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Software Project Management
Lecture 1Introduction, Fundamentals, Classic Mistakes
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Required Textbook
“Information Technology Project Management”, Kathy Schwalbe
Coursework
Assignments (25%) Discussions allowed but no plagiarism.
Mid-Term Exam (30%)
Final Exam (40%)
Attendance (5%)
The Field
Jobs: where are they?
Professional Organizations Project Management Institute (PMI) (pmi.org) Software Engineering Institute (SEI) IEEE Software Engineering Group
Certifications PMI PMP
The “PMBOK” – PMI Body of Knowledge
Tools MS Project
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Project Management Skills
LeadershipCommunicationsProblem SolvingNegotiating Influencing the OrganizationMentoringProcess and technical expertise
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Software Project Management
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Management
ProjectManagement
SoftwareProject
Management
PM History in a Nutshell
Birth of modern PM: Manhattan Project (the bomb)
1970’s: military, defense, construction industry were using PM techniques
1990’s: large shift to PM-based models 1985: TQM 1990-93: Re-engineering, self-directed teams 1996-99: Risk mgmt, project offices 2000: M&A, global projects
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Project Management
What’s a project?
PMI definition A project is a temporary endeavor
undertaken to create a unique product or service
A project manager Analogy: conductor, coach, captain
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Project vs. Program Management
What’s a ‘program’?Mostly differences of scaleOften a number of related projectsLonger than projectsDefinitions varyEx: Program Manager for MS Word
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Interactions / Stakeholders
As a PM, who do you interact with?Project Stakeholders
Project sponsor Executives Team Customers Contractors Functional managers
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PM Tools: Software
Low-end Basic features, tasks management, charting MS Excel, Milestones Simplicity
Mid-market Handle larger projects, multiple projects,
analysis tools MS Project (approx. 50% of market)
High-end Very large projects, specialized needs,
enterprise AMS Realtime Primavera Project Manager
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Tools: Gantt Chart
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Tools: Network Diagram
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PMI’s 9 Knowledge Areas Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement
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Why Rapid Development
Faster deliveryReduced risk Increased visibility to customerDon’t forsake quality
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Strategy
Classic Mistake AvoidanceDevelopment FundamentalsRisk ManagementSchedule-Oriented Practices
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Four Project Dimensions
PeopleProcessProductTechnology
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Trade-off Triangle
Fast, cheap, good. Choose two.
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Trade-off Triangle
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Know which of these are fixed & variable for every project
People
“It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting”
Developer productivity: 10-to-1 range
- Improvements:- Team selection- Team organization Motivation
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People 2
Other success factors Matching people to tasks Career development Balance: individual and team Clear communication
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Process
2 Types: Management & TechnicalDevelopment fundamentalsQuality assuranceRisk managementLifecycle planning
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Process 2
Customer orientationProcess maturity improvementRework avoidance
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Product
The “tangible” dimensionProduct size managementProduct characteristics and
requirementsFeature creep management
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Technology
Often the least important dimensionLanguage and tool selectionValue and cost of reuse
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Planning
Determine requirementsDetermine resources Select lifecycle modelDetermine product features strategy
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Tracking
Cost, effort, schedulePlanned vs. ActualHow to handle when things go off
plan?
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Measurements
To date and projected Cost Schedule Effort Product features
Alternatives Earned value analysis Defect rates Productivity Complexity
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Technical Fundamentals
RequirementsAnalysisDesignConstructionQuality AssuranceDeployment
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Project Phases
All projects are divided into phasesAll phases together are known as the
Project Life CycleEach phase is marked by completion
of Deliverables Identify the primary software project
phases
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Lifecycle Relationships
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Seven Core Project Phases
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Project Phases
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Phases Variation
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ConceptExploration
SystemExploration
Requirements
Design
Implementation
Installation
Operations andSupport
Maintenance
Retirement
36 Classic Mistakes
Types People-Related Process-Related Product-Related Technology-Related
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People-Related Mistakes Part 1
Undermined motivationWeak personnel
Weak vs. JuniorUncontrolled problem employeesAdding people to a late project
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People-Related Mistakes Part 2
Noisy, crowded officesCustomer-Developer frictionUnrealistic expectationsPolitics over substanceWishful thinking
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People-Related Mistakes Part 3
Lack of effective project sponsorshipLack of stakeholder buy-inLack of user input
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Process-Related Mistakes Part 1
Optimistic schedules Insufficient risk managementContractor failure Insufficient planningAbandonment of plan under pressure
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Process-Related Mistakes Part 2
Wasted time during fuzzy front endShortchanged upstream activities Inadequate designShortchanged quality assurance
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Process-Related Mistakes Part 3
Insufficient management controlsFrequent convergenceOmitting necessary tasks from
estimatesPlanning to catch-up laterCode-like-hell programming
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Product-Related Mistakes
Feature creepPush-me, pull-me negotiationResearch-oriented development
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