Description
Introduction to Project Management
SW Project Management
?Goals of project management ?Roles and responsibilities ?Project selection models ?Agile Project Management
Project Management Framework
Project Management Body of Knowledge
? ? ? ? ? Generally Accepted Applicable to Most Projects Valuable and Useful Does Not Mean Applied Uniformly Everything Depends - Contingent
Operations vs. Projects
? Organizations perform work ? Either Operations or Projects ? Similarities ? Performed by people ? Constrained by limited resources ? Planned, Executed, and Controlled
? Differences ? Operations Ongoing ? Projects Temporary and Unique
What Is a Project…
? A Project Is… ? A Temporary Endeavor
? Undertaken to Create
? A Unique Product or Service
Examples of Project…
? Developing a new product or Service
. . . . . . .
Temporary
Every Project Has A Definite Beginning
And an End
Project End or Closure
Achieved When Project’s Objectives Reached or Clear That Objectives Can/Will Not Be Met or Project Is Terminated
Project Duration
? Temporary Does Not Mean Short In Duration ? Duration of A Project Is Finite ? Projects Are Not Ongoing Efforts
Unique Product or Service
? Doing Something That Has Not Been Done Before ? Presence of Repetitive Elements Okay ? Progressively Elaborated ? Proceeding In Steps, In Increments ? Worked Out With Care, In Detail
Product and Project Scope
? Project Scope - Work to Be Done Should Remain Constant ? Product Scope – ? Defined Early in Project ? Progressively elaborated ? More Explicit and Detailed With Time ? Complete Understanding
What Is Project Management?
? The Application of: ? Knowledge ? Skills ? Tools & ? Techniques
To Project Activities
To Meet or Exceed Stakeholder Needs and Expectations
Balancing Competing Demands
? Scope, Time, Cost, and Quality ? Stakeholders With Differing Needs/Expectations ? Identified Requirement (Needs) and Unidentified Requirements (Expectations)
Management By Projects
? Management of Ongoing Operations
? Not Project Management
? Is this a Maintenance projects in a typical software company?
Project Management Framework
? Introduction ? Key Terms and Overview of Project Documentation ? The Project Management Context ? Environment ? Context ? Necessary But Not Sufficient ? Project Management Processes ? Interactive endeavor
Project Management Knowledge Areas
? Project Integration Management
? Proper Coordination ? Project Plan Development and Execution ? Change Control
? Project Scope Management
? ? ? ? ? All the Required Work Only the Required Work Initiation Scope Planning and Definition Scope Verification and Change Control
Project Management Knowledge Areas
? Project Time Management
? ? ? ? Ensure Timely Completion Activity Definition and Sequencing Activity Duration Estimating Schedule Development and Control
? Project Cost Management
? Ensure Completed Within Approved Budget ? Resource Planning ? Cost Estimating, Budgeting, and Control
Project Management Knowledge Areas
? Project Quality Management
? ? ? ?
? ? ? ?
Ensure Satisfy Stakeholder Needs Quality Planning Quality Assurance Quality Control
Most Effective Use of People Organizational Planning Staff Acquisition Team Development
? Project Human Resource Management
Project Management Knowledge Areas
? Project Communications Management
? ? ? ? ?
? ? ? ?
Ensure Timely, Appropriate Information Communications Planning Information Distribution Performance Reporting Administrative Closure
Identifying, Analyzing, and Responding to Risk Risk Identification and Quantification Risk Response Development and Control
Project Risk Management
Project Management Knowledge Areas
? Project Procurement Management
? ? ? ? ? ? Acquire Outside Goods and Services Procurement Planning Solicitation Planning Solicitation Source Selection Contract Administration and Close-Out
Relationship to General Management
? General Management Encompasses:
? ? ? ? ? Planning Organizing Staffing Executing Controlling
? Operations of An Ongoing Enterprise
Application Areas
Categories of Projects ? Common Elements
?
? Defined In Terms Of:
? Technical Elements ? Management Elements ? Industry Groups
Programs
? ? ? ? ? ? A Group of Projects… Managed In a Coordinated Way May Involve Ongoing Operations May Involve Repetitive Undertakings Sometimes Program/Project Same Sometimes Project Subset of Program
Subprojects…
? Projects Divided Into More Manageable Components ? Often Contracted Out ? Thought of As a Unique Service
Project Critical Success Factors
? Project Critical Success Factors ? Project Characteristics
Project Critical Success Factors
? In Order of Importance
? ? ? ? ? ? ? ? ? ? 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Project Mission Top-Management Support Project Schedule/Plan Client Consultation Personnel Technical and Managerial Skills Client Acceptance Monitoring and Feedback Communication Trouble Shooting
Why Do Some Projects Fail?
? A Project Organization Is Not Required ? Insufficient Support from Senior Management ? Naming the Wrong Person as Project Manager ? Poor Planning
Traditional Measures of Project Success
Meets Specifications
Required Performance
Target: Satisfies Customer
Within Budget Budget Limit Due Date On Time
Project Characteristics
? ? ? ? ? Purpose Life Cycle Interdependencies Uniqueness Conflict
Purpose
? One-Time Activity ? Well-Defined Set of Desired End Results ? Divided Into Subtasks ? Achieve Project Goals ? Requires Coordination and Control of Timing, Precedence, Cost, and Performance
Life Cycle
Slow Beginning Buildup Peak Decline Phased Into Normal Ongoing Operations ? Terminated ? ? ? ? ?
Interdependencies
? Simultaneously Interact With Other Projects
? Always Interact With Parent Organization’s Standard Operations
? Changing Patterns of Interaction
? Keep Interactions Clear
? Maintain Relationships With External Groups
Uniqueness
? No Two Projects Are Alike ? Presence of Risk (Uncertainty) In Every Project ? Can Not Be Completely Reduced to Routine ? Project Manager’s Role Important ? Management By Exception
Conflicts
? Compete for Functional Resources
? ? ? ? Project vs. Project Team Members Leadership Roles Almost Constant Conflict
Differences or conflicts between or among the stakeholders should be resolved in favor of the customer.
Why Project Management?
? ? ? ? ? Basic Purpose: Accomplish Goals Focus Responsibility and Authority Do Not Suboptimize Better Control, Better Customer Relations Shorter Development Times, Lower Costs, Higher Quality/Reliability, Higher Profit Margins
Characteristics of Project Phases
? ? ? ? ? Completion of One or More Deliverables Tangible Work Products Establish Management Control Stage Gate Reviews at Phase End Go-No Go Decision Points
Characteristics of Project Life Cycle
? Defines Beginning and End of Project ? Phases Sequenced Through Hand-Offs ? Overlapping Phases (Fast Tracking) ? Define Work Done and By Whom
Common Characteristics
? Cost and Staffing Low at Start, Higher Toward End, Drop Rapidly at Conclusion ? Probability of Success Lowest, Risk Highest At Start ? Probability of Success Higher, As Project Continues ? Stakeholder Influence on Product and Cost Higher at Start, Lower as Project Continues ? Cost of Change, Error Correction Increases
Project Stakeholders
? ? ? ? ? Project Manager Customer vs. User Performing Organization (Project Team) Sponsor (Internal Funder) Differences Should Be Resolved In Favor of the Customer
Stakeholder views
? Define Success/Failure Differently
? ? ? ? Client: Wants Changes Parent Organization: Wants Profits Project Team: Want Rewards/ Recognition Public: Wants ????
Organizational Influence
? Projects are generally part of an organization larger than the projects and ? the key aspects of these larger organizations would influence the project.
Organizational Systems
? Project based organization ? Operations consist primarily of projects. Tend to have management system in place to facilitate project management they fall into 2 categories
? Derive revenue primarily by performing projects for others ? Management by projects – organization approach to management of ongoing activity
Organizational Systems
? Non-project based organization – seldom have management systems designed to support project efficiently and effectively ? The focus in on development of own product and services ? Internal projects are defined focusing on releases of the product
Organizational Structure
? Organization structures can be characterized as spanning a spectrum from functional to projectized
Organizational Structure
? Functional Organization
? Has Hierarchical Structure ? Where each employee has one clear superior, ? Staff are grouped by specialty. ? Functional Organization deal with multiple projects ? With the scope of the project limited to the boundaries of that function
Functional Organization
? Departmentalization by function
Organizational Structure
? Projectized Organization –
? Team members are often collocated ? Most of the organization resources are involved in the project work ? The project manages have a great deal on independence and authority
Matrix and Project Structure
? Specialists from different functional groups assigned to projects ? Matrix participants have two managers
Organizational Structure
? Matrix Organizations – blend of
functional and projectized characteristics
? Weak Matrix Organization –
maintain many of the characteristics of functional Organization. Project managers role is that of a coordinator or expediter than of a manager
Project Management Software
? Strong Matrix Organization
? have many of the characteristics of a projectized organization ? full time project managers with considerable amount of authority and full time project administrative staff
Matrix and Project Structure
? Specialists from different functional groups assigned to projects ? Matrix participants have two managers
Project Management Software
? Balanced Matrix Organization
? Composite Organization – Organization which involve all the above organizations at various levels
Learning Organization
? An Organization that has developed the capacity to continuously learn, adapt and change through the practice of knowledge management by employees
Organizational Design
? Boundaryless Organization ? An flexible and unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers. ? Removes internal (horizontal) boundaries ? Eliminates the chain of command ? Has limitless spans of control ? Uses empowered teams rather than departments ? Eliminates external boundaries ? Uses virtual, network, and modular organizational structures to get closer to stakeholders.
Removing Boundries
? Virtual Organization ? An organization that consists of a small core of fulltime employees and that temporarily hires specialists to work on opportunities that arise. ? Network Organization ? A small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate what it does best. ? Modular Organization ? A manufacturing organization that uses outside suppliers to provide product components for its final assembly operations.
Project Management Processes
? Project management is an interactive endeavor and an action or failure to take action will have an affect in other areas.
Project Proceses
? Project is series of process performed by people that fall into following 2 categories:? Project management Process – are concerned with describing and organizing the work of a project which are applicable to most of the projects most of the time ? Product oriented Processes – are concerned with specifying and creating the project, typically defined by project life cycle and vary by application area
Project Framework
Initiate Plan Execute & Control
Track & Control
Close
• Scope Management • Workplan Management
Startup
Definition / Scope / Requirements
Planning and Resource Allocation
• Resource Management (Time, Cost, People) • Deliverable Mgmt
Reporting
Completion & Assessment
• Quality Management
• Transition Plan • Int/Ext Vendor Management
Review
Risk & Issue Management Sponsor Management Communication Management
Thank You…
? Thank You…
doc_527825599.pptx
Introduction to Project Management
SW Project Management
?Goals of project management ?Roles and responsibilities ?Project selection models ?Agile Project Management
Project Management Framework
Project Management Body of Knowledge
? ? ? ? ? Generally Accepted Applicable to Most Projects Valuable and Useful Does Not Mean Applied Uniformly Everything Depends - Contingent
Operations vs. Projects
? Organizations perform work ? Either Operations or Projects ? Similarities ? Performed by people ? Constrained by limited resources ? Planned, Executed, and Controlled
? Differences ? Operations Ongoing ? Projects Temporary and Unique
What Is a Project…
? A Project Is… ? A Temporary Endeavor
? Undertaken to Create
? A Unique Product or Service
Examples of Project…
? Developing a new product or Service
. . . . . . .
Temporary
Every Project Has A Definite Beginning
And an End
Project End or Closure
Achieved When Project’s Objectives Reached or Clear That Objectives Can/Will Not Be Met or Project Is Terminated
Project Duration
? Temporary Does Not Mean Short In Duration ? Duration of A Project Is Finite ? Projects Are Not Ongoing Efforts
Unique Product or Service
? Doing Something That Has Not Been Done Before ? Presence of Repetitive Elements Okay ? Progressively Elaborated ? Proceeding In Steps, In Increments ? Worked Out With Care, In Detail
Product and Project Scope
? Project Scope - Work to Be Done Should Remain Constant ? Product Scope – ? Defined Early in Project ? Progressively elaborated ? More Explicit and Detailed With Time ? Complete Understanding
What Is Project Management?
? The Application of: ? Knowledge ? Skills ? Tools & ? Techniques
To Project Activities
To Meet or Exceed Stakeholder Needs and Expectations
Balancing Competing Demands
? Scope, Time, Cost, and Quality ? Stakeholders With Differing Needs/Expectations ? Identified Requirement (Needs) and Unidentified Requirements (Expectations)
Management By Projects
? Management of Ongoing Operations
? Not Project Management
? Is this a Maintenance projects in a typical software company?
Project Management Framework
? Introduction ? Key Terms and Overview of Project Documentation ? The Project Management Context ? Environment ? Context ? Necessary But Not Sufficient ? Project Management Processes ? Interactive endeavor
Project Management Knowledge Areas
? Project Integration Management
? Proper Coordination ? Project Plan Development and Execution ? Change Control
? Project Scope Management
? ? ? ? ? All the Required Work Only the Required Work Initiation Scope Planning and Definition Scope Verification and Change Control
Project Management Knowledge Areas
? Project Time Management
? ? ? ? Ensure Timely Completion Activity Definition and Sequencing Activity Duration Estimating Schedule Development and Control
? Project Cost Management
? Ensure Completed Within Approved Budget ? Resource Planning ? Cost Estimating, Budgeting, and Control
Project Management Knowledge Areas
? Project Quality Management
? ? ? ?
? ? ? ?
Ensure Satisfy Stakeholder Needs Quality Planning Quality Assurance Quality Control
Most Effective Use of People Organizational Planning Staff Acquisition Team Development
? Project Human Resource Management
Project Management Knowledge Areas
? Project Communications Management
? ? ? ? ?
? ? ? ?
Ensure Timely, Appropriate Information Communications Planning Information Distribution Performance Reporting Administrative Closure
Identifying, Analyzing, and Responding to Risk Risk Identification and Quantification Risk Response Development and Control
Project Risk Management
Project Management Knowledge Areas
? Project Procurement Management
? ? ? ? ? ? Acquire Outside Goods and Services Procurement Planning Solicitation Planning Solicitation Source Selection Contract Administration and Close-Out
Relationship to General Management
? General Management Encompasses:
? ? ? ? ? Planning Organizing Staffing Executing Controlling
? Operations of An Ongoing Enterprise
Application Areas
Categories of Projects ? Common Elements
?
? Defined In Terms Of:
? Technical Elements ? Management Elements ? Industry Groups
Programs
? ? ? ? ? ? A Group of Projects… Managed In a Coordinated Way May Involve Ongoing Operations May Involve Repetitive Undertakings Sometimes Program/Project Same Sometimes Project Subset of Program
Subprojects…
? Projects Divided Into More Manageable Components ? Often Contracted Out ? Thought of As a Unique Service
Project Critical Success Factors
? Project Critical Success Factors ? Project Characteristics
Project Critical Success Factors
? In Order of Importance
? ? ? ? ? ? ? ? ? ? 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Project Mission Top-Management Support Project Schedule/Plan Client Consultation Personnel Technical and Managerial Skills Client Acceptance Monitoring and Feedback Communication Trouble Shooting
Why Do Some Projects Fail?
? A Project Organization Is Not Required ? Insufficient Support from Senior Management ? Naming the Wrong Person as Project Manager ? Poor Planning
Traditional Measures of Project Success
Meets Specifications
Required Performance
Target: Satisfies Customer
Within Budget Budget Limit Due Date On Time
Project Characteristics
? ? ? ? ? Purpose Life Cycle Interdependencies Uniqueness Conflict
Purpose
? One-Time Activity ? Well-Defined Set of Desired End Results ? Divided Into Subtasks ? Achieve Project Goals ? Requires Coordination and Control of Timing, Precedence, Cost, and Performance
Life Cycle
Slow Beginning Buildup Peak Decline Phased Into Normal Ongoing Operations ? Terminated ? ? ? ? ?
Interdependencies
? Simultaneously Interact With Other Projects
? Always Interact With Parent Organization’s Standard Operations
? Changing Patterns of Interaction
? Keep Interactions Clear
? Maintain Relationships With External Groups
Uniqueness
? No Two Projects Are Alike ? Presence of Risk (Uncertainty) In Every Project ? Can Not Be Completely Reduced to Routine ? Project Manager’s Role Important ? Management By Exception
Conflicts
? Compete for Functional Resources
? ? ? ? Project vs. Project Team Members Leadership Roles Almost Constant Conflict
Differences or conflicts between or among the stakeholders should be resolved in favor of the customer.
Why Project Management?
? ? ? ? ? Basic Purpose: Accomplish Goals Focus Responsibility and Authority Do Not Suboptimize Better Control, Better Customer Relations Shorter Development Times, Lower Costs, Higher Quality/Reliability, Higher Profit Margins
Characteristics of Project Phases
? ? ? ? ? Completion of One or More Deliverables Tangible Work Products Establish Management Control Stage Gate Reviews at Phase End Go-No Go Decision Points
Characteristics of Project Life Cycle
? Defines Beginning and End of Project ? Phases Sequenced Through Hand-Offs ? Overlapping Phases (Fast Tracking) ? Define Work Done and By Whom
Common Characteristics
? Cost and Staffing Low at Start, Higher Toward End, Drop Rapidly at Conclusion ? Probability of Success Lowest, Risk Highest At Start ? Probability of Success Higher, As Project Continues ? Stakeholder Influence on Product and Cost Higher at Start, Lower as Project Continues ? Cost of Change, Error Correction Increases
Project Stakeholders
? ? ? ? ? Project Manager Customer vs. User Performing Organization (Project Team) Sponsor (Internal Funder) Differences Should Be Resolved In Favor of the Customer
Stakeholder views
? Define Success/Failure Differently
? ? ? ? Client: Wants Changes Parent Organization: Wants Profits Project Team: Want Rewards/ Recognition Public: Wants ????
Organizational Influence
? Projects are generally part of an organization larger than the projects and ? the key aspects of these larger organizations would influence the project.
Organizational Systems
? Project based organization ? Operations consist primarily of projects. Tend to have management system in place to facilitate project management they fall into 2 categories
? Derive revenue primarily by performing projects for others ? Management by projects – organization approach to management of ongoing activity
Organizational Systems
? Non-project based organization – seldom have management systems designed to support project efficiently and effectively ? The focus in on development of own product and services ? Internal projects are defined focusing on releases of the product
Organizational Structure
? Organization structures can be characterized as spanning a spectrum from functional to projectized
Organizational Structure
? Functional Organization
? Has Hierarchical Structure ? Where each employee has one clear superior, ? Staff are grouped by specialty. ? Functional Organization deal with multiple projects ? With the scope of the project limited to the boundaries of that function
Functional Organization
? Departmentalization by function
Organizational Structure
? Projectized Organization –
? Team members are often collocated ? Most of the organization resources are involved in the project work ? The project manages have a great deal on independence and authority
Matrix and Project Structure
? Specialists from different functional groups assigned to projects ? Matrix participants have two managers
Organizational Structure
? Matrix Organizations – blend of
functional and projectized characteristics
? Weak Matrix Organization –
maintain many of the characteristics of functional Organization. Project managers role is that of a coordinator or expediter than of a manager
Project Management Software
? Strong Matrix Organization
? have many of the characteristics of a projectized organization ? full time project managers with considerable amount of authority and full time project administrative staff
Matrix and Project Structure
? Specialists from different functional groups assigned to projects ? Matrix participants have two managers
Project Management Software
? Balanced Matrix Organization
? Composite Organization – Organization which involve all the above organizations at various levels
Learning Organization
? An Organization that has developed the capacity to continuously learn, adapt and change through the practice of knowledge management by employees
Organizational Design
? Boundaryless Organization ? An flexible and unstructured organizational design that is intended to break down external barriers between the organization and its customers and suppliers. ? Removes internal (horizontal) boundaries ? Eliminates the chain of command ? Has limitless spans of control ? Uses empowered teams rather than departments ? Eliminates external boundaries ? Uses virtual, network, and modular organizational structures to get closer to stakeholders.
Removing Boundries
? Virtual Organization ? An organization that consists of a small core of fulltime employees and that temporarily hires specialists to work on opportunities that arise. ? Network Organization ? A small core organization that outsources its major business functions (e.g., manufacturing) in order to concentrate what it does best. ? Modular Organization ? A manufacturing organization that uses outside suppliers to provide product components for its final assembly operations.
Project Management Processes
? Project management is an interactive endeavor and an action or failure to take action will have an affect in other areas.
Project Proceses
? Project is series of process performed by people that fall into following 2 categories:? Project management Process – are concerned with describing and organizing the work of a project which are applicable to most of the projects most of the time ? Product oriented Processes – are concerned with specifying and creating the project, typically defined by project life cycle and vary by application area
Project Framework
Initiate Plan Execute & Control
Track & Control
Close
• Scope Management • Workplan Management
Startup
Definition / Scope / Requirements
Planning and Resource Allocation
• Resource Management (Time, Cost, People) • Deliverable Mgmt
Reporting
Completion & Assessment
• Quality Management
• Transition Plan • Int/Ext Vendor Management
Review
Risk & Issue Management Sponsor Management Communication Management
Thank You…
? Thank You…
doc_527825599.pptx