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7/26/2019 2004 Proj Man Concepts
1/40
2004 P 1
Project management concepts
The project, people, products,
process
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2004 P 2
The Project
What is a project?
Restricted in time
Starting time
Ending time!!! Definitive aim / purpose / goal
The project will produce deliverables!
Own organization
Project personnel
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2004 P 3
History of project work
The project as a way of working isdeveloped
1940-50s, military and space programs The Manhattan Project (Atomic Bomb)
Apollo
Operation analysis, the need for coordinatingprojects
PERT (Program Evaluation and Review
Technique) CRM (Critical Path Method)
7/26/2019 2004 Proj Man Concepts
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2004 P 4
History ...
1960s long planning horizons
project administration was in
1970s leadership
team-work, independent teams
1980s PC revolution: Project planning tools
1990s throughput optimization
interaction between teams
2000s projects today and tomorrow will be formed by you
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2004 P 5
The Project
When is a project successful?
keeps on schedule
produces what expected
keeps on budget people feel happy about the project
customers
project personnel
other stakeholders
So your projects can absolutely besuccessful!
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2004 P 6
Ex: Project objectives
Rank the following (cant say they are equally
important): minimal defects
maximum user satisfaction
minimal response time
maintainability
extendibility
robustness
short schedule
predictable delivery date low cost
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2004 P 7
Project success
What is the most important to make
project work successful?
People?
Time? Budget?
Product / deliverables?
Communication?
Marketing?
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2004 P 8
How problems in technology
development affect to profits
product release delayed 6 months
problems in quality assurance
incompatibility with others reducessales by 10%
product 10% too expensive
product development budget exceeds
30%
-31,5
-14,9
-3,8
-3,8
-2,3
%
Source: Samuli Pekkola / Project Management Course: cc.jyu.fi
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2004 P 9
Executive support
User involvement
Experienced project manager
Clear business objectives Minimized scope
Standard software infrastructure
Firm basic requirements
Formal methodology Reliable estimates
Why Do Projects Succeed?
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2004 P 10
The software project
Is the software project very different from
traditional project?
- Startup or shutdown of plant
- Installation of equipment- Manufacture of aircraft, ships, and large machines
- Space shots
- Auditing accounts
- Fund-raising
- Planning a military invasion
- Building construction
- Movie making
- New product R & D & introduction
- Launching a course- Designing an advertising campaign
- Computer system development
7/26/2019 2004 Proj Man Concepts
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2004 P 11
The project players one view
Project
manager
Database
team
Leader
User
interfaceteam
Leader
Project
contact
End usersManage-
ment
Customer
Company
management
Family /
friends
Boss(es)
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2004 P 12
Project organization
Quality assurance
Consults Secretary
Team Leader Team Leader Team Leader
Project manager
Steering group
Orderer
Quality assurance
Team Leader /PM
Team
Orderer
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2004 P 13
independent project
members have no other tasks (hired to project)
total responsibilities (financial, quality)
other organizations only guide and help
BIG projects
matrix organization
members have no other tasks (lend to project)
reports to project manager & organization
in charge of objectives & results
other organizations as experts
Organization options (1)
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2004 P 14
Organization options (2)
individual organization
only project manager is hired
project manager buys services from
organizations
those organizations are in charge of
results, project manager coordinates
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2004 P 15
Management...
Estimation and scheduling
estimate the size of project
estimate the effort needed to build a product
estimate the schedule
accurate estimation increases effective
planning, which increases efficient
development
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2004 P 16
Management..
planning activities
estimation and scheduling
people (how many, skills, when, who)
organization of the team(s) lifecycle model
risk management
strategic decisions features
develop or buy
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2004 P 17
Management
tracking
a project to follow the plan
schedule, cost, quality, targets, features
management level tasks lists, status meetings & reports, milestone
reviews, budget reports, management by walking
around
technical level
technical audits & reviews, quality gates
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2004 P 18
Project management
controls three corners of trade-off triangle
schedule, cost, product
consists of determining
size of product (functionality, complexity)
allocating resources
creating a plan for applying these resources monitoring & directing the resources
Cost Product
Schedule
Pick 2 of 3
7/26/2019 2004 Proj Man Concepts
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2004 P 19
Project timeline
Feasibility
study
pre-project
Project
startupMain process
Knowledge of the project
Impact on final outcome
time
Source: Torbjrn Wenell: Wenell om project
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2004 P 20
Project and planning tools
There is a lot of project planning tools and
software available
Do they really help us?
The project planners are not any moreneeded ....
7/26/2019 2004 Proj Man Concepts
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2004 P 21
The people
Project manager
The one that should make all happy...
Motivation, organization, ideas and innovation
Team leaders People-intensive activity (good practitioners
might make poor team leaders)
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2004 P 22
Team/project manager
Set realistic project goals
Wisely allocate tasks to team members
Run meetings
Manage time
Communicate
Manage shared group documents
Roles of team leaders / team members
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2004 P 23
How to manage a high-
performance team ?
establish a vision
create change
manage team as a team delegate tasks to the team
leave details to team
follow up on decisions (maintain
commitment)
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2004 P 24
What is takes to be a good
project manager
Communications (84% of the
respondents listed it)
Listening
Persuading
Organizational skills (75%)Planning
Goal-setting
Analyzing
Team Building Skills (72%)
Empathy
Motivation
Leadership Skills (68%)
Sets Example
Energetic
Vision (big picture)
Delegates
PositiveCoping Skills (59%)
Flexibility
Creativity
Patience
Persistence
Technological Skills (46%)Experience
Project Knowledge
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2004 P 25
Skills necessary for effective
project managersPlanning
Work breakdown
Project scheduling
Knowledge of PM software
Budgeting and costing
Organizing
Team building
Establishing team structure and reporting assignments Define team policies, rules and protocols
Leading
Motivation
Conflict management
Interpersonal skills
Appreciation of team members' strengths and weaknesses
Reward systems
Control l ing
Project review techniques
Meeting skills
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2004 P 26
Keys to success as a project
manager Lientz and Rea (1996):
Communicate regularly in person with key team members
Keep management informed
Keep informed on all aspects of the project
Delegate tasks to team members
Listen to input from team members
Be able to take criticismRespond to and/or act on suggestions for improvement
Develop contingency plans
Address problems
Make decisions
Learn from past experience
Run an effective meeting
Set up and manage the project fileUse project management tools to generate reports
Understand trade-offs involving schedule and budget
Have a sense of humor
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2004 P 27
The team
The software team
What teams to form, size, structure?
Distribution of skills
How to manage the team? Democratic decentralized
Controlled decentralized
Controlled centralized
7/26/2019 2004 Proj Man Concepts
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2004 P 28
Being a team member
Take responsibility
The team meeting is your meeting
Contribute to the process
Be positive. But do not overdo.
Have fun, share your fun
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2004 P 29
About communication
verbal communication
language, quality of spoken lang. , tempo
rhythm, pitch articulation
nonverbal communication appearance, facial expressions
written
books, journals, daily papers, memos etc,
emails
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2004 P 30
Communication & Projects
Group of experts
Limited time resources
Often problem solving situation
Strong goal orientation
Responsibilities for other parties
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2004 P 31
Small group communication
Groupthink
Norms
Agenda setting
Roles (information giver, information seeker,elaborator, initiator, administrator)
Leadership (authoritarian, consultative,participative, laissez-faire, shared etc.)
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2004 P 32
Team communication tools
e-mail lists?, who is responsible, moderator?
problems with e-mail
Telephone fast problems solving
no automatic documentation
Computerized project management
system (Document databases)
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2004 P 33
Types of communication
Formal, impersonal approaches
Documents
Project milestones
Error tracking reports
Source code
Repository data Project control tools
Formal, interpersonal
procedures
Design reviews
Requirements reviews
Status reviews
Code inspections
Informal interpersonal
procedures
Group meetings
Electronic communication
Electronic mail
Project bulletins
Interpersonal network
Discussions with peers
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2004 P 34
Effective team meetings
Use an AGENDA, distributed in advance
People should know what is to be discussed
Use team meeting for
Analyzing, reporting what has been done
Plan what should be done next
Making decisions
NOT FOR DOING THE WORK Exception: brain-storming activities
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2004 P 35
Most important comm. skill
What are the communication skills needed
in a project?
What is the most important communication
skill a person involved / manager shouldhave?
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2004 P 36
Simple AGENDA
GROUP A MEETING, DC 3101 Nov 7. at 10.15
Present: NN, NN, NN, NN
AGENDA:
* Code status (dev manager)
* Decision on testing tools* The documentation templates (process manager)
* Test plan (testing manager)
* Next meeting
Agenda distributed 1-10 days before meeting
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2004 P 37
The process
Some process is normally ;) used for generating
software
linear
prototyping
RAD
incremental
spiral
WINWIN
component-based formal methods
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2004 P 38
Process / product
Example: Software process involving
Customer communcation
Planning
Risk analysis Engineering
Construction and relase
Customer evaluation
Map each of these activities to the productfunctions
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2004 P 39
Project lifecycle relationships
Sales process
Software process
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2004 P 40
Finally
My personal favorit methodology:
KeepIt
Simple
Stupid!
Break down the big picture to simple sub problems
Solve the simple problems with simple methods Look on the essentials
What are we trying to do
What will be done, by when?
Who is responsible for a function?
How will the job be done
What resource do wh need