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Project ManagementDetailed – Experience based


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• Project• Project Management• Project Manager• Scope• Estimation• Process• Plan• Schedule• Team• Integration• Budget & Cost• Risk

Index• Communication• Closure• Quality• Client• Procurement• Reporting• Feedback• Common Issues• Common Traps• Tips


What is a Project?• A temporary and one-time endeavor undertaken

to create a unique product or service, which brings beneficial change or added value

It implies• Specific requirements• Specific timeframe• Specific budget• Working across organizational boundaries • Delivering what client wants


Project Management• Project Management is the application of skills,

experience, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project

• The purpose of project management is prediction and prevention, NOT recognition and reaction!


Not aboutProject management is not about • Organization & its culture• Saying…I am the boss!• Decision making• Changing people’s behavior• Educating clients• Proving other is wrong!


Observations• No major project is ever installed on time, within budget, or with the same staff that started it.

• Projects progress quickly until 90% complete, remaining completion consumes huge resources

• When things appear to be going better, PM may likely overlook something

• PM mostly does not understand role clearly• PM - Supervisor of many, but manager of none• No system is ever completely debugged• Clients pretend not understanding commercials• Everyone thinks project can be executed better


Project Failure

Efforts over-run

Deliverables not used

Requirements not met

Schedule prolonged

Loss makingBudget over spent


Why Projects Fail• Weak business case• Lack of senior management commitment,

Failure to align project with organizational objectives

• Absence of user/client involvement• Lack of executive sponsorship• New or unfamiliar technology• Poor scope management - Lack of defined,

clear, and concise requirements, poor requirements gathering


Why Projects Fail• Scope creep• Wrong estimation• Unrealistic plan and schedule• Unrealistic expectations• Lack of project management, Inadequate project

planning• Lack of resources & their planning• Inability to move beyond individual and

personality conflicts• Ineffective communication• Political environment


Undesirable• Too many changes, weak requirement gathering• Too often resources are not available when

needed (even when promised).• Scope creep• Usually original due dates are not met• Too many change request• Extended or too tight schedule• Discontinuity of the resources• Different priorities between projects• Budget over-runs and/or its non-availability • Too many defects & requirements gap• Less cooperation from client/users


Successful Project• Successful project management is delivering a

quality solution meeting the customer’s requirements within efforts, time, scope & budget making profit for the organisation.

Requirements satisfied/exceeded

Completed within effort & time frame

Completed within allocated budget

Accepted by the customer


Why Projects Succeed!• Strong project management• Domain knowledge• Good project charter• Good decision making structure• Effective communication• Effective risk management• Continuous reviews of output & deliverables by

every senior level• Detailed requirements & its traceability• Empowered project manager• Project sponsorship at executive level• Availability of funding & motivation for profits


Why Projects Succeed!• Sound project management processes• Project aligned to organization’s business goals• Senior management commitment• Right estimation, Realistic schedule• Effective change management• The right mix of team players• Team members are working toward common

goals, high motivation• Good stakeholder relationships• Skilled and appropriate team members with

defined roles and responsibilities


StakeholdersIndividuals

and Organizations

Actively Involved in

Project

Interests Affected by

Project


Relationship

Management

Employees


Commitment to customers

Commitment to Customers

Minimum defects per mm efforts

Timely delivery

Minimum total cost

Periodic Reporting

No surprises

Support & comfort levels


• A set of techniques used for• Planning• Organising• Scheduling• Controlling• Measuring

• Work activities• To reach a desired result

• Within estimated efforts• On-time• Within budget and• According to specification

Project Technique


Phases and Life Cycle• Divide Project into Phases

• Conceptual Design• Detailed Design• Coding and Testing (Build)• Training and Documentation• Deployment

• Better Management Control for all parameters• Review Deliverables and Performance• Effective communication, tracking & reporting


Q

Triple Constraint

Time

ScopeCost

Quality


FocusOrganizing and managing resources so the project is completed within defined scope, time and cost constraints achieving excellent quality

Manage these or they will manage you!


Triple Constraint• Increased Scope = increased time + increased

cost + increased efforts

• Tight Time = increased costs + reduced scope + increased efforts

• Tight Budget = increased time + reduced scope

• For the reduced duration, effort increases exponentially (multiple times exponent (square) of ratio of normal to reduced duration)


Characteristics of Project• Objectives• Life span• Life cycle• Uniqueness• Successive principle• Potential to change


Professional and conscientious project management is critical to a success!

Management

RememberRemember


Right factors

Project Execution

Facilities/ Infrastructure

ManagementPlan

ExecuteMeasureControl

CommunicationTeam – Skill, experience, & Motivation

Processes & implementation


Milestones & Dates

SMC or FP or LOC

Mitigation & owner

Defect per mm

Man-month

Infra, PeopleTechnology

Project Management

PlanTrack

ControlMeasure

Scope

Effort & Cost

Schedule

Team

Quality

Risk & Issues


Project ManagementPlan Track Control Measure

EffortsScheduleQualityCostRisksResources


Project Management

Remain alert!

Client Management

Proposal Management

Communication Management

Change control Management

Process Management

Integration & deployment

Sign-off from client

Escalation Metrics

All aspect & If -then

Templates & Audits

End to End testing

Impact & Agreement


Key steps

Project Execution Cycle

Estimation

Planning & Scheduling

Costing & Budgeting

Integration & Deployment

Measurement & Matrices


ScopePlanning

ScopeDefinition

ActivityDefinition

ResourcePlanning

ActivitySequencing

EstimatingEffort, Duration

CostEstimating

ScheduleDevelopment

CostBudgeting

PlanDevelopment

Activities in sequence


QualityPlanning

CommunicationsPlanning

RiskIdentification

RiskQuantification

ResponseDevelopment

OrganizationalPlanning

StaffAcquisition

ProcurementPlanning

SolicitationPlanning

Activities in sequence


• Initialising• Proposal writing• Project planning and scheduling• Project monitoring and reviews• Controlling• Costing & profitability• Team building-Personnel selection, evaluation• Report writing and presentations• Efficient risk management • Seeking support by seniors• Measurement & Efficient PMO management• Closure

Management activities


Project Charter• Project Goal & Objective• Sponsor• Stakeholders• Timeline• Resources required, role & responsibilities• Deliverables• Decision making structure• Assumptions• Risks• Business process changes• Project manager & Project team• Budget• Signatures


Project Charter• What must be done?• What are the required resources?• What are the constraints?• What are the short and long term implications?• Why do it?• When must it be done?• Where must it be done?• Who does what?• Who is behind the project?• Who is funding the project?• Who is performing the work of the project?


Stages• Project Management is divided as -• Project charter development• RFP Development and Process

• Project kick-off• Planning & Design• Project team creation• Planning (WBS, schedule)• Budget

• Implementation / construction• Going live, Project closure, handing over to

operations management


LimitationsPM works efficiently when there is buy-in however It does not work when • Client / Users do not cooperate• Business understanding gap with client• buy-in is lacking or there is no support for the

methods or decisions by executives• decisions made are not supported• ‘end arounds’ are tolerated• influential players operate outside the project• charters, schedules and other work products of

the team are not supported


Project Manager• You used to be good friends with your co-

workers• Project manager gets sandwiched, pressure

between co-workers and stakeholders• The skills that brought you to this role are no

longer as vital; now new skills are needed• You used to be & need to be really the best &

smart at your work• Have effective, transparent & trustworthy

communication• Be assertive


Leadership Skills• Vision and Strategy• Establishing Direction• Aligning People• Motivating and Inspiring• Communicating• Negotiating• Influencing people & organizations• Overcoming Barriers to Change• Delivering quality solution• Assertiveness


Key Strength• Be the eye of the hurricane


PM makes things happen!

A good, solid professional project manager!


Different hats


• A good project manager needs to be a juggler• At times

• a magician • a teacher• a policeman• a parent

• A Project Manager has to manage the triple constraints!

• An under-qualified project manager can destroy a contract, business relationship and client!

Project manager


Various roles


Empowerment• Have a spine• Take a stand• Act to achieve• Be assertive


Control• Stop on first instance• Stop nuisance• Stop non-sense• Stop breaking guidelines


Lead• Ensure strong, committed management support• Connect the business goals to the project• Assign an experienced project manager• Establish clearly defined directions• Be proactive• Set clear performance expectations• Ask for technical assistance• Do not start roll-out until pilot is complete!


Project Manager’s Role

Lead

Define Plan Monitor Complete

Re-Plan

Communicate

Communicate


Project Manager’s Role• Leadership• Organising• Managing• Communication• Finance• Technical savvy• Team building• Praising• Feedback (Punishing) (?) • Politicking


Know your PMEnergy Energise

Ambition, Dreams, Commitment, FlexibilitySelf Motivation, Consistency, Initiative, Build Organization

Team Player, Stability, Delegation, Motivation Interpersonal skills, Communication, Team Building, Managing Conflict

Execution Edge Successful closure, Reliability, Planning, Scheduling, Controlling, Tracking, Problems Solving Financial & Accounting

Aptitude, Technology,Skills, Guiding, Ability, Expert, Management


Energy Energise Deep willingness to excelFun & PressureNeed & availability, Travel

Respect in a teamMaking a differenceRecognitionConnecting with people

Edge Execution To gain knowledge, expertise, Algorithmic & Logical Sharpness

Closing the threads, Controlling, Cost & Profits Contribute, Problem solving

Etiquettes EthicsOrganised, DisciplinedWell planned, Organising

Value, Principle, Character Believes, Trustworthy

Know your PM


Scope Management

Processe

s

InitiationScope DefinitionScope PlanningScope VerificationScope Change Control

Tools &

Technolog

ies

Product / Project DescriptionProject CharterScope StatementMicrosoft ProjectFormal AcceptanceScope Management Plan


Scope Management• Primarily it is the definition and control of what

IS and IS NOT included in the project.


Scope management• Gradual, progressive increase in the project’s

scope that is not noticed immediately• Occurs when additional requirements result in

scope change causing cost & schedule overruns• Take a judgment on clarity of requirements

being received from users• Raise as many doubts & ask as many questions

during requirement gathering to users• Document using question-answer format• Make responsibility clear


Discuss & document• Is it a must?• Can customer/user do the job without project?• Does it contribute to the viability of the system?• Does it add value as a feature/function to the

system?• Is it worth the additional cost?• Take initiative• Focus entire project• Decide unit screen/ feature/ function• Offer simple alternatives & decide• Document entire discussions• Get sign-off on daily basis


Develop Project Scope• Scope Statement - agreement of what is & is notIncludes• Primary objectives (products/deliverables) • Major deliverable milestones • Assumptions • Constraints • Interfaces

• Inputs to be received• Output to be shared

• Completion criteria • Baseline documents• Maintain question-answer format file


Scope


Change Control Management

Scope Schedule

Collaboration & agreement by the project sponsor is must for all changes prior to implementation, for above parameters!

Define how scope changes will be executedTechnical Specs Cost


Change Procedures/Requests• Assess using baseline document• Establish process early , from day one for

managing change requests• Original scoping should be thorough as possible• Any subsequent changes must be thoroughly

vetted, a form should be completed and members and executives must sign off

• Change request has impact on efforts, schedule, cost & probably quality so needs to be communicated and sign-off from client is must

• It is critical at which phase, CR is received, cost is multifold at later phase for the same request


Change Management• Access management of changes with respective

to the primary objectives and major deliverables milestones

The plan should include agreements of:• Change acceptance/expectations• How changes will be evaluated• How change will be managed


Estimation numbersDescription Alt 1 Alt 2

LoC per FP (historical data) 53 40No of FP per month 10 8No. of days per month 20 20No. of FP per day (data) 0.5 0.4Loc per day (without blank & comments)- Java

27 16

LOC per hour 3.3 2.0Screen based estimation

Days Loc1 Simple screen 9 2391 Medium screen 18 4771 Complex screen 27 716


Estimation# Description1 Executive Summary2 Cost Estimation3 Phase breakup4 Estimation5 Schedule 6 Team Structure7 Approach

# Description8 Assumptions9 Risks & Mitigation

10 Deliverables11 Pending list12 Out of scope13 Prerequisites14 Terms & Conditions

• Av. base or resource wise Rate per manmonth• Type of project (Fixed, T & M, Hybrid)• Project execution methodology


Execution Models• Waterfall• SDLC – V, Customised, Incremental Model • Rapid application development• Extreme programming - XP• Agile and Feature driven design• Dynamic systems development model


SDLC Phases

Project Execution Cycle

Requirement Analysis

High & Low level design

Development & Unit Testing

Integration & Application

Testing

Users Testing &

Deployment


V Model

Business Requirement

High Level Design

Low Level Design

Coding &White box testing

Application Test cases

Integration Test cases

Unit Test cases

RFP document Acceptance Tests


Output# Phase Output1 Requirement

AnalysisProto type, Functional documentApplication Overview and diagramBreakdown of application in Modules, Sub Modules, Screen layout & Screens functionalities, common validations & rules, business rulesScreen transition diagramER design/ External filesExternal communicationSoftware/Hardware requirementDeployment DiagramOut of scope


Output# Phase Output2 High

Level Design

Low level design

Design document Class listing, Class diagram, Sequence diagram, Common design rulesDetailed Screen specificationsPhysical Database design; E-R Database design, Integration Test cases, Test dataProgram specifications, Unit test casesScreen specifications (Field level validation) & business rules, Unit Test case, Test data


Output# Phase Output3 Build Code

Test results of Unit testing4 Testing Integration Test results

Application Test resultsBug posting & Tracking till closure

5 UAT & Deployment

Test resultsSystem Manual & User’s ManualsTraining

6 Going Live Program documentMonitor the progress, feedback, defects, H/w, S/w, Users,etc


Phase wise effort distribution # Phase %

effortsType

1Type

2Type

31 Requirement Analysis 10-15 T &

MFixe

dT & M

2 High & Low level Design 15-20 Fixed3 Build 35-45

4 Testing 15-205 UAT & Deployment 5-10

Duration = k * SQRT((efforts in mm)), k=0.8 - 1.2Save as much efforts right from the beginning


HL Schedule

Duration = k * SQRT((efforts in mm)), k=0.8 - 1.2Average no of resources = efforts/duration




Gather & Document

Think Discuss & Brainstorm

FeasibilityConserve

Documents

Flow Diagram Screen Design

Estimation Review

Conclude


Milestones


High & Low level Design

High & Low level design

Technology & Framework

decisionTechnical Architect,

Framework development

Design Document (Use cases, Class Dia, DB

design, Sequence Dia, Common Design, Screen

specifications)

Interfaces Design

Test cases

Validations & reviews


Development

Development

Guidelines (Do it FIRST time RIGHT),

check listLook & Feel, Traceability,

Coding & review

Strong Code reviews

Unit test cases, test data,

testing, test result

InterfacesIntegration

Testing


Testing

Testing

Absolute matching

environmentsReviewed test

cases, IT & AT, daily

measurement

Test data, right tool,

Performance, Load, regression

Detect maximum defects & Track till closure, Test

results

Plan at least 2-3 round of

testing


UAT & Deployment

UAT & Deployment

Absolute matching

environments

Staging & Live server

management

Configuration of servers

Installation of software

System manual, Users manual,

Training

UAT & closureDocument-System &

Users Manuals


Types of plan• Project Plan• Monitoring and reporting mechanisms• Quality Plan• Validation / Testing Plan• Configuration management plan• Deployment Plan• Maintenance Plan• Risk analysis & mitigation plan• Hardware and software Resource plan• Budget & costing plan• Staff development Plan• Communication Plan


Plan• Identify all stakeholders for each plan• Develop the project plan before starting the

project • Establish communications protocols• Define requirements in detail• Establish a speedy conflict resolution process• Make contingency plans• Plan a reasonable roll-out schedule• Get it reviewed critically• Get is accepted by all stake holders• Project documentation to determine - How

the project will be managed


Project planning• Probably the most time-consuming however

critical project management activity.• Continuous activity from initial concept through

to system delivery. • Plans must be regularly revised as new

information becomes available, almost daily• Additional plan may be developed to support the

main software project plan• Always determine the critical path


Coding “plan”• Establish the project constraints • Make initial assessments of the project parameters • Define project milestones and deliverables• while project has not been completed or cancelled loop• Draw up project schedule• Initiate activities according to schedule• Wait ( for a while )• Review project progress• Revise estimates of project parameters• Update the project schedule• Re-negotiate project constraints and deliverables• if ( problems arise ) then• Initiate technical review and possible

revision• end if• end loop


Processe

s

Activity Definition (Microsoft Project)Activity Sequencing (Microsoft Project)Activity Duration EstimatingSchedule DevelopmentSchedule Control

Tools &

Technolog

ies

Activity ListNetwork DiagramProject ScheduleSchedule Management PlanIdentifying Critical Path

Scheduling


Scheduling

• Where are we now?• Where we plan to be?• How can we get there?


The project schedule sets out as Module wise• Split project into modules & tasks• All activities for each module to be captured• Estimate time and resources required to

complete each task• Include all possible activities, smallest to big• The resources available / needed to the project• A schedule - start & end time & total duration• All dependencies to be identified, check to keep

waiting time as minimum• It is essential to complete the project on time so

complete each task in time

Scheduling


Scheduling• To review & analyse if any task is delayed,

support to get it completed without delay• Incorporate appropriate buffer• Understand critical path & track it closely• Organize tasks concurrently to make optimal

use of workforce• Identify all dependencies• Minimize task dependencies to avoid delays

caused by one task waiting for another to complete

• Depends on project managers intuition and experience


Scheduling• Estimate likely efforts & duration for activity

• For each activity • Determine skills and resources• Determine start and finish dates for tasks• Assign the resources

May Jun Jul Aug Sep Oct Nov


Scheduling Tools• Microsoft Project• ExcelMost important• Monitoring the tasks• Gantt views of project• One page views for executives• Rollout and more complex views for work teams• Critical Paths• Inputs from multiple teams that roll up to project

manager• Dependencies• Resources assigned to tasks


Scheduling


Scheduling process


Scheduling problems• Estimating the difficulty of problems• Productivity is not proportional to the number of

people working on a task.• Adding people to a late project makes it costlier

& complex because of communication overheads

• The unexpected always happens. Always allow contingency in planning


Team


Team A good team delivers successfully!


Processe

s

Organizational PlanningProfile definationStaff AcquisitionTeam Development

Tools &

Technolog

ies

Role Assignment Matrix (Microsoft Word)Staffing Management PlanOrganizational ChartProject Team Directory

Human Resource Management


Project staffing• Try to get

• Right resources, is the key & can make• Phase wise right number of resource

• Define appropriately profile of the resources needed

• Intimate minimum 4-6 weeks prior to the need• Share the resource chart with resource

management group• Check the availability• Analyse what if not available situation• Raise alert & possible impact and risk due to

non availability of the resource


Project staffingMay not be possible to appoint the ideal people to work on a project• Project budget may not allow for the use of

highly-paid staff• Try to determine profitability from start• Staff with the appropriate experience may not be

available• An organisation may wish to develop employee

skills on a project• Managers have to work within these constraints

especially when there are shortages of trained staff


Team


Resource chart


Staff allocation4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

T4T8 T11

T12T1

T3T9

T2T6 T10

T7

T5

Fred

Jane

Anne

Mary

Jim


Organize and acquire staff• Identifying, documenting, and assigning project

roles and responsibilities as they relate to the work defined, acquiring the staff

• Staff acquisition - negotiations, position announcement, procurement, or assignment.


Team DevelopmentSelect the right players• Complementary skillsets• Blend of technical and business• Align with WBS Stages of Team Development• Forming • Storming • Norming• Performing


Consultants


Consultants• Objective, skilled consultants can provide a

team foundation• Consultants can address dicey organizational

issues• For large projects, this approach is vital.• May want to hire contractors from outsourcing

partner or• May want to outsource partial or complete

project to outsourcing partner


Destructive team members


Destructive team members• Understand the profile & strategise to deal!

Profiles

Tank

Grenade

Think

May Be

No SirYes Sir

Sniper

Traitor

End Arounder


Decision Making StructureDefine Layers• Executive • Project Manager• Project Team• Sub TeamsDocumentation• Roles & Levels of responsibilities to be defined,

conveyed, understood and agreed clearly for each member


Decision Making• Avoid consensus abuse• Consensus may be desired, but is not required• Lack of consensus does not mean no decision• Projects force decisions by leaders• Clarify who makes what decisions• Establish structure for rapid decision making• Communicate decisions• Log/track decisions for future reference• It is important that team members agree to

support the decisions even if not in agreement• Agree to disagree• Get buy-in from sponsor and administrators


Processe

s

Project Plan DevelopmentProject Plan ExecutionOverall Change Control Boundary conditionsInputs to be receivedOutput to be delivered

Tools &

Technolog

ies

Project PlanLessons Learned

Integration Management


Processe

s

Resource PlanningCost EstimatingCost BudgetingCost Control

Tools &

Technolog

ies

Resource RequirementsCost EstimateCost Baseline or Spending Plan (Microsoft Excel Documents)Cost Management Plan Indirect Cost structure

Budget & Cost Management


Controlling the Budget


Prior Approval

Disapproved

• Do not assign the resources unless funds are committed & documented

• Not obtaining prior approval is the biggest blunder PM would ever make

• Always fix the responsibility if someone wants to start project without approval


Budget/Cost Management• To spend only against budget• Monitor project spending weekly• When a variance occurs, determine the cause• Seek approval depending on slab of variance• Change the execution of the project, reduce

scope if needed• Prevent unapproved changes to the project• Save as much efforts from the beginning


Cost Management• Effort is the important element of the total cost• Ensure the project is completed within the

approved efforts and budget.It includes•Resources

• People• Equipment• Materials

•Quantities•Budget


Budgeting & Spending• Prepare budget, review & get it approved• Include various direct & indirect cost items

• Resources – Actual• Training, Management• Hardware & Software• Logistics• Conveyance• Infrastructure• Outsourcing

• Revisit the budgets periodically• Check the balance budget and pending project

activities in % & absolute terms


Think Fast & Ahead

Risk… POTENTIAL negative impact to project


Processe

s

Risk IdentificationRisk QuantificationRisk Response DevelopmentRisk Response Control

Tools &

Technolog

ies

Risk registerRisk Management PlanChecklistsContingency PlansReservesContractual Terms

Risk Management


Risk management# Risk

/ IssueDate Description Probability

%Impact Exposure Mitigation

planOwner Closure

date

• It’s a skill & intuitive mindset to envisage the risk• Efficient project manager smells the risk & act

fast to mitigate / transfer / close the risk• Tracking the risks till closure is key task of PM• Risk either to be mitigated or transferred in

agreement


Risk management• A risk is a probability that some adverse

circumstance /problem will occur impacting negatively• Project risks impact • Schedule or resources• Quality or performance of the software

• Issue – Live problem• To identify the risks and plan to minimise their

impact on a project• Risk update and tracking• Business risks affect the organisation

developing or procuring the software


Sources of the risks• Poor estimates or unsupported estimates• Requirements risks• Estimation risks• Impossible timeframes• Unrealistic schedule• Changes in requirements• Design errors and omissions• Political scenarios• Technology risks• Organisational risks• Client side non-cooperation• Non-availability of budgets


Sources of the risksResource risks• Roles and responsibilities misunderstood• Insufficiently skilled staff, People risks• Not adequate• Not skilled• Not experienced• Not motivated


Risk management processRisk identification• Identify project, product and business risks;Risk analysis• Assess the likelihood, probability, impact,

exposure and consequences of these risks;Risk planning• Draw up plans to avoid or minimise the effects

of the risk;Risk monitoring• Monitor the risks throughout the project• Good to use issue tracking system


Risk management process


Risk analysis• Assess probability and seriousness of each risk.• Probability may be very low, low, moderate, high

or very high.• Risk effects might be catastrophic, serious,

tolerable or insignificant• The best practice is to keep risk register and

choose as applicable


Risk planning• Identify risks with probability, impact & exposure• Planning for risk mitigation or contingency• Develop a strategy to manage each risk• Avoidance strategies• The probability that the risk will arise is reduced;• Minimisation strategies• The impact of the risk on the project to be

reduced• If the risk arises, it becomes an issue, prepare a

contingency plan to deal with that risk• Assign a owner to mitigate the risk


Risk monitoring• Assess each identified risks regularly to decide

whether or not it is becoming less or more probable

• Also assess whether the effects of the risk have changed.

• Each key risk should be discussed at management progress meetings.


Communications Skills• Writing• Listening• Speaking• Presenting• Updates & reporting• Meeting Management• Media Relations


Processe

s

Communications PlanningInformation DistributionPerformance ReportingAdministrative Closure Decision making structure

Tools &

Technolog

ies

Project RecordsPerformance ReportsChange RequestsProject ArchivesFormal AcceptanceLessons Learned

Communications Management:


Communication Management• This process is necessary to ensure timely and

appropriate generation, collection, dissemination, and storage of project information

• Communicate objectives frequently• Recognize different perspectives• Check assumptions frequently• Manage expectations• Share success and broadcast achievements• Invite feedback


Communication Plan• Define stakeholders• Define hierarchy• Develop communication planTo Identify • Talents for communication• Need to communicate• Means of communication• Frequency of communication


• Communication is everything we do in business• It is essential to know and follow good practices

of communication to be successful• Prepare minutes of meeting, action items &

owner, track action items till closure• Good communication builds stronger

relationships & become more effective• Poor communication

• results huge losses to business & individual• cause the stress to individual or to the team • create misunderstanding• expresses inconsistent message or feeling

• Suggest to plan, training & practice skill

Communication


Communication NeedsThe plan to determine:• Team structure• Role & responsibilities and Names• Who needs what information • When will they need it • How will it be given to them • By whom And determine how to:• Store, update, and disseminate information • Close, file and archive information• Update the communication plan


ClosureTo conduct a meeting with all stake holdersTo share following information estimated & actual• Efforts• Schedule• Defect Matrices• Profitability• Client happiness IndexDetailing• Key learning• Best performance• What next?

Remember


Figure 1-3

Project completion


CMM 5

5 - Optimizing

4 - Managed

3 - Defined

2 - Repeatable

1 - Initial

ContinuouslyImproving

Predictable

Standard, Consistent

Disciplined Process

Ad-hoc Process


CMM 5Level 3 – Defined

-- peer reviews, intergroup coordination-- software product engineering-- integrated software management-- training program-- organization process definition & focusLevel 2 – Repeatable-- software configuration management-- software quality assurance -- software project planning, tracking and oversight-- requirements managementLevel 1 – Initial


CMM 5Level 5 – Optimizing

-- process change management-- technology change management-- defect preventionLevel 4 – Managed-- software quality management-- quantitative process management


Processe

s

Quality PlanningQuality AssuranceQuality Control

Tools &

Technolog

ies

Quality Management Plan Issue tracking systemRisk tracking register

Quality Management


What is Quality• Functionality related gap between expectations

of client and actual delivery• Defects are injected during Requirement, High &

Low level Design and coding phase• Continuous reviews help to prevent defect

injection• Rigorous testing during Unit level, Integration

and application level testing detect the defects.• Both of above processes remove the defects

RA R Design R Coding R UT IT AT


Make a statementTo aim your organisation to be the best in the industry in terms “Defects Delivered Ratio” and thus be able to achieve the organization objective of being an extraordinarily reliable company using..• The best of the tools & technologies• Incorporating processes• Measurements & feedback• Continuous Improvements


Reviews & testing• Removing defects by reviewing & testing

• From each deliverable• At each phase

Def

ects

in

syst

em

Various Phases of SDLC

Get on Track at the end of each phase


Quality measurementNo. of defects 1effort in manmonths 3Loc per hr 10Lines of code 4800no. of defects 1% of defects to LoC 1*100/4800=2.1%Achieved quality 97.9167%

• 1 defect detected by customer for 3 man months of efforts is said to be fairly good quality

• Count each type of defect (minor, normal, major, critical or blocker) ; Minor defect is worst!


Quality ManagementQuality Management is the process that insure the project will meet the needs• Conformance to requirements - Crosby • Fitness for use - Juran • The totality of characteristics of an entity that

bear on its ability to satisfy stated and implied need - ISO 8402:1994


Quality ManagementHow will quality assurance and control be conducted?

• Identify Quality Standards • Quality Assurance• Quality Control

• Quality Matrices• Improve

How?

What?

Check

Sometimes performed by a 3rd Party

MeasureNext?


Issue Management• Issues are restraints to accomplishing the

deliverables of the project. • Typically identified throughout the project and

logged and tracked through resolution.

Issues impact cost, time, quality, most important is reputation and branding!

Types of issue – Minor, Normal, Major, Critical, BlockerMinor issue is dangerous!


Client• Client is God!• It’s a source of profit for management & salary

for employees• Good to keep balance educating to client• Never forget you are hired to serve client• Client always have choices so maintain those

values & attributes for which you were chosen• Seek support & help as needed• Get client on your side of table so be a team


Processe

s

Procurement PlanningSolicitation PlanningSolicitationSource SelectionContract AdministrationContract Close-out

Tools &

Technolog

ies

Procurement Management PlanProcurement Documents & FrameworkProposalsContractFormal Acceptance and Closure

Procurement Management


Procurement managementProcurement planning determines:• Selection of partner• Budget, Cost and negotiations• Whether, what, and how much• How and when• How to manage solicitations, selection, contract

administration, and closeoutProcurement documents:• RFP - Request for Proposal• SOW - Statement of Work• Evaluation Criteria• Reward & penalty


Manage the ContractorTo develop a framework of outsourcingTo enforce the terms of the contract and meet the requirements of the RFP


Manage the Contractor• Trust but question• Support contractor to build & grow• Their bottom line is the bottom line• Your bottom line is a working system• Nothing is ever free• Do not crush contractor over pricing


Reporting• Establish reporting requirements upfront• Include only the good, be diplomatic for the bad,

and the ugly• Be brief but accurate• Management really does want to know!• Use the standard formats across organisation


Meeting Management• Develop guidelines/ rules early• Assign facilitator• Assign reporter and reporting structure• Start and end times, frequency of meetings• Daily stand up meeting, max 2 minute for each

• Did you finish task as planned• If not, what support is needed• When would you complete the task• Publish minutes of meeting & track action items

• Frequency of meetings, Focus of meetings• Information sharing?• Agenda building


Guidelines for meeting• Start/end times are real• Agree to debate issues, not people• Civility required• Confidentiality?• Reporting out• What is going to be reported• What isn’t• Agree to bring all issues to the table• Avoid discussion related to absentee


Feedback• Praise in public• Feedback/ Punish in private• Build performance reviews into the contract• Be clear and specific• Be timely• Follow up!


Multi tasking• Bad multi-tasking inflates lead times!• Try to limit multi tasking only for rare expertise &

capable resouce


People Problems• 2/3 of project problems are people related• Many operational leaders demonstrate a “just

do-it” mentality. • There will always be conflict over goals and

scope, resources and between departments• Lack of understanding basic project

management methods• Some people will never get along• Set the framework to resolve the conflict• Onsite coordinator behaves like a client & does

not support development team• Push for unwanted tasks by OSC


Navigating the Politics• Know the environment

• What are the overarching issues of your organization?

• What are the pressing issues of the hour?• What will be the pressing issues of tomorrow?• How do you help others satisfy their needs?• What is the stake of others in your project?

• Identify a mentor• The best is to keep away from politics than

trying to navigate!• Never underestimate those who play the game!


CRT - Current Reality Tree

Early completions are not transferred.

Due dates are not met

Budget over-runs

Estimates turn into commitments


CRT - Current Reality Tree

Bad multi-tasking

Due dates are not met

Non availability of resources

There are too many changes

Budget over-runs

fights over priorities between projects

Early completions are not transferred

Estimates turn into commitments


Potholes• Giving the contractor or any team member too

much control, responsibility, or authority• Not managing scope creep• Balancing client happiness & profitability• Balancing – Client, Management & Employees• Conflict not resolved till conclusion


Common Traps

CourtesyKarl E. Wiegers

www.processimpact.comProcess Impact

http://www.processimpact.com/


Not clear Requirements• Stakeholders discuss “requirements” with

no adjectives in front.• Project sponsor presents a high-level

concept as “the requirements”.• User interface screens are viewed as

“the requirements”.• User provides “requirements,” but

developers still don’t know what to build.• Requirements focus just on functionality.


Not clear Requirements• Adopt templates for three levels of requirements• Business requirements (Vision & Scope)• User requirements (Use Case Document)• Functional requirements (Software

Requirements Specification)• Distinguish functional from nonfunctional

requirements• Quality attributes, constraints, external interface

requirements, business rules• Classify customer input into the different

categories.• Distinguish solution ideas from requirements


Inadequate Involvement• Some user classes are overlooked.• Some user classes don’t have a voice.• User surrogates attempt to speak for users.

• User managers• Marketing• Developers

• PM & Client have to make many requirements decisions


• Identify various user classes.• Identify product champions as user

representatives• Convene focus groups• Identify decision-makers• Have users evaluate prototypes• Have user representatives review the SRS• Encourage participative management• Try to involve all stake holders

• While decision making• While reporting

Inadequate Involvement


Ambiguous Requirements• Readers interpret a requirement in several

different ways.• Requirements are missing information the

developer needs.• Requirements are not verifiable.• Developer has to ask many questions.• Developer has to guess a lot.


Ambiguous Requirements• Formally inspect requirement documents.• Write conceptual test cases against

requirements.• Model requirements to find knowledge gaps.• Use prototypes to make requirements more

tangible.• Define terms in a glossary.• Avoid ambiguous words:• Minimize, maximize, optimize, rapid, user-

friendly, simple, intuitive, robust, state-of-the-art, improved, efficient, flexible, several, and/or, etc., include, support


Unprioritized Requirements• All requirements are critical!• Different stakeholders interpret “high”

priority differently.• After prioritization, 95% are still high.• Developers don’t want to admit they can’t do it

all• It’s not clear which requirements to defer during

the “rapid descoping phase.”• All requirements in the same budget


Unprioritized Requirements • Align functional requirements with business

requirements.• Align functional requirements with high-priority

use cases.• frequency of use• favored user classes• core business processes• demanded for regulatory compliance

• Define priority categories unambiguously.• Allocate requirements or features to releases.• Analytically prioritize discretionary requirements• Involve those approve the budgets


Analysis Paralysis• Requirements development seems to go on

forever.• New versions of the SRS are continually

released.• Requirements are never baselined.• Design and coding can’t start until the SRS is

perfect• Third party interface is not clear


Analysis Paralysis • Remember: Product is software, not an SRS• Select an appropriate development life cycle.• Staged release or evolutionary prototyping• Decide when requirements are good enough.• Acceptable risk of proceeding with construction• Reviewed by analyst, developers, testers, &

customers, conduct knowledge transfer & sign-off sessions

• Model just the complex or uncertain parts of the system

• Seek complete details of interface design


Scope Creep• New requirements are continually added.• Schedule doesn’t change• No more resources provided• Product scope is never clearly defined.• Requirement changes sneak in through the

back door.• Proposed requirements come, and go, and

come back.• Scope issues are debated during SRS reviews.• Sign-off is just a game.


Scope Creep• Determine root causes of the scope creep• Document the product’s vision and scope• Define system boundaries and interfaces.• Follow the change control process for all

changes.• Improve requirements elicitation methods• Involve seniors from client IT and users division

& share the data periodically• Make a big bang sign-off event• Follow a meaningful baselining process• Renegotiate commitments when requirements

change, particularly schedule and budget


Inadequate Change Process• No change process is defined.• Some people bypass the change process.• Implement rejected changes• Work is done on proposed changes before

they’re approved• New functionality becomes evident during

testing• Unclear change request status• Changes aren’t communicated to all those

affected• It’s not clear who makes change decisions• Money is denied for the change request


Inadequate Change Process • Define a practical change control process• Set up a Change Control Board• Diverse group including participation of client• Makes binding change decisions• Clear sign-off for each change request• Use a tool to collect, track, and communicate

changes• Problem or issue tracking tools work well• A tool is not a process!• Establish and enforce change control policies.• Compare priorities against remaining

requirements.


Inadequate Version Control• Accepted changes aren’t incorporated into SRS• You can’t distinguish different SRS versions.• Different versions have the same date • Identical documents have different dates• People work from different SRS versions.• Implement canceled features• Test against the wrong requirements• Change history and earlier document versions

are lost• Configuration server breakdown


Inadequate Version Control • Assign a member as a owner for version control• Implement right configuration tool from start• Adopt a versioning scheme for all project assets• Merge changes into the requirement document• Record history of every requirement change• Restrict read/write access as appropriate• Make current versions available read-only to all

including client except the authors• Communicate revisions to all who are affected• Set build release process (latest compiled code)• Always test on latest build• Always take backup at end of day


Success Tips

Right Project Management

Right Team

Right Processes

Project Success(Quality & Timely

delivery)

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Reviews• Every deliverable must be reviewed by senior• Sharing experience & education from senior

management till project managers levels• Define Goal, Objectives, Mission for each group• Vibrant & visible enablers

PMO

QMG

TMG

SEPG

RMG• QMG – Quality Management Group• TMG – Technology Management Group• RMG – Resource Management Group• SEPG – Software Engineering Process• PMO – Project Management Office


• Have you planned entire project?• Do you have appropriate duration?• Would you have enough appropriate resources?• Do we track our assignments? & follow up till

timely closure? • Are tasks completed as scheduled?• What is tracking methodology?• Do you have daily stand up update meetings?• Are assignments piling up? Why?• “First time right” Is it happening?• Single window system – task given & collected?

Or huge overloading?

Ask for


• Anyone getting overloaded? Is this acceptable? • Multi tasking? Need of a day? Is it sustainable?

Do you have choice not to assign multi-tasking?• Tracking & Closing threads? And tasks?• When do we decide to close a day?• Do we update the status before leaving?• Are risks being mitigated?• Are you maintaining measurement matrices?• Are we achieving Key result Area (KRA)?• Ownership? Does each of team member own?• Is quality being achieved?• Are we heading towards tough situation?

Ask for


Vision

Know

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e / T

ech.

Man

agem

ent

Right Facilities

Right Skills / Motivation

Ri

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(Pla

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Right Processes

Righ

t

Com

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ion

Trust and Comfort Feel

Qual

ity o

f Res

pons

eValue for Money

Tech./ Domain Skills / Experience

Spee

d of

Res

pons

e

Human Resource Management

Faci

lity

/ Inf

rast

ruct

ure

Right Skills / Motivation Finance Management

EXECUTION

MARKETING

ORGANISATION

Minimum Defects Timely Delivery Minimum TCC


References• Experience of author having worked at Vertex, now NTTData• Wiegers, Karl E. Creating a Software Engineering Culture

Gause, Donald C., and Gerald M. Weinberg. Exploring Requirements: Quality Before Design. NY: Dorset House Publishing, 1989.

• Gottesdiener, Ellen. Requirements by Collaboration: Workshops for Defining Needs. Boston: Addison-Wesley, 2002.

• IEEE Std. 830-1998, "Recommended Practice for Software Requirements Specifications." Los Alamitos, Ca.: IEEE Computer Society Press, 1998.

• Leffingwell, Dean, and Don Widrig. Managing Software Requirements. Reading, Mass.: Addison Wesley Longman,2000

• Robertson, Suzanne, and James Robertson. Mastering the Requirements Process. Harlow, England: Addison-Wesley, 1999

• Sommerville, Ian, and Pete Sawyer. Requirements Engineering: A Good Practice Guide. New York: John Wiley & Sons, 1997.


For More Information• Wiegers, Karl E. Software Requirements. Redmond,

Wash.: Microsoft Press, 1999.• Search Group, Incorporated• www.search.org• National Center for State Courts• www.ncsc.dni.us• Project Management Institute• www.pmi.org• International Standards Organization• www.iso.org• Software Engineering Institute• www.sei.cmu.edu• Center for Technology in Government• www.ctg.albany.edu

http://www.search.org/

http://www.ncsc.dni.us/

http://www.pmi.org/

http://www.iso.org/

http://www.sei.cmu.edu/

http://www.ctg.albany.edu/


Project Management Resources• Project Management Institute – home of the Project

Management Body of Knowledge (PMBOK)• http://www.pmi.org/Pages/default.aspx• NYS Project Management Guidebook Release 2

http://www.oft.state.ny.us/pmmp/guidebook2/index.htm• FNS Handbook 901, Chapter 5

http://www.fns.usda.gov/apd/Handbook_901/V_1-2/Chapter_5.pdf

• ESI Horizons www.esi-horizons.com• Project Management Institute. www.pmi.org • On Becoming a Technical Leader. by Gerald Weinberg• On Becoming a Leader. by Warren Bennis• Getting Past No. by William Ury• Decision Traps. by Edward Russo

http://www.pmi.org/Pages/default.aspx

http://www.oft.state.ny.us/pmmp/guidebook2/index.htm


Thank You

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