Download Software Project Management

Software Project Management
DON F. ERWIN
BUFFALO STATE COLLEGE
BUFFALO, NEW YORK, USA
PART 1 – PROJECT MANAGEMENT BASICS
Introduction
Who are we?
• Who is Don?
• Who are you?
Why are we here?
• Don?
• You?
“Good judgement comes from experience,
and often experience comes from bad
judgement.”
-Rita Mae Brown, author
The Big Question:
• Why do (would) you want to be a project manager?
Survey
What are the top 5 issues you need to solve on
your software project?
1.
2.
3.
4.
5.
The difficulties in estimations (budget, schedule, etc.)
Wrong assumptions
Customer changing mind
How to manage client expectations
Not enough qualified resources
Overview
We Plan to Cover:
Project Management Basics
Project Management on Software Projects
Managing Stakeholders’ Expectations
Risk Management
Project Communication
Leadership in Software Project Management
IT Governance
Other???
Reality Check
The Bad News
•
•
•
•
No six steps to Software Project Management bliss
There are no shortcuts
One size does not fit all
“It depends…”
So Why Talk About it?
• Share experiences / lessons learned
• Validate the things you are doing well
• See if you are doing things that just make matters worse
Project Management Basics
Project Management Basics:
What is a Project?
Project Management Processes
The Triple Constraint
What is Project Management?
The Project Manager
The Importance of Project Management
Project Management Framework
Integrated Approach
What is a Project
What is a Project?
Temporary endeavor
Unique result
Compare with a program
Has a sponsor
Is chartered/authorized
(Some process for selection/approval)
• Ask: Is it really a project?
•
•
•
•
•
What is not a Project?
YES
No
Has a desired result
Exploratory **
Has a beginning and
an end
Indefinite beginning and
end
Involves many
people/organizations
Involves one person/team
Is new or unique
Many of the same thing
Has time, cost,
performance constraints
No time, cost, performance
constraints
(Brown)
Is it a Project?
Programs
Projects
• Aircraft Production Line • Upgrade Aircraft Engine
• “Keep the Trains Running” • Replace custom software
(KTR) activities
app with off-the-shelf app
• Regulatory updates
• New version of reports
Project Sponsorship
• All projects should be initiated to meet a strategic goal
(more about that later…)
• Project needs to have an advocate (executive sponsor)
• Project Manger has to be given the authority to spend
organization’s money
• PM and various supervisors need to be defined
• Relationships need to be clarified
• The general scope and constraints need to be defined
Process Groups
Initiate
Plan
Implement
Monitor &
Control
Close
Project Management
Institute (PMI)
All projects typically go through these five processes
(PMBOK) (Brown)
Process Purpose
Step 1
inputs
Step 2
activity
Step 3
Result
outputs
A process is a series of actions directed towards a
particular result.
(Brown)
PM Processes Groups
Initiating
Planning
Executing
Monitoring
Controlling
Closing
(PMBOK)
PM Processes Groups
Initiating
Planning
Executing
Monitoring
Controlling
Closing
• Develop Charter
• Develop Preliminary Scope
(PMBOK)
PM Processes Groups
Initiating
•
•
•
•
•
•
•
•
•
Planning
Executing
Develop PM Plan
Scope Planning, WBS Definition
Resource Loaded Schedule
Cost Estimating and Budgeting
Quality Planning
Human Resource Planning
Communications Planning
Risk Planning
Purchasing & Contracts Planning
Monitoring
Controlling
Closing
“Failure to prepare is
preparing to fail.”
Benjamin Franklin,
one of the founding
fathers of the USA
(PMBOK)
PM Processes Groups
Initiating
•
•
•
•
•
Planning
Executing
Monitoring
Controlling
Closing
Project Execution
Quality Assurance
Acquire and Develop Team
Distribute Information (Communication)
Vendor Selection
(PMBOK)
PM Processes Groups
Initiating
•
•
•
•
•
•
•
•
•
Planning
Executing
Monitoring
Controlling
Closing
Change Control
Scope Control
Schedule Control
Cost Control
Quality Control
Manage Team
Performance Reporting / Manage Stakeholders
Risk Management
Contract Management
(PMBOK)
PM Processes Groups
Initiating
Planning
Executing
Monitoring
Controlling
Closing
• Close Project
• Contract Closure
(PMBOK)
The Triple Constraint
There are more than three…
Scope
Quality
Cost
Risk
Time
Others?
The Challenge: Maintain Equilibrium
The Triple Constraint
Another way to
look at it…
Better
Cheaper
Faster
Pick any two…
The Triple Constraint
Touching one constraint always affects the others
Project Management Goals
To define:
• What will we do?
• How will we do it?
• How will we know we are done?
Outcomes must be:
• Measureable - in some quantitative manner that is not
arguable
• Time Bound - discrete time limits for measurement
• Achievable - agreement between the person(s)
responsible for meeting the objective and their
supervisor(s)/project manager
The Project Manager
•
•
•
•
•
Someone has to pull all this together
(usually) Not responsible for producing the product
Not a side job…
Responsible for the process to produce the product
Must understand:
• Must be:
• PM concepts
• A leader
• The business
• A motivator
• The technology
• A diplomat
• The stakeholders
• A negotiator
• The culture
• Willing to say things people
•…
don’t want to hear
The Project Manager is the Glue
Client/Sponsor
Stakeholders
Project
Manager
Team A
Team A
Team A
Team s
Vendors
Organization Structure
Functional
Matrix
Weak
Balanced
Strong
Projectized
Each type affects:
• PM Authority
• Resource Availability
• Budget Control
• PM Role (FT/PT)
• PM Administrative Staff (FT/PT)
(PMBOK)
The Project
Organization Chart
The Enterprise’s
Organization Chart
President
CIO
Provost
Student
Affairs
Finance &
Mgmt
Computing
Schools
Registrar
Budgets
Library
Departments
Financial Aid
Accounting
Admissions
Human
resources
Student
Accounts
Purchasing
ISAS
Athletics
Housing
Disability
Services
Health
Center
President
CIO
Provost
Student
Affairs
Finance &
Mgmt
Computing
Schools
Registrar
Budgets
Library
Departments
Financial
Aid
Accounting
Admissions
Human
resources
Student
Accounts
Purchasing
ISAS
Athletics
Housing
Disability
Services
Health
Center
Who works for whom?
President
CIO
Provost
Student
Affairs
Finance &
Mgmt
Computing
Schools
Registrar
Budgets
Library
Departments
Financial
Aid
Accounting
Admissions
Human
resources
Student
Accounts
Purchasing
ISAS
Athletics
Housing
Disability
Services
Health
Center
Importance of Project Management
•
•
•
•
•
Compressed product life cycle
Competitive edge in global market
Knowledge explosion
Corporate downsizing
Increased customer focus
(Brown)
Advantages of Project Management
• Better control of financial, physical, and human
resources
• Improved customer relations
• Shorter development times
• Lower costs
• Higher quality and increased reliability
• Higher profit margins
• Improved productivity
• Better internal coordination
(Brown)
Project Management Framework
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
The PMBOK’s 9 Knowledge Areas (PMBOK)(Brown)
Project Management Framework
Core function areas constrain how project objectives are met
• Scope
• Time
• Cost
• Quality
Facilitating function areas are the means for achieving project
objectives
• Human Resources
• Communication
• Risk
• Procurement Management
Knowledge function (project integration management) controls
changes to process and product
(Brown)
Time Management
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Cost Management
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Scope Management
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Quality Management
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Core Functions
Remember this?
Scope
Quality
Cost
Time
The first four knowledge areas are Core Functions.
(Brown)
Facilitating Functions
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Human Resource Management
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Risk Management
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Communication Management
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Procurement Management
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Integration Management
Time
Management
Cost
Management
Scope
Management
Quality
Management
Integration
Management
HR
Management
Risk
Management
Communication
Management
Procurement
Management
(PMBOK)(Brown)
Project Management Skills
Which is more important?
Technical Skills
•
•
•
•
•
Budgeting
Planning
Scheduling
Documenting
Contracts
People Skills
•
•
•
•
Leading
Motivating
Listening
Empathizing
Both
You need an equal measure of each…
(Brown)
List of Works Cited
1. Project Management Institute (PMI), Project Management Body of
Knowledge (PMBOK). 3rd ed. 2004.
2. Brown, Craig. "The Project Management Process - Week 1." SlideShare.com.
17 Aug 2008. BetterProjects.net. 7 Aug 2008
<http://www.slideshare.net/craigwbrown/the-project-managementprocess-week-1?src=embed>.