ism 5316 project management

ISM 5316Project Management

Spring 2002

Introduction

Course Structure and Resources Course Web site

– http://ruby.fgcu.edu/courses/cbeise/5316

Schwalbe text (note Appendices) and CD Project Management Institute (PMI) BOK

– http://www.pmi.org

List of additional resources– E.g.Software Engineering Institute (SEI)

http://www.sei.cmu.edu

WebCT

Ch 1-2: Learning Objectives

You should be able to: Explain the need for Project Management (PM) Explain the relationship between PM and organizational

change Compare traditional management to PM structures Define “project” and explain how projects differ from

on-going organizational operations List and define PM tasks and activities List skills needed by a Project Manager

You should be able to: List and define the project management

knowledge areas Describe a generic project life cycle and its phases Distinguish between project organization

structures List and describe project management processes Summarize the software development (SD)

process Discuss challenges in adapting PM to SD

Traditional Organizational Focus

Mass production Efficiency Functional organization

– specialization to concentrate skills Hierarchical control Inflexible

– hard to change

Organizational Change

Increased competition Sophisticated, customized products Faster time-to-market Globalization More frequent adapting to change More flexibility needed Quality focus

Traditional Organization Structures

Hierarchical reporting relationships Hierarchical communication, coordination Specialization => efficiency, not flexibility Pyramid model

workers

Operations mgt

Middle Mgt

Top Mgt

workers

Top Mgt

FlatteningPyramid Model

Upside Down

Organization

Structure

Customers

Project Teams

Diversity of knowledge needed Cross-functional Self-directed Often ad-hoc or temporary Often distributed (geographically) Start and end dates

Traditional Management Skills

Leading

Staffing

Controlling

Organizing

Planning

Project Management Body of Knowledge

Organizations as Systems A project takes place within the context of an

organization Organizations are viewed from multiple

perspectives:– structure– culture (people and symbols)– politics

All must be considered in managing projects

What is a Project?

Performed by people Constrained by limited resources Planned, executed, and controlled Temporary, with a defined start and end The objective is a unique product or service

– progressively elaborated Has stakeholders with multiple needs

Project Management Knowledge Areas Scope:

– work included and excluded

Time: – activities, sequencing,

estimation, scheduling

Cost: – budgeting, resource

planning

Quality: – satisfying stated needs and

objectives

Integration: – planning, coordination,

change control Communication:

– storing, retrieving, disseminating project information

Risk Management:– identifying and responding

Procurement Management– acquiring external resources

• Human Resource Management

PM Terms and Definitions Program

– multiple related projects managed and coordinated as a group for increased benefit

Application area: – technology or industry

Deliverable: – tangible, verifiable work product

Fast-tracking: – overlapping project phases

Milestone: – interim checkpoint in project life cycle

Project Life Cycle

Defines start and end of project Divided into phases for control Each phase has defined work product(s) Project Life Cycle definitions

– feasibility study (may be separate)– what work done in each phase– who should be involved– cyclical risk, staffing, cost

Generic Project Life Cycle

Feasibility– Concept– Development

Acquisition– Implementation– Close-out

Systems Development Life CycleSDLC

Business Planning System Analysis System Design System Development System Implementation Evaluation and Maintenance

Variations on SDLC

Waterfall model– linear steps, deliverables after each step

Spiral model– iterative, deliverables after each iteration

Incremental model– progressive development– each increment adds enhancements

(Prototyping: method used in each model)

Project Life Cycle Generic SystemsDevelopment (SDLC)

Concept Feasibility Definition

Feasibility Definition

Development Specify productrequirements

Design product

Analysis Design Prototyping

Implementation Build product Turnover (put into

operation)

Coding Testing Installation Operation

Close-out Customeracceptance

Documentlessons learned

Customeracceptance

Maintenance

Resources per Phase

Initial

Phase

Intermediate Phases Final

Phase

Cost,

Staffing Levels

Time ---------------------->

Stakeholders

Project manager– primary responsibility

Customer (users) Performing

organization (developers, team)

Sponsor– financial resources

External vs. internal

Manage expectations Resolve conflicting

objectives Prioritize needs Make customer

highest priority

Project Organization Structures Functional

– traditional hierarchical management systems

– makes project management more difficult

Projectized– derive revenues from projects

OR manage operations via projects

– systems (financial, etc.) designed for projects

– co-located team members (vs. specialization)

Matrix– weak --> strong (functional --> projectized)

A Project Process

A Series of actions bringing about a result Performed by people Describe and organize work (project process)

OR

Specify and create the product (product process) Project and product processes overlap

– Can’t define scope without understanding how product is created or developed

Process Group Interactions

Initiating

Executing

Planning

Controlling

Closing

Process Groups

Linked by results they produce Output of one is input to another Overlapping activities Process group interactions go across project

phases

Process Groups

Initiating

Executing

Planning

Controlling

Closing

Initiating

Commits the organization to begin the next phase of the project

Initiation is repeated at the start of each phase

Business needs are re-examined

Process Groups

Initiating

Executing

Planning

Controlling

Closing

Planning Processes

Amount of planning is proportional to scope of project

Core planning processes– scope definition– activity definition, sequencing, documenting– schedule development– resource planning– cost estimating and budgeting

Facilitating Processes: Provide Support

Core Processes Interacting

Facilitating (Supporting)Processes in Planning

Quality: relevant standards Organizational:

– roles, responsibilities, reporting relationships Staff Acquisition Communication: stakeholders, needs Risk: identify, quantify, plan response Procurement and solicitation planning

Process Groups

Initiating

Executing

Planning

Controlling

Closing

Executing Processes

Performing planned activities Quality assurance Team development Information communication Solicitation and source selection Contract administration

Process Groups

Initiating

Executing

Planning

Controlling

Closing

Controlling Processes

Measure project performance– Identify variances– Adjust plan if needed– Take preventive action

Change control Schedule, cost, quality control Performance reporting Risk response

Process Groups

Initiating

Executing

Planning

Controlling

Closing

Closing Processes

Administrative– generate, record, and disseminate information– document what was learned for future use– distribution of leftover resources– re-assignment of project team members

Contract Close-out– contract settlement– resolve open items

Project Personnel Skills

Technical Political Problem-oriented (vs. discipline-oriented) Goal-oriented (vs. putting in hours) Flexibility, adaptability High self-esteem

– can handle failure, risk, uncertainty, unexpected

– can share blame and credit

PM Characteristics Leadership: shared commitment Generalist, facilitator, coordinator Communicator Credibility: technical, administrative

Political sensitivity Conflict: sense, confront, resolve

Can deal with stress, chaos, ambiguity Planning and follow-through Ethical dilemmas

Software Development (SD) Projects

Software Engineering– application of PM methods to SD

Challenges:– art or science?– time and cost estimation– rapid changes in technology

IT human resources– scarce– costly

Object-Oriented (OO) Software Development

Potential benefits:– reusability of software components– faster development of new systems– more flexibility in changing systems

(to adapt to organizational change)

Limitations:– new tools and techniques– less experience– more hype

Homework Investigate course resources Register for WebCT Forward your eagle mail if needed Do week 1-2 readings, then take WebCT quiz Send your classmates an e-mail telling them about

yourself: esp. what you could contribute to a team project, at crn10890@eagle.fgcu.edu

Write a 1-2 page narrative explaining the 5 most common reasons for Project Failure. (See “Chaos” reading p. 21.) Due via e-mail Wed. Jan 23 at midnight

Check your e-mail and class Web site daily!