IS 556 Project Management

IS 556 Fall 2003 1

IS 556 Project Management

David A. [email protected]

David Lash

2David LashCS 556 - Fall

What We Will Cover Today

Course Background and LogisticsWhat is Project Management? Software Project Management IssuesStarting A Project Team


What This Course Will Cover

How to handle large and small projects successfully

Industry best practicesIssues that can make a project succeed

or failCorporate cultureRole of the user


More Of What We Will Cover

Resistance to Technological changeExternal factors, including vendor relationsProposals and contractsTools and techniques for project estimating

and schedulingProject assessmentProject approaches or models

More ????


MaterialsOn Time, Within Budget, 3rd Ed, E. M. Bennatan,

John Wiley Software Project Survival Guide, Steve

McConnell, Microsoft Press

Recommended The Fast Forward MBA in Project Management: Quick

Tips, Speedy Solutions, and Cutting-Edge Ideas. Eric Verzuh (Author). John Wiley & Sons; 1st edition

Course Web Page - Announcements and can find materials (condor.depaul.edu/~dlash)


Case Studies

Creating a Web Site for Medisys, Ivey 98E011. Xerox Sales Activity Management, Ivey 99E015. HCL America, HBS 9-396-030. Concordia Casting Company, HBS 9-192-151. Timberjack Parts: Software Selection, HBS 9-398-085. Vandelay Industries, HBS 9-697-037. Bank of Ireland, HBS 9-399-012. BellSouth Enterprises, 9-193-150. Ford Motor Company, 9-198-006


About the Class

Lecture and discussion formatDiscussions revolve around case

analysisGrading is based upon:

Case Study Project - 35% Case Case Presentation/write-up (10%)

and individual case write ups (20%) - 30%

Final Exam - 35%


About Business Cases

A case is . . . a point in time snapshot of a business or IT related

issue, problem or situation. Cases are meant to . . .

stimulate critical thinking and problem solving skills.

Generally speaking, cases consist of 10-20 pages of text and exhibits.

Cases are generally based upon reality, within certain privacy parameters.

Generally speaking, there is not an established ‘right’ or ‘wrong’ answer for any given case, however minimum expectations exist.


Tips About Cases

Not every detail or exhibit contained in a case may be relevant.

Think big picture - The problems or issues w/i a case may not relate directly to a specific class session.much more likely to relate to the class/subject

matter as a whole.

Every case generally includes an array of business, technical and project management related issues.


Case Write-Ups Students will work in groups of 2-3 and complete:

Case write-ups:• must review the weekly case and prepare a “write-up” based upon the case. (1-2

pages typed). (Due before class.)Case Presentation:

• Each non-distance group must “present” 1 case to class and lead discussion.• Each distance group must select a case to “specialize” in. Write up for that case

would be 4-6 pages.

One or two case readings are assigned for every regular class meeting.

Think and write like a business person, not a student completing a homework assignment!

Write in the third person, as a “trusted advisor” to the main actor or character in a case.


Case Write-Ups

As a general rule each case will contain business, technical and project management related issues.

For instance, consider that:Any software development (or software package

selection and implementation) project poses specific risks to business objectives.

Technical challenges pose specific risks to project objectives and to business objectives.

Resource capabilities (such as staff availability, expertise and productivity) pose specific risks to project objectives.


Case HW Write-Ups

The analysis of each case should specifically focus on identifying the challenges faced by the persons and/or organization contained within the context of this course – the project management dimensions are of primary interest. But do not forget that:

Every software related project is first and foremost a business related project.

Every software related project is also a technical or engineered solution to a business problem.


Case Write-Ups One possible approach or strategy for analyzing

business cases is to a make a “three pass” review:Quickly read or skim the case – to familiarize yourself

with the case and to perhaps also identify any immediately obvious issues at this point in your analysis and understanding.

Then read the case again, this time searching for and noting specific issues or problems – look for the “red flags”.

Now look at the case again and consider what was not said or discussed in the case that perhaps should/could/would improve upon the chain of events unfolding in the case.


Case Presentations Each group will lead class in discussion in one

case.Presentation should present:

• Basic facts of the case • Technical/business/Project management

challenges faced• Lead discussion on next

steps/recommendations Case to present and date will be

randomly assigned to each group.


About the Class Project

Class projects represent a challenging way to learn about a particular subject on an in-depth basis.

Student groups are expected to apply their research work in the form of recommendations to solving the issues related to a particularly significant issue or problem and in making substantive recommendations. Think of the classroom audience as an executive

steering committee and the instructor as the executive sponsor of your project.


Class Project Deliverables Project Write-Up

Consists of 15-25 typed pagesAn expanded version of a case write-up

Project Management Documentation (i.e. C/B analysis, Charter, Schedules, Budgets, Org

Chart, Resource Plan, WBS Chart, Status Reports, Issues Log)

PowerPoint PresentationThis is an “executive level overview” of the project

write-upPresentations are limited to 30 minutes per team. At

30 minutes, your time will STOP and will be graded upon what was presented.


Class Project Presentations

Each project team will make a presentation of their research findings to the rest of the class. The last 2 class meetings of the quarter is

devoted to student project presentations. Each project team will consist of both

classroom based and “virtual” team members. The virtual team members are the Distance Learning (DL) students enrolled in this class.


Class Project Topics

These topics selected must be germane to project management or to software development (possibly IT), in general.

Class project teams must be formed by our next class meeting. Your group must submit your group via:

http://condor.depaul.edu/~dlash/extra/IS556/groups.html


Project Topic Approval

Regardless of what topic is selected, students must obtain instructor approval of the topic selected.

Specific topics will be awarded to project teams on a first requested, first approved basis.

An e-mail topic approval request will suffice.

Submit topic request by fourth class meeting.

Presentations on the last 2 nights of class of the quarter.


DL/COL Students

Requirements for both Physical and Virtual (DL) students are identical in this class.

DL Students must collaborate with physical or classroom-based students to assume a role in and accomplish tasks related to the project.

All students must participate in the group project presentation, if a student cannot be present for the last class meeting, their portion of the presentation must be delivered as a voice over in the PowerPoint.


All Students

All assigned case write-ups for this class are to be submitted electronically for review and grading purposes in the COL/DL web site.

Case write-ups are due on the day class meets.

Late work is subject to a loss of up to 50% of its’ assigned point value.


Questions/Feedback

Problems, Questions or Issues: E-Mail is the best and quickest way to

reach me. I will create an FAQ page for the class

as/if questions arise. I will add to this page any questions and any answers that are germane to the class at large.


Week 1 - What we will learn

What are projects, project management and project managers.

What is so special about software projectsStarting with he project team


What is Project Management?

• The application of knowledge, skills, tools & techniques to

project activities in order to meet or exceed stakeholder needs and exceptions for a project.(Cleland, PM - Strategic Design & Implementation, 1999.)

• The planning, organizing, directing and controlling of company resources for a relatively short-term objective that has been established to complete specific goals. (Kerzner - PM A systems Approach To Planning, Scheduling & Controlling - 2001.)

•“… the art of directing & coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, costs, time quality and participant satisfaction.” (PMI BOK, 1996)


What Is A Project?

• Any undertaking that has a definite, final objectives representing specified values to be used in the satisfaction of some need or desire. (Ralph Currier Davis)

• … simply a cluster of activities that is relatively separate and clear cut. Building a plant, designing a new package, soliciting gifts p $500,000 for a men's dormitory are examples. (Newman - The Process of Management: Strategy, Action, Results, 6th Edition. - Prentice Hall, 1987.)

•A project is a sequence of tasks with a beginning and end that are bounded by time, resources and desired results. Baker and Baker. The Complete Idiot’s Guide to Project Management., Alpha Books - 1998.)


What Is A Project?

• Focused Resources - organize resources to create some product or service that is unique in some way.

•Focused Activities - Usually has definite start & end times, some specific mission or objective and is usually time and cost bound.

•Focused Objectives - The activities or steps usually have specific objectives completed within a set of specifications.

CharacteristicsGoal directedCollaborativePlannedFinite


Different Types of Project

• Developing a New Release of Software

•Running a political campaign

•Building a bridge

•Development of Italian High-speed train

•A military campaign.

•Re-engineering a business process.

•Executing a surgical procedure


Which projects for your organization?

•What technical performance capability is needed?

•What time is required?

•What will the project cost?Operational Fit

Strategic Fit

Cos t

TIme

•Will the project results fit into the organizational strategies?

Project

TechnicalPerformance


What is A Project Manager? Kerzner - Project Management a Systematic Approach

“… responsible for coordinating and integrating activities across multiple, functional lines.”

Needs to have Strong communication skills familiar with operations of each line organization management as well as technical skills

“PM may have increasing responsibility, but very little authority. … can force them to “negotiate” with upper-management as well as functional management for control of company resources.”


More On PM Role …Thomas A. Stewart, The Corporate Jungle Spawns a New Species: The Project Manager”, Fortune, July, 10, 1995, pp 179-180.

Project managers are a class of managers that fill niche that used to be filled by mid-level management

Thomas A. Stewart, The Corporate Jungle Spawns a New Species: The Project Manager”, Fortune, July, 10, 1995, pp 179-180.

The role tends to include: dedicated to delivering project on time within cost and

performance specification Interfaces with people doing actual work (e.g.,

technologists, construction worker, tactical units, etc) Setting priorities for project team members without

direct line-of-management control Reporting status to management


More On PM Role …

Project Management is industry independent project managers are not: The techniques and tools of project management are

used in many industries project managers must

know how to operate in the select business and environmentunderstand the tasks being accomplishedgain respect of project membersmust understand the project management, business

management and technical aspects of project being managed


SIGs within The PMIAerospace & Defense

Manufacturing

Automation Systems

Marketing & Sales

Automotive

Metrics

Configuration Management

New Product Development

Consulting

Oil, Gas & Petrochemical

Design-Procurement-Construction

Pharmaceutical

Dispute Management

Quality in PM

Diversity

Real Estate Development

E-Business

Retail

Education & Training Risk Management Environmental Management Service & Outsourcing Financial Services Students of PM Global Communications Technologies Troubled Projects Government Utility Industry Hospitality Management Web Information Systems Women in Project Management International Development


Software Project Manager Role ...

Ensure software is developed On time On budget Meet requirements

Project Manager Often does not have direct reports Often has direct software experience May or may not make time, budget and

requirement commitments.


Role of Software Project Manager

Leadership and GuidanceTechnical leadership PlanningCustomer RelationsClient managementSenior management liaison


Possible PM Skill Mix

Technical

Business

Project Management

For Example an 8 Person R&D Project


Another Possible PM Skill Mix

Technical

Business

Project Management

For example, 70 person Software Development.


Project Management Functions

Project Definition, Project Planning, Project Control . . .

Project Definition - What is being done with who What is the Project’s Objectives

purpose, goals and constraints

What are The Basic Project Management Controls Who is involved and what are their roles. What is the “chain of command”.



Project Planning - Details of how to meet the goals What Risks Need to Be Managed What is the Schedule How long will this all take?



Project Control - How to keep project moving towards its goals. Progress Management Communication Corrective Action



•Sponsor•Stakeholders•Project Rules•Objectives

Definition

•SOW•Responsibility Matrix•Communication Plan•Charter

•Risk Management•Detailed Planning•Scheduling

Planning

•Measure Progress•Communication•Corrective Action•Project Closure

Control

•Risk Plan•Schedule•Budget •Resource Plan

Corrective Action


What we will learn


What is so special about software projectsStarting with the project team


Hi-Technology Projects

0

10

20

30

40

50

60

70

80

1970s 2000s

SWHW

% of project

Hi-tech projects are much more software-based Track record for industry is not good.


Project Costs

1995 US spending on IT projects $250B 175,000 projects

$50B on cost overruns$81B on cancelled projectsBut look at a success…


Example of a problem

p 11 NCI Phone Co.What is wrong here from a project

management viewpoint?Other examples?


Some Software Problems Issues Requirements

Incomplete Inflexible

Employment issues Retaining people People conflicts Resource contention

Customer issues Changing requirements too demanding Not available


Software Project Issues Continued

Estimate issues Cost estimates - hardware, software,

resources Time estimates - External/internal deliverables

Development Process Issues Poor testing Bad or no documentation Lack of change management Inflexible or poor software design Difficult software integration


Release issues Missing features Unnecessary features Misinterpretation of feature operation Missing necessary features

Software Project Issues Continued


More Software Problems

Inability to close projects Feature / contract disputes Last minute changes Testing failure Staff drift Lack of rollout planning


Bill of Rights pp.7-8

Customer Bill of Rights VS Project Team’s Customer

To set project objects (and have them followed)To know project length and cost To make reasonable requirement changes and

know costsTo clearly know project statusTo hear on-going risk assessment affecting cost,

schedule and quality. To have access to project deliverables

Customer/project team often conflict and not respect eachothers rights.


Bill of Rights pp.7-8Project Team Bill of Rights

To know project deliverables and to clarify prioritiesT o know what project to build and a clear product

definition To have access to customer, manager, marketer or

others making decisions about functionalityTo work project phases in a technically responsible way

(in particular, not start coding too soon.)To approve effort and schedule estimates (to provide

cost/schedule estimates, and revise when requirements change.)

To have status accurately reported. To be free from frequent interruptions and distractions.


What We Will Cover Today

Course Background and LogisticsWhat is Project Management? Software Project Management IssuesStarting A Project Team


Kinds of Stakeholders • Five key areas to think about:

•Project Manager - •Project Team•Functional Management•Sponsor•Customer

•How are all these stakeholders involved and how satisfy them all?


Ident Your Stakeholders? • Project Stakeholders - Anyone having a stake in the success of the project

•Customers, engineers, vendors, technicians, management•Sometimes they are easy to identify. Other times need to ask

•Who are the customers?•Who will make a contribution? •Who has a stake in the project?

•A Primary task when starting a project•Who are the project stakeholders? •What political/technical/organization issues do they bring?•Do they all agree on the goals of the project?•Do they agree that there is a project?


StakeHolder: Project Manager •Need to assess your own role.

•What is the extent of you authority•How clear is your role? •How clear are other responsibilities with relationship to this one? •Who controls your priorities?

•Project manager leads project even when working with people with more formal authority.


StakeHolder: Project Team •Who will do the tasks of project?

•How clear are roles?•How solid is their commitment?•How will inform major & minor players? (can be large numbers?)•Will need to identify tasks, dependencies & roles.•May be people wanting to be on team that’s not proper.

•PM may need to recruit the team


Stakeholder:Sponsor •The person with formal authority who is ultimately responsible for the project.

•Typically has authority to stop the project•May be a senior executive or junior manager

•Their support is key since•They empower the PM to manage the project•The sponsor’s authority can greatly help the PM in projects that cross function lines.


Sponsor Duties •A Champion for the Project!•Issue the Project Charter

•Assist in building the responsibility matrix•Review and Approve the SOW•Review Project Status •Advise the PM •Help Management The Projects Priority VS other projects•Advises Project manager and helps overcome organization obstacles

•From a fortune 500 study . . . Having a known and active sponsor was the number 1 reason for success (Example, SPOC project)


Stakeholder: Functional Management

•More likely to have area responsibility instead of 1 project.

•E.g., engineering, testing, internal auditing•Their support a critical success factor for:

•Assembly of team•Helping with political resources•Timely decision making - may have decision power for portions of the project that effect project

•E.g., DB rollout requirements required cooper of people at diverse sites


Stakeholder: The Customer •Typically the persons or group paying for the project. •Get final say on the requirements for project•Must differentiate between vital few and significant many•Who will make final decisions?

•There may be only 1 or 2 easily identified customers(e.g., a contract job)• There may be 1000s of contractors (e.g., car manufacture, consumer software). May need customer reps.


Stakeholder Management •Project manager must carefully look at stakeholders

•identify the proper stakeholders•understand the nature of stakeholder interest•evaluate the impact of stakeholder behavior on the project

•What do you need them to do? •How will ensure they will do it?


Stakeholder Management - II •Politics and stakeholder concerns definitely effect projects:

• “communicate” project so all stakeholders understand rationale•appropriately identify sponsors and assure they fully endorse the project• “sell” project to stakeholders (particularly non-believers)

•Concentrate on benefits and sponsorship backing.


IdentifyStakeholders

Gather infoon Stakeholders

IdentifyStakeholder

Mission

DeterminestakeholderStrength &Weakness

PredictStakeholderBehaviour

IdentifyStakeholder

Strategy

ImplmentStakeholderManagement

Strategy

Project Stakeholder Management Process

What needs to be known?Who will obtain it?

How prevent "leaking" ofinformation

What is nature of mission orstake?

Adverse or supportive toproject?

What is their availability to project?Political alliances?Public Support?

Dedicatiion?

What strategy will stakeholder employto acheive their mission?

What will stakeholder do?What is the impact of this behavior?

What remedies will you employ?How will you manage statkeholder(s)?Does team fully understand potential

impact?

From Project Management: Strategic Design And Implementation. ThirdEdition. D. Cleland. 1999. Pp 164-177.


Example Stakeholder Management •Example - multi-organizational project to develop a “single point of contact” for people moves -

•“real-estate starts move (space management)• porters physically move, •networking and desktop team set up PC•Phone team adjusts number

•Desktop/networking department head wants single-seamless process for moves. •Real-estate DH supports but does not have “time” for project reviews but provides a engineer.


Some Final Stakeholder Thoughts

PM Sometimes Can Control Who Becomes a stakeholder Question different roles if it is appropriate

Manage Upward - Need to lead your stakeholders (including sponsor - what do you need out of the sponsor?)

Consider Assembly Of “Project Board Of Directors” Review status Help With Key Decisions Key Communication

E.g., Program management For Consultant Deployment. Board of director meeting each month.

• Review costs, schedule, decisions and $.


How can we fix the problems?

Iterative approachContinuous changeFlexibilityClient/user buy-inRealistic planningAdherence to some basic principles


Summary


What is so special about software projectsStarting with the project team

IS 556 Project Management

Documents

Transcript of IS 556 Project Management