Software Project Management Lecture 01 Introduction to SPM 1 Objective Course Introduction (learning objectives) Course Contents & Grading Policy Motivation of Studying SPM What is Project What is Project Management 2 Course Objectives Understand the fundamental principles of Software Project management & will also have a good knowledge of responsibilities of project manager and how to handle these. Be familiar with the different methods and techniques used for project management. 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. Will be able to do the Project Scheduling, tracking, Risk analysis, Quality management and Project Cost estimation using different techniques 3 1
Text Books Text books: A Guide to the Project Management Body of Knowledge (PMBOK Guide) By Project Management Institute Quality Software Project Management By: Robert T. Futrell, Donald Shafer Publisher: Prentice Hall Reference books: Software Project Management in Practice By: Pankaj Jalote Publisher: Pearson Education Software Project Management (Third Edition ) By: Bob Hughes & Mike Cotterell, Publisher: McGraw-Hill Software Project Management A Unified Framework By: Walker Royce Publisher: Addision-wesely 4 Subject Assessments One Hour Tests : 40% Assignments : 05% Project/Report : 15% Final Test : 40% 5 Motivation for Studying Project Management IT Projects have terrible track record A 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 The need for IT Projects keeps increasing In 1998, corporate America issued 200,000 new application development projects In 2001, there were 300,000 new IT projects In 2003, over 500,000 new IT projects were started In 2010, over 1500,000 new IT projects were started 6 2
SPM Study Topics Project Management - Study Topics What is project management? Project Selection The role of Project Manager Project Organization Project Costing, Planning, Budgeting, Scheduling Resource Allocation Project Monitoring and Controlling Risk management Software quality assurance plans Quality assurance, Legal issues 7 What is a Project Daily, organizations are asked to accomplish tasks that do not fit neatly into business-as-usual 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. 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. Develop a web page within the next four days that provides information about the departmental timetable to new incoming students. 8 Project Definition In the broadest sense, a project is a specific, finite task to be accomplished. Any activity that results in a deliverable or a product. Projects always begin with a problem. The project is to provide the solution to this problem. When the project is finished it must be evaluated to determine whether it satisfies the objectives and goals. 9 3
Another Definition of Project A project is a temporary attempt undertaken to accomplish a unique purpose Attributes of projects unique purpose temporary require resources, often from various areas should have a primary sponsor and/or customer involve uncertainty 10 Example of IT Projects Northwest Airlines developed a new reservation system called ResNet Many Organizations upgrade hardware, software and networks via projects Organizations develop new software or enhance existing systems to perform many business functions Note: IT projects refers to projects involving hardware, software and networks 11 What is Management? Management can be defined as all activities and tasks undertaken by one or more persons for the purpose of planning and controlling the activities of others in order to achieve objectives or complete an activity that could not be achieved by others acting independently. Management functions can be categorized as Planning Organizing Staffing Directing Controlling 12 4
Management Functions Planning Predetermining a course of action for accomplishing organizational Objectives Organizing Arranging the relationships among work units for accomplishment of objectives and the granting of responsibility and authority to obtain those objectives Staffing Selecting and training people for positions in the organization Directing Creating an atmosphere that will assist and motivate people to achieve desired end results Controlling Establishing, measuring, and evaluating performance of activities toward planned objectives 13 What is Project Management (1) 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.org 14 What is Project Management (2) Project management is a system of management procedures, practices, technologies, skills, and experience that are necessary to successfully manage a project. 15 5
Software Project Management Concerned with activities involved in ensuring that software is delivered: on time on schedule in accordance with the requirements of the organization developing and procuring the software 16 Laws of Project Management No major project is ever installed on time, within budget, with the same staff that started it. Yours will not be the first. Projects progress quickly until they become 90% complete, then they remain at 90% complete forever. One advantage of fuzzy project objectives is that they let you avoid the embarrassment of estimating the corresponding costs. When things are going well, something will go wrong. When things just can t get any worse, they will When things appear to be going better you have overlooked something If project content is allowed to change freely, the rate of change will exceed the rate of progress. No system is ever completely debugged: attempts to debug a system inevitably introduce new bugs that are even harder to find A carelessly planned project will take three times longer to complete than expected, a planned project will take only twice as long. 17 Project Stakeholders Stakeholders are the people involved in or affected by the project actives Stakeholders include The project sponsor and project team Support staff Customers Users Suppliers Opponents to the project 18 6
Project Characteristics One clear objective A well defined set of end results Goal oriented End product or service must result Finite Fixed timeline, start date, end date, milestone dates Limited Budget, Resources, Time Life Cycle Recognizable sequence of phases 19 Project Characteristics (cont..) Interdependences (source of conflict) Cross-functional, cross-project, cross-activity Uniqueness No practice or rehearsal, one time set of events A team of people Non trivial number & organizational structure Cross-functional origins, interests & allegiances 20 Project Characteristics (cont..) Divisible into subtasks (called activities) often numerous, essentially unique and nonrepetitive sequenced by precedence relationship require careful co-ordination and monitoring Change (source of Conflict) A single point of responsibility (the Project Manager) 21 7
Potential for Conflict Resource conflict Interdependences Activities, Projects, Projects and Operations Limited Resources People, Equipment, Time, Money, Facilities People conflict As a result of resource conflict Resistance to Change Project Manager Must be a Conflict Manager 22 Potential for Conflict (cont..) Client Max Flexibility, Max Quality at Min Price in Min Time Organization Max Profit, Min disruption to Operations Public Obeisance of all relevant Government Regulations Min Environmental Impact 23 Negotiation & Conflict resolution Two different types of negotiations win-lose your savings are other party s losses win-win both parties try to understand the other party needs The 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. 24 8
Negotiation & Conflict resolution (cont..) Win-lose Generally Becomes Lose-lose Proposed Solution Quick, cheap & Sloppy product Lots of Bells & whistles Winner Developer & Customer Developer & User Loser User Customer Driving too hard Customer & Developer a bargain User Actually, nobody wins in these situations 25 Win-Lose key concepts Win Condition: Objective which makes a stakeholder feel like a winner Issue: Conflict or constraint on a win condition Option: A way of overcoming an issue Agreement: Mutual commitment to an option or win condition 26 WinWin Negotiation Model Win Condition involves Issue covers addresses Agreement adopts Option WinWin Equilibrium State All Win Conditions covered by Agreements No outstanding Issues 27 9
9 Project Management Knowledge Areas Knowledge areas describes the key competencies that project manager must develop 4 - core knowledge areas lead to specific project objectives (scope, time, cost and quality) 4 - facilitating areas are the means through which the project objectives are achieved (human resource, communication, risk and procurement management) 1- knowledge area (project integration management) affects and is affected by all of the other knowledge areas 28 9 PM Knowledge Areas (cont..) Project Integration Management 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. Project Scope Management Describes the processes required to ensure that the project includes all the work required and integrated change control. Project Time Management 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. 29 9 PM Knowledge Areas (cont..) Project Cost Management 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. Project Quality Management 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. Project Human Resource Management 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. 30 10
9 PM Knowledge Areas (cont..) Project Communication Management 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, Project Risk Management 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. Project Procurement Management 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 31 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 Program A Group of Related Projects that is managed together, Programs usually include an Element of Ongoing activity An exceptionally large, long range objective that can be broken into projects E.g. Govt. of Pakistan Poverty reduction program 32 A Hierarchy of Activities (cont..) Program > Project > Work Package > Task > Work Unit Projects A temporary endeavor undertaken to create a unique product or service A specific finite task Work Package Project major set of activities / Modules Each WP has clear set of Objectives, Task and deliverables Each WP must have WP leader One continuous set of work units with a clearly defined and observable beginning and end 33 11
A Hierarchy of Activities (cont..) Program > Project > Work Package > Task > Work Unit Activity An element of work performed during the course of a project. An activity has an expected duration, cost and resource requirement Any Task, Job or Operation that must be completed to finish a project Synonym for Task Must Result in a Tangible deliverable Task A subdivision of an activity Synonym for activity Task must have one or more responsible person Work Unit Subdivision of a work package Not recognized as a term 34 What is Project Management (3) The application of Knowledge, Skills, Tools and Techniques in order to Meet or Exceed Stakeholder Requirements from a Project Meeting or Exceeding stakeholder requirements means Balancing (trade-off) competing demands among: Scope, Time, Cost, Quality and other objectives Primary objectives are: within Budget, on Schedule, to Specification 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 35 The Triple Constraints Every project is constrained in different ways by its Scope goals Time goals Cost goals It is the project manager s duty to balance these three often competing goals 36 12
SPM Primary Objectives Performance Required Performance Implicit Trade-off Functions Performance = f (Time, Budget) Time = f (Budget, Perf) Budget = f (Perf, Time) Due Date Time (Schedule) Budget Limit Cost 37 PM & SPM PMBOK Accepted PM Knowledge & Practices S/W development practices Conceptual Diagram: Intersection is Conceptual Not Proportional 38 What is Project Management (4) 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 Co-ordinate and Integrate all Project Activities Be responsive to the Project s Client Identify and Correct Problems as soon as they become Visible Make timely decisions about Trade-Offs between Conflicting Project Goals Prevent Sub-optimization 39 13
What is Project Management (5) Project Management is Interface Management. The important Interfaces are Personal Interfaces Organizational Interfaces and System Interfaces The goal of Project Management is Integration of all Project Components to Create Seamless Interfaces. 40 Project Management - Advantages Responsiveness to Clients and the Environment Ability to make Timely Trade-off Decisions Central Locus of Decisions to insure overall Project Optimality Better control, better customer relations, Shorter development time, lower costs, Higher quality and reliability, higher profit margins, better co-ordination, higher morale 41 Project Management -Advantages (cont..) Bosses, customers, and other stakeholders do not like surprises. Good project management (PM) provides assurance and reduces risk PM provides the tools and environment to plan, monitor, track, and manage schedules, resources, costs, and quality PM provides a history or metrics base for future planning as well as good documentation Project members learn and grow by working in a cross functional team environment 42 14
Project Management - Disadvantages Greater Organizational Complexity Lower Personnel Utilization More Managerial Conflicts 43 The Project Management Profession A 1996 Fortune article called project management the number one career choice Other authors and IT Gurus stress that Project managers are who add value to organizations Professional societies like the Project Management Institute (PMI) have grown tremendously Average Salaries for Project managers are over 81K US$ per year 44 Project Management Certification PMI provides certification as a Project Management Professional (PMP) A PMP has documented sufficient project experience, agreed to follow a code of ethics, and passed the PMP exam The number of people earning PMP certification is increasing quickly, and the certification program department received ISO approval in 1999 Other groups, like the Singapore Computer Society, have their own IT PM Certification programs 45 15