070916 New culture of PM - Xplorexagilevancouver.xplorex.com/sites/agilevancouver/...A New Culture of Software Project Management September 22, 2007 IEEE "Think Engineering" 13

A New Culture of Software Project Management September 22, 2007

IEEE "Think Engineering" 1

Copyright © 2007 by KESL1

KruchtenEngineering Services Ltd

A New Culture ofSoftware Project Management

Philippe Kruchten

A talk at IEEE UBC Student Branch event:“Think Engineering”

Vancouver, September 22nd, 2007


Philippe Kruchten, Ph.D., P.Eng., CSDP

Professor of Software EngineeringDepartment of Electrical and Computer EngineeringUniversity of British ColumbiaVancouver, BC [email protected] 827-5654

Founder and president

Kruchten Engineering Services LtdVancouver, BC [email protected] 418-2006




Outline

Project ManagementCultureA brief history of project managementThe special case of software projectsAn even briefer history software project managementA new culture of software project managementContrasting the old and the new


Definitions

ProjectProject managementSoftware project

Software Project Management




Project

Objectives• Clearly defined set of goals; non conflicting

Start and end points• not a continuous activity, like operations or

supportUniqueness• One time thing (product); not a repetitive

activity• Not production

Constraints• Cost, schedule, quality Source: Futrell


Defining Software Project Management

Software Project Management is the art of balancing competing objectives, managing risks, and overcoming constraints to successfully deliver a product which meets the needs of both customers (the payers of bills) and the users. (RUP)




Origins of project management

Pyramids, Roman bridges and all thatHenry Gantt, 1917: barchartsFlow line scheduling: 1930Line of Balance: 1940 Goodyear, US NavyMilestone charts, 1940Critical Path Method (CPM), DuPont de Nemours 1950’sPERT, US Navy 1958


Origins

Precedence methodIron triangle (time, cost, output): Barnes, UK, 1969……Toyota Production SystemAgile Manifesto




Our Fundamental Conundrum

Time

Features

Quality


Outline





Culture is …

“…a fuzzy set of attitudes, beliefs, behavioural norms, and basic assumptions and values that are shared by a group of people, and that influence each member’s behaviour and his/her interpretations of the ‘meaning’ of other people’s behaviour”(Spencer-Oatey, 2000).


Culture

Thomsett 2007




Nested Levels of Culture

National cultureCorporate cultureTeam or group culture

Culture /= Personality


Culture as an Iceberg

Arts, literature, language, food, dress, games

time, beauty, privacy, values, role in society, education, behaviour,

motivations, fears, etc…




Outline



Waves of Innovations

Source: Weaver 2007




Pre-classical developments

Puritanism: the protestant work ethicLiberalism: capitalism, division of labourNewtonianism: scientific enquiry

Source: Weaver 2007


Classical development

Taylorism: scientific management• Frederick Taylor (1911)• Work breakdown structure and scheduling

Bureaucracy, administrative managementSystem theory, contingency view (1940’s)• Multiple input, multiple outputs, complex

interrelated processes Operations research• Military tactics, supply, etc…




And then came the computer

Mainframes

PC (commodore, Atari, Apple, IBM)MicroplannerPrimavera (1983)Microsoft Project (1987)

And now everybody can schedule


And then….

Earned ValueProgram managementPortfolio management




On the bleeding edge…

Lean production• And therefore lean management

Critical Chain and Theory of ConstraintsChaos theory• Complex adaptive system


The profession of project management

Profession:• Body of knowledge• Code of ethics• Education• Certification, etc…• “Belonging”, -> culture?

Project Management Institute• And a handful of others: IPMA, APM (UK)..




Project Management Body of Knowledge

PMBOK: Developed by the Project Management Institute (PMI) (USA)Initial publication in 1987; republished in 1996Adopted by IEEE as IEEE 1490-1998• Wow, that was a bad move for software (I think)

NOT software specific

A certification: Project Management Professional (PMP)

Source: PMI & IEEE


PMBOK: Knowledge Areas

4. Project Integration management5. Project Scope management6. Project Time management7. Project Cost management8. Project Quality management9. Project Human resources management10. Project Communication management11. Project Risk management12. Project Procurement management

Looks like MSF, no?




Project Management Body of Knowledge

Project Integration Management Project Scope Management Project Time Management

Project Human Resource ManagementProject Cost Management Project Quality Management

Project Communications Management Project Risk Management Project Procurement Management

Project Plan DevelopmentProject Plan ExecutionIntegrated Change Control

InitiationScope PlanningScope DefinitionScope VerificationScope Change Control

Activity DefinitionActivity SequencingActivity Duration EstimationSchedule DevelopmentSchedule Control

Resource PlanningCost EstimatingCost Budgeting

Quality PlanningQuality AssuranceQuality Control

Organizational PlanningStaff AcquisitionTeam Development

Communications PanningInformation DistributionPerformance ReportingAdministrative Closure

Risk Management PlanningRisk IdentificationQualitative Risk AnalysisQuantitative Risk AnalysisRisk Response PlanningRisk Monitoring & Control

Procurement PlanningSolicitation PlanningSolicitationSource SelectionContract AdministrationContract Closeout

Source: E. Lopes Cardozo, Empulsys


PMI’s PMBOK Concepts

Initiating

Planning

Executing

Controlling

Closing

Project Integration Management

Project Human Resource Management

Project Risk Management

Project Communications Management

Project Procurement Management

Project Quality Management

Project Cost Management

Project Time Management

Project Scope Management

Quality Planning

Quality Assurance

Quality Control

Process Groups Knowledge Areas PM ProcessesPlan Development

Plan Execution

Change Control

Organization Planning

Staff Acquisition

Team Development

Source: Bill Cottrell, IBM




PMI PMBOK: Focus over Time

Executing

Planning

Controlling

Closing

Time

Levelof

Activity

Phase Start Phase End

Initiating

• Project Integration Mgmt•Project Plan Execution

• Project Quality Mgmt•Quality Assurance

• Project HR Mgmt•Team Development

• Project Communication Mgmt•Information Distribution

• Project Procurement Mgmt•Solicitation•Source Selection•Contract Admin

PMBOK® Guide 2000, Project Management Institute, Inc.

Source: Bill Cottrell, IBM


Looking into the PMBOK Philosophy

• Heavy Planning Emphasis• Little Execution Guidance• Construction Inspired

Traditional Focus (PMBOK)

10 Planning Processes Planning Processes

Initiating Processes

Controlling Processes

Executing Processes

Closing Processes

Planning Processes

1 Executing Process

Executing Processes

2 Controlling Processes


Sources: L. Koskela & Mike Griffiths




Basic Loops in the PMBOK


Executing Processes

Planning Processes

Performance data

Corrections

PlansChanges

Sources: L. Koskela & Mike Griffiths


Basic Elements & Theories & Practices

Planning processes• Well-understood and pushed to the extreme in

some industries; WBS; Activities/tasks; Risks• Estimation (when? how much?)

Executing processes• Task assignment

Controlling processes• Thermostat model, cybernetic model• What to measure; assessing progress?• Earned value




PMI range of standards

Source: Weaver 2007


This is great stuff, right?

Let us apply all this to software development, shall we?




Outline



“He who will not apply new remedies must expect old evils.”

– Sir Francis Bacon 1590




What Evils?

2001 Standish group report, 300,000 software projectsProjects fail (23%)Projects are “challenged (49%):• Projects late and over budget• Projects lack quality• Projects does not address user needs

Projects succeed (28%)

Much better than 1994 numbers….Source: Standish Group


What Evils?

Big Upfront Planning (Big Upfront Design)Deliver• Deliver, or deliver value?

Command and control• the thermostat model

High Ceremony, Bureaucracy• If planning and control does not work, let us

do more planning and controlResistance to Change• Change is evil: leads to more planning“




Software Project is a Different Beast (?)

Not a construction or assembly processNot an administrative process

Exploratory: trial and error

No (or few) pre-defined work breakdown structures (WBS)

The “nice party” metaphor


Why is Software Different?

1. No fundamental laws of software• Cannot validate software on blueprints• Need to build and test

2. Extreme modifiability• End-user & customer want to exploit this• Constant changes

3. No manufacturing costs, no border• All costs are in design, no economy of scale

4. Technology churn




Outline



Four stages of power in IT projects

Dark age (1960 – late 70s)Tokenism (1970s –PaybackPartnership

Source: Rob Thomsett 2002, 2007




1. Dark age

(1960 – late 70s) “Engineered” projects“Trust us, we know what is good for you”

Thomsett 2002, 2007


2. Tokenism

1970s –Redevelopment of original systemsDeregulationCompetitivenessMore disciplined approachesControl of cost, quality, timeOutsourcing starts

The techies have the lead

Thomsett 2002, 2007




3. Payback

1990 -Pendulum swing back to the business sideROIBusiness re-engineeringPortfolio management

Outsourcing as payback?

Thomsett 2002, 2007


The Destruction of Trust

These first 3 stages achieved a destruction of trust among the various players




4. Partnership

2000 –Open negotiationJoint planning sessionsInterdisciplinary project teamsBroader range of expertise and education of individuals

Agile and lean approaches

Thomsett 2002, 2007


PaybackEngineered

Traditional project management

PartnershipTokenism

Business control

Proj

ect c

ontro

l

Thomsett 2002, 2007




Outline



Software Projects Fail….

Remember the Chaos reports:• 2003: still half of software projects either fail or

are seriously “challenged”: over budget, over schedule, or quality issues.

Usual Reaction: More planning, more process, more bureaucracy• CMM, Software process improvement• ISO9000-3• Six Sigma




“Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus, which in turn drive away the right people on the bus, which then increases the need for more bureaucracy to compensate for incompetence and lack of discipline, which then further drives the right people away and so forth.”

Jim Collins, Good to Great


Stages in Software Project Control

1. Chaos• Controls: minimal• Mantra: Just do it!• Lifecycle: undefined

2. Prescriptive Control• Controls: conformance to plan• Mantra: Plan the work and work the plan• Lifecycle: Waterfall & Task-based (or WBS)

3. Adaptive control• Controls: conformance to acceptable results• Mantra: Embrace change• Lifecycle: iterative, feature-driven

Source: Jim Highsmith




Note: Controllable versus Predictable

Predictable: the final results of a project are within small variation from the original planned results with respect to scope (i.e. requirements), schedule and cost.

Controllable: The incremental results of a project are acceptable to the sponsor and product manager. During the project, management knows the project status from incremental results, understands the current plans for completion and can influence the outcome.


Reliably Deliver Acceptable Results

Initial StateInitial State Actual Path and precision of artifacts

Uncertainty in Stakeholder

Satisfaction Space

Initial PlanInitial Plan

Source: W. Royce, IBM




New Rules: Agile, Adaptive Processes

Deliver value.Embrace change.Minimize waste.Collaborate.Iterate.


Agile Values: the Agile Manifesto

We have come to value:Individuals and interactions over process and tools,Working software over comprehensive documents,Customer collaboration over contract negotiation,Responding to change over following a plan.That is, while there is value in the items on the right, we value the items on the left more

Source: http://www.agilemanifesto.org/




More Agile Principles

Customer satisfactionChange is OKDeliver working software frequentlyBusiness people and developers must work together dailyMotivated individuals; right environment; trustFace-to-face communication is preferredSustainable development


Agile Principles (cont.)

Continuous attention to technical excellenceSimplicityEmergence of architecture, requirements and designSelf-organizing teamsSelf-reflection to become more effective




Agile Processes

XP eXtreme Programming• Kent Beck

Scrum• Kent Schwaber

Crystal• Alistair Cockburn

Lean Software Development• Tom & Mary Poppendieck

Adaptive development• Jim Highsmith

FDD Feature Driven DevelopmentDSDM Dynamic System Development MethodRUP Rational Unified Process & OpenUPOPEN


Adopting Simpler Rules

“Simple, clear purpose and principles give rise to complex, intelligent behaviour.”

“Complex rules and regulations give rise to simple, stupid behaviour.”

Dee Hock, CEO of Visa




And a Different Management Style

Lifecycle is iterative and incrementalActivities are parallel and concurrent, not phasedPlanning done around deliverables (features), not activitiesAdjustments in scopeCollaboration between stakeholders, and team membersFacilitation: project manager as a facilitator


New Role: Collaboration Manager

Multilingual• Ability to translate between stakeholders

Gatekeeper• Ability to reduce scope

Maestro• Ability to have all stakeholder work together,

collaborativelyCattle driver• Ability to keep the project moving forward

“Clark Kent”• Ability to articulate clearly objectives, requirements

and progressSource: Standish Group




New Practices

Lifecycle: Iterations & releases• Sprints, spikes

Units of planning & scheduling• Features• Stories, episodes

Velocity• Ideal days / story• Actual days (overhead, expertise, vacations)

ScrumsRetrospectives


Graves’ four organizational cultures (1972)

Source:Thomsett 2007




Atomistic (Dionysus)• Individual linked by mutual convenience• Informal and ad hoc rules• Group practices: lawyers and consultancies

Power (Zeus)• Informal teams linked by powerful leaders• Verbal and intuitive• Start up companies

Task (Athena)• Interdisciplinary teams organized around the tasks at hand• Decentralize with formal rules• Federated organization with distributed control

Role (Apollo)• Hierarchical, bureaucratic • formalized mechanistic rules• Large organization with central control

Thomsett 2007


Combining Goffee & Jones with Graves

Source:Thomsett 2007




Fragmented

High individualityAllegiance to technical professionalismClosed value system within each groupCommunication one on oneAchievement and technical elegance valued over timePhysical space is private

Thomsett 2007


Networked

Open values include personal disclosureStrong conformity encouraged through social ritualsOpen communication, both formal and informalWork time includes socializationPhysical space is open and personalized

Thomsett 2007




Mercenary

Competitive values coupled with acceptance of individual differencesRelatively closed values are commonCommunication and swift and direct as time and winning mattersPhysical space is functional and allocated for work efficiency

Thomsett 2007


Communal

Open and collaborative valuesWork is part of lifeCooperation is the key behaviourOpen and complex communications that reinforce bondsPhysical space is shared and flexible

Thomsett 2007




A communal culture to fit the agile spirit

Thomsett 2007


Outline





Remember the Agile Manifesto

We have come to value:Individuals and interactions over process and tools,Working software over comprehensive documents,Customer collaboration over contract negotiation,Responding to change over following a plan.That is, while there is value in the items on the right, we value the items on the left more

Source: http://www.agilemanifesto.org/


… and some Agile Principles

Customer satisfactionChange is OKDeliver working software frequentlyBusiness people and developers must work together dailyMotivated individuals; right environment; trustFace-to-face communication is preferredSustainable development




Contrast of 2 cultures: Traditional - Agile

The project is done when the product shipsWhole life, governance

Quality, risk, cost/benefits are plug-ins to schedulingThey are fully integrated

Change is badChange is normal

Source: Thomsett 2007



Planning is one offPlanning is continuous

People are a resourcePeople are a creative and motivated bunch

Stakeholders are an annoyance or a threatStakeholders are creative, legitimate owners of the project





Track deliverables, cost, schedules and qualityTrack benefits, value to stakeholders, quality, satisfaction

Focus downward and inwardFocus upward and outward

Bureaucratic processes, forms, slow..Inexpensive, low-tech, light, fast and open processes


Contrast

Traditional

ClosedDistrustDishonestyLack of courageTechnical prowess

New

OpenTrustHonestyCourageValue, money




Epilogue

Big Upfront PlanningDeliverCommand and control

High Ceremony, bureaucracyResistance to ChangeWBS, activitiesPlan, Do, Check, Act

PERT, Gantt, CPM

Continuous planningDeliver valueLeadership and collaborationMinimize waste, simple rulesEmbrace changeDeliverables, featuresEnvision, speculate, explore, adaptOpportunistic tools


But Balance, Context

Traditional PM

Agile PM

• Project Uncertainty• Customer Responsiveness• Innovative Cultures• Co-location Possible

• Project Stability• Low Tech Risk• Change Inertia• Criticality

Source: Mike Griffiths




Sources, ReferencesKoskela, L., & Howell, G. (2002). The underlying theory of project management is obsolete. Paper presented at the PMI Research Conference.Weaver, P. (2007). The origins of modern project management. South Melbourne, Aus.: Mosaic Project Services.• http://www.mosaicprojects.com.au/Resources_Papers_050.html

Thomsett, R. (2007). Project Management Cultures: the Hidden challenge. Agile Product and Project Management, 8(7), Cutter IT Consortium.PMI. (2003). Guide to the Project Management Body of Knowledge (PMBOK Guide) 3rd ed. Newton Square, PA: Project Management Institute.Graves, D. (1986). Corporate Culture: Diagnosis and Change: Auditing and Changing the Culture of Organizations. New York: St. Martin’s Press.Goffee, R., & Jones, G. (1998). The character of a corporation: how your company's culture can make or break your business. London: Profile Books.Goldratt, E. M. (1997). Theory of Constraints. Great Barrington, MA: North River Press.


Further reading

Augustine, S., & Woodcock, S. (2003). Agile Project Management: CCPace.Highsmith, J. A. (2004). Agile Project Management : Creating Innovative Products. Boston: Addison-Wesley Professional.Anderson, D. J. (2003). Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results. Upper Saddle River, NJ: Prentice-Hall.Poppendieck, M., & Poppendieck, T. (2003). Lean Software Development - An Agile Toolkit. Boston, MA: Addison-Wesley.Thomsett, R. (2002). Radical Project Management. Upper Saddle River, N.J.: Prentice Hall PTR.

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070916 New culture of PM - Xplorexagilevancouver.xplorex.com/sites/agilevancouver/...A New Culture of Software Project Management September 22, 2007 IEEE "Think Engineering" 13