01-Project-Management-Foundations.pdf

Project Management - Foundations Motivation Project / Project Management Tasks and Skills Summary Cliparts from  Current Status / Standish Group CHAOS Report...

Project Management - Foundations Motivation Project / Project Management Tasks and Skills Summary Cliparts from  Current Status / Standish Group CHAOS Report 2011 2012 2013 2014 2015 Successful 29% 27% 31% 28% 29% Challenged 49% 56% 50% 55% 52% Failed 22% 17% 19% 17% 19% https://www.infoq.com/articles/standish-chaos-2015 © Horst Lichter, RWTH Aachen 2  Current Status / Standish Group CHAOS Report Successful Challenged Failed Grand 2% 7% 17% Large 6% 17% 24% Medium 9% 26% 31% Moderate 21% 32% 17% Small 62% 16% 11% Total 100% 100% 100% https://www.infoq.com/articles/standish-chaos-2015 © Horst Lichter, RWTH Aachen 3  Current Status / Standish Group CHAOS report Size Method Successful Challenged Failed All sizes Agile 39% 52% 9% Waterfall 11% 60% 29% Large Agile 18% 59% 23% Waterfall 3% 55% 42% Medium Agile 27% 62% 11% Waterfall 7% 68% 25% Small Agile 58% 38% 4% Waterfall 44% 45% 11% https://www.infoq.com/articles/standish-chaos-2015 © Horst Lichter, RWTH Aachen 4  Project Factors Success Factors Failure Factors © Horst Lichter, RWTH Aachen 5  Failure Factors © Horst Lichter, RWTH Aachen 6  Success Factors © Horst Lichter, RWTH Aachen 8  Known Mistakes We start coding without a systematic problem analysis We don’t define the requirements and the quality goals We don’t apply and follow a process model We set deadlines that are not realistic We use tools and methods we don’t know sufficiently We don’t manage risks We don’t check project deliverables PM should avoid typical project mistakes! © Horst Lichter, RWTH Aachen 10  Project Project  A project is a temporary endeavor undertaken to create a unique product or service  The product or service is different in some distinguishing way from all similar products and services PMBOK Any series of activities and tasks that  have a specific objective to be completed within certain specifications  have defined start and end dates  have funding limits (if applicable)  consume resources (i.e., money, people, equipment) Kerzner (2002) © Horst Lichter, RWTH Aachen 11  From Projects to Operations Project Operation management management Ideas, Project studies Operation (Development) Project duration Time Project Project start end Applications are neither projects nor operations, but products © Horst Lichter, RWTH Aachen 12  Characteristics of Projects Temporary endeavor  start and end date When? Unique product or service What? Constrained by limited resources  budget, time, staff Whereby? Planned, executed, and controlled Have their own organization How? Performed by people Who? © Horst Lichter, RWTH Aachen 13  Kinds of Projects - 1 Order project  Development is done according to the requirements of an external client.  A contract defines deliverables and donations  Conflicts are typically decided in court  Example:  Customer information system Internal development project  Client and developers are with the same organization  The product is typically used internally  Conflicts are solved by the common top-level manager  Example:  Portfolio management system of a bank © Horst Lichter, RWTH Aachen 14  Kinds of Projects - 2 Product development project  The client is often the internal marketing division  The product is offered and sold by the company  The money is drawn from the global development budget  Example:  A navigation system for mobile devices Projects are often a mixture of these! © Horst Lichter, RWTH Aachen 15  PM in SW Development Projects Project Management (setting up the project, planning, controlling, closing) planned / actual data planned / actual data System artifacts Construction Configuration/ Quality (developing Release Assurance the product) Management (QA planning, verifying artifacts) (managing artifacts and changes) documents, programs © Horst Lichter, RWTH Aachen 16  Core Activities and Project Management ultimately create the product of a project Core Activities Project Management organizes and leads the project work to meet project requirements © Horst Lichter, RWTH Aachen 17  Project Management Project management  A system of procedures, practices, technologies, and know-how that provides the planning, organizing, staffing, directing, and controlling necessary to successfully manage an engineering project. Thayer  Task-oriented definition Software project management  Concerned with activities involved in ensuring that software is delivered on time and within budget and in accordance with the requirements of the organizations developing and procuring the software. Sommerville  Goal-oriented definition Project management  Is the application of knowledge, skills, tools, and techniques to project activities to meet project requirements. PMBOK © Horst Lichter, RWTH Aachen 19  PM Knowledge Areas PM activities fall into nine Knowledge Areas Project Management Integration Scope Time Management Management Management Cost Quality Human Resource Management Management Management Communications Risk Procurement Management Management Management © Horst Lichter, RWTH Aachen 21  Tasks of Project Management - 1 Project organization  Define the roles  Allocate authority and responsibility  Set up the communication structure of the project Team management  Select people  Build the team  Promote and motivate people  Solve conflicts  Release the team © Horst Lichter, RWTH Aachen 22  Tasks of Project Management - 2 Project planning  Define the goals  Analyze the environment  Structure the activities  Plan quality issues  Prepare the schedule  Estimate and plan resources  Plan cost and budget  Plan risk management Project monitoring and controlling  Define measures to control the project  Measure the progress of the project © Horst Lichter, RWTH Aachen 23  Tasks of Project Management - 3 Stakeholder management  Identify stakeholders  Analyze  interests,  standpoint promotor, supporter, endurer, opponent,  personality, organizational context  Define actions to be taken  Monitor interests, standpoints, and context Risk management  Identify risks  Evaluate risks  Define mitigation and contingency measures © Horst Lichter, RWTH Aachen 24  Roles in Software Development Projects Project Leader Project Manager Sub Project Leader Business Process Analyst Requirements Engineer ??? Sponsor/Principal Client/Customer Developer User Designer Line Manager Architect Partner Test Manager © Horst Lichter, RWTH Aachen 25  Prerequisites for successful PM Procedures to plan activities, schedule, etc. Procedures to estimate the cost Procedures to measure the progress of the project Understanding of development processes Realistic estimation of own abilities  technical, organizational Experienced (“good”) project managers Appropriate environmental conditions  A project can only be successful if the environmental conditions support project management (and the project). © Horst Lichter, RWTH Aachen 26  Skills of a Project Manager Project management abilities  planning, estimation, controlling  time management, negotiation abilities Leadership abilities  communication, decision, delegation  motivation, moderation Personal abilities  responsibility, toughness, team spirit  patience, ability to communicate, fairness Technical abilities  economical know-how  application know-how  software engineering know-how © Horst Lichter, RWTH Aachen 27  The Project Manager … © Horst Lichter, RWTH Aachen 28  Consequences Project managers  must be well-educated!  must have enough time to manage! Project management must be taken seriously!  estimations, risk assessments  smooth cooperation with senior management Client  must recognize that no useful systems can be developed without professional actions Team members  must work systematically and based on guidelines and standards © Horst Lichter, RWTH Aachen 29  Summary © Horst Lichter, RWTH Aachen 30