10 c-draft-earthsoft-project management-detailed-experience based
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Making earth little softer
Earthsoft Foundation of GuidanceEdge-Aggressive-Reliable-Trust-Honesty-Soft-Obedient-Fun-Transparent
Project ManagementDetailed – Experience based
Making earth little softer
Earthsoft Foundation of Guidance (EFG) has uploaded following presentations at http://myefg.in/downloads.aspxAlso https://dl.dropbox.com/u/83265908/Links-events.xls has linksBe mentor using your education, knowledge & experience to contribute for a social cause & do conduct free training seeking help of existing platforms. Kindly share with your friends•Motivation for higher study, Planning for study, Education guidance, Career guidance, Career available after SSC & HSC•Personality development – 3 files •How to prepare resume, Tips to attend interview successfully•Religion related –To understand basic religion, Do &Don’t tips•Health related - Be vegetarian, Be healthy•Corporate - Project management, Assertiveness, Ownership•Finance - To avoid speculation in stock market•Social - Women empowerment, Choosing life partner
About us
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• Project• Project Management• Project Manager• Scope• Estimation• Process• Plan• Schedule• Team• Integration• Budget & Cost• Risk
Index• Communication• Closure• Quality• Client• Procurement• Reporting• Feedback• Common Issues• Common Traps• Tips
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What is a Project?• A temporary and one-time endeavor undertaken
to create a unique product or service, which brings beneficial change or added value
It implies• Specific requirements• Specific timeframe• Specific budget• Working across organizational boundaries • Delivering what client wants
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Project Management• Project Management is the application of skills,
experience, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project
• The purpose of project management is prediction and prevention, NOT recognition and reaction!
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Not aboutProject management is not about • Organization & its culture• Saying…I am the boss!• Decision making• Changing people’s behavior• Educating clients• Proving other is wrong!
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Observations• No major project is ever installed on time, within budget, or with the same staff that started it.
• Projects progress quickly until 90% complete, remaining completion consumes huge resources
• When things appear to be going better, PM may likely overlook something
• PM mostly does not understand role clearly• PM - Supervisor of many, but manager of none• No system is ever completely debugged• Clients pretend not understanding commercials• Everyone thinks project can be executed better
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Project Failure
Efforts over-run
Deliverables not used
Requirements not met
Schedule prolonged
Loss makingBudget over spent
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Why Projects Fail• Weak business case• Lack of senior management commitment,
Failure to align project with organizational objectives
• Absence of user/client involvement• Lack of executive sponsorship• New or unfamiliar technology• Poor scope management - Lack of defined,
clear, and concise requirements, poor requirements gathering
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Why Projects Fail• Scope creep• Wrong estimation• Unrealistic plan and schedule• Unrealistic expectations• Lack of project management, Inadequate project
planning• Lack of resources & their planning• Inability to move beyond individual and
personality conflicts• Ineffective communication• Political environment
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Undesirable• Too many changes, weak requirement gathering• Too often resources are not available when
needed (even when promised).• Scope creep• Usually original due dates are not met• Too many change request• Extended or too tight schedule• Discontinuity of the resources• Different priorities between projects• Budget over-runs and/or its non-availability • Too many defects & requirements gap• Less cooperation from client/users
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Successful Project• Successful project management is delivering a
quality solution meeting the customer’s requirements within efforts, time, scope & budget making profit for the organisation.
Requirements satisfied/exceeded
Completed within effort & time frame
Completed within allocated budget
Accepted by the customer
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Why Projects Succeed!• Strong project management• Domain knowledge• Good project charter• Good decision making structure• Effective communication• Effective risk management• Continuous reviews of output & deliverables by
every senior level• Detailed requirements & its traceability• Empowered project manager• Project sponsorship at executive level• Availability of funding & motivation for profits
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Why Projects Succeed!• Sound project management processes• Project aligned to organization’s business goals• Senior management commitment• Right estimation, Realistic schedule• Effective change management• The right mix of team players• Team members are working toward common
goals, high motivation• Good stakeholder relationships• Skilled and appropriate team members with
defined roles and responsibilities
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StakeholdersIndividuals
and Organizations
Actively Involved in
Project
Interests Affected by
Project
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Relationship
Management
Employees
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Commitment to customers
Commitment to Customers
Minimum defects per mm efforts
Timely delivery
Minimum total cost
Periodic Reporting
No surprises
Support & comfort levels
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• A set of techniques used for• Planning• Organising• Scheduling• Controlling• Measuring
• Work activities• To reach a desired result
• Within estimated efforts• On-time• Within budget and• According to specification
Project Technique
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Phases and Life Cycle• Divide Project into Phases
• Conceptual Design• Detailed Design• Coding and Testing (Build)• Training and Documentation• Deployment
• Better Management Control for all parameters• Review Deliverables and Performance• Effective communication, tracking & reporting
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Q
Triple Constraint
Time
ScopeCost
Quality
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FocusOrganizing and managing resources so the project is completed within defined scope, time and cost constraints achieving excellent quality
Manage these or they will manage you!
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Triple Constraint• Increased Scope = increased time + increased
cost + increased efforts
• Tight Time = increased costs + reduced scope + increased efforts
• Tight Budget = increased time + reduced scope
• For the reduced duration, effort increases exponentially (multiple times exponent (square) of ratio of normal to reduced duration)
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Characteristics of Project• Objectives• Life span• Life cycle• Uniqueness• Successive principle• Potential to change
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Professional and conscientious project management is critical to a success!
Management
RememberRemember
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Right factors
Project Execution
Facilities/ Infrastructure
ManagementPlan
ExecuteMeasureControl
CommunicationTeam – Skill, experience, & Motivation
Processes & implementation
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Milestones & Dates
SMC or FP or LOC
Mitigation & owner
Defect per mm
Man-month
Infra, PeopleTechnology
Project Management
PlanTrack
ControlMeasure
Scope
Effort & Cost
Schedule
Team
Quality
Risk & Issues
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Project ManagementPlan Track Control Measure
EffortsScheduleQualityCostRisksResources
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Project Management
Remain alert!
Client Management
Proposal Management
Communication Management
Change control Management
Process Management
Integration & deployment
Sign-off from client
Escalation Metrics
All aspect & If -then
Templates & Audits
End to End testing
Impact & Agreement
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Key steps
Project Execution Cycle
Estimation
Planning & Scheduling
Costing & Budgeting
Integration & Deployment
Measurement & Matrices
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ScopePlanning
ScopeDefinition
ActivityDefinition
ResourcePlanning
ActivitySequencing
EstimatingEffort, Duration
CostEstimating
ScheduleDevelopment
CostBudgeting
PlanDevelopment
Activities in sequence
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QualityPlanning
CommunicationsPlanning
RiskIdentification
RiskQuantification
ResponseDevelopment
OrganizationalPlanning
StaffAcquisition
ProcurementPlanning
SolicitationPlanning
Activities in sequence
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• Initialising• Proposal writing• Project planning and scheduling• Project monitoring and reviews• Controlling• Costing & profitability• Team building-Personnel selection, evaluation• Report writing and presentations• Efficient risk management • Seeking support by seniors• Measurement & Efficient PMO management• Closure
Management activities
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Project Charter• Project Goal & Objective• Sponsor• Stakeholders• Timeline• Resources required, role & responsibilities• Deliverables• Decision making structure• Assumptions• Risks• Business process changes• Project manager & Project team• Budget• Signatures
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Project Charter• What must be done?• What are the required resources?• What are the constraints?• What are the short and long term implications?• Why do it?• When must it be done?• Where must it be done?• Who does what?• Who is behind the project?• Who is funding the project?• Who is performing the work of the project?
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Stages• Project Management is divided as -• Project charter development• RFP Development and Process
• Project kick-off• Planning & Design• Project team creation• Planning (WBS, schedule)• Budget
• Implementation / construction• Going live, Project closure, handing over to
operations management
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LimitationsPM works efficiently when there is buy-in however It does not work when • Client / Users do not cooperate• Business understanding gap with client• buy-in is lacking or there is no support for the
methods or decisions by executives• decisions made are not supported• ‘end arounds’ are tolerated• influential players operate outside the project• charters, schedules and other work products of
the team are not supported
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Project Manager• You used to be good friends with your co-
workers• Project manager gets sandwiched, pressure
between co-workers and stakeholders• The skills that brought you to this role are no
longer as vital; now new skills are needed• You used to be & need to be really the best &
smart at your work• Have effective, transparent & trustworthy
communication• Be assertive
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Leadership Skills• Vision and Strategy• Establishing Direction• Aligning People• Motivating and Inspiring• Communicating• Negotiating• Influencing people & organizations• Overcoming Barriers to Change• Delivering quality solution• Assertiveness
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Key Strength• Be the eye of the hurricane
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PM makes things happen!
A good, solid professional project manager!
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Different hats
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• A good project manager needs to be a juggler• At times
• a magician • a teacher• a policeman• a parent
• A Project Manager has to manage the triple constraints!
• An under-qualified project manager can destroy a contract, business relationship and client!
Project manager
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Various roles
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Empowerment• Have a spine• Take a stand• Act to achieve• Be assertive
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Control• Stop on first instance• Stop nuisance• Stop non-sense• Stop breaking guidelines
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Lead• Ensure strong, committed management support• Connect the business goals to the project• Assign an experienced project manager• Establish clearly defined directions• Be proactive• Set clear performance expectations• Ask for technical assistance• Do not start roll-out until pilot is complete!
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Project Manager’s Role
Lead
Define Plan Monitor Complete
Re-Plan
Communicate
Communicate
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Project Manager’s Role• Leadership• Organising• Managing• Communication• Finance• Technical savvy• Team building• Praising• Feedback (Punishing) (?) • Politicking
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Know your PMEnergy Energise
Ambition, Dreams, Commitment, FlexibilitySelf Motivation, Consistency, Initiative, Build Organization
Team Player, Stability, Delegation, Motivation Interpersonal skills, Communication, Team Building, Managing Conflict
Execution Edge Successful closure, Reliability, Planning, Scheduling, Controlling, Tracking, Problems Solving Financial & Accounting
Aptitude, Technology,Skills, Guiding, Ability, Expert, Management
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Energy Energise Deep willingness to excelFun & PressureNeed & availability, Travel
Respect in a teamMaking a differenceRecognitionConnecting with people
Edge Execution To gain knowledge, expertise, Algorithmic & Logical Sharpness
Closing the threads, Controlling, Cost & Profits Contribute, Problem solving
Etiquettes EthicsOrganised, DisciplinedWell planned, Organising
Value, Principle, Character Believes, Trustworthy
Know your PM
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Scope Management
Processe
s
InitiationScope DefinitionScope PlanningScope VerificationScope Change Control
Tools &
Technolog
ies
Product / Project DescriptionProject CharterScope StatementMicrosoft ProjectFormal AcceptanceScope Management Plan
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Scope Management• Primarily it is the definition and control of what
IS and IS NOT included in the project.
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Scope management• Gradual, progressive increase in the project’s
scope that is not noticed immediately• Occurs when additional requirements result in
scope change causing cost & schedule overruns• Take a judgment on clarity of requirements
being received from users• Raise as many doubts & ask as many questions
during requirement gathering to users• Document using question-answer format• Make responsibility clear
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Discuss & document• Is it a must?• Can customer/user do the job without project?• Does it contribute to the viability of the system?• Does it add value as a feature/function to the
system?• Is it worth the additional cost?• Take initiative• Focus entire project• Decide unit screen/ feature/ function• Offer simple alternatives & decide• Document entire discussions• Get sign-off on daily basis
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Develop Project Scope• Scope Statement - agreement of what is & is notIncludes• Primary objectives (products/deliverables) • Major deliverable milestones • Assumptions • Constraints • Interfaces
• Inputs to be received• Output to be shared
• Completion criteria • Baseline documents• Maintain question-answer format file
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Scope
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Change Control Management
Scope Schedule
Collaboration & agreement by the project sponsor is must for all changes prior to implementation, for above parameters!
Define how scope changes will be executedTechnical Specs Cost
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Change Procedures/Requests• Assess using baseline document• Establish process early , from day one for
managing change requests• Original scoping should be thorough as possible• Any subsequent changes must be thoroughly
vetted, a form should be completed and members and executives must sign off
• Change request has impact on efforts, schedule, cost & probably quality so needs to be communicated and sign-off from client is must
• It is critical at which phase, CR is received, cost is multifold at later phase for the same request
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Change Management• Access management of changes with respective
to the primary objectives and major deliverables milestones
The plan should include agreements of:• Change acceptance/expectations• How changes will be evaluated• How change will be managed
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Estimation numbersDescription Alt 1 Alt 2
LoC per FP (historical data) 53 40No of FP per month 10 8No. of days per month 20 20No. of FP per day (data) 0.5 0.4Loc per day (without blank & comments)- Java
27 16
LOC per hour 3.3 2.0Screen based estimation
Days Loc1 Simple screen 9 2391 Medium screen 18 4771 Complex screen 27 716
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Estimation# Description1 Executive Summary2 Cost Estimation3 Phase breakup4 Estimation5 Schedule 6 Team Structure7 Approach
# Description8 Assumptions9 Risks & Mitigation
10 Deliverables11 Pending list12 Out of scope13 Prerequisites14 Terms & Conditions
• Av. base or resource wise Rate per manmonth• Type of project (Fixed, T & M, Hybrid)• Project execution methodology
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Execution Models• Waterfall• SDLC – V, Customised, Incremental Model • Rapid application development• Extreme programming - XP• Agile and Feature driven design• Dynamic systems development model
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SDLC Phases
Project Execution Cycle
Requirement Analysis
High & Low level design
Development & Unit Testing
Integration & Application
Testing
Users Testing &
Deployment
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V Model
Business Requirement
High Level Design
Low Level Design
Coding &White box testing
Application Test cases
Integration Test cases
Unit Test cases
RFP document Acceptance Tests
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Output# Phase Output1 Requirement
AnalysisProto type, Functional documentApplication Overview and diagramBreakdown of application in Modules, Sub Modules, Screen layout & Screens functionalities, common validations & rules, business rulesScreen transition diagramER design/ External filesExternal communicationSoftware/Hardware requirementDeployment DiagramOut of scope
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Output# Phase Output2 High
Level Design
Low level design
Design document Class listing, Class diagram, Sequence diagram, Common design rulesDetailed Screen specificationsPhysical Database design; E-R Database design, Integration Test cases, Test dataProgram specifications, Unit test casesScreen specifications (Field level validation) & business rules, Unit Test case, Test data
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Output# Phase Output3 Build Code
Test results of Unit testing4 Testing Integration Test results
Application Test resultsBug posting & Tracking till closure
5 UAT & Deployment
Test resultsSystem Manual & User’s ManualsTraining
6 Going Live Program documentMonitor the progress, feedback, defects, H/w, S/w, Users,etc
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Phase wise effort distribution # Phase %
effortsType
1Type
2Type
31 Requirement Analysis 10-15 T &
MFixe
dT & M
2 High & Low level Design 15-20 Fixed3 Build 35-45
4 Testing 15-205 UAT & Deployment 5-10
Duration = k * SQRT((efforts in mm)), k=0.8 - 1.2Save as much efforts right from the beginning
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HL Schedule
Duration = k * SQRT((efforts in mm)), k=0.8 - 1.2Average no of resources = efforts/duration
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Requirement Analysis
Requirement Analysis
Gather & Document
Think Discuss & Brainstorm
FeasibilityConserve
Documents
Flow Diagram Screen Design
Estimation Review
Conclude
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Milestones
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High & Low level Design
High & Low level design
Technology & Framework
decisionTechnical Architect,
Framework development
Design Document (Use cases, Class Dia, DB
design, Sequence Dia, Common Design, Screen
specifications)
Interfaces Design
Test cases
Validations & reviews
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Development
Development
Guidelines (Do it FIRST time RIGHT),
check listLook & Feel, Traceability,
Coding & review
Strong Code reviews
Unit test cases, test data,
testing, test result
InterfacesIntegration
Testing
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Testing
Testing
Absolute matching
environmentsReviewed test
cases, IT & AT, daily
measurement
Test data, right tool,
Performance, Load, regression
Detect maximum defects & Track till closure, Test
results
Plan at least 2-3 round of
testing
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UAT & Deployment
UAT & Deployment
Absolute matching
environments
Staging & Live server
management
Configuration of servers
Installation of software
System manual, Users manual,
Training
UAT & closureDocument-System &
Users Manuals
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Types of plan• Project Plan• Monitoring and reporting mechanisms• Quality Plan• Validation / Testing Plan• Configuration management plan• Deployment Plan• Maintenance Plan• Risk analysis & mitigation plan• Hardware and software Resource plan• Budget & costing plan• Staff development Plan• Communication Plan
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Plan• Identify all stakeholders for each plan• Develop the project plan before starting the
project • Establish communications protocols• Define requirements in detail• Establish a speedy conflict resolution process• Make contingency plans• Plan a reasonable roll-out schedule• Get it reviewed critically• Get is accepted by all stake holders• Project documentation to determine - How
the project will be managed
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Project planning• Probably the most time-consuming however
critical project management activity.• Continuous activity from initial concept through
to system delivery. • Plans must be regularly revised as new
information becomes available, almost daily• Additional plan may be developed to support the
main software project plan• Always determine the critical path
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Coding “plan”• Establish the project constraints • Make initial assessments of the project parameters • Define project milestones and deliverables• while project has not been completed or cancelled loop• Draw up project schedule• Initiate activities according to schedule• Wait ( for a while )• Review project progress• Revise estimates of project parameters• Update the project schedule• Re-negotiate project constraints and deliverables• if ( problems arise ) then• Initiate technical review and possible
revision• end if• end loop
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Processe
s
Activity Definition (Microsoft Project)Activity Sequencing (Microsoft Project)Activity Duration EstimatingSchedule DevelopmentSchedule Control
Tools &
Technolog
ies
Activity ListNetwork DiagramProject ScheduleSchedule Management PlanIdentifying Critical Path
Scheduling
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Scheduling
• Where are we now?• Where we plan to be?• How can we get there?
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The project schedule sets out as Module wise• Split project into modules & tasks• All activities for each module to be captured• Estimate time and resources required to
complete each task• Include all possible activities, smallest to big• The resources available / needed to the project• A schedule - start & end time & total duration• All dependencies to be identified, check to keep
waiting time as minimum• It is essential to complete the project on time so
complete each task in time
Scheduling
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Scheduling• To review & analyse if any task is delayed,
support to get it completed without delay• Incorporate appropriate buffer• Understand critical path & track it closely• Organize tasks concurrently to make optimal
use of workforce• Identify all dependencies• Minimize task dependencies to avoid delays
caused by one task waiting for another to complete
• Depends on project managers intuition and experience
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Scheduling• Estimate likely efforts & duration for activity
• For each activity • Determine skills and resources• Determine start and finish dates for tasks• Assign the resources
May Jun Jul Aug Sep Oct Nov
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Scheduling Tools• Microsoft Project• ExcelMost important• Monitoring the tasks• Gantt views of project• One page views for executives• Rollout and more complex views for work teams• Critical Paths• Inputs from multiple teams that roll up to project
manager• Dependencies• Resources assigned to tasks
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Scheduling
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Scheduling process
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Scheduling problems• Estimating the difficulty of problems• Productivity is not proportional to the number of
people working on a task.• Adding people to a late project makes it costlier
& complex because of communication overheads
• The unexpected always happens. Always allow contingency in planning
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Team
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Team A good team delivers successfully!
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Processe
s
Organizational PlanningProfile definationStaff AcquisitionTeam Development
Tools &
Technolog
ies
Role Assignment Matrix (Microsoft Word)Staffing Management PlanOrganizational ChartProject Team Directory
Human Resource Management
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Project staffing• Try to get
• Right resources, is the key & can make• Phase wise right number of resource
• Define appropriately profile of the resources needed
• Intimate minimum 4-6 weeks prior to the need• Share the resource chart with resource
management group• Check the availability• Analyse what if not available situation• Raise alert & possible impact and risk due to
non availability of the resource
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Project staffingMay not be possible to appoint the ideal people to work on a project• Project budget may not allow for the use of
highly-paid staff• Try to determine profitability from start• Staff with the appropriate experience may not be
available• An organisation may wish to develop employee
skills on a project• Managers have to work within these constraints
especially when there are shortages of trained staff
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Team
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Resource chart
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Staff allocation4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9
T4T8 T11
T12T1
T3T9
T2T6 T10
T7
T5
Fred
Jane
Anne
Mary
Jim
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Organize and acquire staff• Identifying, documenting, and assigning project
roles and responsibilities as they relate to the work defined, acquiring the staff
• Staff acquisition - negotiations, position announcement, procurement, or assignment.
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Team DevelopmentSelect the right players• Complementary skillsets• Blend of technical and business• Align with WBS Stages of Team Development• Forming • Storming • Norming• Performing
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Consultants
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Consultants• Objective, skilled consultants can provide a
team foundation• Consultants can address dicey organizational
issues• For large projects, this approach is vital.• May want to hire contractors from outsourcing
partner or• May want to outsource partial or complete
project to outsourcing partner
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Destructive team members
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Destructive team members• Understand the profile & strategise to deal!
Profiles
Tank
Grenade
Think
May Be
No SirYes Sir
Sniper
Traitor
End Arounder
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Decision Making StructureDefine Layers• Executive • Project Manager• Project Team• Sub TeamsDocumentation• Roles & Levels of responsibilities to be defined,
conveyed, understood and agreed clearly for each member
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Decision Making• Avoid consensus abuse• Consensus may be desired, but is not required• Lack of consensus does not mean no decision• Projects force decisions by leaders• Clarify who makes what decisions• Establish structure for rapid decision making• Communicate decisions• Log/track decisions for future reference• It is important that team members agree to
support the decisions even if not in agreement• Agree to disagree• Get buy-in from sponsor and administrators
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Processe
s
Project Plan DevelopmentProject Plan ExecutionOverall Change Control Boundary conditionsInputs to be receivedOutput to be delivered
Tools &
Technolog
ies
Project PlanLessons Learned
Integration Management
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Processe
s
Resource PlanningCost EstimatingCost BudgetingCost Control
Tools &
Technolog
ies
Resource RequirementsCost EstimateCost Baseline or Spending Plan (Microsoft Excel Documents)Cost Management Plan Indirect Cost structure
Budget & Cost Management
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Controlling the Budget
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Prior Approval
Disapproved
• Do not assign the resources unless funds are committed & documented
• Not obtaining prior approval is the biggest blunder PM would ever make
• Always fix the responsibility if someone wants to start project without approval
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Budget/Cost Management• To spend only against budget• Monitor project spending weekly• When a variance occurs, determine the cause• Seek approval depending on slab of variance• Change the execution of the project, reduce
scope if needed• Prevent unapproved changes to the project• Save as much efforts from the beginning
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Cost Management• Effort is the important element of the total cost• Ensure the project is completed within the
approved efforts and budget.It includes•Resources
• People• Equipment• Materials
•Quantities•Budget
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Budgeting & Spending• Prepare budget, review & get it approved• Include various direct & indirect cost items
• Resources – Actual• Training, Management• Hardware & Software• Logistics• Conveyance• Infrastructure• Outsourcing
• Revisit the budgets periodically• Check the balance budget and pending project
activities in % & absolute terms
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Think Fast & Ahead
Risk… POTENTIAL negative impact to project
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Processe
s
Risk IdentificationRisk QuantificationRisk Response DevelopmentRisk Response Control
Tools &
Technolog
ies
Risk registerRisk Management PlanChecklistsContingency PlansReservesContractual Terms
Risk Management
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Risk management# Risk
/ IssueDate Description Probability
%Impact Exposure Mitigation
planOwner Closure
date
• It’s a skill & intuitive mindset to envisage the risk• Efficient project manager smells the risk & act
fast to mitigate / transfer / close the risk• Tracking the risks till closure is key task of PM• Risk either to be mitigated or transferred in
agreement
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Risk management• A risk is a probability that some adverse
circumstance /problem will occur impacting negatively• Project risks impact • Schedule or resources• Quality or performance of the software
• Issue – Live problem• To identify the risks and plan to minimise their
impact on a project• Risk update and tracking• Business risks affect the organisation
developing or procuring the software
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Sources of the risks• Poor estimates or unsupported estimates• Requirements risks• Estimation risks• Impossible timeframes• Unrealistic schedule• Changes in requirements• Design errors and omissions• Political scenarios• Technology risks• Organisational risks• Client side non-cooperation• Non-availability of budgets
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Sources of the risksResource risks• Roles and responsibilities misunderstood• Insufficiently skilled staff, People risks• Not adequate• Not skilled• Not experienced• Not motivated
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Risk management processRisk identification• Identify project, product and business risks;Risk analysis• Assess the likelihood, probability, impact,
exposure and consequences of these risks;Risk planning• Draw up plans to avoid or minimise the effects
of the risk;Risk monitoring• Monitor the risks throughout the project• Good to use issue tracking system
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Risk management process
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Risk analysis• Assess probability and seriousness of each risk.• Probability may be very low, low, moderate, high
or very high.• Risk effects might be catastrophic, serious,
tolerable or insignificant• The best practice is to keep risk register and
choose as applicable
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Risk planning• Identify risks with probability, impact & exposure• Planning for risk mitigation or contingency• Develop a strategy to manage each risk• Avoidance strategies• The probability that the risk will arise is reduced;• Minimisation strategies• The impact of the risk on the project to be
reduced• If the risk arises, it becomes an issue, prepare a
contingency plan to deal with that risk• Assign a owner to mitigate the risk
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Risk monitoring• Assess each identified risks regularly to decide
whether or not it is becoming less or more probable
• Also assess whether the effects of the risk have changed.
• Each key risk should be discussed at management progress meetings.
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Communications Skills• Writing• Listening• Speaking• Presenting• Updates & reporting• Meeting Management• Media Relations
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Processe
s
Communications PlanningInformation DistributionPerformance ReportingAdministrative Closure Decision making structure
Tools &
Technolog
ies
Project RecordsPerformance ReportsChange RequestsProject ArchivesFormal AcceptanceLessons Learned
Communications Management:
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Communication Management• This process is necessary to ensure timely and
appropriate generation, collection, dissemination, and storage of project information
• Communicate objectives frequently• Recognize different perspectives• Check assumptions frequently• Manage expectations• Share success and broadcast achievements• Invite feedback
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Communication Plan• Define stakeholders• Define hierarchy• Develop communication planTo Identify • Talents for communication• Need to communicate• Means of communication• Frequency of communication
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• Communication is everything we do in business• It is essential to know and follow good practices
of communication to be successful• Prepare minutes of meeting, action items &
owner, track action items till closure• Good communication builds stronger
relationships & become more effective• Poor communication
• results huge losses to business & individual• cause the stress to individual or to the team • create misunderstanding• expresses inconsistent message or feeling
• Suggest to plan, training & practice skill
Communication
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Communication NeedsThe plan to determine:• Team structure• Role & responsibilities and Names• Who needs what information • When will they need it • How will it be given to them • By whom And determine how to:• Store, update, and disseminate information • Close, file and archive information• Update the communication plan
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ClosureTo conduct a meeting with all stake holdersTo share following information estimated & actual• Efforts• Schedule• Defect Matrices• Profitability• Client happiness IndexDetailing• Key learning• Best performance• What next?
Remember
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Figure 1-3
Project completion
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CMM 5
5 - Optimizing
4 - Managed
3 - Defined
2 - Repeatable
1 - Initial
ContinuouslyImproving
Predictable
Standard, Consistent
Disciplined Process
Ad-hoc Process
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CMM 5Level 3 – Defined
-- peer reviews, intergroup coordination-- software product engineering-- integrated software management-- training program-- organization process definition & focusLevel 2 – Repeatable-- software configuration management-- software quality assurance -- software project planning, tracking and oversight-- requirements managementLevel 1 – Initial
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CMM 5Level 5 – Optimizing
-- process change management-- technology change management-- defect preventionLevel 4 – Managed-- software quality management-- quantitative process management
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Processe
s
Quality PlanningQuality AssuranceQuality Control
Tools &
Technolog
ies
Quality Management Plan Issue tracking systemRisk tracking register
Quality Management
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What is Quality• Functionality related gap between expectations
of client and actual delivery• Defects are injected during Requirement, High &
Low level Design and coding phase• Continuous reviews help to prevent defect
injection• Rigorous testing during Unit level, Integration
and application level testing detect the defects.• Both of above processes remove the defects
RA R Design R Coding R UT IT AT
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Make a statementTo aim your organisation to be the best in the industry in terms “Defects Delivered Ratio” and thus be able to achieve the organization objective of being an extraordinarily reliable company using..• The best of the tools & technologies• Incorporating processes• Measurements & feedback• Continuous Improvements
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Reviews & testing• Removing defects by reviewing & testing
• From each deliverable• At each phase
Def
ects
in
syst
em
Various Phases of SDLC
Get on Track at the end of each phase
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Quality measurementNo. of defects 1effort in manmonths 3Loc per hr 10Lines of code 4800no. of defects 1% of defects to LoC 1*100/4800=2.1%Achieved quality 97.9167%
• 1 defect detected by customer for 3 man months of efforts is said to be fairly good quality
• Count each type of defect (minor, normal, major, critical or blocker) ; Minor defect is worst!
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Quality ManagementQuality Management is the process that insure the project will meet the needs• Conformance to requirements - Crosby • Fitness for use - Juran • The totality of characteristics of an entity that
bear on its ability to satisfy stated and implied need - ISO 8402:1994
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Quality ManagementHow will quality assurance and control be conducted?
• Identify Quality Standards • Quality Assurance• Quality Control
• Quality Matrices• Improve
How?
What?
Check
Sometimes performed by a 3rd Party
MeasureNext?
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Issue Management• Issues are restraints to accomplishing the
deliverables of the project. • Typically identified throughout the project and
logged and tracked through resolution.
Issues impact cost, time, quality, most important is reputation and branding!
Types of issue – Minor, Normal, Major, Critical, BlockerMinor issue is dangerous!
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Client• Client is God!• It’s a source of profit for management & salary
for employees• Good to keep balance educating to client• Never forget you are hired to serve client• Client always have choices so maintain those
values & attributes for which you were chosen• Seek support & help as needed• Get client on your side of table so be a team
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Processe
s
Procurement PlanningSolicitation PlanningSolicitationSource SelectionContract AdministrationContract Close-out
Tools &
Technolog
ies
Procurement Management PlanProcurement Documents & FrameworkProposalsContractFormal Acceptance and Closure
Procurement Management
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Procurement managementProcurement planning determines:• Selection of partner• Budget, Cost and negotiations• Whether, what, and how much• How and when• How to manage solicitations, selection, contract
administration, and closeoutProcurement documents:• RFP - Request for Proposal• SOW - Statement of Work• Evaluation Criteria• Reward & penalty
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Manage the ContractorTo develop a framework of outsourcingTo enforce the terms of the contract and meet the requirements of the RFP
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Manage the Contractor• Trust but question• Support contractor to build & grow• Their bottom line is the bottom line• Your bottom line is a working system• Nothing is ever free• Do not crush contractor over pricing
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Reporting• Establish reporting requirements upfront• Include only the good, be diplomatic for the bad,
and the ugly• Be brief but accurate• Management really does want to know!• Use the standard formats across organisation
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Meeting Management• Develop guidelines/ rules early• Assign facilitator• Assign reporter and reporting structure• Start and end times, frequency of meetings• Daily stand up meeting, max 2 minute for each
• Did you finish task as planned• If not, what support is needed• When would you complete the task• Publish minutes of meeting & track action items
• Frequency of meetings, Focus of meetings• Information sharing?• Agenda building
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Guidelines for meeting• Start/end times are real• Agree to debate issues, not people• Civility required• Confidentiality?• Reporting out• What is going to be reported• What isn’t• Agree to bring all issues to the table• Avoid discussion related to absentee
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Feedback• Praise in public• Feedback/ Punish in private• Build performance reviews into the contract• Be clear and specific• Be timely• Follow up!
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Multi tasking• Bad multi-tasking inflates lead times!• Try to limit multi tasking only for rare expertise &
capable resouce
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People Problems• 2/3 of project problems are people related• Many operational leaders demonstrate a “just
do-it” mentality. • There will always be conflict over goals and
scope, resources and between departments• Lack of understanding basic project
management methods• Some people will never get along• Set the framework to resolve the conflict• Onsite coordinator behaves like a client & does
not support development team• Push for unwanted tasks by OSC
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Navigating the Politics• Know the environment
• What are the overarching issues of your organization?
• What are the pressing issues of the hour?• What will be the pressing issues of tomorrow?• How do you help others satisfy their needs?• What is the stake of others in your project?
• Identify a mentor• The best is to keep away from politics than
trying to navigate!• Never underestimate those who play the game!
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CRT - Current Reality Tree
Early completions are not transferred.
Due dates are not met
Budget over-runs
Estimates turn into commitments
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CRT - Current Reality Tree
Bad multi-tasking
Due dates are not met
Non availability of resources
There are too many changes
Budget over-runs
fights over priorities between projects
Early completions are not transferred
Estimates turn into commitments
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Potholes• Giving the contractor or any team member too
much control, responsibility, or authority• Not managing scope creep• Balancing client happiness & profitability• Balancing – Client, Management & Employees• Conflict not resolved till conclusion
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Common Traps
CourtesyKarl E. Wiegers
www.processimpact.comProcess Impact
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Not clear Requirements• Stakeholders discuss “requirements” with
no adjectives in front.• Project sponsor presents a high-level
concept as “the requirements”.• User interface screens are viewed as
“the requirements”.• User provides “requirements,” but
developers still don’t know what to build.• Requirements focus just on functionality.
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Not clear Requirements• Adopt templates for three levels of requirements• Business requirements (Vision & Scope)• User requirements (Use Case Document)• Functional requirements (Software
Requirements Specification)• Distinguish functional from nonfunctional
requirements• Quality attributes, constraints, external interface
requirements, business rules• Classify customer input into the different
categories.• Distinguish solution ideas from requirements
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Inadequate Involvement• Some user classes are overlooked.• Some user classes don’t have a voice.• User surrogates attempt to speak for users.
• User managers• Marketing• Developers
• PM & Client have to make many requirements decisions
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• Identify various user classes.• Identify product champions as user
representatives• Convene focus groups• Identify decision-makers• Have users evaluate prototypes• Have user representatives review the SRS• Encourage participative management• Try to involve all stake holders
• While decision making• While reporting
Inadequate Involvement
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Ambiguous Requirements• Readers interpret a requirement in several
different ways.• Requirements are missing information the
developer needs.• Requirements are not verifiable.• Developer has to ask many questions.• Developer has to guess a lot.
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Ambiguous Requirements• Formally inspect requirement documents.• Write conceptual test cases against
requirements.• Model requirements to find knowledge gaps.• Use prototypes to make requirements more
tangible.• Define terms in a glossary.• Avoid ambiguous words:• Minimize, maximize, optimize, rapid, user-
friendly, simple, intuitive, robust, state-of-the-art, improved, efficient, flexible, several, and/or, etc., include, support
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Unprioritized Requirements• All requirements are critical!• Different stakeholders interpret “high”
priority differently.• After prioritization, 95% are still high.• Developers don’t want to admit they can’t do it
all• It’s not clear which requirements to defer during
the “rapid descoping phase.”• All requirements in the same budget
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Unprioritized Requirements • Align functional requirements with business
requirements.• Align functional requirements with high-priority
use cases.• frequency of use• favored user classes• core business processes• demanded for regulatory compliance
• Define priority categories unambiguously.• Allocate requirements or features to releases.• Analytically prioritize discretionary requirements• Involve those approve the budgets
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Analysis Paralysis• Requirements development seems to go on
forever.• New versions of the SRS are continually
released.• Requirements are never baselined.• Design and coding can’t start until the SRS is
perfect• Third party interface is not clear
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Analysis Paralysis • Remember: Product is software, not an SRS• Select an appropriate development life cycle.• Staged release or evolutionary prototyping• Decide when requirements are good enough.• Acceptable risk of proceeding with construction• Reviewed by analyst, developers, testers, &
customers, conduct knowledge transfer & sign-off sessions
• Model just the complex or uncertain parts of the system
• Seek complete details of interface design
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Scope Creep• New requirements are continually added.• Schedule doesn’t change• No more resources provided• Product scope is never clearly defined.• Requirement changes sneak in through the
back door.• Proposed requirements come, and go, and
come back.• Scope issues are debated during SRS reviews.• Sign-off is just a game.
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Scope Creep• Determine root causes of the scope creep• Document the product’s vision and scope• Define system boundaries and interfaces.• Follow the change control process for all
changes.• Improve requirements elicitation methods• Involve seniors from client IT and users division
& share the data periodically• Make a big bang sign-off event• Follow a meaningful baselining process• Renegotiate commitments when requirements
change, particularly schedule and budget
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Inadequate Change Process• No change process is defined.• Some people bypass the change process.• Implement rejected changes• Work is done on proposed changes before
they’re approved• New functionality becomes evident during
testing• Unclear change request status• Changes aren’t communicated to all those
affected• It’s not clear who makes change decisions• Money is denied for the change request
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Inadequate Change Process • Define a practical change control process• Set up a Change Control Board• Diverse group including participation of client• Makes binding change decisions• Clear sign-off for each change request• Use a tool to collect, track, and communicate
changes• Problem or issue tracking tools work well• A tool is not a process!• Establish and enforce change control policies.• Compare priorities against remaining
requirements.
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Inadequate Version Control• Accepted changes aren’t incorporated into SRS• You can’t distinguish different SRS versions.• Different versions have the same date • Identical documents have different dates• People work from different SRS versions.• Implement canceled features• Test against the wrong requirements• Change history and earlier document versions
are lost• Configuration server breakdown
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Inadequate Version Control • Assign a member as a owner for version control• Implement right configuration tool from start• Adopt a versioning scheme for all project assets• Merge changes into the requirement document• Record history of every requirement change• Restrict read/write access as appropriate• Make current versions available read-only to all
including client except the authors• Communicate revisions to all who are affected• Set build release process (latest compiled code)• Always test on latest build• Always take backup at end of day
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Success Tips
Right Project Management
Right Team
Right Processes
Project Success(Quality & Timely
delivery)
Ris
k m
anag
emen
t rev
iew
s &
su
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t fro
m s
enio
rs
man
agem
ent
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Reviews• Every deliverable must be reviewed by senior• Sharing experience & education from senior
management till project managers levels• Define Goal, Objectives, Mission for each group• Vibrant & visible enablers
PMO
QMG
TMG
SEPG
RMG• QMG – Quality Management Group• TMG – Technology Management Group• RMG – Resource Management Group• SEPG – Software Engineering Process• PMO – Project Management Office
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• Have you planned entire project?• Do you have appropriate duration?• Would you have enough appropriate resources?• Do we track our assignments? & follow up till
timely closure? • Are tasks completed as scheduled?• What is tracking methodology?• Do you have daily stand up update meetings?• Are assignments piling up? Why?• “First time right” Is it happening?• Single window system – task given & collected?
Or huge overloading?
Ask for
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• Anyone getting overloaded? Is this acceptable? • Multi tasking? Need of a day? Is it sustainable?
Do you have choice not to assign multi-tasking?• Tracking & Closing threads? And tasks?• When do we decide to close a day?• Do we update the status before leaving?• Are risks being mitigated?• Are you maintaining measurement matrices?• Are we achieving Key result Area (KRA)?• Ownership? Does each of team member own?• Is quality being achieved?• Are we heading towards tough situation?
Ask for
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Vision
Know
ledg
e / T
ech.
Man
agem
ent
Right Facilities
Right Skills / Motivation
Ri
ght M
anag
emen
t
(Pla
n/M
easu
re/C
ontro
l)
Right Processes
Righ
t
Com
mun
icat
ion
Trust and Comfort Feel
Qual
ity o
f Res
pons
eValue for Money
Tech./ Domain Skills / Experience
Spee
d of
Res
pons
e
Human Resource Management
Faci
lity
/ Inf
rast
ruct
ure
Right Skills / Motivation Finance Management
EXECUTION
MARKETING
ORGANISATION
Minimum Defects Timely Delivery Minimum TCC
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References• Experience of author having worked at Vertex, now NTTData• Wiegers, Karl E. Creating a Software Engineering Culture
Gause, Donald C., and Gerald M. Weinberg. Exploring Requirements: Quality Before Design. NY: Dorset House Publishing, 1989.
• Gottesdiener, Ellen. Requirements by Collaboration: Workshops for Defining Needs. Boston: Addison-Wesley, 2002.
• IEEE Std. 830-1998, "Recommended Practice for Software Requirements Specifications." Los Alamitos, Ca.: IEEE Computer Society Press, 1998.
• Leffingwell, Dean, and Don Widrig. Managing Software Requirements. Reading, Mass.: Addison Wesley Longman,2000
• Robertson, Suzanne, and James Robertson. Mastering the Requirements Process. Harlow, England: Addison-Wesley, 1999
• Sommerville, Ian, and Pete Sawyer. Requirements Engineering: A Good Practice Guide. New York: John Wiley & Sons, 1997.
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For More Information• Wiegers, Karl E. Software Requirements. Redmond,
Wash.: Microsoft Press, 1999.• Search Group, Incorporated• www.search.org• National Center for State Courts• www.ncsc.dni.us• Project Management Institute• www.pmi.org• International Standards Organization• www.iso.org• Software Engineering Institute• www.sei.cmu.edu• Center for Technology in Government• www.ctg.albany.edu
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Project Management Resources• Project Management Institute – home of the Project
Management Body of Knowledge (PMBOK)• http://www.pmi.org/Pages/default.aspx• NYS Project Management Guidebook Release 2
http://www.oft.state.ny.us/pmmp/guidebook2/index.htm• FNS Handbook 901, Chapter 5
http://www.fns.usda.gov/apd/Handbook_901/V_1-2/Chapter_5.pdf
• ESI Horizons www.esi-horizons.com• Project Management Institute. www.pmi.org • On Becoming a Technical Leader. by Gerald Weinberg• On Becoming a Leader. by Warren Bennis• Getting Past No. by William Ury• Decision Traps. by Edward Russo
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Thank You