project management. outline defining the project manager role planning projects managing risks

PROJECT MANAGEMENT

Outline

• Defining the Project Manager Role• Planning Projects• Managing Risks

Development process- when to do what phase- document: SPMP

Management structure- hierarchical, peer,...

Risk identification & retirement

Plan project

Integrate & test system

Analyze requirements

Design

Maintain

Test unitsImplement

Software Engineering

Roadmap:

Corporate practices

Development phases

Schedule

Cost estimate

SPMP

Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

Learning Goals

• Understand the term “project management”

• Learn different ways to organize teams

• Identify and manage risks

• Create high level project schedules

• Estimate costs very early in the life cycle

• Create Software Project Management Plan


UPEDU PM Foci

• The UPEDU development process has three mechanisms for tacking the central issues of PM:– Adapting plans to changing project constraints– Managing risk through iterative development– Ensuring progress through use of adequate

measurement of: time, cost, capability, and quality

Introduction to Project management

PM WANTED - Requirements:•Technical

•Organizational•People Management Skills

Management 101

The four fundamental activities of management:

• Planning• Organizing• Controlling• Leading (influencing)

http://smallbusiness.chron.com/four-basic-functions-make-up-management-process-23852.html





Variables for Project Management

cost

capability duration

defectdensity(quality)

Target :$70K

Target : 30 wks

Target : 4 defects/Kloc

Target:100%


Can somewhat vary each of these factors

Bullseye Figure for Project Variables

cost

capability duration

defectdensity

Target :$70K

Actual: 100%

Target : 30 wksTarget :

4 defects/Kloc

thisproject

Actual:1 defect/Kloc

Actual:20 wks

Actual:$90K

Target:100%


RoadMap for Project Management

1. Understand project content, scope, & time frame

2. Identify development process (methods, tools, languages, documentation and support) -- section 4 of chapter 1

3. Determine organizational structure (organizational elements involved) -- see section 3

4. Identify managerial process (responsibilities of the participants) -- see section 3 of case study 1 at end of chapter

6. Develop staffing plan -- see section 3.5 of case study 1

5. Develop schedule (times at which the work portions are to be performed) -- see section 6

7. Begin risk management -- see section 4

8. Identify documents to be produced -- see SQAP 4.2

9. Begin process itself -- described in chapters 3-10


Managing people

“the principal ingredient is people”

Project Management Perspectives

• Enterprise (Business) Perspective– Effecting the “bottom line”

• Management Perspective– “there are no technical failures only management failures”– Get the job done PM Keep staff happy

• User / Joe Employee Perspective– “we just want management to make our jobs better”

• Engineers’ Perspectives– Architecural and design level, implementation level– High quality workmanship, pride

Managing Expectations

• Managers must have a strong concern for the people they work for and with

• They must help people work together• Must be familiar with team building concepts

(covered next week)• Must fit personal aspirations to team goals• Communicate expectations affectively • Measurement of project variables is key• Note deviation from plan, take action

3. Options for organizing personnel

Optimal Size for Interaction (Approximate)

Number of people with whom developer must frequently interact

Developer communicates regularly with no one. No communication time lost, but developer is too isolated and has no help.

Key: = engineer

3

Effectiveness per developer


What is the best range of peopleIn a workgroup?

Optimal Size for Interaction (Approximate)

Number of people with whom developer must frequently interact

Developer communicates regularly with eleven people. Communication time outweighs benefits of interaction

Developer communicates regularly with no one. No communication time lost, but developer is too isolated and has no help.

Key: = engineer

Approximateoptimal range

3 7

Effectiveness per developer


L yle HerbertM arke ting

E ric A dam sS oftw are engineer

F ran S arr isS oftw are engineer

Ha l K e l lyS oftw are engineer

F red M orde l lD eve lopm ent

V ern K ruppT echnica l spec ia l is t

Q uinn ParkerQ A

A pri l S m ithM anager

Hierarchical Project Management Organizations

Larger Projects:Smaller Projects:

No separate Marketing dept?No separate QA group?

Subdivide QA into testing, …?Subdivide Engineering into

system engineering, …?Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

Networked Project Management Organizations

Gil WarnerTeam leader

Ian CorlissTeam member

Nel TremontTeam member

Fran SmithTeam member

Team facilitator?


(A more Organic/Democratic Structure)

Peer Organizations for Larger Projects

Team of leaders


Roles versus People

Project Manager

Technical Architect

Programmer

Jim Nasium 50% 25%

Bart Simpson 100%

Judy Jedi 75% 25%

Organize a Team

1. Select team leader: responsibilities: – ensure all project aspects active– fill all gaps

3. Designate leader roles & document responsibilities team leader: proposes and maintains… SPMP configuration management leader: ... SCMP quality assurance leader: ... SQAP, STP requirements management leader: ... SRS design leader: ... SDD implementation leader: ... code base

2. Leaders’ responsibilities:– propose a strawman artifact (e.g. SRS, design)– seek team enhancement & acceptance– ensure designated artifact maintained & observed– maintain corresponding metrics if applicable

4. Designate a backup for each leader as per


Identifying and managing risks

What is a Risk?

• What is risk?• Do all projects have risks?• What about software projects?

Risk Sources Ordered by Importance (Keil, Cule, Lyytinen, Schmidt)

1. Lack of top management commitment

2. Failure to gain user commitment

3. Misunderstanding of requirements

4. Inadequate user involvement

5. Failure to manage end-user expectations

6. Changing scope and/or objectives

7. Lack of sufficient knowledge/skills

What is a Risk?

• Two types of project risks– Direct Risk - Can be avoided / controlled

• eg. Project member likely to move• Retirement via elimination

– eg. job shadowing, replace when necessary

– Indirect Risk - Cannot be avoided• eg. Comm. time between NS and BC• Retirement via mitigation (decrease risk as

much as possible)– eg. Use client/server arch. to provide some

local functionality

The Four Risk Activities

1. Identification – a continual activity

2. Analysis and Prioritization (see spreadsheet)

– RBC = Probability * Impact; RAC = RBC * Cost

3. Planning – create action plan

- to retire or mitigate

4. Retirement or mitigation – includes tracking

and control


Projectfinish

The Risk Management Mindset

Projectstart

Identification Retirement

2. “Java skills not high enough.”

1. “May not be possible to superimpose images adequately.”

1. Retirement by conquest:

Demonstrate image super- imposition

Risk 1

Risk 2

Risk 1

Projectfinish

Risk 2

2. Retirement by avoidance:

Use C++

Projectstart

Graphics reproduced with permission from Corel.Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

*:in advance of first meeting M: at meeting **: between meetings

Identify and Retire Risks

1.* Each team member spends 10 mins. exploring his or her greatest fears for the project’s success

2.* Each member specifies these risks in concrete language, weights them, writes retirement plans, (see format above) & e-mails to the team leader

3.* Team leader integrates and prioritizes results 4.M Group spends 10 mins. seeking additional risks 5.M Team spends 10 mins. finalizing the risk table

– Designates responsible risk retirement engineers

6.** Responsible engineers do risk retirement work7.M Team reviews risks for 10 mins. at weekly meetings

– responsible engineers report progress– team discusses newly perceived risks and adds them

In-Class Exercise

• Each group member takes 5 minutes to identify risks to project success – fill in probability, impact, retirememt method and costs

on spreadsheet provided

• One group member leads all to integrate and rationalize, and add any additional risks

• Calculate priority (RBC, RAC) of risks• Rank priorities, determine most important• Suggest methods of retirement or mitigation and

assign person responsible for follow-up

Creating schedules: High level planning

Create an Initial Schedule

1. Indicate the deliveables you must meet– usually includes delivery date

2. Introduce the milestones you should meet– e.g., begin system testing well before delivery

3. Designate a time at which all requirements frozen The remaining steps depend on the process used. Assume an iterative process.

4. Show first iteration: establishes minimal capability– usually: keep it very modest, even trivial, in capability– benefit: exercises the development process itself

5. Show task of identifying & retiring risks– starting from project inception

6. Show unassigned time (e.g., week) near middle,

consider liberal estimates, add admin tasks/time

7. Complete the schedule


High Level Task Chart with Fixed Delivery Date:Order of Completion

Month 1

1 2 3 4

Month 2

1 2 3 4

Month 3

1 2 3 4

Month 4

1 2 3 4

Month 5

1 2 3 4

Milestones (1) Delivery

Begin system testing

Iteration 1

Iteration 2(6)

(4)

(3) Freeze requirements

Risk identification & retirement

(5)

* Indicated the order in which the parts of this table were built

SCMP complete

SQAP complete

SPMP rel. 1 complete

(2)

Prep. for maintenance


Level Labor Allocation for Fixed Labor Total

Month 1

1 2 3 4

Month 2

1 2 3 4

Month 3

1 2 3 4

Month 4

1 2 3 4

Month 5

1 2 3 4

MilestonesRelease to production

Complete testing

Iteration 1

Iteration 2

Freeze requirements

Risk ID & retire

2 2 2 3 2 2 3

2 2 2 1 1 1

4 4 4 3 3 4

4 4 4 4 4 3 3 4 4 4 4 3 3 4 4 4 4 4

4 4 4 4 4

4 4

4

Given team size:

To be assigned4

Halvacation

Karenvacation


The Software Project Management Plan => UPEDU Software Development Plan

IEEE 1058.1-1987 SPMP Table of Contents

1. Introduction 1.1 Project overview 1.2 Project deliverables 1.3 Evolution of the SPMP 1.4 Reference materials 1.5 Definitions and acronyms 2. Project organization 2.1 Process model 2.2 Organizational structure 2.3 Organizational boundaries and interfaces 2.4 Project responsibilities 3. Managerial process 3.1 Managerial objectives & priorities

3.2 Assumptions, dependencies & constraints 3.3 Risk management 3.4 Monitoring & controlling mechanisms (QA approach) 3.5 Staffing plan4. Technical process 4.1 Methods, tools & techniques 4.2 Software documentation 4.3 Project support functions 5. Work packages, schedule & budget 5.1 Work packages 5.2 Dependencies 5.3 Resource requirements 5.4 Budget & resource allocation 5.5 Schedule (phases,milestones)

UPEDU Software Development Plan

BONUS MATERIAL

FOR

PROJECT MEETINGS

1.* Distribute start time, end time, and agenda with approximate times (important items first)

2.*Ensure “strawman” items prepared3. Start on time4. Have someone record action items‡

5. Have someone track time & prompt members6. Get agreement on the agenda and timing7. Watch timing throughout, and end on time

– allow exceptions for important discussion– stop excessive discussion; take off line

8. Keep discussion on the subject 9.** E-mail action items & decision summary.

* in advance of meeting ‡ actions members must perform ** after meeting Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

Plan and Execute Meetings

Specify Agendas

1. Get agreement on agenda & time allocation

2. Get volunteers to … :… record decisions taken and action items

… watch time and prompt members (see figure tbd)

3. Report progress on project schedule -- 10 mins

4. Discuss strawman artifact(s) -- x mins

5. Discuss risk retirement -- 10 mins

<MORE ITEMS>metrics and process improvement?

n. Review action items -- 5 mins


project management. outline defining the project manager role planning projects managing risks

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