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Software Project Management
Lecture 01
Introduction to SPM
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Objective
n
Course Introduction (learning objectives)
n
Course Contents & Grading Policy
n
Motivation of Studying SPM
n
What is Project
n
What is Project Management
Course Objectives
n Understand the fundamental principles of Software Project
management & will also have a good knowledge of responsibilities of project manager and how to handle these.
n Be familiar with the different methods and techniques used for
project management.
n By the end of this course student will have good knowledge of
the issues and challenges faced while doing the Software project Management and will also be able to understand why majority of the software projects fails and how that failure probability can be reduced effectively. W ill be able to do the Project Scheduling, tracking, Risk analysis, Quality management and Project Cost estimation using different techniques
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Text Books
n Text books: q A Guide to the
Project Management Body of Knowledge (PMBOK Guide)
By Project Management Institute q Quality Software Project Management
By: Robert T. Futrell, Donald Shafer Publisher: Prentice Hall n Reference books:
q Software Project Management in Practice By: Pankaj Jalote
Publisher: Pearson Education
q Software Project Management (Third Edition )
By: Bob Hughes & Mike Cotterell, Publisher: McGraw-Hill
q Software Project Management
A Unified Framework
By: Walker Royce Publisher: Addision-wesely
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Subject Assessments
n
One Hour Tests
: 40%
n
Assignments
:
05%
n
Project/Report
:
15%
n
Final Test
:
40%
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Motivation for Studying Project Management
n
IT Projects have terrible track record
qA 1995 Standish Group study (CHAOS) found that
only 16.2% of IT projects were successful and over 31% were canceled before completion,
costing over 81B$in US alone
n
The need for IT Projects keeps increasing
qIn 1998, corporate America issued 200,000 new application development projects
qIn 2001, there were 300,000 new IT projects qIn 2003, over 500,000 new IT projects were started qIn 2010, over 1500,000 new IT projects were started
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SPM Study Topics
n
Project Management - Study Topics
qWhat is project management?
qProject Selection
qThe role of Project Manager qProject Organization
qProject Costing, Planning, Budgeting, Scheduling
qResource Allocation
qProject Monitoring and Controlling
qRisk management
qSoftware quality assurance plans qQuality assurance, Legal issues
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What is a Project
n Daily, organizations are asked to accomplish tasks that do not fit neatly into business-as-usual q A software group may be asked to develop an application
program that will access Government data on certain commodity prices and generate records on the value of the commodity inventories held by the firm; the software must be available for use on 26 Nov 2004.
q The Ministry of Health may require an annually updated census of all Punjab resident children, aged 17 years or younger, living with an illiterate parents; the census must happen in 18 months.
q Develop a web page within the next four days that provides information about the departmental timetable to new incoming students.
Project – Definition
n
In the broadest sense, a
project is a specific,
finite task to be accomplished. Any activity
that results in a deliverable or a product.
n
Projects always begin with a problem. The
project is to provide the solution to this
problem.
n
When the project is finished it must be
evaluated to determine whether it satisfies
the objectives and goals.
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Another Definition of Project
n
A project is a temporary attempt undertaken
to accomplish a unique purpose
n
Attributes of projects
qunique purpose
qtemporary
qrequire resources, often from various areas
qshould have a primary sponsor and/or customer
qinvolve uncertainty
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Example of IT Projects
n
Northwest Airlines developed a new
reservation system called ResNet
n
Many Organizations upgrade hardware,
software and networks via projects
n
Organizations develop new software or
enhance existing systems to perform many
business functions
Note:
“IT projects” refers to projects involving
hardware, software and networks
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What is Management?
n Management can be defined as all activities and tasks undertaken by one or more persons for the purpose of planning and controlling the activitiesof others in order to achieve objectivesor complete an activitythat could not be achieved by others acting independently.
q Management functions can be categorized as
n Planning
n Organizing
n Staffing
n Directing
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Management Functions
n Planning
Predetermining a course of actionfor accomplishing
organizational Objectives n Organizing
Arranging the relationships among work unitsfor
accomplishment of objectives and the granting of responsibility and authority to obtain those objectives
n Staffing
Selecting and training peoplefor positions in the organization n Directing
Creating an atmosphere that will assist and motivatepeople to achieve desired end results
n Controlling
Establishing, measuring, andevaluatingperformance of activities toward planned objectives
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What is Project Management (1)
n
According to *PMI, PMBOK Guide 2003
“The application of knowledge, skills, tools
and techniques to project activities in order to
meet project requirements”
*
The Project management Institute (PMI) is an independent professional society http://www.pmi.orgWhat is Project Management (2)
n
Project management is a system of
qmanagement procedures,
qpractices, qtechnologies, qskills, and
qexperience
that are necessary to successfully manage a
project.
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Software Project Management
n
Concerned with activities involved in ensuring
that software is delivered:
q
on time
q
on schedule
q
in accordance with the requirements of the
organization developing and procuring the
software
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Laws of Project Management
J
n No major project is ever installed on time, within budget, with the same staff that started it. Yours will not be the first.
n Projects progress quickly until they become 90% complete, then they remain at 90% complete forever.
n One advantage of fuzzy project objectives is that they let you avoid the embarrassment of estimating the corresponding costs.
n When things are going well, something will go wrong.
q When things just can’t get any worse, they will
q When things appear to be going better you have overlooked something
n If project content is allowed to change freely, the rate of change will exceed the rate of progress.
n No system is ever completely debugged: attempts to debug a system inevitably introduce new bugs that are even harder to find
n A carelessly planned project will take three times longer to complete than expected, a planned project will take only twice as long.
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Project Stakeholders
n
Stakeholders are the people involved in or
affected by the project actives
qStakeholders includen The project sponsor and project team
n Support staff
n Customers
n Users
n Suppliers
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Project Characteristics
n One clear objective
q A well defined set of end results
q Goal oriented
q End product or service must result
n Finite
q Fixed timeline, start date, end date, milestone dates
n Limited
q Budget, Resources, Time
n Life Cycle
q Recognizable sequence of phases
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Project Characteristics
(cont..)
n
Interdependences (source of conflict)
qCross-functional, cross-project, cross-activity
n
Uniqueness
qNo practice or rehearsal, one time set of events
n
A team of people
qNon trivial number & organizational structure qCross-functional origins, interests & allegiances
Project Characteristics
(cont..)
n
Divisible into subtasks (called activities)
qoften numerous, essentially unique and non-repetitive
qsequenced by precedence relationship
qrequire careful co-ordination and monitoring
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Change (source of Conflict)
n
A single point of responsibility (the Project
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Potential for Conflict
n Resource conflict q Interdependences
n Activities, Projects, Projects and Operations q Limited Resources
n People, Equipment, Time, Money, Facilities
n People conflict
q As a result of resource conflict
q Resistance to Change
n Project Manager
q Must be a Conflict Manager
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Potential for Conflict
(cont..)
n
Client
qMax Flexibility, Max Quality at Min Price in Min Time
n
Organization
qMax Profit, Min disruption to Operations
n
Public
qObeisance of all relevant Government Regulations
qMin Environmental Impact
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Negotiation & Conflict resolution
Two different types of negotiations
n
win-lose
qyour savings are other party’s losses
n
win-win
qboth parties try to understand the other party needs
qThe win-win approach is a set of principles and practices which enable a set of Interdependent stakeholders to work out a mutually satisfactory (win-win) set of shared commitments.
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Negotiation & Conflict resolution (cont..)
n Win-lose Generally Becomes Lose-loseProposed Solution
“Winner” “Loser”
Quick, cheap & Sloppy product
Developer & Customer
User
Lots of “Bells & whistles ”
Developer & User
Customer
Driving too hard a bargain
Customer & User
Developer n Actually, nobody wins in these situations
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Win-Lose key concepts
n Win Condition:
Objective which makes a stakeholder feel like a winner
n Issue:
Conflict or constraint on a win condition
n Option:
A way of overcoming an issue
n Agreement:
Mutual commitment to an option or win condition
WinWin Negotiation Model
n
WinWin Equilibrium State
qAll Win Conditions covered by Agreements qNo outstanding Issues Win Condition Issue Option Agreement involves adopts addresses covers
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9 Project Management Knowledge Areas
n
Knowledge areas describes the key
competencies that project manager must
develop
q4 - core knowledge areas lead to specific project objectives (scope, time, cost andquality) q4 - facilitating areas are the means through which
the project objectives are achieved (human resource, communication, risk andprocurement management)
q1- knowledge area (project integration
management) affects and is affected by all of the other knowledge areas
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9 PM Knowledge Areas
(cont..)
n Project Integration Managementq Describes the processes required to ensure that various elements of the project are properly coordinated. It consist of project plan development, project execution and integrated change control.
n Project Scope Management
q Describes the processes required to ensure that the project includes all the work required and integrated change control.
n Project Time Management
q Describes the processes required to ensure the timely completion of the project. It consist of initiation, scope planning, scope definition, scope verification and scope change control.
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9 PM Knowledge Areas
(cont..)
n Project Cost Managementq Describes the processes required to ensure that the project is completed within the approved budget. It consist of resource planning, cost estimating, schedule development and schedule control.
n Project Quality Management
q Describes the processes required to ensure that the project will satisfy the needs for which it was undertaken. It consists of quality planning, quality assurance and quality control.
n Project Human Resource Management
q Describes the processes required to make the most effective use of the people involved with the project. It consist of organizational planning, staff acquisition and team development.
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9 PM Knowledge Areas (cont..)
n Project Communication Management
q Describes the processes required to ensure timely and
appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It consist of communications planning, information distribution, performance reporting and administrative closure,
n Project Risk Management
q Describes the processes concerned with identifying, analyzing and responding to project risk. It consist of risk management planning, risk identification, qualitative risk analysis, quantitative risk analysis, risk response planning and risk monitoring and control.
n Project Procurement Management
q Describes the processes required to acquire goods and services
from the outside the performing organization. It consist of procurement planning, solicitation planning, solicitation, source selection, contract administration and contract closeout
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A Hierarchy of Activities
WBS (Work Breakdown Structure)
The backbone of any project is WBS. It describes the steps necessary to carry out the project and their relationship to each other, Not easy and straight forward.
System:
(IEEE) collection of components organized to accomplish a specific function or set of function.
Program > Project > Work Package > Task > Work Unit n Program
q A Group of Related Projects that is managed together, Programs
usually include an Element of Ongoing activity
q An exceptionally large, long range objective that can be broken into projects
q E.g. Govt. of Pakistan Poverty reduction program
A Hierarchy of Activities
(cont..)
Program > Project > Work Package > Task > Work Unit
n Projects
q A temporary endeavor undertaken to create a unique product or service
q A specific finite task
n Work Package
q Project major set of activities / Modules
q Each WP has clear set of Objectives, Task and deliverables
q Each WP must have WP leader
q One continuous set of work units with a clearly defined and observable beginning and end
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A Hierarchy of Activities
(cont..)
Program > Project > Work Package > Task > Work Unit
n Activity
q An element of work performed during the course of a project. An activity has an expected duration, cost and resource requirement q Any Task, Job or Operation that must be completed to finish a
project q Synonym for Task
q Must Result in a Tangible deliverable n Task
q A subdivision of an activity q Synonym for activity
q Task must have one or more responsible person
n W ork Unit
q Subdivision of a work package q Not recognized as a term
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What is Project Management (3)
n The application of Knowledge, Skills, Tools and Techniques in order to Meet or Exceed Stakeholder Requirements from a Project
q Meeting or Exceeding stakeholder requirements means Balancing (trade-off) competing demands among:
n Scope, Time, Cost, Quality and other objectives
q Primary objectives are:
n within Budget, on Schedule, to Specification
n A Method and a Set of Techniques Based on
Accepted Principles of Management used for Planning, Estimating and Controlling Work Activities to reach a desired End Result on Time, within Budget and according to Specification
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The Triple Constraints
n
Every project is constrained in different ways
by its
qScope goals
qTime goals
qCost goals
n
It is the project manager’s duty to balance
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SPM Primary Objectives
Budget Limit Cost Time (Schedule) Due Date Performance Required PerformanceImplicit Trade-off Functions
Performance = f (Time, Budget) Time = f (Budget, Perf) Budget = f (Perf, Time)
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PM & SPM
Accepted PM Knowledge & Practices
S/W development
practices
Conceptual Diagram:
Intersection is Conceptual Not Proportional PMBOK
What is Project Management (4)
n Project Management focuses the Responsibility and
Authority for the attainment of a Project’s Goals on an Individual or Small Group. The object of the focus is, the Project Manager uses Project Management Methods, Techniques and Tools (& Organizational Structure) to
q Co-ordinate and Integrate all Project Activities
q Be responsive to the Project’s Client
q Identify and Correct Problems as soon as they become Visible
q Make timely decisions about Trade-Offs between Conflicting Project Goals
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What is Project Management (5)
n
Project Management is Interface
Management. The important Interfaces are
qPersonal InterfacesqOrganizational Interfaces and qSystem Interfaces
n
The goal of Project Management is
qIntegration of all Project Components to Create Seamless Interfaces.
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Project Management - Advantages
n
Responsiveness to Clients and the
Environment
n
Ability to make Timely Trade-off Decisions
n
Central Locus of Decisions to insure overall
Project Optimality
n
Better control, better customer relations,
Shorter development time, lower costs,
Higher quality and reliability, higher profit
margins, better co-ordination, higher morale
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Project Management -Advantages
(cont..)n Bosses, customers, and other stakeholders do not
like surprises. Good project management (PM) provides assurance and reduces risk
n PM provides the tools and environment to plan, monitor, track, and manage schedules, resources, costs, and quality
n PM provides a history or metrics base for future planning as well as good documentation n Project members learn and grow by working in a
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Project Management - Disadvantages
n
Greater Organizational Complexity
n
Lower Personnel Utilization
n
More Managerial Conflicts
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The Project Management Profession
n A 1996 Fortune article called project management the “number one career choice”
n Other authors and IT Gurus stress that Project managers are who add value to organizations n Professional societies like the Project Management
Institute (PMI) have grown tremendously
n Average Salaries for Project managers are over 81K US$ per year
Project Management Certification
n PMI provides certification as a Project Management Professional (PMP)
n A PMP has documented sufficient project
experience, agreed to follow a code of ethics, and passed the PMP exam
n The number of people earning PMP certification is increasing quickly, and the certification program department received ISO approval in 1999 n Other groups, like the Singapore Computer Society, n have their own IT PM Certification programs
