an evolving view of project management
DESCRIPTION
A lecture given to Aston University Computer Science students on 5th November 2013.TRANSCRIPT
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An Evolving View of Project Management
Anthony Jones
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Thanks for inviting me
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Thanks for inviting me
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Scope
• Discussion at level of “process models”
– Structured and agile methods of project management (PM)
• Based on my own experience and research
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EFFECTIVE PROJECT MANAGEMENT
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User Developer
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User Developer
Business Client
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User Developer
Business Client
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(solution price – costs) * effectiveness = PROFIT
User Developer
Business Client
$
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(solution price – costs) * effectiveness = PROFIT
User Developer
Business Client
Project Management
$
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Effective project management
• Project management does not provide value by itself
• Project management influences the effectiveness of an existing system to amplify success
• Establishing and maintaining project management costs both time and money
• Effective project management represents a good return on investment (ROI)
* effectiveness
Project Management
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KEY POINTS
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Manifesto for Agile software development
We are uncovering better ways of developing software by doing it and helping others do it.
Through this work we have come to value:
Individuals and interactions over processes and tools Working software over comprehensive documentation
Customer collaboration over contract negotiation Responding to change over following a plan
That is, while there is value in the items on the right,
we value the items on the left more.
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Manifesto for Agile software development
Individuals and interactions
over processes and tools
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Project management methods...
Comprehensive packages? Or flexible tools?
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Key points
• Project management is people management
• Software development methods as tools
• Favour explicit pragmatic application based on people, culture, context and goals
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BUILDING YOUR PROJECT MANAGEMENT TOOLBOX
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Which project management method?
Select project management tools based on TEAM MATURITY
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Team maturity
• Roy Osherove – Teams have varying levels
of maturity
• Chaotic Stage – (most teams)
• Mid-Life stage • Mature stage
• I’m expanding Roy’s idea...
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Instructed team SCRUM
• Newly formed, less experienced teams
• Needs support and control to be effective
• Hierarchical roles in “service model”
– Product Owner, Scrum Master, Developers
• Limited and supported decision making
• Regular reviews
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Mature team MIXED METHODS
• More experienced team, strong relationships
• Needs steering and coaching to be effective
• Peer roles based on suitability
– Including leadership roles
• Decisions primarily based on discussion, convincing others and reaching a consensus
• Regular discussions
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Mature team MIXED METHODS
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Free team NOTHING!
• Very experienced, highly trusted teams
• Needs culture and community to be effective
• No distinctive roles
– Developers adopt roles according to suitability
• Actions based on everyone doing what they feel is the right thing for the business
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The Valve handbook for new employees
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Free team NOTHING!
• Fred George
– Programmer Anarchy
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Programmer Anarchy
• Stand ups
• Unit tests
• Story narratives
• Acceptance tests
• Retrospectives
• Refactoring
• Estimates
• Patterns
• Iterations
• Continuous integration
• Mandatory pairing
Agile best practices not used:
Copyright © 2011 by Forward Internet Group, Ltd 10
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Programmer Anarchy
• Customer ✓
• Project manager X
• Business analyst X
• Developer ✓
• Quality assurance / tester X
• Manager of programmers X
Copyright © 2011 by Forward Internet Group, Ltd 10
Agile roles used:
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Key points
• Project management is people management
• Software development methods as tools
• Favour explicit pragmatic application based on people, culture, context and goals
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ESTIMATION AS AN OPTIONAL TOOL
If there is time...
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Estimation in project management
• Certain project management methods require the developers to estimate the complexity of a task or the time required to complete it
• Estimates may be used to prioritise work, to establish deadlines and release dates
• Is this an effective tool?
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DEADLINES BASED ON ESTIMATES We don’t do this...
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Estimate or guess?
• Depends on availability of relevant knowledge
• Task = known work + unknown work
Developer
3 days + ? days
Project Management
Erm...
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Estimate or guess?
• Unknown work
– Learning
– Problem solving
– Emergent complexity
• Can you really estimate these?
• For familiar tasks these may be constrained unknowns that may be given a rough estimate
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Estimate or guess?
• Depends on availability of relevant knowledge
• Task = known work + unknown work
Developer
3 days + around
2 days
Around 5 days
Project Management
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Estimate or guess?
• Unknown work
– Learning
– Problem solving
– Emergent complexity
• Can you really estimate these?
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Estimate or guess?
• Unknown work
– Learning
– Problem solving
– Emergent complexity
• Can you really estimate these?
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Rubik’s Cube
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Four stages of competence
• You don’t know what you don’t know!
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Estimate or guess?
• Padding is a common tactic
• Task = known work + unknown work
Developer
3 days + ? days
Project Management
Erm...
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Estimate or guess?
• Padding is a common tactic
• Task = known work + unknown work
Developer
(3 days + around 2 days) * 3
Project Management
Around 15 days?
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Developer Project Management
User
Estimate or guess?
Around 15 days?
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Developer Project Management
User
Estimate or guess?
$!?*&
Be careful when setting user expectations
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More honest communication?
Can we agree on releases based on dates or features, but acknowledge that doing both is much harder?
... Ok.
User Project Management
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ESTIMATION AS A USEFUL TOOL We do estimate sometimes...
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Not having an estimate
Not having an estimate is a useful sign of uncertainty, risk or training opportunities
Developer Project Management
I don’t know
Ok.
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Having different estimates
Developer
3 days
Developer
Around 8 days?
Having different estimates is another useful sign of uncertainty, risk or training opportunities
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Estimates and even guesses can be useful for prioritisation
Developer
Task A is smaller than
Task B
Let’s do Task A
first
Project Management
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Key points
• Project management is people management
• Software development methods as tools
• Favour explicit pragmatic application based on people, culture, context and goals
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THANKS FOR LISTENING