Effective Project Management-Final

8/6/2019 Effective Project Management-Final

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Effective Project Management

by

Dr. Kanhaiya JethaniTata Consultancy Services

ISPMC 200321 May 2003


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Agenda

Need for Effective Project Management

Project Success Criteria

Critical Factors for Effective Project Management

Barriers

Case Study

Learning Organization

Conclusions


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Need for Effective ProjectManagement


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$250 billion/year spent on software projects

31% of projects cancelled before completion

$81 billion spent on cancelled projects

53% of projects had cost overruns of89%

84% of projects missed schedule and budget targets

The Chaos Report - the Standish group report on software application

development projects in US, 1995

Scenario in US software industry


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Effort & Budget

Overrun

Poor Quality

Unimplemented

Functionality

Cancelled

Projects

So is Software Development a Mission Impossible?

Why is it so prone to failure?

Problems in Software Projects


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Why projects fail ...

Lack of project management

Improper Estimation

Inadequate planning and tracking discipline

Lack of user involvement

Trying to chase unrealistic targets

Volatility of requirements

Ambiguous

Changes to original set

Lack of training


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Project Management

Application of knowledge, skills, tools and

techniques to project activities to meet project

requirements (PMBOK)

Basic project management processes: Planning

Executing

Controlling


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Effective Project Management

Software Project Planning (SW-CMMSM) - establish

reasonable plans

Without reasonable plans, effective project

management cannot be implemented (SW-CMMSM)

Processes critical for effective project management

Metrics critical for objective project management


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Fit for use

Within budget

Within scheduleDesired Quality


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Constraints of Project Management

Scope

Schedule Cost

Quality

Risks


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Process Focus

Quality of product depends on quality of processes

followed to produce the product

Project success depends on implementation and

effectiveness of project management processes

In the absence of effective processes, projectsuccess depends on individual heroics (person

dependence)


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Process Focus

Project Management

Processes defined in PMBOK

Basic Project Management

Processes are the focus of

SW-CMMSM Level 2 KPAs


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Critical Factors for Effective Project

Management

Setting Customer Expectations

Requirements Management

Planning & Controlling

Change Management

Configuration Management

Risk ManagementRework Reduction


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Setting Customer Expectations

Marketing: Promise the moon

Project: Deliver the moon?

Problem: Expectations

mismatch

Resolution: Deliver the image

of the moon

Involve the customer/end user

from planning stage


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Requirements Management

Prevent scope creep

Prevent gold plating


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Planning

Plan: Theory/ hypothesis

Improve probability of success: Plan based on estimate / WBS

Use optimistic, pessimistic, most likely

estimates

Use historical data/ expert opinion for

estimation Replan when significant changes occur


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Project Planning

Customer

demands,

Deadlines

Constraints of

Cost, resources,

Organizational

Requirements

Involves ensuring balance between the two


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Controlling

Proactive Tracking

Tracking without metrics

90% completion syndrome

Metrics

Provide visibility

Pulse of the project

Project dashboard - health overview

Stakeholder involvement -

customer, sponsor, project team Corrective actions

Thresholds for taking corrective actions


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Metrics

Why Metrics

bring objectivity in decision

making

provide status visibility

help to set realistic expectations

focus peoples activities

help in competitive comparisons

and benchmarking

In God we trust, all others bring data.

- W. Edward Deming


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Change Management

Changes in

Scope

Cost

Schedule

Reserves (contingency/

buffer) for cost & schedule


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Configuration Management

Ensure all requirements are

satisfied

Maintain consistency betweenwork products

Ensure all changes are fully

implemented

Baselines are controlled

Ensure the sum of allcomponents is the desired

product


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Risk Management

Project Management by Risk

Management

Involve all stakeholders

(customer, sponsor, project

team)

Quantitative risk management

Track top 10 (5) risks

Re-prioritize risks (continuous

risk management)


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Rework Reduction

Do it right the first time -

training/ induction

Early defect detection -review/ inspection

Stop recurring problems -

causal analysis/ preventive

measures


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Barriers


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Barriers

Mindset - Project management is

not for techies

No time for project management

Lack of experience or data to

support estimation

Too busy in fire-fighting

Unrealistic demands


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Case Study


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Case Study (1 of 5)

Before project management

processes:

A large project nearing acceptance

testing phase (4 years after project

start-up)

The project team vanishes

New team takes over

Project review by new team Only about 25 % of scope satisfied


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Causal Analysis

Project management practiced as a black art

The requirements flow in and the product flows out 90 % completion syndrome

In Out

Case Study (2 of 5)


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Actions taken by new team:

Negotiation with customer for revised schedule

Close interaction with customer

Planning & Controlling

Requirements management

Change management

Configuration management

Peer reviews Independent testing

Case Study (3 of 5)


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Benefits of Process Changes

Project management system in place

Milestone visibility

In Out

Case Study (4 of 5)


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After process changes:

Project completed in 20 months

after new team took over

Acceptance testing by the

customer

Case Study (5 of 5)


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Use processes to implement project management

Use automation to facilitate project management

Facilitate reuse through data repository Use historical data for estimation and planning

Reuse lessons learnt in past projects

Confidence in planning process

Repeat the success of past projects

Improve processes and project performance


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Conclusions


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Conclusions

Effective project management processes critical

for project success

Metrics provide visibility and objectivity

Reuse of organization learning provides

confidence

Effective Project Management-Final

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