software project management - introduction and fundamentals

Planning and Managing Software Projects 2011-12 Session 1 Course Overview Introduction, and Fundamentals Emanuele Della Valle http://emanueledellavalle.org

Planning and Managing Software Projects – Emanuele Della Valle

Credits

§  This slides are largely based on Prof. John Musser class notes on “Principles of Software Project Management”

§  Original slides are available at http://www.projectreference.com/

§  Reuse and republish permission was granted

2


Today

§  Course basics, administrative items

§  Introductions

§  Fundamentals

3


Course basics, administrative items Syllabus Review

§  URL •  http://emanueledellavalle.org/Teaching/PMSP-2011-12.html

§  Schedule •  Monday 10.15 - 12.15 (13.15 when explicitly stated)

–  If you agree, I would do 10.30-12.00 when we use 2 hours and 10.30-11.45 + 12.00–13.00 when we use 3 hours

•  Wednesday 13.15 – 15.15 –  If you agree, I would do 13.30-15.00

§  Content •  See next slide

§  Homework assignments •  We will simulate the early phases of a software project •  See slide after the next one

§  Optional Readings •  They illustrate the content of the upcoming lesson,

useful for discussion

4


Course basics, administrative items Syllabus Review

§  URL •  http://emanueledellavalle.org/Teaching/PMSP-2011-12.html

§  Schedule •  Follows project phases •  Goal:

–  walk away from this course with skills applicable to all forms of projects

–  but software and IT projects in particular, because they have special characteristics

-  I will bring in show & tell from my past/current projects -  It would be nice if you bring in discussions in relation to

your projects

5


Course basics, administrative items Syllabus Review – Homework Assignments

§  Why •  Apply, in a simplified context, some of the points

presented in class •  Develop project related capabilities •  Develop teamwork ability

§  What •  Homework 1 (7 points)

–  Statement of Work for your project •  Homework 2 (7 points)

–  Initial Work Breakdown Structure (WBS) for your project •  Homework 3 (4 points)

–  Software Factory set-up for your project •  Homework 4 (15 points)

–  Develop a final project plan in MS Project (including durations, resources, links, successors & predecessors) for your project

6


Course basics, administrative items Syllabus Review – Homework Assignments

§  How •  work in team (up to 3 people) •  Working alone is possible, but you should believe in

–  “If you want something done, do it yourself” –  “Chi fa da se, fa per tre”

§  When •  Homework 1 – class 5 – 26.3.2012 •  Homework 2 – class 9 – 16.4.2012 •  Homework 3 – class 20 – 18.6.2012 •  Homework 4 – Final review – 20.6.2012

7


Course basics, administrative items Syllabus Review – Textbooks

§  Recommended texts (not mandatory) •  These provide two very different viewpoints

–  In-the-trenches vs. PMI textbook perspective –  “Rapid Development”, Steve McConnell

-  http://www.stevemcconnell.com/rd.htm –  “Information Technology Project Management”, Kathy

Schwalbe -  http://www.kathyschwalbe.com/

§  More reading •  “Quality Software Project Management”, D. Shafer

–  http://books.google.com/books?id=YYFEqNz7oKcC&printsec=frontcover •  “Software Project Survival Guide”, Steve McConnell

–  http://www.stevemcconnell.com/sg.htm •  “Peopleware”, T. DeMarco and T. Lister

–  http://en.wikipedia.org/wiki/Peopleware:_Productive_Projects_and_Teams

8


Course basics, administrative items Syllabus Review – Exams

§  For those that follow the classes •  Mid-term review: 2.5.2012 •  Final review:

–  tentatively scheduled for 20.6.2012 –  1st exam session in the summer

§  For those that do not follow the classes •  Any session will do •  The exam consists of a mid-term and a final review •  Homework assignments must be delivered one week

head the exam session

9


Course basics, administrative items Basics

§  Essential elements of software project management

§  Practical, rapid development focus

§  Real-world case studies •  And other examples like job interviews

§  Highly interactive

§  Small class == large input

§  Dry as toast?

10


Course basics, administrative items My Background §  10+ years, +50 projects

§  Engineer, team lead, project manager, program manager §  Projects of all shapes and sizes

•  90% in research 10% for industries •  20% lasting 2-3 years 80% lasting 2-6 weeks •  I’ve seen the spectrum of types and sizes of IT projects

§  Areas of expertise •  Web

–  Semantic Web –  Web Services –  Web 2.0 –  Search Engines

•  Information System Integration –  Service Oriented Architecture –  Business Process Management

•  Knowledge Management Systems –  Information Portals –  Semantic Search

§  Application sectors: mobile, social media, open data, healthcare, government, b2b

11


Course basics, administrative items My Background – My Last Project 12

http://www.youtube.com/watch?v=XGOKe_lhSks


Introduction The Field

§  Jobs: where are they? •  http://www.linkedin.com PM vs. Developers

§  Professional Organizations •  Project Management Institute (PMI) (pmi.org) •  Software Engineering Institute (SEI) •  IEEE Software Engineering Group

§  Certifications •  PMI PMP

–  http://en.wikipedia.org/wiki/Project_Management_Professional

§  The “PMBOK” – PMI Body of Knowledge

§  Tools •  MS Project

–  Available in A3.3 where we will go for class 6 –  http://office.microsoft.com/project

•  Other similar tools –  http://en.wikipedia.org/wiki/List_of_project_management_software

13


Introduction The Field Part 2

§  Average PM salary $81,000 (in USA)

§  Contract rates for PM’s can match techies

§  PMI certification adds avg. 14% to salary

§  PMI certs •  1993: 1,000 •  2002: 40,000 •  2011: 300,000

§  Other cert: CompTIA Project+

§  Links: http://www.projectreference.com/#Certification

14


Introduction Job Fundamentals

§  Skills required

§  PM Positions and roles

§  The process

15


Introduction - Job Fundamentals Project Management Skills

§  Leadership

§  Communications

§  Problem Solving

§  Negotiating

§  Influencing the Organization

§  Mentoring

§  Process and technical expertise

16


Introduction - Job Fundamentals Project Manager Positions and Roles

§  Project Administrator / Coordinator

§  Assistant Project Manager

§  Project Manager / Program Manager

§  Executive Program Manager

§  V.P. Program Development

17


Introduction Let’s Do a Pico-Project in the Next 30 minutes

§  What •  Make a paper airplane including

instruction to throw it •  Maximizes:

–  The range: -  the farther I can throw it

(reading the instruction), the better it is

–  The aesthetics: -  You will vote

§  How •  Work in team of 3-4 people •  Use an A4 paper and (optionally) a

clip •  You can draw whatever you like on

the surface

18


Introduction Software Project Management 19

Management

ProjectManagement

SoftwareProject

Management


Introduction PM History in a Nutshell

§  Birth of modern PM: Manhattan Project (the bomb) •  See http://en.wikipedia.org/wiki/Manhattan_Project

–  employed more than 130,000 people and cost nearly $2 billion ($24 billion in 2008 dollars)

§  1970’s: military, defense, construction industry were using PM software

§  1990’s: large shift to PM-based models •  1985: Total quality management •  1990-93: Re-engineering, self-directed teams •  1996-99: Risk mgmt, project offices •  2000: Merge & Acquisition, global projects

20


Introduction Project Management

§  What’s a project?

§  PMI definition •  A project is a temporary endeavor undertaken to create

a unique product or service –  “Temporary”

-  Can be years -  Result can be lasting -  Team can be temporary

–  “Unique” -  Ex: thousands of buildings, but each is unique

§  Progressively elaborated •  With repetitive elements •  Scope should be constant even as elaboration happens

§  A project manager •  Analogy: conductor, coach, captain

21


Introduction Project vs. Program Management

§  What’s a ‘program’?

§  Mostly differences of scale

§  Often a number of related projects

§  Longer than projects

§  Definitions vary

§  Ex: Program Manager for OpenOffice

22


Introduction Interactions / Stakeholders

§  As a PM, who do you interact with?

§  Project Stakeholders •  Project sponsor •  Executives •  Team •  Customers •  Contractors •  Functional managers

§  Managing all stakeholder Expectations is challenging •  conflict

23


Introduction PM Tools: Software

§  Low-end •  Basic features, tasks management, charting •  A spreadsheet can do, Milestones Simplicity

§  Mid-market •  Handle larger projects, multiple projects, analysis tools •  MS Project (approx. 50% of market) •  OpenProj (valid opensource alternative)

§  High-end •  Very large projects, specialized needs, enterprise •  AMS Realtime http://www.amsrealtime.com/ •  Primavera Project Manager http://www.primavera.com/

(acquired by Oracle in 2009)

24


Introduction Tools: Gantt Chart 25


Introduction Tools: Network Diagram 26


Fundamentals PMI’s 9 Knowledge Areas

§  Project integration management

§  Scope

§  Time

§  Cost

§  Quality

§  Human resource

§  Communications

§  Risk

§  Procurement

§  NOTE: more in next class

27


Fundamentals First Principles

§  One size does not fit all!

§  Patterns and Anti-Patterns (see Classic Mistakes in class 2)

§  Spectrums •  Project types •  Sizes •  Formality and rigor

§  Project are like families, each dysfunctional in it’s own “special way”

28


Fundamentals Our Pattern: Rapid Development

§  Faster delivery

§  Reduced risk

§  Increased visibility to customer

§  Don’t forsake quality

29


Fundamentals Rapid Development Strategy

McConnell refers to four “Pillars”

§  Classic Mistake Avoidance

§  Development Fundamentals

§  Risk Management

§  Schedule-Oriented Practices

30


Fundamentals Four Project Dimensions

§  People

§  Process

§  Product

§  Technology

31


Fundamentals Trade-off Triangle

§  Fast, cheap, good. Choose two.

32


§  Know which of these are fixed & variable for every project

Fundamentals Trade-off Triangle 33


Fundamentals Comics 34

Source: http://geekandpoke.typepad.com/geekandpoke/2009/11/thats-why-we-love-this-job.html


Fundamentals – Four Dimensions People

§  “It’s always a people problem” - Gerald Weinberg, “The Secrets of Consulting”

§  Developer productivity: 10-to-1 range •  Read more:

http://forums.construx.com/blogs/stevemcc/archive/2008/03/27/productivity-variations-among-software-developers-and-teams-the-origin-of-quot-10x-quot.aspx

§  Improvements: •  Team selection •  Team organization •  Motivation

35


Fundamentals – Four Dimensions People 2

Other success factors

§  Matching people to tasks

§  Career development

§  Balance: individual and team

§  Clear communication

36


Fundamentals – Four Dimensions Process

§  Is process stifling?

§  2 Types: •  Management •  Technical

§  Why processes? •  cut time-to-market •  Improve quality

§  How? •  Development fundamentals •  Quality assurance •  Risk management •  Lifecycle planning

§  Avoid abuse by neglect

37


Fundamentals – Four Dimensions The Most Important Process

§  Customer orientation

§  Foster maturity improvement

§  Rework avoidance

38


Fundamentals – Four Dimensions Product

§  The “tangible” dimension

§  Product size management

§  Product characteristics and requirements

§  Feature creep management

39


Fundamentals – Four Dimensions A Word on Technology

§  Often the least important dimension

§  Language and tool selection

§  Value and cost of reuse

40


Fundamentals Planning

§  Determine requirements

§  Determine resources

§  Select lifecycle model

§  Determine product features strategy

41


Fundamentals Tracking

§  Cost, effort, schedule

§  Planned vs. Actual

§  How to handle when things go off plan?

42


Fundamentals Measurements

§  To date and projected •  Cost •  Schedule •  Effort •  Product features

§  Alternatives •  Earned value analysis •  Defect rates •  Productivity, e.g., Source Line of Code (SLOC) •  Complexity, e.g., function points

43


Fundamentals Technical Fundamentals

§  Requirements

§  Analysis

§  Design

§  Construction

§  Quality Assurance

§  Deployment

44


Fundamentals 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

45


Fundamentals Lifecycle Relationships 46


Fundamentals Seven Core Project Phases 47


Fundamentals Project Phases A.K.A. 48


Fundamentals Phases Variation 49

ConceptExploration

SystemExploration

Requirements

Design

Implementation

Installation

Operations andSupport

Maintenance

Retirement

software project management - introduction and fundamentals

Technology

project homework

course basics

projects engineer

allforms of projects

pastcurrent projects

project manager

program manager projects

relation toyour projects