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JJ - Software Project Management, Oct 2010 1
Software Project Management
Session 1: Introduction, Fundamentals, Classic Mistakes
JJ - Software Project Management, Oct 2010 2
Today
• Course basics, administrative items• Introductions• Fundamentals• Classic Mistakes
JJ - Software Project Management, Oct 2010 3
Denver International AirportBozman [1994]; Zetlin [1996]; Montealegre & Keil [2000]
• Designed as largest US airport
• Cost– Estimate $1.7 billion (to be done Oct 1993)– Pre-construction budget $2.08 billion– Aug 1994 spent $3.2 billion– Final 16 months late, $2 billion over budget
JJ - Software Project Management, Oct 2010 4
Denver International AP
• Functionality– Malfunctioning computerized baggage system
• Cost $193 million
• 55 networked computers, 56 barcode scanners
• Sometimes bags on wrong flights
• Major effort– Many problems
– Functioning airport
– Typical project
JJ - Software Project Management, Oct 2010 5
Top Ten Most in Demand IT Skills
Rank IT Skill/Job Average Annual Salary 1 SQL Database Analyst $80,664 2 Oracle Database Analyst $87,144 3 C/C++ Programmer $95,829 4 Visual Basic Programmer $76,903 5 E-commerce/Java Developer $89,163 6 Windows NT/2000 Expert $80,639 7 Windows/Java Developert $93,785 8 Security Architect $86,881 9 Project Manager $95,719
10 Network Engineer $82,906 Paul Ziv, “The Top 10 IT Skills in Demand,” Global Knowledge Webcast (www.globalknowledge.com) (11/20/2002).
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Top Information Technology Skills
60% 58%
42% 41%
0%
10%
20%
30%
40%
50%
60%
70%
Applicationdevelopment
Project management Databasemanagement
Networking
Cosgrove, Lorraine. “January 2004 IT Staffing Update,” CIO Research Reports, (February 3, 2004).
Information Technology (IT) Skill
Percentage ofRespondents
JJ - Software Project Management, Oct 2010 7
Job Fundamentals
• Skills required
• PM Positions and roles
• The process
JJ - Software Project Management, Oct 2010 8
Project Management Skills
• Leadership
• Communications
• Problem Solving
• Negotiating
• Influencing the Organization
• Mentoring
• Process and technical expertise
JJ - Software Project Management, Oct 2010 9
The Role of the Project Manager
• Job descriptions vary, but most include responsibilities like planning, scheduling, coordinating, and working with people to achieve project goals
• Remember that 97% of successful projects were led by experienced project managers, who can often help influence success factors
JJ - Software Project Management, Oct 2010 10
• Define scope of project
• Identify stakeholders, decision-makers, and escalation procedures
• Develop detailed task list (work breakdown structures)
• Estimate time requirements
• Develop initial project management flow chart
• Identify required resources and budget
• Evaluate project requirements• Identify and evaluate risks
Prepare contingency plan• Identify interdependencies• Identify and track critical
milestones• Participate in project phase
review• Secure needed resources• Manage the change control
process• Report project status
15 Project Management Job Functions*
*Northwest Center for Emerging Technologies, "Building a Foundation for Tomorrow: Skills Standards for Information Technology,"Belleview, WA, (1999).
JJ - Software Project Management, Oct 2010 11
Suggested Skills for Project Managers
• Project managers need a wide variety of skills
• They should:
– be comfortable with change
– understand the organizations they work in and with
– be able to lead teams to accomplish project goals
JJ - Software Project Management, Oct 2010 12
Suggested Skills for Project Managers
• Project managers need both “hard” and “soft” skills
– Hard skills include product knowledge and knowing how to use various project management tools and techniques
– Soft skills include being able to work with various types of people
JJ - Software Project Management, Oct 2010 13
Suggested Skills for Project Managers
• Communication skills: listening, persuading• Organizational skills: planning, goal-setting,
analyzing• Team Building skills: empathy, motivation, esprit de
corps• Leadership skills: sets example, energetic, vision
(big picture), delegates, positive• Coping skills: flexibility, creativity, patience,
persistence• Technological skills: experience, project knowledge
JJ - Software Project Management, Oct 2010 14
Media Snapshot – Good Project Management Skills from the Apprentice
• Leadership and professionalism are crucial
• Know what your sponsor expects from the project, and learning from your mistakes
• Trust your team and delegate decisions
• Know the business
• Stand up for yourself
• Be a team player• Don’t be overly
emotional and stay organized
• Work on projects and for people you believe in
• Think outside the box• There is some luck
involved in project management, and you should always aim high
JJ - Software Project Management, Oct 2010 15
Most Significant Characteristics of Effective and Ineffective Project Managers
• Leadership by example• Visionary• Technically competent• Decisive• Good communicator• Good motivator• Stands up to upper
management when necessary
• Supports team members
• Encourages new ideas
• Sets bad example• Not self-assured• Lacks technical expertise• Poor communicator
• Poor motivator
Effective Project Managers Ineffective Project Managers
JJ - Software Project Management, Oct 2010 16
Functional vs. Project Manager
Functional manager Project manager
Clear authority; quasi-permanent; can direct
Low authority; temporary; must convince
Established organization Developing organization
Long-term relationships Short-term relationships
Small set of skills managed Diverse set of skills managed
JJ - Software Project Management, Oct 2010 17
IS Project Characteristics & ConflictBarki & Hartwick [2001]
Individual Team Project Organization
Personality Size Time pressure
Culture
Background Heterogeneity Resources Form
Role & status Leadership Success
Individual goals
Participation Top support
History
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Individual Characteristics
• Personality– Technical people tend to dominate IS projects– Users need to participate as well
• Background– Different education, experience
• Organizational Role & Status– Hierarchical power won’t match expertise
• Individual Needs & Goals
JJ - Software Project Management, Oct 2010 19
Dimensions of Individual Difference
• Life Stages
• Temperament/Personality
• Behavioral Styles
• Motivational Pattern
• Styles of Learning
• Styles of Decision Making
JJ - Software Project Management, Oct 2010 20
Life StageYOUNG• Forward looking• Up• Idealistic• Quantity• Increasing• Nil ===> plenty
• Increasing• High == Low
• OLD• Backward• Down• Realistic• Quality• Diminishing• Planty Nil
• Decreasing• == High
Orientation
Energy
Values
Goal
Opportunity
Authority
Financial depen
JJ - Software Project Management, Oct 2010 21
Personality
Choleric Sanguine
Melancholy Phlegmatic
JJ - Software Project Management, Oct 2010 22
Personality
Strong willed, confi..
Leader, Activist
Decisive, Impatient
Inflexible, Bossy
Active, Outgoing
Sociable, Talkative,
Restless, Egoistic,
Naïve, get angry easy
Idealistic, Analytical
Creative, Serious,
Unsociable, Moody
Self-centre
Quite, Calm, Cool
Easy going, Relax
Patient, Spectator
Indecisive, Selfish
JJ - Software Project Management, Oct 2010 23
Personality
Driving Style Expressive Style
Analytical Style Amiable Style
JJ - Software Project Management, Oct 2010 24
Some Motivating Abilities
• An investigative ability
• A Visualizing ability• A Formulating ability• A Planning ability• An Organizing ability• A Developing ability• A Consulting ability
• An Implementing ability
• A Performance ability• A Teaching ability• A Writing ability• An Influencing ability• A Counseling ability
JJ - Software Project Management, Oct 2010 25
Characteristics of IS people
• Highest growth need of any group
• Lowest social need of any group
JJ - Software Project Management, Oct 2010 26
A Characteristic of IS Managers
• Usually promoted because of technical competence
• Strong desire to retain professional expertise
• No formal training in management
JJ - Software Project Management, Oct 2010 27
Team Characteristics
• Team size– Larger tends to have more conflict
• Team heterogeneity– More diverse tends to have more conflict
• Team Leadership
• Participation
• History
JJ - Software Project Management, Oct 2010 28
Project Characteristics
• Time pressure inherent in most IS projects– People react differently
• Resource constraints– Often have to work with what’s available
• Success criteria– Expectations
• Top management support
JJ - Software Project Management, Oct 2010 29
Organizational Characteristics
• Organizational culture
• Form of organization– Many project organizations use Matrix
• Creates high pressure, highly dynamic environment
JJ - Software Project Management, Oct 2010 30
Software Project Management
Management
ProjectManagement
SoftwareProject
Management
JJ - Software Project Management, Oct 2010 31
What is hard about software?
Defineconcept
Implementconcept
“I believe the hard part of building software to be the specification, design and testing of this conceptualconstruct, not the labour of representing it and testing the fidelity of the representation”.Frederick Brooks No silver bullet IEEE Computer 20(4)10-19, April 1987
JJ - Software Project Management, Oct 2010 32
Software engineering is more difficult because of
• Complexity• Conformity• Changeability• Invisibility
It therefore needs specialized management techniques to deal with it
JJ - Software Project Management, Oct 2010 33
Is software development an engineering activity?
• One definition of software engineering:– Creating cost-effective solutions to practical
problems by applying scientific knowledge to building things in the service of mankind - Mary Shaw
– But how scientific is software development really?
JJ - Software Project Management, Oct 2010 34
Software engineering or software management?
“Unfortunately, [software engineering] is now most often used to refer to life-cycle models, routine methodologies, cost estimation techniques, documentation frameworks, configuration-management tools, quality assurance techniques…. ‘software management’ would be a more appropriate term” - Mary Shaw
JJ - Software Project Management, Oct 2010 35
What Is a Project?
• A project is “a temporary endeavor undertaken to create a unique product, service, or result” (PMBOK® Guide 2004, p. 5)
• Operations is work done to sustain the business
• Projects end when their objectives have been reached or the project has been terminated
• Projects can be large or small and take a short or long time to complete
JJ - Software Project Management, Oct 2010 36
What is a project?
• One definition – ‘a specific design or plan’
• Key elements– non-routine– specific objectives– planned – predetermined time span– constrained resources
JJ - Software Project Management, Oct 2010 37
Position of planning
• Feasibility study - decide if project is worth doing
• Plan how you are going do it, then do it
feasibility study
planning
project
Is it worth doing?
How do we do it?
Do it!
JJ - Software Project Management, Oct 2010 38
Contents of a feasibility study report
Introduction: identifies what the document is; Description of current situation Problem description Proposed development
business and financial aspects technical aspects organizational aspects
continued >
JJ - Software Project Management, Oct 2010 39
Contents of feasibility study continued
Estimated costs development costs operational costs
Envisaged benefits Recommendations
JJ - Software Project Management, Oct 2010 40
The Triple Constraint
• Every project is constrained in different ways by its– Scope goals: What work will be done?– Time goals: How long should it take to complete?– Cost goals: What should it cost?
• It is the project manager’s duty to balance these three often competing goals
“Einstein discovers thattime is actually money.” The Far Side, 1985
JJ - Software Project Management, Oct 2010 41
It’s Not a “Three Legged Stool”
Scope Schedule
Cost
Quality
Scope
Cost
Schedule
JJ - Software Project Management, Oct 2010 42
Adages
• Brooks’s LawAdding manpower to a late software project makes it later.
• Throwing money at a project doesn’t solve the problem
• Taking resources away from a project doesn’t always make it easier either
JJ - Software Project Management, Oct 2010 43
3-Way partnership
• A system is built:– For the user– By the technical people– For the benefit of the business
Technical User
Business
All 3 interested party must be considered and protected throughout the project
JJ - Software Project Management, Oct 2010 44
What is management?
Management may involve:
• planning — deciding what is to be done
• organizing — making arrangement
• staffing — selecting the right people
• directing — giving instructions
• monitoring — checking on progress– continued
JJ - Software Project Management, Oct 2010 45
What is management? contd.
• controlling — taking action to remedy hold-ups
• innovating — coming up with new solutions
• representing — liaising with users
JJ - Software Project Management, Oct 2010 46
What Managers do
Strategic Planning Level
Management Control Level
Operational Control Level
Plan
Control
Organize
Direct
Staff
Organize
Staff
Direct
Plan
Control
Direct
Staff
Plan
Control
Organize
JJ - Software Project Management, Oct 2010 47
Why Project Management?
Idea
Reality
JJ - Software Project Management, Oct 2010 48
What is Project Management?
• Project management
– “the application of knowledge, skills, tools and techniques to project activities to meet project requirements” (PMBOK ® Guide 2004, p. 8)
JJ - Software Project Management, Oct 2010 49
PMBOK® (3rd ed.) Process Groups
ClosingProcesses
InitiatingProcesses
Monitoring &Control Processes
PlanningProcesses
ExecutingProcesses
JJ - Software Project Management, Oct 2010 50
Project Management Framework
JJ - Software Project Management, Oct 2010 51
PM Tools: Software
• Low-end– Basic features, tasks management, charting– MS Excel, Milestones Simplicity
• Mid-market– Handle larger projects, multiple projects, analysis tools– MS Project (approx. 50% of market)
• High-end– Very large projects, specialized needs, enterprise– AMS Realtime– Primavera Project Manager
JJ - Software Project Management, Oct 2010 52
Project Management Tools and Techniques
• Project management tools and techniques assist project managers and their teams in various aspects of project management
• Some specific ones include
– Project charter, scope statement, and WBS (scope)
– Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time)
– Cost estimates and earned value management (cost)
– And many more
JJ - Software Project Management, Oct 2010 53
Tools: Gantt Chart
JJ - Software Project Management, Oct 2010 54
Tools: Network Diagram
JJ - Software Project Management, Oct 2010 57
Four Project Dimensions
• People
• Process
• Product
• Technology
JJ - Software Project Management, Oct 2010 58
Trade-off Triangle
• Fast, cheap, good. Choose two.
JJ - Software Project Management, Oct 2010 59
Trade-off Triangle
• Know which of these are fixed & variable for every project
JJ - Software Project Management, Oct 2010 60
People
• “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting”
- Improvements:- Team selection- Team organization– Motivation
JJ - Software Project Management, Oct 2010 61
People 2
• Other success factors– Matching people to tasks– Career development– Balance: individual and team– Clear communication
JJ - Software Project Management, Oct 2010 62
Process
• Is process stifling?
• 2 Types: Management & Technical
• Development fundamentals
• Quality assurance
• Risk management
• Lifecycle planning
• Avoid abuse by neglect
JJ - Software Project Management, Oct 2010 63
Product
• The “tangible” dimension
• Product size management
• Product characteristics and requirements
• Feature creep management
JJ - Software Project Management, Oct 2010 64
Technology
• Often the least important dimension
• Language and tool selection
• Value and cost of reuse
JJ - Software Project Management, Oct 2010 65
Planning
• Determine requirements
• Determine resources
• Select lifecycle model
• Determine product features strategy
JJ - Software Project Management, Oct 2010 66
Tracking
• Cost, effort, schedule
• Planned vs. Actual
• How to handle when things go off plan?
JJ - Software Project Management, Oct 2010 67
Measurements
• To date and projected– Cost– Schedule– Effort– Product features
• Alternatives– Earned value analysis– Defect rates– Productivity (ex: SLOC)– Complexity (ex: function points)
JJ - Software Project Management, Oct 2010 68
36 Classic Mistakes
• Types– People-Related– Process-Related– Product-Related– Technology-Related
JJ - Software Project Management, Oct 2010 69
1990s Study: 13 Reasons for Project Management Failure
1. Too many half-baked ideas
2. Inadequate due diligence
3. Customers wait too long, then dictate unrealistic schedules
4. “Estimate-to-please”
5. Poor sponsorship
6. Lack of business unit involvement
7. Complete disregard for business cycles
8. Too few qualified project managers
9. All-or-nothing scope statement
10.Lack of a well-defined business/IT project management process
11.Misplaced belief in value of project management software
12.Lack of a well-designed “project health” review process
13.Lack of a robust project portfolio management process
JJ - Software Project Management, Oct 2010 70
What the Losers Do…