cristina mîndruţăsoftware project management slide 1 software project management course 9

Cristina Mîndruţă Software Project Management Slide 1

Software Project Management

Course 9


COURSE TOPICS

MONITORING & CONTROLLING PROCESS GROUP.

MONITORING&CONTROLLING PROJECT WORK INTEGRATED CHANGE CONTROL

MONITORING AND CONTROLLING SCOPE, TIME, COST, AND QUALITY ( 5 processes)

MONITORING AND CONTROLLING RESOURCES, RISK, COMMUNICATIONS, AND PROCUREMENT.

• Manage Project Team• Risk Monitoring and Control• Performance Reporting • Manage Stakeholders • Contract Administration


MANAGE PROJECT TEAM process

Def. Manage Project Team process – process of improving overall performance through assessment, guidance, and problem solving.

Operations: track and appraise team performance, provide feedback on performance, handle issues; manage team member conflicts, coordinate changes.

The process yields changes and actions that maximize project team effectiveness.

PLANNING PG EXECUTING PG M&C PG

Project Human Resources Management processes flow:



1. Available procedures, policies, and systems for rewarding employees in the organization.

2. Team members; to be monitored and evaluated.

3. Each team member's role, level of authority, responsibilities, and competencies .

4. The reporting structure of the team, including what departments are involved in the project; reporting relationships to be taken into account by the PMgr.

5. Time periods in which each team member will be needed. Staff development needs (training, certification, etc.).

6. •Indicators: staff turnover rates, team dynamics, skills levels; •PMgr identifies and resolve problems, reduce conflict, and take steps to improve teamwork.

7. Gathered by project manager by observing team members' abilities in areas such as follow-up actions, communication, and meetings participation. Used to identify any problems or strengths of individual team members.

8. Actual project performance in comparison with the project plan; Used to decide if additional human resources are needed, to judge team performance, to decide whether to give recognition or rewards, and to address problems.



PMgr uses indicators such as-progress towards project goals, -interpersonal relationships, -attitudes towards work,to stay in tune with the feelings and work of project team members

Allow team members to receive feedback from supervisors;

PMgr can also use them to clarify team member responsibilities and to develop training plans and future goals.

Reduction of destructive disagreements within the project team.

PMgr can allow the problem to resolve itself or use informal and formal interventions before the conflict damages the project.

List of: • action items ( not realized yet; to be taken) • the names of the team members responsible for carrying them out.

Provide PMgr with a way to monitor outstanding items.



APPROACHES TO HANDLING A CONFLICT:

problem solvingHow: support individuals to help them consider the options and find the best solution When: neither party can offer a solution and it is sufficient time to allow parties to work

together; Result: conflicting parties must be able to offer ideas and creativity for solving the

problem.

forcing How: PMgr makes the decision and imposes it When: time is critical factor and PMgr must achieve the desired resolution to the

conflict. Result: does not solve the conflict but insure things get done.



APPROACHES TO HANDLING A CONFLICT (cont.):

compromising Aim: each to accede to something in order to achieve a resolution How: ensure the views of all parties are representedWhen: there is no obvious best way to resolve the problem or both partners have valid,

but different, ways of doing thingsResult: everyone wins the argument to some extent.

smoothing How: minimize the importance of the problem at the heart of the conflict in an effort to

make the conflict seem pointless When: minor and unimportant issues, or issues that are not critical to the project.

withdrawingHow: refuse to acknowledge there is a problem and decline to discuss itWhen: temporary solution to deal with heated and emotional conflicts, or if the issue is

not relevant to the work of the project team.



Staffing issues may cause the schedule to be extended or the budget to be exceeded. A corresponding change request can be processed through the Integrated Change Control process .

•staffing changes

•moving people to different assignments,

•outsourcing some work,

•replacing team members who leave.

•additional training,

•disciplinary actions.

•giving out recognition and rewards based on the team's performance.

Aim: reduce the probability and/or impact of problems before they occur. Outstanding examples:•Cross-training in order to reduce problems during project team member absences. •Additional role clarification to ensure all responsibilities are fulfilled. •Added personal time in anticipation of extra work that may be needed in the near future to meet project deadlines.



•Updates to the staffing management plan•Resulted from approved change requests and corrective actions Examples:

•new project team member roles, •additional training,•reward decisions.

Lessons learned in the area of human resources : •Can be saved as templates

•project organization charts,•position descriptions, •staffing management plans

•Ground rules, •Conflict management techniques, •Recognition events•Procedures for virtual teams, co-location, negotiation, training, and team building •Special skills or competencies by team members that were discovered during the project•Issues and solutions documented in the project issue log.


COURSE TOPICS

MONITORING & CONTROLLING PROCESS GROUP.

MONITORING&CONTROLLING PROJECT WORK INTEGRATED CHANGE CONTROL

MONITORING AND CONTROLLING SCOPE, TIME, COST, AND QUALITY ( 5 processes)

MONITORING AND CONTROLLING RESOURCES, RISK, COMMUNICATIONS, AND PROCUREMENT.

• Manage Project Team• Risk Monitoring and Control• Performance Reporting • Manage Stakeholders • Contract Administration


RISK MONITORING AND CONTROL process

Def. Risk Monitoring and Control process = process to regularly - assess project status, - control threats to the project, - identify variances from the plan, - implement preventive and corrective actions to deliver the agreed-upon

product to the customer.

Objectives: Remain alert to changes in identified risks Respond to risks with agreed-upon responses Identify new risks

PMgr resposabilities: monitor warning signs control risks according to agreed-upon responses identifies and analyzes new risks that surface at the project progress



PROJECT RISK MANAGEMENT PROCESSES FLOW DIAGRAM



Process provides: risks and responses tracking risk identification and analysis justification residual risks monitoring contingency plans activation

Two levels of risk monitoring and control:

Risk owner – monitors and controls assigned risk, using plans prepared in Risk Response Planning process and a variety of inputs.

PMgr – uses planned communications to keep track of the overall ever-changing risk picture and to ensure they are adequately handled, monitored, and controlled over PLC.



•Methodology: an approach, resources, and tools that can be used to conduct risk M&C activities.

•Budgeting&Timing for risk related activities : money allocated to and timing for doing iterations of risk M&C; also describes contingency reserves and plans to be used in mitigating unknown or anticipated risks.

•Thresholds : money, time, or resource limits of stakeholders tolerance for risk; determine the point at which controls and responses (such as contingency plans) will be activated.

•Reporting formats : how, when, what kind of information will be documented and communicated to and from the project stakeholders; also how Risk Register and other documentation will be updated and maintained.

•Tracking : specifies when and how often risk and responses will be evaluated, who will evaluate them, and how often and to whom risk status will be reported.

•Agreed-upon risk responses : avoiding, mitigating, or transferring threats, exploiting, enhancing, or sharing opportunities; when activated, the responses are monitored and evaluated for effectiveness.

•Symptoms (warning signs) : indication that a risk event is about to occur; risk owners reain alert to the appearance of symptoms.

•Low-priority risks : can change their priority in time => documented on a watchlist and monitored periodically.

•Contingency reserves : time an money held in reserve, dedicated for specific risk responses or as a general fund used to manage unplanned events; are monitored to ensure they remain at an adequate level to address future risk.



•Changes can impact and give rise to new risks are evaluated in order to determine they will affect risk ratings and responses of existing risks, and whether they will produce new risks.

•Information and data on the status of the project schedule activities being performed to accomplish the project work, collected as part of Direct&Manage Project Execution process. •Compared to baseline values if necessary, an iteration of risk identification and analysis is started and plans that will bring the project back in line with the baseline budget and schedule are activated.

•Examined reveals •risks that are triggering into events •newly arising risks that require analysis •risks that are disappearing.

Performance reports = documents and presentations that provide • organized and summarized work

performance information, • earned value management parameters and

calculations, • analyses of project work progress and status.

Project performance with respect to cost, scope, schedule, resources, quality, and risk.



Scheduled activity that involves reevaluating project risks and identifying new risks that arise as the project moves forward; risks are reassessed on a regularly scheduled basis.

Enable PMgr and risk owners to evaluate whether:•risk probability, impact, or urgency ratings are changing•new risks have appeared•old risks have disappeared•risk responses remain adequate

and if so, PMgr may initiate iterations on risk identification and analysis processes to determine the risk’s effects on the project plans. Then, project documents are updated.

Risk reassessment PMgr and risk owners share and agree on the up-to-date status of project risks.PMgr updates Risk Register:

•new risks•re-rate and re-prioritize existing risks•close risks that fail to trigger into events.

•Conducted by risk auditors with specialized expertise in risk assessment and auditing techniques (objectivity third party: not members of the project team; even outside firm).•Examine the effectiveness of planned risk responses in dealing with identified risks and their impacts on the schedule and budget.•Help assess a risk owner’s effectiveness in implementing risk responses.Can be either:

•scheduled activities included in PMP•triggered when thresholds are exceeded



Variance and trend analysis - evaluate the differentials between planned and actual costs, schedules, and performance criteria.

Variance analysis (ex. EV analysis) – identify variances that may reveal unacceptable risks to the schedule, budget, quality, or scope of the project.

EVT:• calculate the value the project has earned,• compare it to the value it should have earned,• identify the cause for the variance,• reiterate Risk Identification, Risk Analysis, and Risk Response Planning processes to identify and quantify risks and define responses.

Trend analysis – determine if performance is getting better or worse. May use a mathematical model for prediction future performance using past results.



Technical performance measurement (TPM) – basis for • identifying deficiencies in meeting system requirements, • providing early warning of technical problems • monitoring technical risks

•TPM compares actual technical accomplishments in key performance parameters (KPP), to the PMP’s schedule of technical achievement.

PMgr monitors the performance of KPPs over time and identifies variances from the plan; variances point to risk in the project’s schedule, budget, or scope.

KPP = factor that measure something of importance to the project and is time/cost critical. • is linked to WBS• has attached its specific time/cost baseline

Ex. •KPP for a new computer software project is that forms printed from a particular module must include a bar code at the top of each page. •Problem: After the coding is complete, it is discovered that the bar code functionality does not work.PMgr has decisions to make.

• may need to go to the client and request additional time and money• may decide to use contingency funds to cover the recoding and retesting• may recommend reassessing the need for the bar code (based on overall time and cost objectives)



Contingency reserves: amount of time, funds, or resources needed above the estimate to reduce the risk of overruns of project objectives to a level acceptable to the organization.

•are depleted over time, as risks trigger and reserves are spent to handle them.•PMgr must monitor the level of reserves to ensure it remains adequate to cover remaining project risks.

Reserve analysis• the amount of the contingency reserves remaining

COMPARED TO • to the amount of risk remainingat any time in the project, in order to determine if the remaining reserve is adequate.

Held on a scheduled basis to discuss project plans, progress, threats, and opportunities.Team members

•share experience•inform other team members of their progress and plans

Risk discussion = item on every status meeting agenda:•risks triggering into events•efficiency of planned responses•help needed

PMgr must encourage open discussion and make certain that there are no incriminations for discussing negative events.



•risk reassessment•risk audit•risk review•outcomes of risks•outcomes of risk responses

•risk templates •risk control procedures•historical information•lessons-learned database

Of two types:• Contingency plan = provision in the PMP that specifies how a risk will be handled if that risk occurs. It may be linked with money or time reserves that can be used to implement the plan.• Workaround plan = response to a negative risk that was passively accepted or not previously identified (a fix

made “on the fly”, not planned in advance).It must be documented and included in both the Direct&Manage Project Execution and M&C Project Work processes.

When applicable, both plans are documented and become inputs to the ICC process.



Changes required by implementing corrective and preventive actions; submitted to ICC process.

For risk control purposes:•all requested changes must be documented•approvals at the right management levels must be sought and obtained.

PMP (updates) : •Whenever there are authorized changes to the project.•Changes risks.•Risks must be documented in the Risk Register.

GENERAL PROCEDURE FOR1. A change request for the project is submitted2. The request is approved3. Change requires redesign, reengineering, and new prototyping

activities4. All activities in 3. incure new risks5. PMgr initiates an iteration of Risk Identification, Risk Analysis,

and Risk Response Planning processes6. PM updates the appropriate PMP components to reflect new

project scope, budget, schedule, testing processes.


LABORATORY:

Study “Using Open Workbench” anexa A.

//blue/cadre/cmindruta/PM_InfoEngl/lab6&7/lab6&7

cristina mîndruţăsoftware project management slide 1 software project management course 9

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