex + short time schedule
IterativeClear user requirements + long time schedule + command-driven team
Water-fallReliable + complex + schedule variability
AgileUnfamiliar technology + short time schedule + schedule variability
Either Agile or IterativeApril 7, 2014
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Process
A process encapsulates an organizations experience in form of successful recipes.Process descriptions, generally, contain the sequence of steps to be executed, who executes them, the entry/exit criteria for major steps, etc.Guidelines, checklists, and templates provide support to use the processes.April 7, 2014
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Processes
Checklists
Guidelines
Activity
Templates
Review
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Putting a Process in Place
Choosing a Process.All projects have a process, unfortunately some dont specify and implement their process.Projects with no specified process end up thrashing.Thrashing, unproductive work, can quickly cripple a project.Generally, there are two choices for choosing a process:Tailor the organizational process to your project.
Used when most of the people are from the same group as before
Used when the last project was successful.
Specify a process for your project.
Good when people are from different organizations using different processes
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Tailoring a Process
Steps to Tailoring an Organizational Process:Determine how your project differs from the typical organizational project.
Form two lists: activities your project needs from the organizational process and tasks your project doesnt need from the process
Propose changes to the organizational process
Circulate the tailored process within the team and other key personnel for review and input.
Integrate the changes and move quickly for closure.
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Assessing the Process
Assessing should be an ongoing process through out the project.Both the project and the process should lend themselves to assessment and improvement.Make gathering measurements part of concurrent documentation.Gather data to answer the following:Were the tasks and supporting activities effective?How much effort did each task and activity require?What tasks and activities were performed but werent in the process specification?How did the products change over time?When did tasks and activities start and stop?How did tasks and activities integrate?When in the project did we spend effort doing what?Repeat this during project close out.April 7, 2014
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The Project Manager: Responsibilities
Project planning Managing the project Lead project teamBuilding client partnershipsTargeting to the businessApril 7, 2014
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Few Rules Before We Embark
And finally, communicate, communicate, and communicate!
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Richness of communication channel
Communication Effectiveness
people in a
conference room with whiteboard
phone
Videotape
Paper
people
on Video
Conferencing
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Recap
Definition of a Project
A project is a sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by a specific time, within budget, and according to specification.What is a Program?
A program is a collection of projects. The projects must be completed in a specific order for the program to be considered complete. Because they compromise multiple projects, they are larger in scope than a single project.April 7, 2014
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Project Parameters
Five constraints operate on every project: ScopeQualityCostTime
Resources
A change in one of these constraints can cause a change in another constraint to restore the equilibrium of the project Lets discuss each one of these in detailApril 7, 2014
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Scope
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Project Parameters
Scope
Scope is a statement that defines the boundaries of the project. It tells not only what will be done but also what will not be done. In the information systems industry, scope is often referred to as a functional specification. In the engineering profession, it is generally called a statement of work.Quality
Two types of quality are part of every project:The first is product quality. This refers to the quality of the deliverable form of the project. The second type of quality is process quality, which is the quality of the project management itself. The focus is on how well the project management process works and how can it be improved. Continuous quality improvement and process quality management are the tools used to measure process quality.April 7, 2014
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Project Parameters
Cost The X-amount of dollars that it will cost to do the project is another variable that defines the project; the budget that has been established for the project.
This is an important factor for projects that create deliverables that are sold to external customers
Time The customer specifies a timeframe within which the project must be completed.
Cost and time are inversely related to one another. The time a project takes to be completed can be reduced, but cost increases as a result.
Resources Resources are assets, such as people, equipment, physical facilities, or inventory, that have limited availabilities, can be scheduled, or can leased from an outside party. Some are fixed, others are variable only in the long term. In any case, they are central to the scheduling of project activities and the orderly completion of the project.
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5,000 foot view of PM processes
PMBOK Guide collects the forty-four defined PM processes into five Project Management Process GroupsInitiatingPlanningExecutingMonitoring & ControllingClosingNow, well take a quick survey of the processes in each groupApril 7, 2014
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Phases of the Project Management
There are five phases of the project management life cycle:Scope/Define/Initiate Scope the project Plan Develop the project plan Execute Launch the plan Monitor Monitor/control project progress Close Close out the project Note: these can be repeated for each phaseEach process/phase/activity is described by:InputsTools & TechniquesOutputsApril 7, 2014
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Initiating Process
Develop project charterState the problem/opportunity.Concerned with authorizing a projectMay be used for a whole projectMay be used for a single project phase in a large, multiphase project Develop preliminary project scope statement Concerned with producing a preliminary, high-level definition of projectBroadly defines what is and what is not part of the projectEstablish the project plan.Define the project objectives.Identify the success criteria.List assumptions, risks, obstaclesApril 7, 2014
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Initiating Process
InputsProduct DescriptionStrategic planProject Selection CriteriaHistorical InformationOutputsProject CharterProject Manager assignedConstraintsAssumptionsApril 7, 2014
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Devising and maintaining a workable scheme to accomplish the business need that the project was undertaken to address
Planning Process
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Develop the project plan
Develop project management planConcerned with creating and integrating all sub-plans into a single source of informationIdentify the project activities.Scope planningConcerned with how the project scope statement will be createdCreate WBSScope definitionConcerned with actual creation of project scope statementActivity definitionActivity sequencingActivity duration estimatingActivity resource estimatingDetermine resource requirements.April 7, 2014
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Planning processes
Schedule developmentConcerned with analyzing activity outputs (definition, etc.) to create project scheduleConstruct/analyze the project network.Cost estimating **Cost budgetingConcerned with aggregating costs of individual activities to establish cost baselineQuality planning *Concerned with quality standards and how to achieve themHuman resource planning *Communications planning ** indicates minimal or no coverage
** indicates optional coverage
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Planning processes
Risk identificationRisk management planningConcerned with how to carry out risk management activitiesQualitative risk analysisConcerned with prioritizing risks based on probability of occurrence and impactQuantitative risk analysis *Risk response planningConcerned with mitigating risks to project objectivesPlan purchases and acquisitions *Concerned with what, when, and how of purchases and acquisitionsPlan contracting *Prepare the project proposal.April 7, 2014
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Executing Process
Project Plan ExecutionScope VerificationQuality AssuranceAcquire project teamIdentify and organize the project team.Establish team operating rules.Team DevelopmentSolicitationInformation DistributionSource SelectionContract AdministrationLevel project resources.Schedule work packages.Document work packages.Coordinating people and other resources to carry out the plan
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Direct and manage project execution
Concerned with directing technical and organizational entities to execute work defined in PM plan
Perform quality assurance
Concerned with applying planned quality activities
Acquire project team
Develop project team
Concerned with improving competencies and interaction of project members
Information distribution *
Request seller responses *
Select sellers *
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Monitoring & Controlling Process
Monitor and control project work
Ensuring that project objectives are met by monitoring and measuring progress and taking corrective measures when necessaryConcerned with acquiring and assessing performance information to effect process improvementsIntegrated change controlOverall Change ControlScope Change ControlSchedule ControlScope control Concerned with changes to project scopeScope verification Concerned with acceptance of project deliverablesSchedule control Concerned with changes to project scheduleApril 7, 2014
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Monitoring & Controlling Process
Cost control * Concerned with changes to the project budgetQuality Control Concerned with monitoring quality compliance of project results and correcting unsatisfactory resultsManage project team Concerned with tracking performance, providing feedback, and coordinating changesDefine problem-escalation process.Monitor project progress versus plan.Establish progress reporting systems.Performance reporting * Concerned with status, progress, and forecastingInstall change control tools/process.Risk monitoring and controlManage stakeholdersContract administration *Revise project plans.
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Close out the project
Formalizing acceptance of the project or phase and bringing it to an orderly end
Administrative ClosureConcerned with finalizing all activities across all Process GroupsComplete project documentation.Complete post-implementation audit.Lessons learned
Issues final project report. Contract Close-outConcerned with completing and settling all contractsObtain client acceptance.Install project deliverables.April 7, 2014
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Phases of the Project Management
Level of Activity and Overlap of Process Groups Over Time
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Project Processes & Their Integration
Project Management Processes (Principles of Project Management)Initiating processes (Defining)Planning processesExecuting processesMonitoring & controlling processesClosing processesSystem Development ProcessesInception phaseElaboration phaseConstruction phaseTransition phaseIntegrating IT Project ProcessesPM/IT project integration tacticsApril 7, 2014
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PM/IT process integration tactics
Wherever possible, establish common policies, processes, and procedures between IT and PM groupsIdentify an integration manager to link IT and PM groups Use a common, integrated, consistent vocabulary that is continuously updated to facilitate inter- (as well as intra-) group communicationsEnsure that project manager possesses suitable process integration skills and is familiar with IT risksInvolve IT analysts in development of business requirementsIdentify an ombudsman to quickly resolve issues that arise between PM and IT groupsApril 7, 2014
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Project & SDLC integration
waterfall development model
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Concept
Requirements
Design
Code & Unit Testing
Integration & Test
Deployment
Initiating
Closing
Planning
Executing
Monitoring & Controlling
PM Process Groups
Waterfall SDLC Phases
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Phases in iterative* system life cycle
Establish that the
system is viable
Establish the
ability to
build the system
within
constraints
Build the
intermediate
internal releases
of the
system
Roll out a fully-
functional
system to the
customer
Phases
* I often interchange iterative & evolutionary
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The stages below are repeated (iterative) see notes
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Production Stage
Inception
Elaboration
Construction
Transition
Idea
Architecture
Intermediate
Releases
Product
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In an iterative development the four phases (Inception, Elaboration, Construction and Transition) are repeated iteratively. Each time they add features to the product. There is also a phase where there is more planning.
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Project & SDLC integration
iterative/incremental development model
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Engineering Stage
Production Stage
Inception
Elaboration
Construction
Transition
Idea
Architecture
Intermediate
Releases
Product
Establish that the
system is viable
Establish the
ability to
build the system
within
constraints
Build the
intermediate
internal releases
of the
system
Roll out a fully-
functional
system to the
customer
Objectives
Milestone
Architecture
Milestone
Initial Operational
Capability Milestone
Initiating
Closing
Planning
Executing
Monitoring & Controlling
PM Process Groups
Product
Release
Milestone
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In an iterative development the four phases (Inception, Elaboration, Construction and Transition) are repeated iteratively. Each time they add features to the product. There is also a phase where there is more planning.
In each iteration we plan for the next iteration.
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Project & SDLC integration iterative development model
Planning in the iterative development modelNeeds to take into consideration the iterationsSee also: Kruchten, P (2002, Oct 15) Planning an Iterative Project: http://www.ibm.com/developerworks/rational/library/2831.htmlApril 7, 2014
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Project Management Tools
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Project Management Tools
There are many tools available
MS-Project is an example of these toolsBasic requirementsDevelop a Work Breakdown StructureBuild network diagram (aka PERT chart)Build Gantt chartAssign resourcesCalculate critical path and critical chainWhat is the difference between critical path and critical chain?Critical chain also manages buffer activity durations and resourcesApril 7, 2014
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PM Tools: Software
Low-endBasic features, tasks management, chartingMS Excel, Milestones SimplicityMid-marketHandle larger projects, multiple projects, analysis toolsMS Project (approx. 50% of market)High-endVery large projects, specialized needs, enterpriseAMS RealtimePrimavera Project ManagerApril 7, 2014
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Work Breakdown Structure
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Tools: Gantt Chart
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Tools: Network Diagram
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Next Class
Topic:
Project Management Initial Phase: Developing the project charterAgile Perspective: The Product Overview Document
StakeholdersOrganizational Structures & Influences
The Project Management Plan; Initial documentsProject Charter Statement of Work (SOW)Project plansApril 7, 2014
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January 8, 2008
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Reading:
PMP Study Guide: Chapters 3-4Other texts on Reading List pageAssignment: due next week
Paper: case study on the FBIs Virtual Case FileApril 7, 2014
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Journal Exercise
What is the difference between a technical manager (supervisor) and a project manager.Can a project have both (or possibly several technical managers)?Is it possible for a technical manager to be the project manager as well (and do a good job with both roles)?April 7, 2014
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