Project Management: PMBOK and more MIEIC, Laboratório de Gestão de Projectos

Transcription

1 Project Management: PMBOK and more MIEIC, Laboratório de Gestão de Projectos Ademar Aguiar FEUP, Universidade do Porto FEUP Ademar Aguiar MIEIC/LGPR, "Agile Project Management", March

2 Controlling Software Projects Four control variables require balancing Resources Time Scope Quality It is not advisable to set a priori the value of all variables simultaneously, if we want a successful project. scope is often the most important variable to control 2

3 The Resource Variable Staffing is usually the least effective variable to adjust. Staffing increases have long lead times. Increased intensity has diminishing returns. Team culture requires some degree of stability. Tools and technology can provide benefits. Effective tools provide continuing benefits. Front-end costs need to be carefully amortized. The wrong tools and technology increase friction. 3

4 The Time Variable Can be the most painful variable to adjust Early commitments are usually date-based. Target dates are often the most important objective. Within a date boundary, there s only so much time. 4

5 The Scope Variable Can be the most effective variable to adjust Can adjust scope breadth what s included. Can adjust scope depth refinement. Partial scope can often generate immediate returns. It is often preferable to reach a date with partial scope completely finished, rather than complete scope partially finished. 5

6 Predictive vs. Agile Planning Predictive Planning Creation of comprehensive activity-based plans Execution of defined activities to follow plan Management by controlling activities to conform to plan Agile Planning Creation of prioritized set of deliverables Opportunistic execution of activities to create deliverables Management via feedback and adaptation 6

7 Cost of changes/errors Cost of Errors Project Phase 7

8 Predictive planning Try to pull all changes the closer to the project start as possible Cost of Errors Project Phase 8

9 Consequences Intrduced practices and formalities results in a higher cost of changes/errors Cost of Errors Project Phase 9

10 As budget doesn t increase... The time to complete gets longer... Cost of Errors Project Phase 10

11 Discipline vs Agility Both have pros and cons. We should adopt the most simple process that guarantees the success of the project, considering its characteristics in terms of requirements dynamism, team size, expertise and culture, product criticality, etc. 11

12 Project Management Overview Based on A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition FEUP Ademar Aguiar MIEIC/LGPR, "Agile Project Management", March

13 Areas of Expertise From A Guide to the Project Management Body of Knowledge (PMBOK Guide) Third Edition 13

14 Application Area Knowledge, Standards and Regulations Functional departments and supporting disciplines such as legal, production and inventory management, marketing, logistics, and personnel Technical elements such as software development or engineering, and sometimes a specific kind of engineering engineering or construction engineering Management specializations such as government contracting, community development, and new product development Industry groups such as automotive, chemical, agriculture, and financial services. 14

15 Understanding the Project Environment Cultural and social environment International and political environment Physical environment 15

16 General Management Knowledge and Skills Financial management and accounting Purchasing and procurement Sales and marketing Contracts and commercial law Manufacturing and distribution Logistics and supply chain Strategic planning, tactical planning, and operational planning Organizational structures, organizational behavior, personnel administration, compensation, benefits, and career paths Health and safety practices Information technology 16

17 Interpersonal Skills Effective communication Influencing the organization Leadership Motivation Negotiation and conflict management Problem solving 17

18 PMBOK Project Management Body of Knowledge Project life cycle definition Five Project Management Process Groups Nine Knowledge Areas FEUP Ademar Aguiar MIEIC/LGPR, "Agile Project Management", March

19 Project Life Cycle FEUP Ademar Aguiar MIEIC/LGPR, "Agile Project Management", March

20 Project Cost and Staffing Levels 20

21 Typical Sequence of Phases 21

22 Product and the Project Life Cycles 22

23 Project Stakeholders 23

24 Organizational Influences 24

25 Functional Organization 25

26 Projectized Organization 26

27 Weak Matrix Organization 27

28 Balanced Matrix Organization 28

29 Strong Matrix Organization 29

30 Composite Organization 30

31 Project Management Processes Initiating Process Planning Process Executing Process Monitoring and Controlling Process Closing Process FEUP Ademar Aguiar MIEIC/LGPR, "Agile Project Management", March

32 Plan-Do-Check-Act Cycle 32

33 PMBOK Process Groups 33

34 Project Boundaries 34

35 Initiating Process Group 35

36 Initiating Process Group... Develop Project Charter: Inputs and Outputs 36

37 Planning Process Group 37

38 Executing Process Group 38

39 Monitoring and Controlling Process Group 39

40 Closing Process Group 40

41 Process Interactions 41

42 PM Knowledge Areas Integration, Scope, Time, Cost, Quality, Human Resources, Communications, Risks, Procurement FEUP Ademar Aguiar MIEIC/LGPR, "Agile Project Management", March

43 Project Integration Management 43

44 Project Scope Management 44

45 Project Time Management 45

46 Project Cost Management 46

47 Project Quality Management 47

48 Project Human Resource Management 48

49 Project Communications Management 49

50 Project Risk Management 50

51 Project Procurement Management 51

52 PMBOK Guide 52

53 Agile Project Management FEUP Ademar Aguiar MIEIC/LGPR, "Agile Project Management", March

54 Project Roles The Business, Customer, or Product Owner roles The Developer role The Manager role Emphasis on a Whole Team approach While each role represents certain interests and is perhaps assigned accountability for certain aspects of the project, the team as a whole maintains interest in and responsibility for the overall project. 54

55 Guiding Principles Customer Value through Innovative Products Deliver Customer Value Employ Iterative, Feature-Based Delivery Champion Technical Excellence Leadership-Collaboration Management Style Build Adaptive (Self-Organizing, Self-Disciplined) Teams Encourage Exploration Simplify 55

56 Project Balance in an Agile Process Sustainable resource management Stable teams Steady pace Favor high ROI tools and technology Fixed time management Time-boxed development cycles Adaptive scope management Feedback-based scope adjustments 56

57 Heroic vs. Collaborative Heroic development emphasizes individuals Activities assigned to individuals Project results heavily dependent on individual performance Increases keyhole risks Collaborative development emphasizes teams Teams self-organize activities to meet goals Teams leverage diverse skills Teams mitigate keyhole risks 57

58 Management by Facilitation Traditional Command and Control Strategy Decisions made by central authorities Activities delegated Manager controls activities Replaced by Facilitation and Empowerment Strategy Decisions made by those with the most info Activities accepted Team self-manages and adapts Organization ensures supportive environment 58

59 Simplify Generative Rules Barely Sufficient Methodology 59

60 Model and Phases 60

61 61

62 The Cycles of Agile Development 62

63 Envision practices 63

64 Speculate practices 64

65 Explore practices 65

66 Adapt & Close practices Phase Adapt Practice: Product, Project, and Team Review and Adaptive Action Phase Close 66

67 Project Retrospectives FEUP Ademar Aguiar MIEIC/LGPR, "Agile Project Management", March

68 Bibliography Adaptive Software Development: A Collaborative Approach to Managing Complex Systems, by James A. Highsmith III, Dorset House Publishing Company, Incorporated (December 1, 1999), ISBN: Agile Software Development, by Alistair Cockburn, Addison-Wesley Pub Co; 1st edition (December 15, 2001), ISBN: Agile Project Management: Creating Innovative Products, by Jim Highsmith, Addison- Wesley, Extreme Programming Explained by Kent Beck, Addison-Wesley Pub Co; 1st edition (October 5, 1999), ISBN: Extreme Programming Installed, by Ron Jeffries, Ann Anderson, Chet Hendrickson, Ronald E. Jeffries, Addison-Wesley Professional; 1st edition (October 13, 2000), ISBN: Planning Extreme Programming, by Kent Beck, Martin Fowler, Addison-Wesley Professional; 1st edition (October 13, 2000), ISBN: Refactoring, by Martin Fowler, Kent Beck, John Brant, William Opdyke, Don Roberts, Addison-Wesley Pub Co; 1st edition (June 28, 1999), ISBN: Agile Software Development, Principles, Patterns, and Practices, by Robert C. Martin, Prentice Hall; 1st edition (October 15, 2002), ISBN:

69 Thanks FEUP Ademar Aguiar MIEIC/LGPR, "Agile Project Management", March