3 - Overview Project Life cycle€¦ · nMistakes made during this phase are very costly nA common language is necessary. nOne problem can hide another. nThe Japanese method: –

3 - Overview Project Life cycle

Hurdles…

Project Project Project Project

Modern Project Management – CERN 2003 STS S.A. Lausanne 2

Phases of a ProjectPhases of a Project

n Phases

Why ?What ? How ? When,

with whom ?Work the

plan ! Learning

Pre-projectPre-project ConceptConceptPlanning

and set-upPlanning

and set-upExecutionExecution ClosingClosing


Project Manager & Team

Identifya problemIdentify

a problem

Work:Define

the concept

Work:Define

the concept

Decision:OK, go onDecision:OK, go on

Work: PlanningWork:

Planning

Phases and DeliverablesPhases and Deliverables

n Management

Work: Pre-project

Work: Pre-project

Decision:OK, go onDecision:OK, go on

Study Concept Project Plan


Decision PointsDecision Points

n Phases are separated by decision points.

Pre-project

Closing

Concept

Planning and Set-up

Execution


Pre-projectPre-project

n Problem analysisn Definition of scope

Pre-projectPre-

projectConceptConcept

Planningand set-upPlanning

and set-upExecutionExecution ClosingClosing


Problem AnalysisProblem Analysis

n Many projects have failed just because the problem was badly identified.

n Mistakes made during this phase are very costlyn A common language is necessary.n One problem can hide another.n The Japanese method:

– 5 whys

Problem

Specifications


Common language…Common language…

If the flight is more than half-full and is being charged more than $350 per seat, we serve free cocktails unless it is a domestic flight. We charge for cocktails on all domestic flights ... that is, for all the ones where we serve cocktails (cocktails are onlyserved on flights that are

more than half-full).

1. Ticket > 350 $2. Seat occupancy > 50%3. Domestic

Cocktail servedCocktail free of charge

Y Y Y Y N N N N Y Y N N Y Y N N Y N Y N Y N Y N

Y Y N ? Y ? N ?N Y N


Formulating the GoalsFormulating the Goals

n Expectations may vary a lot.– Everyone sees a different side of the problem.– The individual goals must be identified.

n Formulating the goals together takes a lot of time –but it is necessary !

n The goals should always be written down.n Goals must be SMART

– S - specific– M - measurable– A - ambitious– R - realistic– T - timed


The Contradictions in the GoalsThe Contradictions in the Goals

n The goals are rarely free of contradictions:– Quality and costs– Quality and schedule– The short and the long term– The wishes of the engineers and those of the users

n The contradictions in the goals result in "gray zones" once the projects are defined.

n The "gray zones" always result in conflicts throughout the realization phase, in re-design, loss of time, cost increase, etc.

That is why the project manager has to constantly detect and resolve

the contradictions.

That is why the project manager has to constantly detect and resolve

the contradictions.


“What the project will not do”

What the Project Will Not Do ...What the Project Will Not Do ...

n A simple way of testing whether everyone has understood correctly :

n Any major lack of understanding is likely to appear in the negative formulation .

n The negative formulation of the functionality is a method of circumscribing the project.

n All project requirements should absolutely include a chapter entitled:

Describe the functionality in the negative also :

What the project will not do.


Incremental definition of the goalsIncremental definition of the goals

n FASTER is better than BIGGER

Identifyingthe

problem

Definingthe goals

Concept

Planning

Realization

Operation


Check-list: the Goals of the ProjectCheck-list: the Goals of the Project

n Have we worked out a negative definition of the goals (what the project will not do) ?

n Have I looked for the contradictions in the goals ? n Have I eliminated the contradictions in the goals ?n Have the goals been written down precisely?n Are the goals S-M-A-R-T ?

Looking ahead

4 –Planning


PlanningPlanning

n Define Milestones for each deliverablen Work Breakdown Structure (WBS)n Estimations

– Bottom up– Top Down

n Planning in the field of research


DeliverablesDeliverables

n Physical objectn Well specified

– Scope / function– Quality (and the tests to measure it)– Quantity (and how to measure it)


Work-Breakdown Structure (WBS)Work-Breakdown Structure (WBS)

n Project partition in a tree structureNew

machineNew

machine

Zero seriesZero seriesPrototype

constructionPrototype

constructionPreliminary

surveysPreliminary

surveys

Controldevelopment

Controldevelopment

MechanicalengineeringMechanicalengineering

Electronicdesign

Electronicdesign

Softwaredesign

Softwaredesign

Prototypeset-up

Prototypeset-up

.... .... .... .... .... .... ....

Only the bottom tasks

are part of the project.


How to Estimate ?How to Estimate ?

n All estimations are based on experience, either direct or indirect.

n Estimations made by a group are better.n Estimations made by the team are restricting.n Systematic mistakes exist:

– .........................................– .........................................– .........................................– .........................................– .........................................

Each estimation must then be checked.The aim is to continually improve

the quality of the estimations !


The Accuracy of the EstimationsThe Accuracy of the Estimations

n Accuracy increases with the time spent on the project.

n Unfortunately, the exact value is defined precisely only a project completion….

Time

+ 50%

+ 30%

+ 10%

- 50%

- 30%

- 10%


Top Down estimationTop Down estimation

n Global estimate– No details

n Done very earlyn Based on external aspects

of the project

n « Project B seems 15% larger than Project A »

Project A

24 PM

Project B

?? PM


Refining Top DownRefining Top Down

Function % of costs New / old Cost of new

Data request 12% 1.0 12%

Consistency checks 5% 3.0 15%

Web Integration 10% 2.0 20%

Back-up 8% 0.5 4%

.... .... .... ....

Total 100 % 135%


Function PointFunction Point

n Define any “external” metric– Number of parts; weight; number of

input/output

n Build an experience curve

MM

FP


Bottom Up EstimationBottom Up Estimation

n Estimate every activity– Caution: people tend to forget things they not like, i.e.

Review, Tests, Documentation, Meeting, PM, etc

n Double Check:– Look if some « universal constants » are respected:

• 5 % Spec• 20% Design• 40% Coding• 10% Reviews• 5% Documentation• 20% Tests

n Relative estimates


Relative estimatesRelative estimates

BA C D E

1.00.8 1.51.2 0.5

In-depth analysis of C: ⇒ precise estimation: 50 Person-day

Total effort: ......................

G If you have several similar module, you need only ONE absolute estimation.

G If you have several similar module, you need only ONE absolute estimation.


The “missing” materialThe “missing” material

n Top Down and Bottom up give different results– Top Down yields larger values

n Reason:– Many “small activities” are missing– Risks are not taken in account– Interpersonal differences– Etc.

n Basically:– Top down estimates are much closer to reality.


Books…Books…

Practical Project Estimation (w/ CD-Rom)

Regular Price: $110.00PMI Member Price: $104.50ISBN: 0957720114Pages: 116Date Published: 2002Author: International Software Benchmarking Standards Group (ISBSG)Publisher: ISBSGSubject: PM SoftwareFormat: Spiral bound with CD Rom

Description:The book will introduce software estimation concepts and approaches as well as explain project characteristics and their impact on productivity.

In addition, it will:1) Reveal the industry's past experience with estimation: what works and what doesn't.2) Show you how to work out the size of a project.3) Explain four approaches to estimating effort and provide equations and tables for you to use.4) Explain how to estimate project duration and provide charts to help you do this5) and many more


Planning in R&DPlanning in R&D

n Some projects are difficult to plan– But planning can set limits:

• “You have 50 man-days to find a solution with concept Z.”• Concept of “Time Budget”.

– Lots of sub-activities can be planned:• Time for litt. search• Time to prepare an experiment

n Fuzzy planning is better than no planning– “I’ll need this equipment about 2 weeks, sometime

between November and January”

n Communicate early if planning is closing in.n LHC is one of the best examples of planning in the

field of R&D…

5 - Organizational Aspects

Organizations


Types of OrganizationTypes of Organization

1. Staff organization

2. Matrix organization

3. Project organization

To be used for : ...........................…........

To be used for :...............................................

To be used for :..........................................

Project Manager


Matrix OrganizationMatrix Organization

Heads of Department

ProjectManagers


Role DistributionRole Distribution

Heads of Department (line)

ProjectManagers

How ?

What ?


Virtual TeamsVirtual Teams

Where are the problems ?……………..…………………………………………………….

…………………………………………..……………..…………

…………………………………………..……………..…………

…………………………………………..……………..…………

…………………………………………..……………..…………


Communication – the problemsCommunication – the problems

n E-Mail Culture– Give assignment per mail ?– Answer immediately ?

n Attached Documents– Different versions of the

application– Different application– Different versions of the

same document…

n Telephone conferences, Video conferences– US-people are faster– Technical problems


Video-conference: pitfallsVideo-conference: pitfalls

n In multi-cultural teams: – the US Teams make fast decisions– other cultures (Asia, Europe) tend to think longer– ⇒ risk: decisions always in line with US-Teams…

n 10% of the people speak 90% of the time – Check that everyone can speak– Have discussion leader

n The team must define the communication channelsn Re-assess the communication process from time to

time


Keep Distributed Teams InformedKeep Distributed Teams Informed

n Information of distributed teams:– On a regular basis– Telephone meeting weekly– Mail every change in the requirements– Try to re-create the “informal communication channels”– “Project Newsletter”– Personal Mail is better than Cc, Bcc...– Collaborative Internet Tools


Success factorsSuccess factors

n Success factors• Start with „real“ meetings

• Define who does what

• Responsibility Chart

• Project-Forum

• Local sub-team leader

• Schedule control: local and consolidated

• Weekly Meetings• Telephone conference• Video conference

TeamA

TeamB

TeamC

StrongCohesion

LooseCoupling

6 - How to get the Resources

People…


The problems with resources…The problems with resources…

n The Project Manager is NOT the boss of the team members

n Team members have also daily work– Daily work has a high priority

n Team members are working on different projects


Conflicts in Matrix OrganizationConflicts in Matrix Organization

n The management must fix priorities clearlyn The management must fix each individual's abilities

clearlyn The management must deal with arbitration

Reaction:

1. Convince2. Appeal to a

common superior body


Hints about resources…Hints about resources…

n Plan in advancen Inform early enough !n Check if written in diary / outlookn Move people into the project room (if available)n Careful: 10% is often 0%…

– Plan half days or days, but not 10%