Transcript ISM 5316 Project Management Spring 2002 Introduction

ISM 5316
Project Management
Spring 2002
Introduction
Course Structure and Resources

Course Web site
– http://ruby.fgcu.edu/courses/cbeise/5316
Schwalbe text (note Appendices) and CD
 Project Management Institute (PMI) BOK

– http://www.pmi.org

List of additional resources
– E.g.Software Engineering Institute (SEI)
http://www.sei.cmu.edu

WebCT
Ch 1-2: Learning Objectives
You should be able to:
 Explain the need for Project Management (PM)
 Explain the relationship between PM and
organizational change
 Compare traditional management to PM structures
 Define “project” and explain how projects differ
from on-going organizational operations
 List and define PM tasks and activities
 List skills needed by a Project Manager
You should be able to:
 List and define the project management
knowledge areas
 Describe a generic project life cycle and its phases
 Distinguish between project organization
structures
 List and describe project management processes
 Summarize the software development (SD)
process
 Discuss challenges in adapting PM to SD
Traditional Organizational Focus
 Mass
production
 Efficiency
 Functional organization
– specialization to concentrate skills
 Hierarchical
control
 Inflexible
– hard to change
Organizational Change
 Increased
competition
 Sophisticated, customized products
 Faster time-to-market
 Globalization
 More frequent adapting to change
 More flexibility needed
 Quality focus
Traditional Organization Structures
 Hierarchical
reporting relationships
 Hierarchical communication, coordination
 Specialization => efficiency, not flexibility
 Pyramid model
Pyramid Model
Top Mgt
Flattening
Middle Mgt
Operations mgt
workers
Customers
workers
Organization
Structure
Top Mgt
Upside Down
Project Teams
 Diversity
of knowledge needed
 Cross-functional
 Self-directed
 Often ad-hoc or temporary
 Often distributed (geographically)
 Start and end dates
Traditional Management Skills
Organizing
Leading
Staffing
Controlling
Planning
Project Management
Body of Knowledge
Organizations as Systems
 A project
takes place within the context of
an organization
 Organizations are viewed from multiple
perspectives:
– structure
– culture (people and symbols)
– politics
 All
must be considered in managing
projects
What is a Project?
 Performed
by people
 Constrained by limited resources
 Planned, executed, and controlled
 Temporary, with a defined start and end
 The objective is a unique product or service
– progressively elaborated
 Has
stakeholders with multiple needs
Project Management Knowledge Areas

Scope:

– work included and excluded



Communication:
– storing, retrieving,
disseminating project
information
Cost:
– budgeting, resource
planning

– planning, coordination,
change control
Time:
– activities, sequencing,
estimation, scheduling
Integration:

Risk Management:
– identifying and responding
Quality:
– satisfying stated needs and
objectives

Procurement Management
– acquiring external resources
• Human Resource
Management
PM Terms and Definitions

Program
– multiple related projects managed and coordinated as a
group for increased benefit

Application area:
– technology or industry

Deliverable:
– tangible, verifiable work product

Fast-tracking:
– overlapping project phases

Milestone:
– interim checkpoint in project life cycle
Project Life Cycle
 Defines
start and end of project
 Divided into phases for control
 Each phase has defined work product(s)
 Project Life Cycle definitions
–
–
–
–
feasibility study (may be separate)
what work done in each phase
who should be involved
cyclical risk, staffing, cost
Generic Project Life Cycle
 Feasibility
– Concept
– Development
 Acquisition
– Implementation
– Close-out
Systems Development Life Cycle
SDLC
 Business
Planning
 System Analysis
 System Design
 System Development
 System Implementation
 Evaluation and Maintenance
Variations on SDLC
 Waterfall
model
– linear steps, deliverables after each step
 Spiral
model
– iterative, deliverables after each iteration
 Incremental
model
– progressive development
– each increment adds enhancements
 (Prototyping:
method used in each model)
Project Life Cycle
Generic
Systems
Development (SDLC)
Concept


Feasibility
Definition


Feasibility
Definition
Development

Specify product
requirements
Design product



Analysis
Design
Prototyping

Implementation


Build product
Turnover (put into
operation)




Coding
Testing
Installation
Operation
Close-out

Customer
acceptance
Document
lessons learned

Customer
acceptance
Maintenance


Resources per Phase
Intermediate
Phases
Cost,
Staffing
Levels
Initial
Phase
Time ---------------------->
Final
Phase
Stakeholders

Project manager
– primary responsibility
Customer (users)
 Performing
organization
(developers, team)
 Sponsor

– financial resources

External vs. internal
Manage expectations
 Resolve conflicting
objectives
 Prioritize needs
 Make customer
highest priority

Project Organization Structures

Functional
– traditional hierarchical management systems
– makes project management more difficult

Projectized
– derive revenues from projects
OR manage operations via projects
– systems (financial, etc.) designed for projects
– co-located team members (vs. specialization)

Matrix
– weak --> strong (functional --> projectized)
A Project Process
A Series of actions bringing about a result
 Performed by people
 Describe and organize work (project process)

OR
Specify and create the product (product process)
 Project and product processes overlap

– Can’t define scope without understanding how product
is created or developed
Process Group Interactions
Initiating
Planning
Executing
Controlling
Closing
Process Groups
 Linked
by results they produce
 Output of one is input to another
 Overlapping activities
 Process group interactions go across project
phases
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Initiating
 Commits
the organization to begin the next
phase of the project
 Initiation is repeated at the start of each
phase
 Business needs are re-examined
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Planning Processes
 Amount
of planning is proportional to scope
of project
 Core planning processes
–
–
–
–
–
scope definition
activity definition, sequencing, documenting
schedule development
resource planning
cost estimating and budgeting
Core Processes Interacting
Facilitating Processes: Provide Support
Facilitating (Supporting)
Processes in Planning
 Quality:
relevant standards
 Organizational:
– roles, responsibilities, reporting relationships
 Staff Acquisition
 Communication:
stakeholders, needs
 Risk: identify, quantify, plan response
 Procurement and solicitation planning
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Executing Processes
 Performing
planned activities
 Quality assurance
 Team development
 Information communication
 Solicitation and source selection
 Contract administration
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Controlling Processes
 Measure
project performance
– Identify variances
– Adjust plan if needed
– Take preventive action
 Change
control
 Schedule, cost, quality control
 Performance reporting
 Risk response
Process Groups
Initiating
Planning
Executing
Controlling
Closing
Closing Processes
 Administrative
–
–
–
–
generate, record, and disseminate information
document what was learned for future use
distribution of leftover resources
re-assignment of project team members
 Contract
Close-out
– contract settlement
– resolve open items
Project Personnel Skills
Technical
 Political
 Problem-oriented (vs. discipline-oriented)
 Goal-oriented (vs. putting in hours)
 Flexibility, adaptability
 High self-esteem

– can handle failure, risk, uncertainty, unexpected
– can share blame and credit
PM Characteristics
Leadership: shared commitment
 Generalist, facilitator, coordinator
 Communicator
 Credibility: technical, administrative
 Political sensitivity
 Conflict: sense, confront, resolve
 Can deal with stress, chaos, ambiguity
 Planning and follow-through
 Ethical dilemmas

Software Development (SD)
Projects
 Software
Engineering
– application of PM methods to SD
 Challenges:
– art or science?
– time and cost estimation
– rapid changes in technology
 IT
human resources
– scarce
– costly
Object-Oriented (OO)
Software Development
 Potential
benefits:
– reusability of software components
– faster development of new systems
– more flexibility in changing systems
(to adapt to organizational change)
 Limitations:
– new tools and techniques
– less experience
– more hype
Homework
Investigate course resources
 Register for WebCT
 Forward your eagle mail if needed
 Do week 1-2 readings, then take WebCT quiz
 Send your classmates an e-mail telling them about
yourself: esp. what you could contribute to a team
project, at [email protected]
 Write a 1-2 page narrative explaining the 5 most
common reasons for Project Failure. (See “Chaos”
reading p. 21.) Due via e-mail Wed. Jan 23 at
midnight
 Check your e-mail and class Web site daily!
