mtat.03.174 project management - ut€¦ · mtat.03.174 project management dr. raimundas...

MTAT.03.174

Project Management

Dr. Raimundas Matulevičius University of Tartu

[email protected]

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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







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

Architecture design


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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%

•  Define%at%least%two%objec+ves%of%the%Project%Management%course%– As%the%start%point%you%could%use%objec+ves%%given%in%slide%2%

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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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26

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Feasibility study

Project execution

Plan


28

Feasibility study

Project execution

Plan

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29

Feasibility study

Project execution

Plan

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We will speak about it during seminar 0


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Feasibility study

Project execution

Plan

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DO%IT!!!%


31

Feasibility study

Plan

Project execution

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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


•  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


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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

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