projectmanagement(1)

7/28/2019 projectmanagement(1)

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Project Management

Dan Fleck

Ch 24 Project Mgmt Concepts

Ch 27 Project Scheduling

Coming up: Project Management 4 Ps


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Why care about projectmanagement?

10% of projects successful between 1998 and 2004


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Project Management 4 Ps

People the most important element of asuccessful project

Product the software to be built Process the set of framework activities and

software engineering tasks to get the job done

Project all work required to make the product areality

Coming up: Stakeholders are people to


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Stakeholders are people too

Senior managerswho define the business issues that often havesignificant influence on the project.

Project (technical) managers who must plan, motivate, organize,and control the practitioners who do software work.

Practitionerswho deliver the technical skills that are necessary toengineer a product or application; often make poor team leaders

Customerswho specify the requirements for the software to beengineered and other stakeholders who have a peripheral interest

in the outcome. End-userswho interact with the software once it is released for

production use.

Coming up: Your job as a leader

Your job is to organize and bring value from these people


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Your job as a leader

The MOI Model

Motivation. The ability to

encourage (by push or pull)

technical people to produce to their best ability.

Organization. The ability to mold existingprocesses (or invent new ones) that will enable theinitial concept to be translated into a final product.

Ideas or innovation. The ability to encouragepeople to create and feel creative even when theymust work within bounds established for a particularsoftware product or application.

Coming up: Your job as a manager


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Your job as a manager

Make sure these happen

Formal risk management Empirical cost and schedule estimation Metrics-based project management

Tracking amount of work done, costs, work

remaining, etc Defect tracking against quality targets People aware project management

Coming up: Project Manager


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Project Manager

Management is using tools andtechniques

Leadership is inspiring people to do theright thing

Leadership with poor managementpractices can be successful, managementwith poor leadership will fail.

Coming up: Motivating People


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Motivating People

Use monetary rewards cautiously

Use intrinsic rewards

Recognition

Achievement

The work itself

Responsibility Advancement

Chance to learn new skills

Coming up: Understanding the problem


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Understanding the problem

At the beginning you should ask yourself these questions Why is the system being developed?

What will be done?

When will it be accomplished?

Who is responsible?

Where are they organizationally located?

How will the job be done technically and

managerially?

How much of each resource (e.g., people, software,tools, database) will be needed?

Barry BoehmComing up: Define success and failure


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Define success and failure

Dont lie to yourself!

Be confident, trust

yourself for success!

Quantify your project

outcomes to allow

success or failure

A vague or un-measurable outcome is muchless helpful - Dan Fleck

Coming up: Leadership Case Study: 3M


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Leadership Case Study: 3M

Philosophy: As our business grows, it becomes increasingly necessary to delegate

responsibility and to encourage men and women to exercise their initiative.

This requires considerable tolerance. Those men and women to whom wedelegate authority and responsibility, if they are good people, are going to

want to do their jobs in their own way.

"Mistakes will be made. But if a person is essentially right, the mistakes he

or she makes are not as serious in the long run as the mistakes

management will make if it undertakes to tell those in authority exactly how

they must do their jobs.

"Management that is destructively critical when mistakes are made kills

initiative. And it's essential that we have many people with initiative if we

are to continue to grow." .

These are common themes now, but not in 1940s when 3M codified themComing up: 3M Results


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3M Results

Encouragement and a culture of innovationyields:

1968 Dr. Spence Silver does an experiment that yields an adhesive that sticks, but not strongly

Presents around the company for 5 years with no takers

In 1973, 3M scientist Art Fry was trying to mark his place in his church choir hymn book withbits of paper that kept falling out.

Art works with Spence. Creates little notepapers.

Marketing says not enough market, who wants to pay for scraps of paper?, engineering says

too hard to make, will be costly Response: If its hard to make thats great, no one but 3M will be able to do it!

Fry sends out free samples across the company, making sure to include executivesassistants

Demand risesfinally the product is introduced. Within 1 year PostIt notes named OutstandingNew Product and today generates $100 million in US sales

This is possible because of a culture in the company to empower, encourage, and experiment!Coming up: Avoid team toxicity


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Scheduling

One of the most

important things you

can do is schedule.

Also one of the first things you should do!

Tools help

Microsoft Project

OpenProj.org

OpenWorkbench.org

Coming up: Planning


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Planning

The bad news: time flies

The good news: youre the pilot!

You must begin planning

immediately

Given limited information Plan anyway and then

revise

Coming up: Creating a plan: Things to know


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Creating a plan: Things to know

Scope Context. How does the software to be built fit into a larger system,

product, or business context and what constraints are imposed as a

result of the context? Informationobjectives. What customer-visible data objects

(Chapter 8) are produced as output from the software? What dataobjects are required for input?

Function and performance. What function does the software

perform to transform input data into output? Are any specialperformance characteristics to be addressed?

Software project scope must be unambiguous andunderstandable at the management and technical

levels.Coming up: Creating a plan: Things to do


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Creating a plan: Things to do

Problem Decomposition: Sometimes calledpartitioning orproblemelaboration

Once scope is defined It is decomposed into constituent functions

It is decomposed into user-visible data objects

or

It is decomposed into a set of problem classes

Decomposition process continues until allfunctions or problem classes have been defined(this wont be far at the beginning of yourproject)

Coming up: Create a schedule


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Schedule

List of tasks

With dates

With assigned resources (people) With durations

With predecessors and successors

How do you get buy-in from the team for aschedule?

History

IncrementsComing up: Schedule Terms


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Schedule Terms

Critical path

Sequence of tasks that form the longest path tocompletion of the project. Any delay on any of thesewill make the overall completion date move.

Slack

Amount of time a task can be delayed without

affecting the overall completion date. Start slack - amount before task needs to start Finish slack - amount before task needs to finish

Milestone - An import date in the schedule

Dependencies - relationship between tasksComing up: Schedule Dependencies


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Schedule Dependencies FS - Finish to start (most common)

A FS B. B doesnt start until A is finished Build wall FS Paint wall

FF - Finish to finish A FF B. B doesnt finish before A is finished

Write final chapter FF Complete Index

SS - Start to start A SS B. B doesnt start until A has started

Project funded SS project management activities begin

SF - Start to finish A SF B. B doesnt finish before A has started

Once A starts, B is allowed to finish

B=Baby sit a child, A=parent comes homeComing up: Resource Leveling


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Resource Leveling

A process to examine a project for an unbalanceduse of people and to resolve over-allocations orconflicts

Happens when multiple tasks are scheduled at thesame time for the same person

Solution:

Make tasks sequential by introducing fakedependencies

Split resource usage among tasks (50% on task 1, 50%on task 2)

Coming up: Auto Resource Leveling


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Auto Resource Leveling

Some tools (not Open Project) provide autoresource leveling

Tool automatically ensures no person worksover 100% of the time (automatically makestasks sequential)

Advantageous because this does notintroduce fake dependencies

Coming up: Gantt Chart


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Gantt Chart

Coming up: Finding Critical Path


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Finding Critical Path Draw a network diagram of the activities

Determine the Early Start (ES) of each

node. Work from beginning node (ES=0)to final node

ES - earliest time the activity can start ES = Max(ESprevNode + DurationPrevNode)

Coming up: Finding Critical Path

AC

B

ES: 4

ES: 2

ES: ??


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Finding Critical Path

Determine the Late Start (LS) of eachnode. Work from the final node to the

beginning node. The latest time the activity can start without

changing the end date of the project

LS = MIN(LSnext - DurationNode)

For the last node LS = ES

Coming up: Example

AC

B

LS: ?

LS: ?

LS: 12A

C

B

LS: ?

LS: 13

LS: 12


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Example

Here's the example:

Activity Description Predecessor Duration

A Product design (None) 5 monthsB Market research (None) 1

C Production analysis A 2

D Product model A 3

E Sales brochure A 2

F Cost analysis C 3

G Product testing D 4

H Sales training B, E 2

I Pricing H 1

J Project report F, G, I 1Coming up: Example Node Network


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Example Node Network

A

E

D

C

I

G

F

J

B

HHere's the example:


A Product design (None) 5 months

B Market research(None) 1

C Production A 2

D Product model A 3


F Cost analysis C 3


H Sales training B, E 2I Pricing H 1

J Project report F, G, I 1

ES:0

LS:ES:5

LS:

ES:0

LS:

ES:5

LS:

ES:5

LS:

ES:7

LS:

ES:9

LS:

ES:8

LS:

ES:7

LS:

ES:12

LS:

Coming up: Example Node Network

ES(H)

ES(E)+dur(E) = 5 + 2 = 7

ES(B)+dur(B) = 0 + 1 = 1

Maximum = 7 = ES(H)

ES(J)

ES(F)+dur(F) = ?

ES(G)+dur(G) = ?

ES(I) + dur(I) = ?

Maximum = ? = ES(J)

LS(A) =


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A

E

D

C

I

G

F

J

B





C Production A 2

D Product model A 3


F Cost analysis C 3




ES:0

LS:0ES:5

LS:5

ES:0

LS:8

ES:5

LS:7

ES:5

LS:7

ES:7

LS:9

ES:9

LS:11

ES:8

LS:8

ES:7

LS:9

ES:12

LS:12

Coming up: Example Node Network

LS(F)

LS(J)-dur(F) = 12 3

= 9

LS(A) =

LS(C) dur(A) = 7 5 = 2

LS(D) dur(A) = 5 5 = 0

LS(E) dur (A) = 7 5 = 2

Minimum = 0 = LS(A)


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A

E

D

C

I

G

F

J

B





C Production A 2

D Product model A 3


F Cost analysis C 3




ES:0

LS:0ES:5

LS:5

ES:0

LS:8

ES:5

LS:7

ES:5

LS:7

ES:7

LS:9

ES:9

LS:11

ES:8

LS:8

ES:7

LS:9

ES:12

LS:12

Coming up: Game Development In-Class Exercise


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Game Development In-Class Exercise

TASK DURATION (days) PREDECESSORs

A Graphics Engine 14

B Sound Engine 5 I

C Music Engine 5 J

D Input Engine 10 A

E Gameplay/generalprogramming

31 B, C, D

F Physics 7 E

G 2D Artwork 14

H 3D Artwork 21 G

I Sound Effects 14

J Music 9

K Level Design 21 F, H

Find the critical path

Coming up: Review Questions


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Review Questions

What is the critical path?

Do all nodes on the critical

path have to be connectedto each other? (directly)

What is slack?

When should you write your schedule forthe work?

What is resource leveling?

Coming up: What about Agile?


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Sprint Burndown Chart

Coming up: Release Burndown Chart

Day

StoryPoints

Remaining


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Release Burndown Chart

Coming up: Burndown Chart

Iteration Number

StoryPoints

Remaining


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Scheduling Rules of Thumb

One person should always edit theschedule (you!)

If you have two people that need to, createtwo files and link them together

Keep it simple and useful

Level your resources Share the schedule with your team

40-20-40; coding is 20% of the effort

Coming up: Schedule Example


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Schedule Example Lets try to schedule this work among our

three developers John, Mary, Carl

Coming up: Scheduling Steps

TASK DURATION (days) PREDECESSORs

A Graphics Engine 14

B Sound Engine 5 I

C Music Engine 5 J

D Input Engine 10 A

E Gameplay/generalprogramming

31 B, C, D

F Physics 7 E

G 2D Artwork 14

H 3D Artwork 21 G

I Sound Effects 14

J Music 9

K Level Design 21 F, H


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Scheduling Steps

Add in all the tasks (preferably in ahierarchy)

Add in all the dependencies Break down large tasks into smaller tasks.

Optimally (in Dan Flecks opinion) you wantto schedule so the duration of each smallesttask is at most 3-5 days

Assign people (resources) to tasks Level your resources

Coming up: Classic Mistakes


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Classic Mistakes

Overly optimistic schedule

Failing to monitor schedule

Failing to update schedule

Adding people to a late project

Failure to manage expectations of others

Leaving out a task

Coming up: Scope Creep


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Earned Value Management

How much work you planned to have accomplished by

now (in dollars or hours) called the Planned Value

How much you have actually spent by now (in dollars or

hours), called Actual Cost

The value, in terms of your baseline budget, of the work

accomplished by now (in dollars or hours), called the

Earned Value!

Coming up: Earned Value Management

Idea is to link schedule and cost together to

monitor both in the same units of value


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Earned Value Management

Planned value (PV) - the value of all resourcesneeded to meet the projects objectives Each objective of a project has an associated

planned value Budgeted (cost) at completion (BAC) - The sum

of all the PVs

Earned value (EV) - the amount of value

completed at any point during the project Actual Cost (AC) - actual amount of money you

have spent so far. In a perfect project AC andEV are the same.

Coming up: Earned Value Management Example


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Earned Value ManagementExample

Weve budgeted $200 to buy, setup, networkand test a new system

Our planned values (PVs) of each task are: Buy - $50, Setup - $75, network - $50, test - $25

Our BAC is therefore $200

Weve now completed phase one, and thus ourearned value (EV) is now $50.

To do this we spent $60 (our actual cost (AC))

Coming up: Earned Value Management Example


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Earned Value ManagementExample

Schedule performance index (SPI)

EV / PV --> 50/50 = 1 (perfect).

Our group is on schedule

Cost performance index (CPI)

EV / AC --> 50/60 = 0.83

For every dollar spent, I get 83 cents worth of work.

Estimated cost at completion (EAC) BAC / CPI = 200 / 0.83 = $240.96

Schedule Variance (SV) : EV - PV

Cost Variance (CV) : EV - ACComing up: EVM Example 2 from: http://www.hyperthot.com/pm_cscs.htm

Memorization

Hint: Mostequations begin

with earned value

EVM Example 2 from:


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EVM Example 2 from:http://www.hyperthot.com/pm_cscs.htm

PLANNED VALUE (Budgeted cost of the work scheduled)= 18 + 10 + 16 + 6 = $50

EARNED VALUE (Budgeted cost of the work performed)= 18 + 8 + 14 + 0 = $40

ACTUAL COST (of the work performed) = $45 (Data from Acct.System)

Therefore:

Schedule Variance = 40 - 50 = -$10

Schedule Performance Index = 40 / 50 = 0.8Coming up: What is earned value?

What is planned value at time X?

What is earned value at time X?

Line is at 16, blue bar

ends at 14

Line is at 6

Earned Planned. Perfect is?


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What is earned value?

A. The amount of money you get uponcompletion of a task

B. The value of an activity C. The value of the work completed by

now in the schedule

D. The value of all activities planned to becompleted by now in the schedule

Coming up: Why do you use earned value management?


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Why do you use earned valuemanagement?

A.It is required by my contract

B. Measuring value give you more

information than measuring cost or timealone

C. I dont use it

D. It guarantees my project will be doneon time

Coming up: Scheduling Rules of Thumb


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Scope Creep

The scope of your project is all the work youinitially planned to do.

Scope creep is when your project gets new

tasks throughout its lifetime without addingmore resources to handle new tasks. Thescope is creeping up

Scope changes are OK, and really

unavoidable thats fine. However you mustupdate the resources (time, features orpeople accordingly)

Coming up: Why would scope changes occur?

Scope

BOO!

Wh ld h


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Why would scope changesoccur?

A. You get more money to do more things

B. The customer asks you to do

something extra because it is critical forsuccess

C. A competing product has a feature that

you must have to be competitive D. All of these

Coming up: Which are causes of scope creep?

Scope Change versus Creep


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Scope Change versus Creep

Your company has a $1million dollarcontract with a defined scope.

Scope change:

Customer: please add all these requirements,and Ill increase the contract to $2million dollars

Manager: Certainly!

Scope creep:Customer: please add all these requirements, and Ill bereally happy.

Manager: Certainly!

Change is good!


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Which are causes of scope creep?

A. poor change control

B. lack of proper initial identification of

what is required to satisfy projectobjectives

C. a weak project manager

D. all of these

Source: Wikipedia: Scope Creep

Coming up: Managing Scope


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Managing Scope

How to deal with the inevitable Scopecreep?

Joint Application Development andprototyping

Formal change approval

Defer additional requirements as futuresystem enhancements

Scope

Coming up: Managing Risk


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Managing Risk

Document your risks in a risk management plan

1 Description of risk

2 Likelihood of occurrence (0-100%)

3 Impact - 1(low) 5 (high), or cost $20,000

4 Exposure = Impact * Likelihood

5 Mitigation strategy How to lessen the impact of the risk

How to lessen the likelihood

An action plan if risk occurs

Update and track your risks

Communicate your risks to upper managementComing up: Projects get into trouble when


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Coming up: References

Common-Sense Approach to Projects Start on the right foot. This is accomplished by working hard (very hard) to

understand the problem that is to be solved and then setting realisticobjectives and expectations.

Maintain momentum. The project manager must provide incentives tokeep turnover of personnel to an absolute minimum, the team should

emphasize quality in every task it performs, and senior managementshould do everything possible to stay out of the teams way.

Track progress. For a software project, progress is tracked as workproducts (e.g., models, source code, sets of test cases) are produced andapproved (using formal technical reviews) as part of a quality assuranceactivity.

Make smart decisions. In essence, the decisions of the project managerand the software team should be to keep it simple.

Conduct a postmortem analysis. Establish a consistent mechanism forextracting lessons learned for each project.


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Next week

Review student essays (due in a week)

Homework 6 due

Please submit sceenshots (in a worddocument or pdf) to blackboard

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