INFO 627Lecture #101 Requirements Engineering and Management INFO 627 Review Glenn Booker.
INFO 420Chapters 4 and 5 1 SW Project Management Organization and Scope INFO 420 Glenn Booker.
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Transcript of INFO 420Chapters 4 and 5 1 SW Project Management Organization and Scope INFO 420 Glenn Booker.
INFO 420 Chapters 4 and 5 1
SW Project ManagementOrganization and Scope
INFO 420Glenn Booker
Chapters 4 and 5 2INFO 420
The human side of management
Areas involved in people issues includeHR planning – when do we need what kind of
skills?Acquire project team – get them!Develop project team – additional training and
team developmentManage project team – across time zones,
outsourcing, etc.
Chapters 4 and 5 3INFO 420
Organizational structures
There are three main ways to organize peopleFunctionalProject-basedMatrix
None are strictly ‘better’ or ‘worse’ than the others
Chapters 4 and 5 4INFO 420
Functional organization
A functional organization breaks people into groups defined by their areas of technical expertiseNetworking, database, interface designers,
system architects, In a non-techie setting, might have finance,
manufacturing, marketing, sales, HR, etc.
Chapters 4 and 5 5INFO 420
Functional organization
This is good because it can provideMore flexibility in assigning people to projects
as neededMore depth of knowledge in their fieldLess duplication of resources
Chapters 4 and 5 6INFO 420
Functional organization
Disadvantages can includeUnclear authority for a given projectPoor response time to cross layers of
managementPoor integration, since each field is isolated
Chapters 4 and 5 7INFO 420
Project organization
Here everyone reports to a project manager for a specific system
Each project manager collects the people they need for their project requirements
Some fields are very project-oriented, e.g. construction
Chapters 4 and 5 8INFO 420
Project organization
Advantages includeClear authority and responsibility Improved communicationBetter team integration
Chapters 4 and 5 9INFO 420
Project organization
Disadvantages includeProject isolation from other projectMay lead to duplication of effort, reinvent
wheelToo much attachment to the project
(“projectitis”)
Chapters 4 and 5 10INFO 420
Matrix organization
Cross breed them to get the matrix organization
Your ‘home’ base is a functional organization, but you are assigned to projects as they need you
Results in reporting to multiple managers, violating ‘unity of command’
Chapters 4 and 5 11INFO 420
Matrix organization
Several variations on the matrix existBalanced matrix – the PM defines project
tasks, but functional manager determines how they will be done
Functional or project matrix – focuses more on that aspect of the relationship
Chapters 4 and 5 12INFO 420
Matrix organization
Advantages includeHigh level of integration across functional
areas Improved communication Increased project focus
Chapters 4 and 5 13INFO 420
Matrix organization
Disadvantages includeHigh potential for conflict among managersPoor response time if there are resource
conflicts
Chapters 4 and 5 14INFO 420
Which is best?
No unique answer, it depends on the business culture, industry, environment, etc.Consulting firms are often project-basedHeavily interdisciplinary projects tend to like
matrix structuresSome studies show preference for project or
project matrix structures
Chapters 4 and 5 15INFO 420
Other stakeholders
The informal paths of communication (such as?) can override the formal org structureKey stakeholders in a project might have a lot
of influence over the project May have conflicting priorities
What strategy or controls do you establish to handle this?
Chapters 4 and 5 16INFO 420
The Project Team
Project manager needs a good blend of technical, business, and people skills
Team selection and acquisitionAlso needs many of the same skills, but in
different people! Team performance may be influenced by
its structure
Chapters 4 and 5 17INFO 420
The Project Team
Teams may be Work groups – one clear leaderReal teams – more democratic, 2-12 people,
skills mesh, commitment and accountability A lot more theory on team interaction has
been developed in the last decade or so
Chapters 4 and 5 18INFO 420
Project environment
The physical environment is often overlooked in its importance to a projectAdequate space, lighting, meeting areasTechnology (computer, phone, collab. tools)Office supplies (yes, it matters!)
And what kind of culture do you create?Expectations, roles, conflict resolution
Chapters 4 and 5 19INFO 420
Project Scope
The next major activity is to define the scope of what the project will accomplish Is this the same as the product scope?
There are five kinds of activity designed to help define and manage project scope
Chapters 4 and 5 20INFO 420
Scope management processes
Scope planning – how it will be done Scope definition – define it! Create WBS – what tasks are needed to
achieve the project’s scope? Scope verification – make sure we didn’t
miss anything Scope control – how do we manage it?
Chapters 4 and 5 21INFO 420
Scope planning
Failure to define and manage the scope of a project is almost a guarantee of failure
Scope includes basic definitions of what is and isn’t part of the product that will be created, and of the project as a whole
A scope management plan describes how project scope will be defined & managed
Chapters 4 and 5 22INFO 420
Scope planning
The scope boundary defines what will support the project’s MOV, and what will notAgain, link back to the MOV as our focal point
Want a brief statement of the project’s scope, kind of an elevator summary
Chapters 4 and 5 23INFO 420
Scope planning
Need to determine what broad functionality is or isn’t included
The scope ‘statement’ can be several sentences (e.g. p. 137)
Like the MOV, need all major stakeholders to agree on the scope statement!
Chapters 4 and 5 24INFO 420
Scope planning
The scope statement can be accompanied by what isn’t in the scope of the project ‘Out of scope statements’
Both scope and out of scope statements should be very high level
Chapters 4 and 5 25INFO 420
Project scope definition
As we start to define the project in more detail, we need to identify the project and product deliverablesAgain, note the project vs. product distinction
Project-oriented deliverables include the business case, project charter, project plan, and other project life cycle artifacts
Chapters 4 and 5 26INFO 420
Project-oriented deliverables
Most of the project’s plans, prototypes, reports, and training materials fall into the project deliverable category
Summarize them in a deliverable definition table (DDT?) Identify the deliverable, its form or structure,
who approves it, and what process or quality standards and resources are used to create it
Chapters 4 and 5 27INFO 420
Project-oriented deliverables
The deliverables can be mapped to the project life cycle phases, using a deliverable structure chart (DSC)This could help create the WBS in the
next step
Chapters 4 and 5 28INFO 420
Product-oriented scope
The high level product scope is typically captured in a use case or context diagramThe use case diagram is from the Rational
Unified Process (RUP) and UML notationThe context diagram is a context-level data
flow diagram (DFD) You remember these from INFO 200 and
INFO 355, right?
Chapters 4 and 5 29INFO 420
Product-oriented scope
Many techniques can be used to develop the scope, such as Brainstorming InterviewsJAD (Joint Application Development) sessions
Try to capture scope at a consistent level of detail
Chapters 4 and 5 30INFO 420
Project scope verification
This step is to make sure everyone’s in agreement on the project and product scopes
Review with the sponsor and other key stakeholders Is the MOV supported by the scope?Are deliverables complete and appropriate?
Chapters 4 and 5 31INFO 420
Project scope verification
Are suitable quality or process standards being used?
Are milestones defined for each deliverable?Are the sponsor and the development team
both clear on what is expected from them?
Chapters 4 and 5 32INFO 420
Scope change control
Every project will incur changes in scope Therefore it is wise to have a process for
controlling those changes Otherwise, any or all of three problems
can occurScope grope – can’t get a handle on the
scope of the product
Chapters 4 and 5 33INFO 420
Scope change control
Scope creep – gradual but persistent changes in scope, often leading to large budget and schedule problems
Scope leap – huge sudden changes in scope, completely changing the intent of the project
To avoid all of these problems, need a good change control processSee example from the FAA here
Chapters 4 and 5 34INFO 420
Scope change control
A good change control process includesClearly define the proposed changeVerify that the change is understoodAnalyze the change for feasibility, cost, effortApprove the change (or not) Implement and test the changeVerify change works in conjunction with other
changes before production release