TODAY:

• The Pre-proposal—due Wed., 9-4-13• The Software Development Lifecycle• Some risk-considerations relative to

projects• Schwalbe, Chapters 1 and 2

• Describe the systems view of project management and how it applies to information technology (IT) projects

• Understand organizations, including the four frames, organizational structures, and organizational culture

• Explain why stakeholder management and top management commitment are critical for a project’s success

Learning Objectives

2

The Pre-proposal

• A way to allow everyone to submit project suggestions

• A short, crisp information piece for review by managers who decide what projects to fund

• No technical jargon

The Pre-proposal

• States what is to be done• Why it should be done• What business value it will provide to the

enterprise• Endeavors to secure senior management

approval and the resources to develop a detailed plan

Pre-proposal should consist of:

–Discussion of problem or opportunity

–Purpose or goal of project–Objectives–Success criteria–Assumptions/Risks/Obstacles

• ALL ON A SINGLE PAGE

Functions of the Project Manager• Leader

• Mentor• Motivator• Coach• Negotiator• Encourager• Scheduler• Problem-solver• Example-setter• Role-model• Visionary

• Scope manager• Quality manager• Cost manager• Schedule manager• Communications manager• Procurement manager• Stakeholder manager• Human resources manager• Risk manager

1–6

Schwalbe Chapters 1 & 2:The Project Management

Context and Processes

What is a project??• A definite beginning, ending• An objective or goal• Made up of tasks (activities)• Consumes a budget• Has limited resources• Must be completed by a certain

date• Accomplished by a team• Has a client or customer• Involves risk

Why are projects in vogue?

• Companies are more cost conscious• They want to know who did what for how long• The work is getting more complex• They want each employee assigned to a specific

cost code• A better way to do cost accounting• Instead of being perpetual, jobs are assigned to

projects

Projects Cannot Be Run In Isolation

• Projects must operate in a broad organizational environment

• Project managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization

• See example in opening and closing case

A Systems View of Project Management

• A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving

• Three parts include:– Systems philosophy: View things as systems;

interacting components working within an environment to fulfill some purpose

– Systems analysis: problem-solving approach– Systems management: Address business,

technological, and organizational issues before making changes to systems

Figure 2-1. Three Sphere Model for Systems Management

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Project Stages and the Project Life Cycle

• A project life cycle is a collection of project stages

• Project stages generally include…..

Phases of the Project Life Cycle

SSTAGES (Phases): My names vs. Schwalbe’s names

• Definition and Conceptualization – Concept• Planning & Budgeting—Development• Execution & Control—Implementation• Termination & Closure – Close-out

STAGE 1:Conceptualizing-

and-Defining

STAGE 2:Planning-and-

Budgeting

STAGE 3:Executing

STAGE 5:Terminating-and-Closing

STAGE 4:Monitoring-and-Controlling

Steps in Stage 1

• Must be predefined• Stage 1

– Submit SOW/get approval– Determine who stakeholders are– Conduct some interviews/visits with stakeholders– Hold Joint Requirements Definition Meeting– Create/present requirements Doc– Obtain stakeholder signatures

Product Life Cycles

• Products also have life cycles• The Systems Development Life Cycle

(SDLC) is a framework for describing the phases involved in developing and maintaining information systems

• Typical SDLC phases include planning, analysis, design, implementation, and support

Predictive Life Cycle Models

• The waterfall model has well-defined, linear stages of systems development and support

• The spiral model shows that software is developed using an iterative or spiral approach rather than a linear approach

• The incremental release model provides for progressive development of operational software

• The prototyping model is used for developing prototypes to clarify user requirements

• The RAD model is used to produce systems quickly without sacrificing quality

Agile Life Cycle Models

• Extreme Programming (XP): Developers program in pairs and must write the tests for their own code. XP teams include developers, managers, and users

• Scrum: Repetitions of iterative development are referred to as sprints, which normally last thirty days. Teams often meet every day for a short meeting, called a scrum, to decide what to accomplish that day. Works best for object-oriented technology projects and requires strong leadership to coordinate the work

• Early software development projects often used a waterfall approach, as defined earlier in this chapter. As technology and businesses became more complex, the approach was often difficult to use because requirements were unknown or continuously changing.

• Agile today means using a method based on iterative and incremental development, in which requirements and solutions evolve through collaboration.

Agile Project Management

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• The PMBOK® Guide describes best practices for what should be done to manage projects.

• Agile is a methodology that describes how to manage projects.

• The Project Management Institute (PMI) recognized the increased interest in Agile, and introduced a new certification in 2011 called Agile Certified Practitioner (ACP).

• Seasoned project managers understand that they have always had the option of customizing how they run projects, but that project management is not easy, even when using Agile.

Agile, the PMBOK® Guide, and a New Certification

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The WaterFall Model

Definition of Requirements

Analysis

Design

Construction

System Integration Testing

Acceptance Testing

Implementation

Operation

The Waterfall Model Embedded in the project lifecycle

• definition and conceptualization– Definition of Requirements Phase

• planning and budgeting• execution and control

– Analysis Phase– Design Phase– Construction Phase– Testing Phase– Acceptance Phase– Installation, conversion, cutover Phase

• termination and closeout

The Seven Phases of the Waterfall Model

• Definition -- 10%• Analysis -- 15%• Design -- 15%• Programming -- 15%

– Preparation and programming--10%–module testing--5%

• System Test -- 25%• Acceptance Testing -- 5% • Operation -- 15%• At the end of every phase, a deliverable is expected

and a phase exit or kill point is put in place

Sometimes the waterfall model is implemented in two projects

• Analysis project– Definition– Analysis

• Development project– Design– Construction– Testing– Acceptance– Installation

Figure 2-3. Spiral Model of Software Development

Spiral Model

• Many revolutions are required to finish a project• Four phases of each revolution are:

1. Determine objectives, alternatives and constraints

2. Evaluate alternatives, identify and resolve risks

3. Develop and verify next-level product4. Plan next phases

Distinguishing Project Life Cycles and Product Life Cycles

• The project life cycle applies to all projects, regardless of the products being produced

• Product life cycle models vary considerably based on the nature of the product

• Most large IT products are developed as a series of projects

Why Have Project stages and Management Reviews?

• A project should successfully pass through each of the project phases in order to continue on to the next

• Management reviews (also called phase exits, quality gates, or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

Understanding Organizations

Structural frame: Focuses on roles and responsibilities, coordination and control. Organization charts help define this frame.

Human resources frame: Focuses on providing harmony between needs of the organization and needs of people.

Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues.

Symbolic frame: Focuses on symbols and meanings related to events.

Culture is important.

Many Organizations Focus on the Structural Frame

• Most people understand what organizational charts are

• Many new managers try to change organizational structure when other changes are needed

• 3 basic organization structures– functional– project– matrix

Figure 2-4. Functional, Project, and Matrix Organizational Structures

Table 2-1. Organizational Structure Influences on Projects

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Recognize the Importance of Project Stakeholders

• Recall that project stakeholders are the people involved in or affected by project activities

• Project managers must take time to identify, understand, and manage relationships with all project stakeholders

• Using the four frames of organizations can help meet stakeholder needs and expectations

• Define scope of project• Identify stakeholders, decision-

makers, and escalation procedures

• Develop detailed task list (work breakdown structures)

• Estimate time requirements• Develop initial project

management flow chart• Identify required resources and

budget

• Evaluate project requirements• Identify and evaluate risks

Prepare contingency plan• Identify interdependencies• Identify and track critical

milestones• Participate in project phase

review• Secure needed resources• Manage the change control

process• Report project status

Table 2-2. Fifteen Project Management Job Functions

"Building a Foundation for Tomorrow: Skills Standards for Information Technology," Northwest Center for Emerging Technologies, Belleview, WA, 1997

Suggested Skills/Competencies for a Project Manager

· Communication competencies: listening, persuading, mentoring, coaching, encouraging, visioning

· Organizational competencies: planning, goal-setting, analyzing· Team Building competencies: empathy, motivation, esprit de

corps· Leadership competencies: sets example, energetic, vision (big

picture), delegates, positive· Coping competencies: flexibility, creativity, patience, persistence· Technological competencies: experience, project knowledge

· SKILLS VS. COMPETENCIES· Skill in using MS Project· Skill in using estimating tools, risk assessment tools, etc.

Table 2-3. Most Significant Characteristics of Effective and Ineffective Project Managers

• Leadership by example• Visionary• Technically competent• Decisive• Good communicator• Good motivator• Good negotiator• Good problem solver• Stands up to upper

management when necessary• Supports team members

• Encourages new ideas , etc.

• Sets bad example• Not self-assured• Lacks technical expertise• Poor communicator

• Poor motivator

• Not well organized• Unfamiliar with

project management basics

Effective Project Managers Ineffective Project Managers

• Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization

• Many experts believe the underlying causes of many companies’ problems are not the structure nor staff, but the…..

culture

Organizational Culture

41

• Member identity*• Group emphasis*• People focus• Unit integration*• Control

Ten Characteristics of Organizational Culture

42

• Risk tolerance*• Reward criteria*• Conflict tolerance*• Means-ends

orientation• Open-systems focus*

*Project work is most successful in an organizational culture where these items are strong/high and other items are balanced.

What kind of Culture do you want to create?

• High risk tolerance• High reward system• Strong Member identity• Strong Team emphasis• Low-tolerance for lateness• High Unit Integration• Open-systems Focus

Project Management Process Groups

• Project management can be viewed as a number of interlinked processes

• The project management process groups include– initiating processes (Conceptualizing and Defining)– planning processes (Planning & Budgeting)– executing processes (Executing)– controlling processes (Monitoring & Controlling)– closing processes (Termination & Closure)

Figure 2-5. Level of Process Group Activity Over Time

Our Five stages—not quite the same as Schwalbe’s processs groups

• Conceptualization and Definition -- Initiating• Planning and Budgeting -- Planning• Execution -- Executing • Monitoring and Controlling -- Controlling• Termination and Closure -- Closing

Integration and Core Knowledge areas

• INTEGRATION– Integration Management

• CORE– SCOPE MANAGEMENT– TIME MANAGEMENT– COST MANAGEMENT– QUALITY MANAGEMENT

Facilitating knowledge areas

• Human Resource Management• Risk Management• Procurement Management• Communications Management• Stakeholder Management

Integration Management Processes– 4th Edition

• Develop Project Charter– Charter is a formal doc to authorize project

• Develop Project Management Plan• Direct and Manage Project Execution• Monitor and Control Project Work• Perform Integrated Change Control• Close Project or Phase

Project Scope Management Processes – 4th Edition

• Collect Requirements– Define the customers needs

• Define Scope– Define a detailed description of project deliverables

• Create a WBS– Decompose project work into smaller components

• Verify Scope– Review project deliverables to gain formal acceptance by

customer

• Control Scope– Monitoring and updating the status of deliverables and managing

changes to scope baseline

Project Time Management Processes – 4th Edition

• Define Activities• Sequence Activities• Estimate Activity Resources• Estimate Activity Durations• Develop Schedule• Control Schedule

Project Cost Management Processes – 4th Edition

• Estimate Costs• Determine Budget• Control Costs

Project Quality Management Processes – 4th Edition

• Plan Quality• Perform Quality Assurance• Perform Quality Control

Project Human Resource Management Processes – 4th Edition

• Develop Human Resource Plan• Acquire Project Team• Develop Project Plan• Manage Project Team

Project Communications Management Processes – 4th Edition

• Identify Stakeholders• Plan Communications• Distribute Information• Manage Stakeholder Expectations• Report Performance

Project Risk Management Processes – 4th Edition

• Plan Risk Management• Identify Risks• Perform Qualitative Risk Analysis• Perform Quantitative Risk Analysis• Plan Risk Response• Monitor and Control Risks

Project Procurement Management Processes – 4th Edition

• Plan Procurements• Conduct Procurements• Administer (Control) Procurements• Close Procurements

We can also organize our process groups by STAGES

Conceptualization and Definition Stage Processes

• Collect Requirements• Define Scope • Create WBS• Verify Scope• Identify Stakeholders• Identify Risks

Planning and Budgeting Stage Processes

• Develop Project Plan• Define Activities• Sequence activities• Estimate Activity

Duration• Develop Schedule• Estimate Activity

Resources• Estimate Costs

• Determine Budget• Plan Risk Responses• Plan Quality• Plan Organization• Plan Communications• Plan Procurements• Develop Human Resource

Plan

Execution Processes

• Direct and Manage Project Plan Execution• Perform Integrated Change Control• Conduct Procurements• Administer Procurements

Monitoring and Control Stage Processes

• Control Scope• Control Schedule• Control Costs• Perform Quality Control• Monitor and Control Risks

Termination and Closeout Stage Processes

• Report Performance• Close Project or Phase• Close Procurements• Document Lessons Learned• Populate History Database

Table 2-4. Relationships Among Project Process Groups, Activities, and Knowledge AreasProject Process Groups

Knowledge Area Initiating Planning Executing Controlling ClosingIntegration Project plan

developmentProject planexecution

Overallchangecontrol

Scope Initiation Scope planning Scopeverification

Scope changecontrol

Activitydefinition

Schedulecontrol

ActivitysequencingActivitydurationestimating

Time

ScheduledevelopmentResourceplanning

Cost control

Cost estimating

Cost

Cost budgetingQuality Quality planning Quality

assuranceQualitycontrol

Organizationalplanning

Teamdevelopment

Humanresources

Staff acquisitionCommunications Communications

planningInformationdistribution

Performancereporting

Administrativeclosure

Riskidentification

Risk responsecontrol

Riskquantification

Risk

Risk responsedevelopment

Procurement Procurementplanning

Solicitation Contract close-out

solicitationplanning

SourceselectionContractadministration

Project Process GroupsKnowledge Area Initiating Planning Executing Controlling ClosingIntegration Project plan

developmentProject planexecution

Overallchangecontrol

Scope Initiation Scope planning Scopeverification

Scope changecontrol

Activitydefinition

Schedulecontrol

ActivitysequencingActivitydurationestimating

Time

ScheduledevelopmentResourceplanning

Cost control

Cost estimating

Cost

Cost budgetingQuality Quality planning Quality

assuranceQualitycontrol

Organizationalplanning

Teamdevelopment

Humanresources

Staff acquisitionCommunications Communications

planningInformationdistribution

Performancereporting

Administrativeclosure

Riskidentification

Risk responsecontrol

Riskquantification

Risk

Risk responsedevelopment

Procurement Procurementplanning

Solicitation Contract close-out

solicitationplanning

SourceselectionContractadministration

Discussion Questions• Review the example of applying systems management to

the opening case (see Figure 2-1). Think of an issue relevant to your organization or from current events and analyze it to identify its key business, organizational, and technological aspects.

• Which skills do you think are most important for an IT project manager? Can they all be learned, or do you think some are innate?

• Briefly describe what happens in each of the five process groups (initiating, planning, executing, controlling, and closing). On which processes should most team members spend the most time? What are some of the deliverables of each process?