SE351 Roadmap - Instructinstruct.uwo.ca/engin-sc/se351a/notes/HG-SE351-Lect-W03-1-PM...SE351 Roadmap...

Hamada Ghenniwa 9/27/2005

SE351a, ECE UWO 1

27 Sept., 2005 SE351a, ECE UWO, (c) Hamada Ghenniwa

SE351a: Software Project & Process ManagementSE351a: Software Project & Process Management

W3.1: Project Management

27 Sept., 2005 SE351a, ECE UWO, (c) Hamada Ghenniwa 2

SE351 RoadmapSE351 Roadmap

Introduction to Software Project Management

Project Management

• Software Development Life Cycles

• Requirements Engineering

• Software Process & Project Metrics

• Software Project Planning

• Project Monitoring & Control

• Risk Management

• Software Quality Assurance


SE351a, ECE UWO 2


NotesNotes

• Readings:• Robert K. Wysocki and Rudd McGary, Effective Project Management:

Traditional, Adaptive, Extreme, 3rd Edition, 2003, John Wiley and Sons, ISBN: 0-471-43221-0.


Goal of Project ManagementGoal of Project Management

To complete the project with the following attributesOn Time

In Budget

Within Scope

With Everyone ☺

Time Cost

Resources Availability

Scope&

Quality


SE351a, ECE UWO 3


Scope the Project State the problem or opportunity Establish the project goal Define the project objectives Identify the success criteria List assumptions, risks and obstacles


Develop Detailed Plans Identify project activities Estimate activity duration Determine resource requirements Construct & analyze project network Prepare the project proposal

Develop Detailed Plans Identify project activities Estimate activity duration Determine resource requirements Construct & analyze project network Prepare the project proposal Launch the Plan

Recruit and organize project team Establish team operating rules Level project resources Schedule work packages Document work packages

Launch the Plan Recruit and organize project team Establish team operating rules Level project resources Schedule work packages Document work packages

Monitor & Control ProgressEstablish progress reporting system Install change control process Define problem escalation process Monitor progress versus plan Revise project plan

Monitor & Control ProgressEstablish progress reporting system Install change control process Define problem escalation process Monitor progress versus plan Revise project plan Project Close-Out

Obtain client acceptance Install project deliverables Complete project documentation Complete post-implementation audit Issue final project report

Project Close-Out Obtain client acceptance Install project deliverables Complete project documentation Complete post-implementation audit Issue final project report

The PMLC…


Project Management: Core Activities Project Management: Core Activities

Scope the Project Identify Project Activities Estimate Activity Duration Determine Resource Requirements Construct and Analyze the Project Network

• Recruit and Organize the Project Team • Level Project Resources • Schedule and Document Work Packages • Monitor and Control Progress • Close Out the Project


SE351a, ECE UWO 4


Recruit & Organize the Project TeamRecruit & Organize the Project Team

• The project will only be as successful as the manager and the project team are Incompetence kills the best of plans, each and every time

• A typical project staff consists of: project managers, core teams, and possiblycontracted teams

• Ideally, The project manager and the teams should be partof the birth and final completion of a project

However, turn-over is expected among team memberso Although, a key person leaving a project can be devastating, but

o changing the project manager in mid-course is really BAD

Usually the reasons behind such changes are more often than not tainted by politics.


Recruit & Organize the Project TeamRecruit & Organize the Project Team(Cont.)(Cont.)

• The responsibilities of the project manager are very significantincluding all aspects of project success criteria completion

o i.e., on time, within budget and scope

• Ultimately, the project managerproject manager bears the responsibility of

failures and successes

It is thus important that the selection of a project manager be based on relevant evidence of past successes and breath of expertise


SE351a, ECE UWO 5


Even Bugs Know it!Even Bugs Know it!

HopperHopper:“Oh! Under new ManagementManagement!

Princess Princess AttaAtta::“It’s not my “It’s not my FAULT…FAULT…

Hopper:Hopper:First rule of leadership,

EVERYTHINGEVERYTHING is your FAULTyour FAULT


Recruiting and StaffingRecruiting and Staffing——picking the right peoplepicking the right people

• Recruiting from inside the organization

when new work is taken on to use the people who become available as other projects near completion

It is the new project manager’s job to negotiate with the existing project managers

o Appeals to higher authority are frequently necessary

Once agreement is reached, o the new project manager has to interview the candidate,

o convince the person that the new project is right for his/her career, and negotiate a starting date


SE351a, ECE UWO 6


Picking the Right PeoplePicking the Right People(Cont.)(Cont.)

• Internally recruited people are usually get more productive quickly than those hired from outside the organization

However, the new manager does not have complete control over the quality of the individuals recruited

• Successful internal recruiting depends on the availability of good people

the priority of the projecto the support given by upper management

The manger’s negotiating ability



• Recruiting from outside the organization is more difficulto get people to apply for the job, such as advertise, hire a recruiter, etc.

o screen applicants

o bring the more promising ones in for an interview

o negotiate salary, give an offer to the ones selected

o start over when turned down

o provide additional training to the ones who accept

• The result is that the manager takes longer to staff upbut has more control over the quality of the individuals recruited

• Success depends on how particular or anxious he or she is in filling the open positions.

• The manager trades off availability of high-quality people against project schedules and has to live with the consequences.


SE351a, ECE UWO 7



• No matter how the staff is recruited, the new manager seldom has the ideal staff for the job

o The manger needs to find the strengths and weaknesses of the new people

o Then, adapt the assignments to the people.

• The manager has to be prepared to readjust assignments in the middle of the projectin order to get the best out of his or her staff


Recruit & Organize the Project TeamRecruit & Organize the Project Team(cont.)(cont.)

• In organizing the project team, in addition to skill set and task matches, the following qualities in people are also important:

Commitment Task oriented Team oriented Work within schedule and constraints Open minded Able to use project management tools Trust and mutual support Shared responsibility Flexible Work across structure and authorities


SE351a, ECE UWO 8


Team organizationsTeam organizations

• There are many types of team organizationsTwo keys factors

o desired level of communication among its members

o difficulty level of the problems to be solved

Hierarchically organized teamso develop routine applications without much communication among the team

members

Democratic style organization o develop novel applications more efficiently

• The larger the team, the greater the effort required to ensure effective communication and coordination of team member efforts



Scope the Project Identify Project Activities Estimate Activity Duration Determine Resource Requirements Construct and Analyze the Project Network Recruit and Organize the Project TeamLevel Project Resources

• Schedule and Document Work Packages • Monitor and Control Progress • Close Out the Project


SE351a, ECE UWO 9


Level Project ResourcesLevel Project Resources

• Resource leveling o deals with the management of the number of people working on the project with

respect to time

Ideally, the number of people would o remain constant for the planning phase, then

o gradually increased up to its maximum during the project execution phases, then

o decrease at the phase out

Percent of Schedule Completed

Average Person Level


Ways of Leveling the Resources Ways of Leveling the Resources

• Splitting activitiesa task is worked on with periods of times that may have voids between them

• Stretching activitiesto make an activity take longer and not have the total amount of daily effort being assigned to it

• Variable end datesactivities end date may be adjusted (within the bounds of ES & LF) to level resource management

• Use of floatUsing activities start date as variable (within the ES & LF boundary) parameters to perform resource leveling


SE351a, ECE UWO 10



Scope the Project Identify Project Activities Estimate Activity Duration Determine Resource Requirements Construct and Analyze the Project Network Recruit and Organize the Project Team Level Project ResourcesSchedule and Document Work Packages

• Monitor and Control Progress • Close Out the Project


Schedule and Document Work PackagesSchedule and Document Work Packages

• A work package: is an activity descriptor which underlines the tasks for activity completion, start and end dates and other relevant information

It is usually formatted as an assignment sheet and can be tailored to facilitate progress reporting

• The scheduling of a work packageis the scheduling of the corresponding activity within the project network


SE351a, ECE UWO 11



Scope the Project Identify Project Activities Estimate Activity Duration Determine Resource Requirements Construct and Analyze the Project Network Recruit and Organize the Project Team Level Project Resources Schedule and Document Work PackagesMonitor and Control Progress

• Close Out the Project


Monitor & Control ProgressMonitor & Control Progress

• The purpose of control is two-foldtrack progress and detect any variance from the plan, and

act accordingly by adjusting the appropriate parameters

• It is essential to establish an efficient progress tracking and reporting system

The objective is to have an accurate picture of reality versus the plan at all times.

o but it is also important to balance between the work and the observation of work


SE351a, ECE UWO 12


Monitoring & Control Progress: ToolsMonitoring & Control Progress: Tools

• Status reports

• Variance reporting

• GANTT charts

• Milestone charts

• Cost schedule control

• WBS-based report structure

• Review meetings


Project Management:Project Management:The Control panelThe Control panel

Cost ScheduleCost Schedule

Cum

ulat

ive

Cos

tC

umul

ativ

e C

ost

55 1010Resource AllocationResource Allocation

Pers

onne

lPe

rson

nel

PERTPERTAssessmentAssessment

Expected DateExpected Date

Specifyoverallsystem

Specifymodule

A

Specifymodule

B

Specifymodule

C

Specifymodule

D

Checkspecifi-cations

Designmodule

A

Designmodule

B

Designmodule

C

Designmodule

D

Code/testmodule

A

Code/testmodule

B

Code/testmodule

C

Code/testmodule

D

Integrate/test

system

Activity PlanActivity Plan


SE351a, ECE UWO 13



Scope the Project Identify Project Activities Estimate Activity Duration Determine Resource Requirements Construct and Analyze the Project Network Recruit and Organize the Project Team Level Project Resources Schedule and Document Work Packages Monitor and Control ProgressClose Out the Project


Close Out the ProjectClose Out the Project

• The most important aspect of project close out is

client acceptance of deliverables

How does it happen? o Establish conditions for acceptance during the early stages of the project

o Use tools to assess goal attainment

as defined in conjunction with the client body


SE351a, ECE UWO 14


Project CloseProject Close--out: Activitiesout: Activities

• Install project deliverables

• Document the project

• Post-implementation audit

• Writing the final report

• Last but not least, the project manager should be concerned with

people's future assignments and careers

• Last but not least, the project manager should be concerned with

people's future assignments and careers


The Most Important Part…The Most Important Part…

The PIZZA Party


SE351a, ECE UWO 15




Develop Detailed Plans Identify project activities Estimate activity duration Determine resource requirements Construct & analyze project network Prepare the project proposal

Develop Detailed Plans Identify project activities Estimate activity duration Determine resource requirements Construct & analyze project network Prepare the project proposal Launch the Plan

Recruit and organize project team Establish team operating rules Level project resources Schedule work packages Document work packages

Launch the Plan Recruit and organize project team Establish team operating rules Level project resources Schedule work packages Document work packages

Monitor & Control ProgressEstablish progress reporting system Install change control process Define problem escalation process Monitor progress versus plan Revise project plan

Monitor & Control ProgressEstablish progress reporting system Install change control process Define problem escalation process Monitor progress versus plan Revise project plan Project Close-Out

Obtain client acceptance Install project deliverables Complete project documentation Complete post-implementation audit Issue final project report

Project Close-Out Obtain client acceptance Install project deliverables Complete project documentation Complete post-implementation audit Issue final project report

The PMLC…


Scope the Project Scope the Project

Develop Detailed Plans Develop Detailed Plans

Launch the Plan Launch the Plan

Monitor & Control ProgressMonitor & Control Progress

Project Close-Out Project Close-Out

Request InitiationBusiness RequirementsSuccess Criteria

Request InitiationBusiness RequirementsSuccess Criteria

Develop Functional RequirementsEstablish Phase Review Schedule Develop Functional RequirementsEstablish Phase Review Schedule

Identify the Development TeamBuild the SystemIdentify the Development TeamBuild the System

Monitor ProgressConduct Subsystem TestConduct Acceptance Test

Monitor ProgressConduct Subsystem TestConduct Acceptance Test

Evaluate System PerformanceConduct Post-Project ReviewEvaluate System PerformanceConduct Post-Project Review

PMLC vs. SDLC


SE351a, ECE UWO 16


Industrial Standards


Project Management Body of Knowledge

(PMBOK Guide)


SE351a, ECE UWO 17


Project Management Institute (PMIProject Management Institute (PMI®®))

•• PMIPMI is a non-profit professional association, established on 1969

• Over 43,000 members in 106 countries

• www.pmi.orgHeadquarters: Newtown Square, Pennsylvania USA

• Geographic Distribution:77.45% USA

10.48% Canada

12.07% outside USA/Canada

USA

Canada

OutsideUSA/Canada


PMI : Main ActivitiesPMI : Main Activities

• Project Management StandardsStandardsPMI’s A Guide to the Project Management Body of Knowledge(PMBOK Guide)

• Project Management CertificationCertificationPMI’s Project Management Professional (PMP®) Certification


SE351a, ECE UWO 18


PMI PMI MembershipMembership RepresentationRepresentation

• Top Industry Areas

Computers/Software/Data Processing

Information Technology

Telecommunications

Construction

Business Management Services


PMBOKPMBOK GuideGuide

• In Sept. 1999, the American National Standards Institute (ANSI) approved PMBOK® Guide-2000 Edition as an American National Standard

• Provides basic structure for understanding project management and the environment in which projects operate

Generalized view of how various project management processes commonly interact


SE351a, ECE UWO 19


PMBOKPMBOK GuideGuide: Structure: Structure

• It consists of 12 ChaptersThe Project Management FrameworkFramework

o A basic structure of understanding PM

The Project Management Knowledge AreasKnowledge Areaso Describes PM knowledge and practice

in terms of its components and processes

– organized into 9 knowledge areas




SE351a, ECE UWO 20


PMI Project Management

5 Project Scope Management4 Project Integration Management 6 Project Time Management

7 Project Cost Management 8 Project Quality Management 9 Project Human Resource Management

10 Project Communications Management 11 Project Risk Management

12 Project Procurement Management


4 Project Integration Management4 Project Integration Management

Describes the processes required to ensure that

various elements of the the project are properly coordinated

• It consists of4.1 Project Plan Development

4.2 Project Plan Execution

4.3 Overall Change Control


SE351a, ECE UWO 21


5 Project Scope Management5 Project Scope Management


the project includes all the work required, and only the work required, to complete the project

• It consists of 5.1 Initiation5.2 Scope Planning5.3 Scope Definition5.4 Scope Verification5.5 Scope Change Control


6 Project Time Management6 Project Time Management

Describes the processes required to ensure

timely completion of the project

• It consists of 6.1 Activity Definition

6.2 Activity Scheduling

6.3 Activity Duration Estimation

6.4 Schedule Development

6.5 Schedule Control


SE351a, ECE UWO 22


7 Project Cost Management7 Project Cost Management


the project is completed within budget

• It consists of7.1 Resource Planning

7.2 Cost Estimating

7.3 Cost Budgeting

7.4 Cost Control


8 Project Quality Management8 Project Quality Management


the project satisfies the needs for which it was undertaken

• It consists of8.1 Quality Planning

8.2 Quality Assurance

8.3 Quality Control


SE351a, ECE UWO 23


9 Project Human Resource Management9 Project Human Resource Management

Describes the processes required

to make the most effective use of the people involved with the project

• It consists of9.1 Organizational Planning

9.2 Staff Acquisition

9.3 Team Development


10 Project Communications Management10 Project Communications Management

Describes the processes required to ensure

timely and appropriategeneration, collection, dissemination, storage, and ultimate disposition

of project management

• It consists of10.1 Communications Planning

10.2 Information Distribution

10.3 Performance Reporting

10.4 Administration Closure


SE351a, ECE UWO 24


11 Project Risk Management11 Project Risk Management

Describes the processes concerned with

identifying, analyzing, and responding to project risks

• It consists of11.1 Risk Identification11.2 Risk Qualification11.3 Risk Response Development11.4 Risk Response Control


12 Project Procurement Management12 Project Procurement Management

Describes the processes required

to acquire goods and services from outside the performing organization

• It consists of12.1 Procurement Planning

12.2 Solicitation Planning

12.3 Solicitation

12.4 Source Selection

12.5 Contract Approval/Administration

12.6 Contract Close-out


SE351a, ECE UWO 25


PMBOKPMBOK Guide: Activity StructureGuide: Activity Structure

Activity

Inputs Tools & Techniques Output


PMBOKPMBOK Guide: Activity StructureGuide: Activity Structure

1. Other planning Outputs2. Historical Information3. Organizational Policies4. Constraints5. Assumptions

1. Project planning methodology2. Stakeholder skills & knowledge3. Project management

information system (PMIS)

1. Project plan2. Supporting detail

4.1 Project Plan Development4.1 Project Plan Development

Inputs Tools & Techniques Output


SE351a, ECE UWO 26






SE351a, ECE UWO 27






SE351a, ECE UWO 28





SE351 Roadmap - Instructinstruct.uwo.ca/engin-sc/se351a/notes/HG-SE351-Lect-W03-1-PM...SE351 Roadmap...

Documents

Transcript of SE351 Roadmap - Instructinstruct.uwo.ca/engin-sc/se351a/notes/HG-SE351-Lect-W03-1-PM...SE351 Roadmap...