Project Management

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Project Management

• Rita M Anderson, PMP
• Directory of Project Management Engineering
• University Technology Services

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What Is Project Management?

• Project
• Temporary endeavor undertaken to create a unique
  product or service, or result. (PMBOK)
• Project Management
• Application of knowledge, skills, tools, and
  techniques to project activities to meet project
  requirements. (PMBOK)

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Why Project Management?

• Todays Small Business
• Single product or service focused
• Sales
• Marketing
• Engineering
• Manufacturing
• Delivery
• Support

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Why Project Management

• PM Began with NASA
• Todays Corporations
• Multiple lines of Business
• Vertical Specialties
• Projects Cut AcrossAll Departments

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CHAOS Report Standish Group

• CHAOS Report - 1994

• CHAOS Report 2004

• Study of IT Projects
• 16.2 of Projects Classified as Successful
• 31 of IT Projects Fail
• 140B of 250B in total US Projects s Wasted

• 34 Classified as Successful (Up to 35 in Latest
  Report)
• 15 Failure Rate
• Only 55B of 255B Wasted

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Why the Improvement?

• Jim Johnson, Chairman
• Improved Project Management
• Iterative Development
• Emergence of Web Technologies
• Source SD Times, 3/2007

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Software Development Models

• Just Do It Model
• Code and Fix and Fix and Fix..
• Waterfall
• Modified Waterfall
• Iterative or Agile
• Extreme Programming (Rapid Prototyping)

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Traditional Waterfall
Concept
Requirements
Architect
Design
Code Debug
SystemTesting
Acceptance Testing
Deploy
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Modified Waterfall
Concept
Requirements
Architect
Design
Code Debug
System Testing
Acceptance Testing
Deploy
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Iterative or Agile Methods

• More Flexibility than Traditional Waterfall
  Methods
• Break the Project Down into Small Phases
• Execute the Waterfall Process on an Iterative
  Basis
• Less Documentation, More Communication
• More User Involvement, Especially in Testing
• Ideal for Smaller Development Teams
• Extreme Programming Forces Much More Overlap

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The Project Lifecycle

• Project Management Process Groups
• Initiation
• Defines and authorizes the project or phase of
  the project
• Planning
• Refines the objectives and plans the course of
  action
• Executing
• Integrates people and other resources to carry
  out project
• Monitoring Controlling
• Regularly measures progress takes corrective
  action when needed
• Closure
• Formalizes acceptance of the final product,
  service, or result

(Reference PMBOK)
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How UTS Runs Projects
Initiation
Planning
Execution Control
Closure
http//uts.sc.edu/csprojects
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Project Initiation - Concept

• Sponsor
• The person or group that provides the resources
  for the project.
• The high level executive who is championing the
  project.
• Projects that are not well sponsored typically
  fare poorly.
• Charter
• Formally authorizes the existence of a project
  and provides the project manager with the
  authority to apply organizational resources to
  project activities.
• Defines objectives for the project and a high
  level view of customer expectations.
• Establish the Project Team
• The group of subject matter experts that will be
  working together on the project.

(Reference PMBOK)
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Know Your Stakeholders

• Stakeholders
• Persons or organizations, such as customers,
  sponsors, performing organizations, and the
  public, that are actively involved in the
  project, orwhose interests may be positively or
  negatively impacted by execution or completion of
  the project.

(Reference PMBOK)
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Requirements

• Understand What Your Customer Expects the Project
  to Produce.
• Avoid the trap of Vague Requirements
• Avoid the Rock Hunt Exercise

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Requirements Exercise

• Develop a Website for Outlook Training
• Allow Faculty Staff to
• Review the Available Classes
• Sign Up for the Class of Their Choice
• Link to the University E-mail Information Center

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Examples of Bad Requirements

• The application must be user friendly.
• The application must perform well.
• The application must be highly available.
• The application must integrate with the new
  Payroll system.
• Requirements Planning Takes Time
• Specific, Measurable, Testable
• Investing Time Up Front Saves Time Later

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Generating Good Requirements

• Brainstorming, Delphi Method
• Use Cases
• Prototypes
• Review with a group of Stakeholders
• What Happens when Stakeholders Dont Agree?
• Project Manager must facilitate the discussion
  and compromise.
• Project Manager should use the Project Sponsor to
  break the tie.
• IT Managers cited poor requirements as one of the
  main reasons projects fail Standish Group,
  2000

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Managing the Triple Constraint

• 3 Key Factors
• Scope
• Time
• Cost
• Determine Whichis the Highest Priority and Can
  Not Change

TIME
QUALITY
COST
SCOPE
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Project Planning
Project Management Knowledge Areas

• Scope Management
• Cost Management
• Procurement Management
• Time Management (Schedule)
• Quality Management

• Communications Management
• Integration Management
• Human Resource Management
• Risk Management

(Reference PMBOK)
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Sample Project

• Objective Develop a solution to generate
  network user accounts for USC students and
  faculty/staff.
• Key Requirements
• Source of record for student info is the Student
  Database
• Source of record for employee is in the HR
  Database
• Create account when student is admitted
• Eliminate student account 1 Yr after last class
  taken
• Comply with FERPA regulations
• Provide employee account from hire
  throughtermination

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Scope Management

• Refine the Objectives
• Specify what will be included
• Specify what will not be included
• List Assumptions
• List Constraints
• Review with Project Team Stakeholders
• Communicate, Communicate, Communicate

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Avoid Scope Creep

• Whats Scope Creep?
• Unauthorized Changes in Requirements
• Additional Features that Just Appear
• Example
• Provide accounts to retirees
• Provide accounts to alumni
• Provide accounts to faculty members from other
  schools who are collaborating with USC faculty on
  research

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Cost Management

• Keep Costs Within Budget
• Know Your Budget
• Track Costs Regularly
• Factors to Consider
• Cost of Labor Time is Money!
• Cost of Contractors Vs. Employees
• Time Value of s for Multi-Year Projects

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Other Knowledge Areas

• Procurement Management
• Decide How to Proceed
• Make Vs. Buy Decision
• Human Resource Management
• Invest Time in Making the Team a Team.
• Integration Management
• Know the Environment.
• Understand the Constraints and Assumptions.

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Communications Management

• 90 of Project Management is Communications!
• Determine Up Front
• Who to Include
• What to Communicate
• When (How Often to Provide Updates)
• How Meetings, E-mail, Web Posts, etc.
• Include Some Form of Regular Communication to All
  Stakeholders!

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Time Management

• Scheduling
• Determine the Work Breakdown Structure
• Work Units Typically No More than 80 Hrs of
  Work Each
• Determine the Optimal Sequencing
• Determine the Dependencies
• Manage the Critical Path!

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Quality Management

• Quality Planning
• Identifying which quality standards are relevant
  and how to satisfy them.
• Quality Assurance
• Evaluating overall performance to ensure that
  standards are met.
• Quality Control
• Monitoring specific results to determine if they
  comply with standards and addressing how to
  resolve issues if needed.

(Reference PMBOK)
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Defect Removal
The longer a defect remains undetected, the more
expensive it becomes to correct.
Source Steve McConnell, http//stevemcconnell.co
m
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Defect Prevention

• An unstable organization can not consistently
  produce high quality products.
• Focus on Defect Prevention
• Clearly Defined Roles, Responsibilities Up to
  15 Reduction
• Formalized Procedures Up to 25 Reduction
• Repeatable Processes Up to 35 Reduction
• Controls and Measures in Place Up to 30
  Reduction

Source David Longstreeet, www.SoftwareMetrics.c
om
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Capability Maturity Model Integration
Optimizing
Quantitatively Managed
Defined
Repeatable Managed
Initial
Initial
SEI
CMMI was developed by the Software Engineering
Institute (SEI) at Carnegie Mellon University
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Architect Design

• Different Solutions Require Different Approaches
• Use Cases
• Rapid Prototype
• Pseudo Code
• Flowcharts
• Design Verification
• Design and Code Reviews
• Validate that Each Requirement Can be Tested
• Define the Test Plan During Design

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Development Test

• Detailed, Labor Intensive Tasks
• Best Practice Implement Peer Review of Code
• Avoid Gold Plating
• Code to the Requirements
• Stages of Testing
• Unit Test
• Systems Testing
• Acceptance Testing

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User Account Example
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Risk Management

• Key Area for Project Manager
• Risk Identification
• Lessons Learned from Previous Projects
• Brainstorming with the Team
• Ask Subject Matter Experts
• Risk Quantification
• Risk Response Development
• Risk Response Control
• Risk Should Reduce as Project Progresses

(Reference PMBOK)
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Some Classic Mistakes

• People-Related
• Adding people late to a project
• Unrealistic Expectations
• Process-Related Mistakes
• Insufficient Planning
• Overly Optimistic Schedules
• Product-Related Mistakes
• Feature Creep

Source S. McConnell, Software Project Survival
Guide
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Managing Issues

• Managing the Plan is an on-going task
• Track All Issues
• Assign some form of numbering scheme
• Description of Issue
• Priority
• Owner
• Date Identified
• Date to be Resolved
• Status

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Typical Risk Matrix
Risk Likelihood Impact Response
Provisioning SW May Run Slow High High Avoid Extensive performance testing during systems test
Supporting FERPA May Limit IT Staff Access to Data High Med Mitigate Develop Process for Appropriate IT Staff to Access Data
Inability to Distinguish Faculty and Staff Low Low Mitigate Utilize additional data sources
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Project Execution Control

• Status Updates Frequently
• Establish Metrics Upfront and Track Metrics
• Adjust When Issues Occur
• Deal with Problems BEFORE They Occur
• Project Schedule Slips BEFORE They are realized
• Exercise Contingency Planning

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Project Closure

• Ensure that Stakeholders Accept the Product,
  Service, or Result
• Archive All Project Documentation
• Transition the On-going Product Support to
  Operations
• Hold Lessons Learned
• Celebrate the Teams Success

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Portfolio Management

• Most Companies Have Multiple High Priority
  Projects In Progress Concurrently
• Portfolio Management -gt Balancing Priorities
• PMO Can Assist
• Ensure that Projects Move through the Pipeline
  Efficiently
• Assist in Managing Resources
• Ensure Consistency in Practice Delivery

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Project Management Squares

• Object of the Game Obtain Funding for your
  Project
• Process Project Managers take turns claiming
  squares, similar to tic-tac-toe
• Funding is secured as follows
• Each square that is in a row or column of 3 or
  more counts as 10,000 per square
• A squares value can only be counted once.
• Minimal Funding 30,000
• Expected Funding 40,000 - 70,000
• Well Funded 80,000

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Scoring
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More Information

• UTS Projects
• http//uts.sc.edu/csprojects
• E-Mail Project or the UTS Project Office
• Contact Rita Anderson
• ritaa_at_sc.edu
• 803-777-7507