2David LashCS 556 - Fall
What We Will Cover Today
Course Background and LogisticsWhat is Project Management? Software Project Management IssuesStarting A Project Team
3David LashCS 556 - Fall
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
4David LashCS 556 - Fall
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 ????
5David LashCS 556 - Fall
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)
6David LashCS 556 - Fall
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
7David LashCS 556 - Fall
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%
8David LashCS 556 - Fall
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.
9David LashCS 556 - Fall
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.
10David LashCS 556 - Fall
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.
11David LashCS 556 - Fall
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.
12David LashCS 556 - Fall
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.
13David LashCS 556 - Fall
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.
14David LashCS 556 - Fall
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.
15David LashCS 556 - Fall
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.
16David LashCS 556 - Fall
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.
17David LashCS 556 - Fall
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.
18David LashCS 556 - Fall
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
19David LashCS 556 - Fall
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.
20David LashCS 556 - Fall
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.
21David LashCS 556 - Fall
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.
22David LashCS 556 - Fall
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.
23David LashCS 556 - Fall
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
24David LashCS 556 - Fall
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)
25David LashCS 556 - Fall
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.)
26David LashCS 556 - Fall
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
27David LashCS 556 - Fall
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
28David LashCS 556 - Fall
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
29David LashCS 556 - Fall
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.”
30David LashCS 556 - Fall
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
31David LashCS 556 - Fall
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
32David LashCS 556 - Fall
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
33David LashCS 556 - Fall
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.
34David LashCS 556 - Fall
Role of Software Project Manager
Leadership and GuidanceTechnical leadership PlanningCustomer RelationsClient managementSenior management liaison
35David LashCS 556 - Fall
Possible PM Skill Mix
Technical
Business
Project Management
For Example an 8 Person R&D Project
36David LashCS 556 - Fall
Another Possible PM Skill Mix
Technical
Business
Project Management
For example, 70 person Software Development.
37David LashCS 556 - Fall
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”.
38David LashCS 556 - Fall
Project Management Functions
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?
39David LashCS 556 - Fall
Project Management Functions
Project Control - How to keep project moving towards its goals. Progress Management Communication Corrective Action
40David LashCS 556 - Fall
Project Management Functions
•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
41David LashCS 556 - Fall
What we will learn
What are projects, project management and project managers.
What is so special about software projectsStarting with the project team
42David LashCS 556 - Fall
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.
43David LashCS 556 - Fall
Project Costs
1995 US spending on IT projects $250B 175,000 projects
$50B on cost overruns$81B on cancelled projectsBut look at a success…
44David LashCS 556 - Fall
Example of a problem
p 11 NCI Phone Co.What is wrong here from a project
management viewpoint?Other examples?
45David LashCS 556 - Fall
Some Software Problems Issues Requirements
Incomplete Inflexible
Employment issues Retaining people People conflicts Resource contention
Customer issues Changing requirements too demanding Not available
46David LashCS 556 - Fall
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
47David LashCS 556 - Fall
Release issues Missing features Unnecessary features Misinterpretation of feature operation Missing necessary features
Software Project Issues Continued
48David LashCS 556 - Fall
More Software Problems
Inability to close projects Feature / contract disputes Last minute changes Testing failure Staff drift Lack of rollout planning
49David LashCS 556 - Fall
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.
50David LashCS 556 - Fall
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.
51David LashCS 556 - Fall
What We Will Cover Today
Course Background and LogisticsWhat is Project Management? Software Project Management IssuesStarting A Project Team
52David LashCS 556 - Fall
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?
53David LashCS 556 - Fall
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?
54David LashCS 556 - Fall
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.
55David LashCS 556 - Fall
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
56David LashCS 556 - Fall
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.
57David LashCS 556 - Fall
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)
58David LashCS 556 - Fall
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
59David LashCS 556 - Fall
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.
60David LashCS 556 - Fall
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?
61David LashCS 556 - Fall
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.
62David LashCS 556 - Fall
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.
63David LashCS 556 - Fall
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.
64David LashCS 556 - Fall
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 $.
65David LashCS 556 - Fall
How can we fix the problems?
Iterative approachContinuous changeFlexibilityClient/user buy-inRealistic planningAdherence to some basic principles
Top Related