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Software Project Management
Session 1: Introduction, Fundamentals, Classic Mistakes
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Today
• Course basics,
• Introductions
• Fundamentals
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Review
• Grades
• Paper 40%
• Assignment 20%
• Experiments 20%
• Attendance 20%
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Textbooks
• Required texts– “IT Project Management”, Kathy Schwalbe
• Recommended reading– “Quality Software Project Management”, D.
Shafer – “Software Project Survival Guide”, Steve
McConnell– “Peopleware”, T. DeMarco and T. Lister
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Basics
• What is project management• the application of knowledge, skills, tools
and techniques to project activities to meet project requirements
• Practical, rapid development focus• Real-world case studies
– And other examples like job interviews
• Highly interactive
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My Background
• Studied and worked in Philadelphia, USA since 1999
• PECO, Vanguard, Double Star.
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Your Background
• Name
• Project Management Experience
• Optional: Expectations & goals from the class
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The Field
• Jobs: where are they?• Professional Organizations
– Project Management Institute (PMI) (pmi.org)
– Software Engineering Institute (SEI)
– IEEE Software Engineering Group
• Certifications– PMI PMP
• Tools– MS Project 2003
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The Field Part 2
• Average PM salary $81,000
• Contract rates for PM’s can match techies
• PMI certification adds avg. 14% to salary
• PMI certs, 1993: 1,000; 2002: 40,000
• Other cert: CompTIA Project+
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Job Fundamentals
• Skills required
• PM Positions and roles
• The process
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Project Management Skills
• Leadership
• Communications
• Problem Solving
• Negotiating
• Influencing the Organization
• Mentoring( 导师 顾问)• Process and technical expertise
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Project Manager Positions
• Project Administrator / Coordinator
• Assistant Project Manager
• Project Manager / Program Manager
• Executive Program Manager
• Program Development
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Software Project Management
Management
ProjectManagement
SoftwareProject
Management
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PM History in a Nutshell
• Birth of modern PM: Manhattan Project (the bomb)
• 1970’s: military, defense, construction industry were using PM software
• 1990’s: large shift to PM-based models– 1985: TQM
– 1990-93: Re-engineering, self-directed teams
– 1996-99: Risk mgmt, project offices
– 2000: Global projects
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Project Management
• What’s a project?
• PMI definition– A project is a temporary endeavor undertaken
to create a unique product or service
• Progressively elaborated– With repetitive elements
• A project manager– Analogy: conductor, coach, captain
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Project vs. Program Management
• What’s a ‘program’?
• Mostly differences of scale
• Often a number of related projects
• Longer than projects
• Definitions vary
• Ex: Program Manager for MS Word
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Interactions / Stakeholders
• As a PM, who do you interact with?
• Project Stakeholders– Project sponsor– Executives– Team– Customers– Contractors– Functional managers
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PM Tools: Software
• Low-end– Basic features, tasks management, charting
– MS Excel, Milestones Simplicity
• Mid-market– Handle larger projects, multiple projects, analysis tools
– MS Project (approx. 50% of market)
• High-end– Very large projects, specialized needs, enterprise
– Primavera Project Manager
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Tools: Gantt Chart
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Tools: Network Diagram
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PMI’s 9 Knowledge Areas
• Project integration management• Scope• Time• Cost• Quality• Human resource• Communications• Risk• Procurement
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First Principles
• One size does not fit all
• Patterns and Anti-Patterns
• Spectrums– Project types– Sizes– Formality and rigor
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Why Rapid Development
• Faster delivery
• Reduced risk
• Increased visibility to customer
• Don’t forsake ( give up) quality
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Strategy
• Classic Mistake Avoidance
• Development Fundamentals
• Risk Management
• Schedule-Oriented Practices
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Four Project Dimensions
• People
• Process
• Product
• Technology
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Trade-off Triangle
• Fast, cheap, good. Choose two.
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Trade-off Triangle
• Know which of these are fixed & variable for every project
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People
• “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting”
• Developer productivity: 10-to-1 range
- Improvements:- Team selection- Team organization– Motivation
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People 2
• Other success factors– Matching people to tasks– Career development– Balance: individual and team– Clear communication
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Process
• Is process stifling?
• 2 Types: Management & Technical
• Development fundamentals
• Quality assurance
• Risk management
• Lifecycle planning
• Avoid abuse by neglect
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Process 2
• Customer orientation
• Process maturity improvement
• Rework avoidance
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Product
• The “tangible” dimension
• Product size management
• Product characteristics and requirements
• Feature creep management
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Technology
• Often the least important dimension
• Language and tool selection
• Value and cost of reuse
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Planning
• Determine requirements
• Determine resources
• Select lifecycle model
• Determine product features strategy
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Tracking
• Cost, effort, schedule
• Planned vs. Actual
• How to handle when things go off plan?
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Measurements
• To date and projected– Cost– Schedule– Effort– Product features
• Alternatives– Earned value analysis– Defect rates– Productivity (ex: SLOC)– Complexity (ex: function points)
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Technical Fundamentals
• Requirements
• Analysis
• Design
• Construction
• Quality Assurance
• Deployment
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Project Phases
• All projects are divided into phases
• All phases together are known as the Project Life Cycle
• Each phase is marked by completion of Deliverables
• Identify the primary software project phases
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Lifecycle Relationships
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Seven Core Project Phases
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Project Phases A.K.A.
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Phases Variation
Concept
Exploration
SystemExploration
Requirements
Design
Implementation
Installation
Operations andSupport
Maintenance
Retirement
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36 Classic Mistakes
• McConnell’s Anti-Patterns• Seductive Appeal• Types
– People-Related– Process-Related– Product-Related– Technology-Related
• Gilligan’s Island
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People-Related Mistakes Part 1
• Undermined motivation
• Weak personnel– Weak vs. Junior
• Uncontrolled problem employees
• Heroics
• Adding people to a late project
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People-Related Mistakes Part 2
• Noisy, crowded offices
• Customer-Developer friction
• Unrealistic expectations
• Politics over substance
• Wishful thinking
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People-Related Mistakes Part 3
• Lack of effective project sponsorship
• Lack of stakeholder buy-in
• Lack of user input
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Process-Related Mistakes Part 1
• Optimistic schedules
• Insufficient risk management
• Contractor failure
• Insufficient planning
• Abandonment of plan under pressure
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Process-Related Mistakes Part 2
• Wasted time during fuzzy front end
• Shortchanged upstream activities
• Inadequate design
• Shortchanged quality assurance
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Process-Related Mistakes Part 3
• Insufficient management controls
• Frequent convergence
• Omitting necessary tasks from estimates
• Planning to catch-up later
• Code-like-hell programming
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Product-Related Mistakes
• Requirements gold-plating– Gilding the lily ( 画蛇添足 )
• Feature creep
• Developer gold-plating– Beware the pet project
• Push-me, pull-me negotiation
• Research-oriented development
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Technology-Related Mistakes
• Silver-bullet syndrome
• Overestimated savings from new tools and methods– Fad warning
• Switching tools in mid-project
• Lack of automated source-code control
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Question
• Any questions?