2024 GPI Mod 5 Project Resource Management DevOps PDF

(3º Ano/ 1º Sem - 3 ECTS | 15 semanas Chapter 9 Project Management Chapter 10 Project Communication Management Apresentação Docente 2024/2025 Gabriel Pestana ([email protected]) - R...

(3º Ano/ 1º Sem - 3 ECTS | 15 semanas Chapter 9 Project Management Chapter 10 Project Communication Management Apresentação Docente 2024/2025 Gabriel Pestana ([email protected]) - Responsável Unidade Curricular (RUC) © Gabriel Pestana 2024 Teaching Team: Gabriel Pestana & Nuno Pina  Planning Communications Management 2  Every project should include some type of communications management plan, a document that guides project communications  The communications management plan varies with the needs of the project, but some type of written plan should always be prepared  For small projects, the communications management plan can be part of the team contract  For large projects, it should be a separate document  Managing Communications  Managing communications is a large part of a project manager’s job  Getting project information to the right people at the right time and in a useful format is just as important as developing the information in the first place  Important considerations include the use of technology, the appropriate methods and media to use, and performance reporting  Project Communication Management 3 Monitoring & Controlling Processes Planning Processes Enter phase/ Initiating Closing Exit phase/ Start project Processes Processes End project Executing Processes  Communication Requirement Analysis Determining the Number of Communications Channels 4  As the number of people involved increases, the complexity of communications increases because there are more communication channels or pathways through which people can communicate.  Includes communicating in all directions  Consider the number of potential Customer, sponsor, Functional communication channels or paths managers, and Team Members Other Project Managers The Other Project Projects Other Stakeholders N ( N − 1) 2 Determine and limit who will communicate with Formula: where N is the number whom and who will receive what information. of people involved  Communication Planning & Management 5  Plan Communications – developing an appropriate plan based on project need and requirements and organisational assets. (e.g., Contracts / records)  Manage Communications – collecting, distributing, storing, retrieving, and disposing of project information as per plan. (e.g., EDMS, Filing / Records)  Control Communications – monitoring and controlling communications to meet information needs. Control of ‘misinformation’ – rumors, fake news, etc. Question Dimension of analysis What information is needed Why is information needed (RACI) When is information needed (including time zones) How is information to be transmitted Where is information available / stored / archived Who needs and who is authorised  Classifications for Communication Methods 6  Interactive communication: Two or more people interact to exchange information via meetings, phone calls, or video conferencing. Most effective way to ensure common understanding (e.g. meetings, phone calls, video conferencing)  Push communication: Information is sent or pushed to recipients without their request via reports, e- mails, faxes, voice mails, and other means. Ensures that the information is distributed, but does not ensure that it was received or understood (e.g. letters, email, press release, faxes, voice mail)  Pull communication: Information is sent to recipients at their request via Web sites, bulletin boards, e- learning, knowledge repositories like blogs, and other means (e.g. intranet site, e-learning) The project manager cannot control all communications but should try to control them to prevent miscommunication, unclear directions, and scope creep.  ORGANIZATION BREAKDOWN STRUCTURE (OBS) © Gabriel Pestana 2024  Organizational Structures Influence of organizational Structures on Projects 8  Organizational structure is an enterprise environmental factor, which can affect the availability of resources and influence how projects are conducted  Organizational structures range from functional to project-based (projectized), with a variety of matrix structures in between  Organizational Structures Influence of organizational Structures on Projects 9 Functional organization Project-based (projectized) organization  Organizational Structures Influence of organizational Structures on Projects 10 Weak Matrix organization Balanced Matrix organization Strong Matrix organization  Organizational Structures Influence of organizational Structures on Projects 11  Types of Matrix Organization 12  Strong Matrix  Most authority and power lies with the project manager.  Has a lot of common characteristics of the projectized organization.  Project manager has a full time role; he controls the project budget, and he has full time project management administrative staff under him.  Balanced Matrix  Power is shared between the functional manager and the project manager  The project manager has full time role, he has only part time project management administrative staff under him.  Both managers control the project budget.  Weak Matrix  The project manager has a part-time role with very limited power and authority. His role will be more like a coordinator or an expediter.  Weak matrix structure is very close to the functional organization structure.  The functional manager controls the project budget.  Work Definition and Assignment Process 13  Project Organization Organization Breakdown Structure (OBS) 14  A specific type of organizational chart that shows which organizational units are responsible for which work items  The OBS can be based on a general organizational chart and then broken down into more detail, based on specific units within departments in the company or units in any subcontracted companies  Organization Breakdown Structure (OBS) Roles and Responsabilities 15  WBS vs OBS vs CBS 16  Work Breakdown Structure (WBS)  Organizational Breakdown Structure (OBS)  Cost Breakdown Structure (OBS)  Example of a WBS with tasks typically used in project management List of possible considerations to be addressed by the project manager 17 In short: elaboration of the Project Charter  Group Homework: Consider defining the structure of the project team (OBS) 18 Building the OBS based on the WBS ensures that each work package or relevant task in the WBS (e.g., user stories or use cases) has an accountable role within the project organization, helping to align the organizational structure with the project's deliverables for more transparent accountability and improving communication. Steps to consider: 1. Understand the WBS (Work Breakdown Structure): The WBS is a hierarchical decomposition of the project's scope into smaller, manageable components or deliverables. It provides a high-level view of what needs to be done in the project. Each level of the WBS progressively decomposes work into more detailed tasks and deliverables. In this context, a task is viewed as a broad abstraction or high-level representation of the work/effort (e.g., user stories or use cases). Exercise 2. Define the OBS (Organizational Breakdown Structure): The OBS is a hierarchical structure representing the project’s organizational units, usually corresponding to different teams or roles involved in the project execution. It shows who is responsible for performing each task or work package in the WBS. The OBS maps project tasks to the appropriate project roles or organizational units (e.g., to ensure clear accountability, each work package/task from the WBS should be assigned to a specific team role in the OBS). 3. Align the WBS with the OBS: Link WBS Elements to Organizational Units: Identify which team role or required skill in the OBS will be responsible for the work packages defined in the WBS. For example, if a WBS task involves software development, it is wise to assign it to a specific development team role or to an external team (e.g., outsourcing - when transferring the risk) in the OBS. Map WBS Elements: Map each team role in the OBS and map them to the relevant work packages or tasks from the WBS. This mapping helps clarify who is responsible for completing each task. 4. Assign Roles and Responsibilities:  Define the roles within the OBS and map each team role in relation to the work outlined in the WBS. For example, the project manager might oversee the entire WBS while the team leaders focus on specific work package tasks/deliverables. Use tools like the RACI matrix to clarify roles further. 5. Create the OBS Structure: Start with Project-Level Roles: The highest level of the OBS typically includes project leadership (e.g., Project Manager, Project Owner, SCRUM Master). Break Down into Departments/Teams: At subsequent levels, break down the roles into specific departments, functional teams, or individual contributors (e.g., Front-end developer, Back-end developer, API developer, etc.). Regularly review the OBS to ensure that it remains aligned with the WBS throughout the project lifecycle. Adjust as needed if the project scope or team structure changes.  RACI MATRIX © Gabriel Pestana 2024  Staff Management Plans 20  A staff management plan describes when and how people will be added to and taken off the project team  Example: in a resource histogram, the column chart shows the number of resources assigned to a project over time.  Benefits of resource (usage) leveling:  When resources are used on a more constant basis, they require less management  It may enable project managers to use a just-in-time inventory type of policy for using subcontractors (e.g., outsourcing) or other expensive resources  It results in fewer problems for project personnel and the accounting department  It often improves morale  Staff Management Plans RACI Benefits & Process 21  Assists team in charting roles and responsibilities in a consistent manner.  Clarifies individual and organizational roles and responsibilities  Identifies accountabilities  Eliminates misunderstandings For each activity, define the role that a particular person (R-A-C-I) can have. A person can have multiple roles. ◼ Responsible ◼ Accountable ◼ Consulted ◼ Informed  Staff Management Plans RACI Benefits & Process 22 Most frequently, it has to provide a formal report/study or any formal deliverable (e.g., external advisor)  Staff Management Plans RACI Benefits & Process 23  Responsible:  These are the individuals who actually complete the task or activity and are responsible for action and/or implementation.  Responsibility is often shared, with each individual’s degree of responsibility determined by the individual with the accountable person “A”.  Accountable:  This is the individual who carries the “yes” or “no” authority and has full veto power for an activity.  Only one “A” can be assigned to a task or activity and authority must accompany accountability.  Can delegate the “R”  Consult:  These are the individuals who must be consulted prior to a final decision or action (i.e., implies two-way communication).  Consulted may not have a direct part in the task but is impacted by its completion  Inform:  These are the individuals who need to be informed after a decision or action is taken because they, in turn, may take action or make a decision based on the output (implies only one-way communication).  Input from the informed party is not necessary – but they will need to know (i.e., This is ONE-WAY communication)  RACI Matrix A tool to plan who does what and when 24  RACI Matrix (Vertical Analysis) 25 – Too Many R's – No empty spaces – No R's or A's – Too many A's – Qualifications  Too Many R's  Can the functional role stay on top of so much? Can the decision/activity be broken into smaller, more manageable functions?  Is this a sign of “over the wall” activities? “…Just get it off my desk ASAP!”  No R's or A's  Should this functional role be eliminated? Have processes changed to a point where resources should be re-utilized?  Is the job getting done? Some roles may be waiting to approve, be consulted, or informed. No one sees their role to take the initiative.  RACI Matrix (Horizontal Analysis) 26 – No R’s – Too Many R's – Too many A's – Many C's or Many I's  Too many A's  Is there confusion? “I thought you had it!” It also creates confusion because every person with an “A” has a different view of how it is or should be done.  Does a proper "segregation of duties” exist? Should other groups be accountable for some of these activities to ensure checks and balances?  Is this a “bottleneck” in the process and is everyone waiting for decisions or direction?  Lots of C’s or I’s  C’s - Do all the functional roles really need to be consulted? Are there justifiable benefits in consulting all the functional roles?  I’s - Do all the functional roles need to be routinely informed or only in exceptional circumstances?  RACI Example What is inaccurate in this example? 27  RACI Example List of activities associated with the work packages in a WBS 28 © Miguel, A. 2019: Exemplo de uma matriz de responsabilidade RACI  RACI Summary 29  Group Homework: Consider the structure of the project team and their responsibilities in relation to managing risk 30  Based on the findings from the Analysis & Design phase of the project proposal, consider how to align the decision-making points identified in the WBS with the (stakeholders) roles structure outlined in the OBS. The objective is to establish a rationale for creating a RACI matrix that is tailored to managing Exercise technical, operational, and strategic decisions (especially for short- and medium-term) regarding potential events (whether planned or unplanned) during the project's execution.  Endorse a proposal for formalizing these decisions, including formal mechanisms (such as deliverables) to document each stakeholder's role and the type of involvement or contribution  required from them (e.g., by presenting a template for SPRINT Retrospective meeting minutes).  Provide a proposal for the RACI Matrix  RESUME TYPES OF DASHBOARD TYPES OF INDICATORS (RESUME) KPI - KEY PERFORMANCE INDICATORS KRI – KEY RISK INDICATORS KCI – KEY CONTROL INDICATORS © Gabriel Pestana 2024  Indicators mapped as scorecards (improve information visualization) Different types of dashboards for distinct decision-maker needs 32 Policy Strategic Dashboards  Strategic (e.g., administration board) Procedure (e.g., business processes or  Tactical & Analytical Tactical & Analytical business subject/specific topic)  Operational decision-makers (e.g., business operations staff & Execution business technical support) Operational (Technical)  Different types of indicators KPIs, KRIs & KCIs 33  Key Performance Indicator  An indicator that enables an organization to define its performance targets based on its goals and objectives and to monitor its progress toward achieving these targets.  KPIs are used to answer questions such as: Are we achieving our desired levels of performance?  Key Risk Indicator  An indicator that is used by organizations to help define its risk profile and monitor changes in that profile.  KRIs are used to answer questions such as: How is our risk profile changing, and is it within our desired tolerance levels?  Key Control Indicator  An indicator that is used by organizations to help define its control environment and monitor levels of control relative to desired tolerances.  KCIs are used to answer questions such as: Are our organization’s internal controls effective? Are we ‘in control’?  Interactive Dashboard for Situational-Awareness Information Visualization using KPIs 34  Main goals (scorecards to streamline information visualization)  Create new reports and graphical dashboards that provide perceptive insight  Trigger situational awareness in an eye blink for decision-makers to be informed and take actions to correct and reformat inappropriate reports and KPIs in dashboard interfaces  Additional reading: “What Do We Talk About When We Talk About Dashboards?”  Developing and Using Key Performance Indicators What are Leading and Lagging KPIs 35  Lagging KPIs  Lagging KPIs are used to determine the result of past performance, such as production, volume, or a result. They are easy to measure as they are typically a simple value that is used to understand how well a process is performing (i.e., it is based on historical data). ◼ E.g., the 'number of units produced' in a manufacturing process or 'revenue this month' ◼ E.g., quarterly profit and revenue growth and other versions of financial statements  Leading KPIs  Leading KPIs are used to predict or influence future performance. They are more difficult to set up as they rely more on external actions to impact outcomes, such as process changes or infrastructure investments.  These are metrics that provide guidance on future results ◼ E.g., sales bookings and customer surveys ◼ E.g., customer churn prediction  Must find a balance between lagging and leading indicators.  Developing and Using Key Performance Indicators (KPI) Overview of standard KPI metadata 36  Measure – measure is the simple verbal expression of what you want to measure  Target – target is the numeric value that we want to achieve  Data source – where is it coming from?  Frequency – how often are you going to be reporting on this KPI? See the video (5:36 minutes): How to Develop and Use Key Performance Indicators (KPIs)  Group Homework Elaborate a structure to list and adequately classify the indicators. 37  Based on the results obtained during the Analysis & Design phase of the project proposal, reflect on the list of indicators that are to be reported in a table with a metadata structure suitable for characterizing the values to be reported for each identified indicator.  For instance, consider presenting the list of indicators sorted by nature/category/type: Exercise KPI / Lagging / Benefit, Cost, or On-Target KRI / Lagging / Benefit, Cost, or On-Target KCI / Lagging / Benefit, Cost, or On-Target......... KPI / Leading / Benefit, Cost, or On-Target KRI / Leading / Benefit, Cost, or On-Target KCI / Leading / Benefit, Cost, or On-Target.........  Note: depending on the type of project, there may be a higher focus on indicators of a particular nature, category, or type. Generally, KPI indicators are the most common (i.e., frequently referenced).  KPI Metadata Exemplo de uma estrutura de matadados para caracterizar um indicador. 38 # Nome Indicador Metadados de Caracterização Description: «identificação objetiva sobre qual o objetivo do KPI, com indicação sobre qual a unidade de medida dos valores a apresentar para este KPI e indicar as fontes de informação (i.e., Data Source)» Category/Type: «Leading ou Lagging / Benefício, Custo ou On-Target» 1 SMART Name of the KPI Metric: «fórmula de cálculo ou atributo do Data Source que apresenta o valor da medição» Threshold: «face ao tipo de KPI especificar os valores Target para cada um dos níveis de análise considerados. Exemplo: Benefício (valor min e valor max), Custo (valor min e valor max), On-Target (valor do target, desvio aceitável e valor min e valor max)» Frequency: «identificar a frequência/regularidade de recolha de dados, ou seja, periodicidade com que o valor do KPI deve ser atualizado Description: «identificação objetiva sobre qual o objetivo do KPI, com indicação sobre qual a unidade de medida dos valores a apresentar para este KPI e indicar as fontes de informação (i.e., Data Source)» KPI Metadata Category/Type: «Leading ou Lagging / Benefício, Custo ou On-Target» 2 SMART Name of the KPI Metric: «fórmula de cálculo ou atributo do Data Source que apresenta o valor da medição» Threshold: «face ao tipo de KPI especificar os valores Target para cada um dos níveis de análise considerados. Exemplo: Benefício (valor min e valor max), Custo (valor min e valor max), On-Target (valor do target, desvio aceitável e valor min e valor max)» Frequency: «identificar a frequência/regularidade de recolha de dados, ou seja, periodicidade com que o valor do KPI deve ser atualizado Description: «identificação objetiva sobre qual o objetivo do KPI, com indicação sobre qual a unidade de medida dos valores a apresentar para este KPI e indicar as fontes de informação (i.e., Data Source)» Category/Type: «Leading ou Lagging / Benefício, Custo ou On-Target» 3 SMART Name of the KPI Metric: «fórmula de cálculo ou atributo do Data Source que apresenta o valor da medição» Threshold: «face ao tipo de KPI especificar os valores Target para cada um dos níveis de análise considerados. Exemplo: Benefício (valor min e valor max), Custo (valor min e valor max), On-Target (valor do target, desvio aceitável e valor min e valor max)» Frequency: «identificar a frequência/regularidade de recolha de dados, ou seja, periodicidade com que o valor do KPI deve ser atualizado  DEVOPS & DATAOPS © Gabriel Pestana 2024  Technology Readiness Level Measuring the maturity level of a software product 40  TRL 1 – basic principles observed  TRL 2 – technology concept formulated  TRL 3 – experimental proof of concept  TRL 4 – technology validated in lab  TRL 5 – technology validated in relevant environment (industrially relevant environment in the case of key enabling technologies)  TRL 6 – technology demonstrated in relevant environment (industrially relevant environment in the case of key enabling technologies)  TRL 7 – system prototype demonstration in operational environment  TRL 8 – system complete and qualified  TRL 9 – actual system proven in operational environment (competitive manufacturing in the case of key enabling technologies; or in space)  Agile is only a philosophy Project constraints of scope, time, and cost in Waterfall and Agile 41  To deliver value to customers, Agile approaches must deliver a working product. In “two-week sprints”, the technical effort to release into production and the communication overhead of multiple disparate teams (e.g., Engineering, Testing, and Operations) make development progress challenging and may even prevent finished work from being released.  This breaks the very promise of Agile, but that’s where DevOps comes in.  Introduction To DevOps (short overview video) Project Manager’s viewpoint to the DevOps lifecycle 42  A collaboration between software development and operations teams to build, test, and release reliable software more quickly.  DevOps from the Project Manager’s viewpoint:  Monitoring and controlling the project execution  Example of measurable metrics derived from the CI/CD ◼ Total Nº of Integrations per Sprint ◼ How many and what tools are used within the DevOps lifecycle ◼ How many (major) product releases were delivered within the Sprint Planning https://www.youtube.com/watch?v=Me3ea4nUt0U ◼ …  Development and Operations (DevOps) The DevOps lifecycle 43  DevOps aims to  reduce the time between when development is done and when the business realizes the benefits.  provide a culture of collaboration within the project team, DevOps teams focus on achieving Continuous Integration and Continuous Delivery.  The DevOps lifecycle (CI/CD).  Continuous Integration (CI) is the development practice of frequently integrating new code into a shared repository (e.g., GitHub, Bitbucket), avoiding “integration hell” when many developers attempt to commit changes at the end of a sprint.  Continuous Delivery (CD), which occurs after code is integrated, aims to build, test, and release software as soon as possible. Unit and Integration testing is automated, and a workflow alerts Acceptance Testers to review the new features before releasing them to Production.  The difference between DevOps and DataOps DataOps aims to improve the quality and reduce the cycle time of Data and Analytics initiatives 44  The Differentiation Between DataOps vs DevOps 45 Feature DataOps DevOps Enhancing data analytics and management through automation Streamlining and improving the software development and Primary Focus and integration. deployment process. Improve data quality, accelerate time to insight, and foster Boost the frequency of deployments, accelerate market entry, and Key Objectives collaboration across data teams. improve the quality of software. Software developers, IT operations teams, and quality assurance Main Stakeholders Data engineers, data scientists, analysts, and business users. professionals. Agile methodology, automation of data flows, continuous data Continuous integration (CI), continuous delivery (CD), and automated Core Practices integration and delivery. testing. Tools and Version control systems, CI/CD pipelines, and configuration Data integration tools, data quality tools, analytics platforms. Technologies management tools. – Improved data quality and accuracy – Faster software releases Benefits – Faster insights – Improved collaboration and communication – Enhanced collaboration among data-focused roles – Increased efficiency through automation Managing diverse data sources and formats, ensuring data Balancing speed and security, managing complex environments, and Challenges privacy and security. ensuring reliability. Rapid, reliable software delivery, and improved operational Outcome Data-driven decision making, agile response to data insights. efficiency.  Group Homework (optional deliverable) Annex B: Research – Scientific Paper 46  Goal: a relevant publication (e.g., scientific paper or white paper) that explores the concepts of DevOps and DataOps.  Provide the necessary details about the selected paper, including a link to the paper website for download and, if applicable, its DOI*.  This (optional) deliverable can be included as an annex in the Confluence section of the Project Charter for Exercise additional evaluation. Submitting this deliverable as an annex may result in a bonus score ranging from 0 to 1.  The group should conduct a brief analysis of the paper and summarize its content from a Project Manager's (PM) perspective. For example:  Evaluate how the concepts of DevOps and DataOps can complement or assist the PM role in managing project execution.  Determine what indicators can be inferred or extracted from these two concepts.   Highlight the key insights or outcomes that a PM can gain when analyzing these concepts.  Additionally, comment on the paper's content, specifically from a PM’s viewpoint.  … «other additional observations to be considered by the group» *Digital Object Identifier (DOI)  Project Charter – Confluence Index (in Portuguese) Example of a list of topics to consider 47 Sumário Executivo Project Charter - enquadramento ao âmbito (scope) do projeto com uma introdução sucinta às restantes dimensões do triangulo de gestão (tempo e custo), incluir qual o propósito deste documento (150 a 300 palavras). Palavras Chave: incluir conceitos/palavras-chave separadas por ponto e vírgula Exercise (máx. de 5 palavras-chave) A estética, nível de usabilidade, rigor técnico e  “elementos de configuração” usados para configurar as seções e conteúdos do relatório de projeto são objeto de avaliação. Para mais informação consultar o guião de entrega final, disponível no Moodle.  Project Charter – Confluence Index (in Portuguese) Example of a list with topics to be considered 48 “elementos de configuração” disponíveis no Confluence Sumário Executivo Project Charter - enquadramento ao âmbito (scope) do projeto com uma introdução sucinta às restantes dimensões do triangulo de gestão (tempo e custo), incluir qual o propósito deste documento (150 a 300 palavras). Palavras Chave: incluir conceitos/palavras-chave separadas por ponto e vírgula Exercise (máx. de 5 palavras-chave) A estética, nível de usabilidade, rigor técnico e  “elementos de configuração” usados para configurar as seções e conteúdos do relatório de projeto no são objeto de avaliação. Para mais informação consultar o guião de entrega final, disponível no Moodle. 54 Gabriel Pestana Escola Superior de Tecnologia de Setúbal Prof. Coordenador Instituto Politécnico de Setúbal Campus do IPS, Estefanilha | 2914-761 Setúbal, Portugal [email protected] www.estsetubal.ips.pt