Introduction to Project Management and Principles PDF

Introduction to Project management and Principles  Project Management Skills Leadership Communications Problem Solving Negotiating Influencing the Organization Mentoring Process and technical expertise  Project Manager Positions Project A...

Introduction to Project management and Principles  Project Management Skills Leadership Communications Problem Solving Negotiating Influencing the Organization Mentoring Process and technical expertise  Project Manager Positions Project Administrator / Coordinator Assistant Project Manager Project Manager / Program Manager Executive Program Manager Manger of Program Development Software Project Management Management Project Management Software Project Management  PM History 1970’s: military, defense, construction industry were using PM software 1990’s: large shift to PM-based models – 1985: TQM – 1990-93: Re-engineering, self-directed teams – 1996-99: Risk mgmt, project offices – 2000: global projects 5  Project Management What’s a project? PM definition – A project is a temporary effort undertaken to create a unique product or service A project manager – Analogy: conductor, coach, captain 6  Project vs. Program Management What’s a ‘program’? Mostly differences of scale Often a number of related projects Longer than projects Definitions vary Ex: Program Manager for MS Word 7  Interactions / Stakeholders As a PM, who do you interact with? Project Stakeholders – Project sponsor – Executives – Team – Customers – Contractors – Functional managers 8  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 10 Example: Tools: Network Diagram 11  PM’s Knowledge Areas Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement 12  Why Rapid Development Faster delivery Reduced risk Increased visibility to customer Don’t forsake quality 13  Four Project Dimensions People Process Product Technology 14  Trade-off Triangle Fast, cheap, good. Choose two. 15  Trade-off Triangle Know which of these are fixed & variable for every project 16  People “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting” - Improvements: - Team selection - Team organization – Motivation 17  People 2 Other success factors – Matching people to tasks – Career development – Balance: individual and team – Clear communication 18  Process 2 Types: Management & Technical Development fundamentals Quality assurance Risk management Lifecycle planning 19  Process 2 Customer orientation Process maturity improvement Rework avoidance 20  Product The “tangible” dimension Product size management Product characteristics and requirements Feature management 21  Technology Often the least important dimension Language and tool selection Value and cost of reuse 22  Planning Determine requirements Determine resources Select lifecycle model Determine product features strategy 23  Tracking Cost, effort, schedule Planned vs. Actual How to handle when things go off plan? 24  Measurements To date and projected – Cost – Schedule – Effort – Product features Alternatives – Earned value analysis – Defect rates – Productivity (ex: Salt Lake Organizing Committee (SLOC)) – Complexity (ex: function points) 25  Technical Fundamentals Requirements Analysis Design Construction Quality Assurance Deployment 26  Project Phases All projects are divided into phases All phases together are known as the Project Life Cycle Each phase is marked by completion of Deliverables Identify the primary software project phases 27 Lifecycle Relationships 28 Seven Core Project Phases 29  Classic Mistakes Types – People-Related – Process-Related – Product-Related – Technology-Related 30  People-Related Mistakes Part 1 Undermined motivation Weak personnel – Weak vs. Junior Uncontrolled problem employees most common developer complain about their managers Heroics Adding people to a late project 31  People-Related Mistakes Part 2 Noisy, crowded offices Customer-Developer friction Unrealistic expectations Politics over substance 32  People-Related Mistakes Part 3 Lack of effective project sponsorship Lack of stakeholder buy-in Lack of user input 33  Process-Related Mistakes Part 1 Optimistic schedules Insufficient risk management Contractor failure Insufficient planning Abandonment of plan under pressure 34  Process-Related Mistakes Part 2 Wasted time during fuzzy front end Shortchanged upstream activities Inadequate design Shortchanged quality assurance 35  Process-Related Mistakes Part 3 Insufficient management controls Frequent convergence Omitting necessary tasks from estimates Planning to catch-up later Code-like-hell programming 36  Product-Related Mistakes Requirements gold-plating Feature creep Developer gold-plating – Beware the pet project Push-me, pull-me negotiation Research-oriented development 37  Technology-Related Mistakes Overestimated savings from new tools and methods Switching tools in mid-project Lack of automated source-code control 38  Summary Project manager skills: Planning, Measurement, Tracking. Project management dimensions: people, Process, Product, and Technology