1 project management session 1: introduction to project management
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Project Management
Session 1: Introduction to Project Management
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Today
Introduction Administrative items Fundamentals Classic Issues
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Syllabus Review Grades Exams Assignments Class web site
http://kehk.wordpress.com
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Textbooks
text Bob Hughes, Mike Cotterell, “Software
Project Management”, 3rd Edition, McGrawHill
Kathy Schwabe, “An Introduction to Project Management”, Course Technology
Recommended reading All related books, articles, research papers
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Basics
Essential elements of software project management
Real-world case studies
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Format
Essentials of software project management
Research readings and writing Real-world case studies
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Project Manager Positions
V.P. Program Development Executive Program Manager Program Manager Project Administrator Project Coordinator Project Manager Assistant Project Manager
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SPM
Management
ProjectManagement
SoftwareProject
Management
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Project Management What’s a project?
A Project involves getting a new, complex activity accomplished
Involve new activities, typically involve high level of uncertainty and risk
Unique One Time (First Time Activity) To Achieve Specific Objectives
PMI definition A project is a temporary endeavor undertaken to
create a unique product or service
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Project Management Skills Leadership Communications Problem Solving Negotiation Skills Influencing the Organization Time Management Mentoring Budgeting and cost skills Process and technical expertise
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Examples of Project Developing a new Software Implementing a new Decision Support System Developing a new office plan/layout Introducing a new product to the market Designing an airplane or a supercomputer Opening a new restaurant Constructing a bridge, dam, highway, or building Relocating an office or a factory Performing major maintenance or repair Producing or directing a movie
Construction of Egyptian Pyramids Launching Windows XP, Yukon
Implementing SAP in PIA Development of US Space Station
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Project as a System What are Systems?
Systems are collections of interrelated parts working together to accomplish one or more objectives
The value of viewing Information System Project as a system Total View of the project in light of its
intended purpose is clear Dimensions of Complexity
Individual, Group, Organization, Multiorganization
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Project Success / Failure Why Project Fails?
Does not conform to the design Late Over Budget Lack of User Involvement Lack of top-management support Unclear Objectives
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Project Critical Success Factors Project mission Top management support Plan/Schedule Client consultation Personnel Technical Tasks Client acceptance Monitoring and Feedback Communication Troubleshooting
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Interactions / Stakeholders
Project Stakeholders Project sponsor Executives Team Customers Contractors Functional managers
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PMI’s 9 Knowledge Areas Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement
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6 basic functions by PMI1. Manage the project’s scope by defining the goal and
work to be done in sufficient details to facilitate understanding and corrective action, should the need arise
2. Manage the human resource involved in the project3. Manage communication to see that the appropriate
parties are informed and have sufficient information to keep the project on track
4. Manage time by planning and meeting a schedule5. Manage quality so that the project results are
satisfactory6. Manage costs so that the project is performed at the
minimum practical cost and with budget, if possible
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Four Project Dimensions
People
Product
Technology
Tools
ManagementStructure
BusinessEnvironment
Process
Methods
One solution!
People Process Product Technology
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Some Challenges “It’s always a people problem” Gerald Weinberg, “The
Secrets of Consulting”
Developer productivity: 10-to-1 range- Improvements:
Motivation Team selection Team organization Commitment Matching people to tasks Career development Balance: individual and team Clear communication
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People-Related Issues
Undermined motivation Weak personnel
Weak vs. Junior Uncontrolled problem employees Heroics Adding people to a late project
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People-Related Issues Cont… Noisy, crowded offices Customer-Developer friction Unrealistic expectations Politics over substance Wishful thinking Lack of effective project sponsorship Lack of stakeholder buy-in Lack of user input
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Process-Related Issues
Optimistic schedules Insufficient risk management Contractor failure Insufficient planning Abandonment of plan under
pressure
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Process-Related Issues Cont… Wasted time during fuzzy front end Shortchanged upstream activities Inadequate design Shortchanged quality assurance Insufficient management controls Omitting necessary tasks from
estimates Planning to catch-up later
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Product-Related Issues
Requirements gold-plating Feature creep Developer gold-plating Push-me, pull-me negotiation Research-oriented development
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Technology-Related Issues
Overestimated savings from new tools and methods
Switching tools in mid-project Lack of automated source-code
control
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Trade-off Triangle
Fast, cheap, good. Choose two.
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Trade-off Triangle
Know which of these are fixed & variable for every project
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Tracking
Cost, effort, schedule Planned vs. Actual How to handle when things go off
plan?
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Measurements To date and projected
Cost Schedule Effort Product features
Alternatives Earned value analysis Defect rates Productivity Complexity
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Technical Fundamentals
Requirements Analysis Design Construction Quality Assurance Deployment
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Project Phases
All projects are divided into phases All phases together are known as
the Project Life Cycle Each phase is marked by
completion of Deliverables Identify the primary software
project phases
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Project Life Cycle
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Major Processes in Project Management
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Project Phases
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Major Components of a Project
Project Initiation Selection, and Definition Identification of need Evaluation of alternatives Risk assessment Identification of stakeholders
Project Organization Developing WBS Developing project organizational structure
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Major Components of a Project
Analysis of Activities Defining the project major tasks Developing the list of activities Precedence relationship among
activities Developing Network Model Identifying milestones
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Major Components of a Project
Project Scheduling Development of a calendar Estimation of activity duration Estimation of activity performance dates Monitoring actual progress and milestone Updating the schedule
Resource Management Defining resource requirements Acquisition of resources Allocation of resources among project activities Monitoring of actual resource use and cost
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Major Components of a Project
Technological Management Identification of technological risks TQM Risk Management and Controls Working on Complexity
Project Budgeting Estimation of direct and indirect cost Development of cash flow forecast Development of budget Monitoring actual cost
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Major Components of a Project
Project Execution and Control Development of data collection and analysis
system Execution of activities Tracking deviation in cost, configuration,
schedule and quality Update plan Forecasting
Project Termination Evaluation of project success Recommendation for improvements in PM
practices Post Project Review