MTAT.03.174
Project Management
Dr. Raimundas Matulevičius University of Tartu
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Course objectives
• Examine methods manage software projects – Introduce the major software management processes; – Learn the principles of effort estimation, human
resource management, risk management and resource allocation;
– Master essential techniques to develop software project management contracts and to manage and the quality of the developed software.
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Course outline • Introduction: to major terms and project planning
• Process and activity planning • Human resource management • Effort estimation • Risk management • Resource management • Contracts • Quality management
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About the Course
• Course website – https://courses.cs.ut.ee/2014/pm/spring
• Lecture notes (available on website) – Slides – Self study material
• Modalities and assessment Actual participation is fundamental
Participation at seminars is mandatory – Exercise (20 % of the final assessment) – Seminars (40 % of the final assessment) – Exam (40 % of the final assessment)
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Seminars and Exercises
• Seminars (42 points of the course grade)
– Task 1. Project plan (15%) – Task 2. Organisational plan:
activity planning (15%) – Task 3. Organisational plan:
human resource planning (15%) – Task 4. Budget plan:
effort estimation (15%) – Task 5. Budget plan:
resource allocation (15%) – Task 6. Risk analysis (15%) – Task 7. Project proposal (15%)
• Exercises (20 points of the course grade)
– E1 – 2.5 point – E2 – 2.5 point – E3 – 2.5 point
– E4 – 2.5 point
– E5 – 2.5 point
– E6 – 2.5 point
– E7 – 2.5 point
– E8 – 2.5 point
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Material
• Course text-book: – Hughes B., Cotterell M., Software Project
Management, Fifth Editions, McGraw-Hill Higher education, 2009
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MTAT.03.174 Project Management
Lecture 1: Introduction to major terms and project planning
Hughes B., Cotterell M., Software Project Management, Fifth Edition, McGraw-Hill Higher education, 2009
• Chapters 1 and 3 8
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Project Manager is a Person who thinks that NINE women can
deliver a baby in ONE month
Project Manager is a Person who thinks that NINE women can
deliver a baby in ONE month
Project Manager is a Person who thinks that NINE women can
deliver a baby in ONE month
Project Manager is a Person who thinks that NINE women can
deliver a baby in ONE month
Why is Software Project Management Important?
• Money – 2002-2003 UK government spent more on contracts
for ICT projects than on contracts related to infrastructure
• Projects are not successful – Standish group report:
• In 2003 only 1/3 of projects were successful • 82% were late • 43% exceed their budget
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Why is Software Project Management Important?
• Money – 2002-2003 UK government spent more on contracts
for ICT projects than on contracts related to infrastructure
• Projects are not successful – Standish group report:
• In 2003 only 1/3 of projects were successful • 82% were late • 43% exceed their budget
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Lack skills and proven approach to project management and risk management
What is Project? • Dictionary:
– A specific plan or design; a planned undertaking; a large undertaking, e.g., a public works schema
• Characteristics distinguish projects – Non-routine tasks are involved – Planning is required – Specific objectives are to be met or a specified product is to be
created – A predetermined time span – Work is carried out for someone other than yourself – Work involves several specialists – Formed temporary work groups to carry out the task – Work is carried out in several phrases – Available resources are constrained – Project is large and complex
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Discussion
• Producing edition of a newspaper • Putting a robot vehicle on Mars to search for signs of life • Getting married • Research what makes a good human-computer interface • Writing an operating system for a computer • Installing a new version of a word processing package in
an organization • A second-year programming assignment for a computing
students
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Software versus Other Projects • Invisibility
– Bridge versus Software – Progress is not visible
• Complexity – Software projects are more complex than
other engineered artefacts – proved in numerious cases
• Conformity – Governed by physical laws –
cement and steel – Requirements to human clients
• Flexibility – Software is easier to change – Software will change to accommodate the environment rather
than vice versa 15
Software versus Other Projects • Invisibility
– Bridge versus Software – Progress is not visible
• Complexity – Software projects are more complex than
other engineered artefacts – proved in numerious cases
• Conformity – Governed by physical laws –
cement and steel – Requirements to human clients
• Flexibility – Software is easier to change – Software will change to accommodate the environment rather
than vice versa 16
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Activities Covered by Software Project Management
• Feasibility study – Assess whether a
project is worth of starting – has it a valid business case
• Planning – Happens if feasibility
study indicates that the prospective project appears viable
• Project execution – The plan indicates the
activities carried out to create the product 17
Feasibility study
Plan
Project execution
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Requirements analysis
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Requirements analysis
Architecture design
Requirements analysis
Detailed design
Code and test
Integration
Qualification test
Integration
Qualification test
Installation
Acceptance support
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Categories of Software Projects • Compulsory versus voluntary users
– Systems that staff must use • Record a sale
– Use of systems is voluntary • Computer games
• Information systems versus embedded systems – Carry out office processes – Control machines
• Objectives versus products – Create product, the details of which have been specified by the
client – Certain objectives which could be met in different ways
• Ask a specialist to recommend a solution
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Stakeholders
• People who have a stake or interest in the project – Identify as early as possible – Set up adequate communication channel
• Stakeholder groups – Internal to the project – External to the project team but
within the same organisation – External to both the project team
and the organisation
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• Financial interest • Development interest • Usage Interest
Objective owners • Stakeholders who control the financing also
own the project – They also set the objectives
• Different stakeholders have different motivation – Objectives identify the shared intentions
• Objectives focus on the desired outcomes – Can be met in different ways
• Project steering committee – The project manager runs the project on a day-to-day
basis, but regularly reports to the steering committee 21
Actor and goal modelling
The project will be a success if …
Well-defined Objectives • Effective objective – something that is within the
control – Specific – concrete and well defined
• “to reduce customer complains” • “to improve customer relations”
– Measurable – measures of effectiveness which tell how successful the project has been
• “To reduce customer complains”
– Achievable – within the power to achieve • by individual or group
– Relevant – to the true purpose of the project – Time constrained – a definite point in time by which the
objective should have been achieved
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Lecture Task 1%
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What is Management? • Setting objectives for a system and monitoring
the performance of the system • Activities
– Planning – deciding what is to be done – Organising – making arrangements – Staffing – selecting the right people for the job – Directing – giving instructions – Monitoring – checking on progress – Controlling – taking actions to remedy hold-ups – Innovating – coming up with new solutions – Representing – liaising clients, users, developers,
suppliers, and other stakeholders 24
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Feasibility study
Project execution
Plan
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Feasibility study
Project execution
Plan
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Feasibility study
Project execution
Plan
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Feasibility study
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Feasibility study
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0. Select project
5. Estimate effort for each activity
3. Analyse project characteristics
4. Identify the products and activities
6. Identify activity risks
7. Allocate resources
8. Review/publicise plan
1. Identify project scope and objectives
2. Identify project infrastructure
9. Execute plan
10. Lower level planning
Lower-level detail
Review
For each activity
0. Select project
• Project will not appear out of thin air – Some process must decide to
initiate this project rather than some other
• Feasibility study – Business cases – Prioritise
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1. Identify project scope and objectives
• Identify objectives and their practical measures
• Establish project authority
• Stakeholders analysis – Identify all stakeholders and their
interests • Modify objectives
– in the light of stakeholder analysis
• Method to communicate – with all parties
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2. Identify project infrastructure • Relationship between the
project and strategic planning – How programme management
ensures that a group of projects contributes to a common organisational strategy
• Standards and procedures – Development procedures
• Change control and management • Quality standards and procedures • Measurement programme • Project planning and control standards
• Project team organisation 35
3. Analyse project characteristics • Objective versus product-driven
• Analyse other project characteristics – Including quality-based ones
• IS or process control or both? • Will the system be safety critical?
• Identify high-level project risks – Risks to the development environment,
technical nature, or type of product
• Development methodology and life-cycle approach – Users might suggest their development
approach
• Review overall resource estimates 36
4. Identify project products and activities
• Identify and describe project products (or deliverables) – There can be no products that do not have
activities that create them – There are no activities that do not produce
a product • Technical products, Management products
• Product break down structure
4. Identify project products and activities
• Document generic product flows – Some products need one or more other
products to exist first before they can be created
• Product Flow Diagram
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• Produce ideal activity network – In order to generate one product from
another there must be one or more activities that carry out the transformation
• Activity network
• Milestones
4. Identify project products and activities
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5. Estimate effort for each activity
• Carry out bottom-up estimates – Staff effort required
• Amount of work that needs to be done – Probable elapsed time
• Time between start and end of a task
– Non-staff resources • Revise plan to create
controllable activities – Long activities are difficult to control – Some activities could take very short
time 40
6. Identify activity risks
• Identify and quantify activity based risks
• Plan risk reduction and contingency measures where appropriate
• Adjust overall plans and estimates to take account of risks
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7. Allocate resources
• Identify and allocate resources – The type of staff needed for each
activity is recorded – The available staff is identified
• Revise plans and estimates to take into account resource constraints – Some staff may be needed for more
than one task at the same time – Establish task priorities
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8. Review/publicise plan
• Review quality aspects – Each task should have a quality
control criteria – Criteria should be satisfied before
the activity can be “signed up” as complete
• Document plan and obtain agreement – The plan should be signed by all
parties • Parties should understand and agree to
the commitment required of then in the plan 43
9/10. Execute plan / Lower level of planning
• Provisional plans • Plans in greater detail
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What did we learn today? • Introduction
– Projects are non-routine – Software projects have
some particularities that present particular difficulties
– Clear objectives – a key factor to success
• Different stakeholders – different objectives
– Practical way that objectives are met
– Effective channels of communication
• Project Planning – Project objectives – Analysis of the
characteristics – Establishment and
infrastructure consisting of a set of standards, methods and tools
– Products and the activities needed to generate those products
– The allocation of resources to activities
– Quality controls 45
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for today