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SW Project Management Project Charter and Plan

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SW Project Management ... and deliverables Keeps the project focused on the goal Since the sponsor is outside the development ... Software Project Management Author: – PowerPoint PPT presentation

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Title: SW Project Management Project Charter and Plan


1
SW Project ManagementProject Charter and Plan
  • INFO 420
  • Glenn Booker

2
Digging deeper
  • So far weve looked at projects from a fairly
    high level or strategic perspective
  • The business case provided a high level
    justification of the project
  • Now its time to focus on a single project in
    more detail, and start fleshing out the details
    needed to make it a reality

3
Project charter and plan
  • The second phase of the project life cycle
    develops the project charter and baseline project
    plan
  • These are the foundation for guiding the project
    through its implementation
  • A major role is to define subplans that,
    together, will achieve the projects goals

4
Subplans
  • Subplans help manage specific aspects of the
    overall project
  • Scope, schedule, budget, quality, risk, and
    people could each be the basis for a subplan
  • Combined with the projects methodology,
    processes, and tools, they define the projects
    infrastructure and framework

5
Project planning overview
  • Much of the course will focus on the details of
    these various subplans
  • For now, introduce the project planning process
    and how it connects to the PMBOK
  • And well link the MOV to the projects scope,
    budget, and schedule

6
Project planning overview
  • Ultimately the project plan will answer the basic
    concerns
  • Who is involved in the project?
  • How much will it cost?
  • How long will it take?
  • What will the finished product be able to do?

7
Project processes
  • A process is a set of activities to achieve a
    particular purpose
  • Just like a kitchen recipe, or a programming
    algorithm
  • A project uses two types of processes
  • Project management processes
  • Product-oriented processes

8
Project processes
  • Project management processes help run the project
  • Initiation, execution, closing, managing, etc.
  • Product-oriented processes are those that
    actually create the system or product
  • System development life cycle (SDLC) processes
    mostly fit in this category
  • You need both kinds of processes!

9
PM process groups
  • The five project management process groups in the
    PMBOK define a project by the kinds of work to be
    done
  • They often overlap different project phases
  • They are
  • Initiating
  • Planning
  • Executing
  • Monitoring and Controlling
  • Closing

10
Initiating process group
  • Processes typically include
  • Developing a business case
  • Initializing a project
  • Getting approval of the business case
  • Preparation of the project charter

11
Planning process group
  • Processes typically include
  • Planning of individual phases within a project,
    as well as planning the overall project
  • Planning project scope, activities, resources,
    costs, schedule, and procurement
  • Scope of processes should be consistent with the
    size of the project
  • Includes updating plans during the project

12
Executing process group
  • Processes typically include
  • Matching people and resources to carry out the
    plans
  • Develop the system (software engineering
    processes, testing, etc.)
  • QA, risk management, and team development

13
Monitoring and Controlling process group
  • Processes typically include
  • Balancing project scope, schedule, budget, and
    quality objectives
  • Monitor variances between planned actuals
  • Take corrective action when needed
  • Scope, change, schedule, cost, quality control
    processes and communications plan

14
Closing process group
  • Processes typically include
  • Getting customer approval for final deliverables
  • Contract closure
  • Administrative closure
  • Evaluate project against its MOV
  • Document lessons learned

15
Project integration management
  • Project integration management (PIM) coordinates
    the other eight knowledge areas throughout a
    project life cycle
  • Includes deciding where to concentrate resources
    day to day
  • Proactive risk management
  • Coordinating work, and making tradeoffs among
    competing needs

16
Project integration management
  • In many ways, PIM is a key role of the project
    manager
  • How do you keep the project on track in spite of
    personnel issues, resource issues, technical
    problems, etc.?
  • Understanding PIM processes is key to producing a
    good project plan

17
PIM processes
  • Define the project charter
  • Gives the project manager authority to allocate
    resources
  • Develop the preliminary scope statement
  • This is part of the business case the broad
    scope of what is and isnt part of the system
  • Develop project management plan

18
PIM processes
  • The subplans mentioned earlier need to be
    integrated within the overall PMP
  • Direct and manage project execution
  • The project manager integrates all the processes
    into one coherent project. Hopefully.
  • Monitor and control project work
  • Critical are corrective actions when project
    strays from the plan

19
PIM processes
  • Preventative actions can be a good part of risk
    management
  • Defect repair and rework are needed to maintain
    quality
  • Integrated change control
  • Changes to the system need to be documented,
    reviewed, and approved

20
PIM processes
  • Need to ensure all affected parties are aware of
    changes before approval is given
  • Close the project
  • This could include premature closure of the
    project, if needed
  • In any event, closure should be orderly

21
Project management culture
  • Some organizations beg for trouble by pretending
    that project management isnt really useful
  • To help instill a sense of the overall project
    management approach, follow these six principles

22
Project management culture
  • Define the job in detail know the scope and
    boundaries precisely
  • Get the right people involved
  • Estimate time and costs, including allowances for
    risks and scope assumptions

23
Project management culture
  • Break the job down into a SOW
  • The SOW is a contract of project objectives
  • Establish and follow a change procedure
  • Agree on acceptance criteria when are you done
    with each deliverable?

24
Project sponsor
  • The project sponsor is a critical role for the
    success of any project
  • Its someone outside the development team who is
    not only paying for the project, but also acts as
    a champion to support the project and protect it
    from outside threats

25
Project sponsor
  • The sponsor
  • Empowers the project manager
  • Maintains project support (buy-in) from other
    key stakeholders
  • Clears political and organizational roadblocks
  • Ensures availability of resources
  • Monitors project status and progress

26
Project sponsor
  • Approves plans, schedules, budgets, and
    deliverables
  • Keeps the project focused on the goal
  • Since the sponsor is outside the development
    team, the project manager doesnt control them
  • Loss of a sponsor can kill a project

27
Project charter
  • The project charter is a high level agreement
    between the project sponsor and the project team
  • Documents the MOV, which may have been refined
    since the business case
  • Define project infrastructure
  • What resources, technology, methods, and PM
    processes will support the project?

28
Project charter
  • Identify key personnel, facilities and tools
  • Summarize the project plan
  • Scope, schedule, budget, and quality objectives
  • Deliverables, major milestones
  • Define roles and responsibilities
  • Identify project sponsor, manager, key leads, and
    how they will communicate and make decisions

29
Project charter
  • Express commitment to the project
  • Describe the resources committed to the project
  • Who will take ownership of the final product?
  • Define project control mechanisms
  • What processes will be followed for requesting,
    reviewing, and approving changes to project
    scope, cost, or schedule?

30
Charter contents
  • A charter typically can contain
  • Project identification, such as the name or
    acronym or logo by which its known
  • Critical for your team coffee mugs
  • Project stakeholders
  • Who are they?
  • What roles do they play?
  • Who reports to whom?

31
Charter contents
  • Project description
  • Give a nice overview of the project, for someone
    whos never heard of it
  • Might include the projects vision or overall
    goals
  • Measurable organizational value
  • Yes, its important enough to get its own section
  • Project scope
  • Could be a formal SOW, or less formal narrative

32
Charter contents
  • The project scope is less detailed than the
    project plan, but outlines the major features of
    the project, and what is not part of the project
    scope
  • Project schedule at a high level, such as major
    phases and overall duration
  • Project budget at least the totals
  • Quality issues, such as the standards to be
    followed, or other overall quality objectives

33
Charter contents
  • Resources who is providing people, technology,
    facilities, etc. to support the project
  • You dont want an office in your daughters dorm
    room
  • Assumptions and risks
  • Key people availability
  • Events that could change project scope, budget,
    or duration

34
Charter contents
  • External constraints on the project, e.g. project
    interfaces to existing systems
  • Internal constraints, such as resource
    competition
  • Project impact on other parts of the organization
  • Environmental, political, economic, or other
    issues
  • Project administration
  • What plans will be developed to support this
    project? Scope mgmt, communications, quality
    mgmt, quality mgmt, change mgmt, HR, etc.

35
Charter contents
  • Acceptance and approval
  • Who signs off on this puppy?
  • References
  • Terminology
  • Particularly helpful if the project scope spans
    many technical specialties, who dont know each
    others acronyms and phrases

36
Project planning framework
  • Now that the overall picture of the project has
    been defined (its charter), the detailed planning
    process can begin
  • The project planning framework describes the
    planning process
  • We start with the MOV

37
Project planning framework
  • The project plan seeks to answer our pet
    perennial management questions
  • What needs to be done?
  • Who will do it?
  • When will they do it?
  • How long will it take?
  • How much will it cost?

38
Project planning framework
Adapted from Fig 3.4 of text
39
MOV
  • We start with the MOV, which hopefully was agreed
    upon by all key stakeholders
  • The MOV also connects to your organizations
    strategic goals and mission, so making the
    project happy will also support your organization

40
Define the projects scope
  • Now we need to establish what the scope of the
    project really is
  • What features will be implemented?
  • Might help to look at broad categories of
    features (manufacturing, sales, HR management,
    etc.) then get more detailed in each category
  • What systems are/are not being replaced?
  • What job roles will be affected?

41
Define the projects scope
  • The planning stage of this defines the scope in a
    requirements document, or SOW, or use cases, or
    something
  • Then the definition stage groups the scope into
    work packages, each with a set of related
    features (both in functionality and priority)

42
Define the projects scope
  • Then verification must occur to make sure the MOV
    will be satisfied by the chosen scope
  • The change control process is critical to manage
    adjustments to the scope

43
Divide project into phases
  • The project development needs to be broken into
    phases of some kind
  • Waterfall life cycle phases?
  • RUP iterations?
  • n spirals, then another life cycle?
  • The phases are very SDLC-dependent, and a key
    source for assumptions

44
Divide project into phases
  • Each phase needs to have clearly defined
    deliverables
  • Phases also need decision points milestones
  • How do you know when the phase is done?
  • Give the sponsor a chance to approve the work,
    and start the next phase

45
Task sequence, time resources
  • Once the phases have been defined, need to define
    the tasks within each phase, both for product
    development and for project management processes
  • Thats key to include both types of activities!
  • Tasks can be sequential, or parallel, or have to
    start or stop together

46
Task sequence, time resources
  • Resources needed for a task might include
    development tools, facilities, test equipment,
    external system interfaces,
  • and people
  • Cost for labor needs to include overhead costs,
    which typically totals 2.0 to 2.5 times their
    salary (roughly 100k to 300k/yr)

47
Task sequence, time resources
  • Time for a task to be accomplished is the
    calendar time
  • Not everyone is devoted to a project 100 of the
    time
  • Some tasks might require many people at once
  • Some tasks can be done in parallel, other require
    sequential action

48
Baseline schedule and budget
  • So all of the tasks, their costs, and other
    resources comprise the baseline plan for the
    project
  • From that plan, you can determine the overall
    schedule (calendar months) and cost for the
    project
  • This baseline plan is the basis for all planned
    vs actual measurements during the project

49
Baseline schedule and budget
  • EVERYONE should review the baseline plan for
    consistency, completeness, and make sure it will
    really result in a system that will achieve its
    MOV
  • Remember, can only control two of cost, schedule,
    and scope which one can you give up?

50
Kick-off meeting
  • Many projects start with a formal event to start
    them, a kick-off meeting
  • It provides a clear start to the project, helps
    introduce the major players (front line
    managers), and builds team morale

51
Summary
  • Weve examined the key processes, both to develop
    a product and to manage a project
  • Reviewed the role of project integration
    management
  • Outlined a project charter and the process for
    developing the baseline project plan
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