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Software Project Management
Dr. Nguyen Hai Quan
OverviewClassic MistakesProject Manager Requirements
Project Management Phases
Agenda
OverviewClassic MistakesProject Manager Requirements
Project Management Phases
Agenda
4
What’s a project? PMI definition
◦ A project is a temporary endeavor undertaken to create a unique product or service
Progressively elaborated◦ With repetitive elements
A project manager◦ Analogy: conductor, coach, captain
Overview
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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: M&A, global projects
PM History in a Nutshell
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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
Project vs. Program Management
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Jobs: where are they? Professional Organizations
◦ Project Management Institute (PMI) (pmi.org)◦ Software Engineering Institute (SEI)◦ IEEE Software Engineering Group
Certifications◦ PMI PMP
The “PMBOK” – PMI Body of Knowledge Tools
◦ MS Project
The Field
People begin programming before they understand the problem
The team has an unrealistic idea about how much work is involved.
Defects are injected early but discovered late.
Programmers have poor habits – and they don’t feel accountable for their work.
Managers try to test quality into the software.
Why do software projects fail?
OverviewClassic MistakesProject Manager Requirements
Project Management Phases
Agenda
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Types◦ People-Related◦ Process-Related◦ Product-Related◦ Technology-Related
Classic Mistakes
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Undermined motivation Weak personnel
◦ Weak vs. Junior Uncontrolled problem employees Heroics Adding people to a late project
People-Related Mistakes
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Noisy, crowded offices Customer-Developer friction Unrealistic expectations Politics over substance Wishful thinking
People-Related Mistakes (cont.)
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Lack of effective project sponsorship Lack of stakeholder buy-in Lack of user input
People-Related Mistakes (cont.)
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Optimistic schedules Insufficient risk management Contractor failure Insufficient planning Abandonment of plan under pressure
Process-Related Mistakes
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Wasted time during fuzzy front end Shortchanged upstream activities Inadequate design Shortchanged quality assurance
Process-Related Mistakes (cont.)
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Insufficient management controls Frequent convergence Omitting necessary tasks from estimates Planning to catch-up later Code-like-hell programming
Process-Related Mistakes (cont.)
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Requirements gold-plating◦ Gilding the lily
Feature creep Developer gold-plating
◦ Beware the pet project Push-me, pull-me negotiation Research-oriented development
Product-Related Mistakes
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Silver-bullet syndrome Overestimated savings from new tools and
methods◦ Fad warning
Switching tools in mid-project Lack of automated source-code control
Technology-Related Mistakes
OverviewClassic MistakesProject Manager Requirements
Project Management Phases
Agenda
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As a PM, who do you interact with? Project Stakeholders
◦ Project sponsor◦ Executives◦ Team◦ Customers◦ Contractors◦ Functional managers
Interactions / Stakeholders
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Three angles of a project manager◦Skills required◦PM Positions and roles◦The process
Project Manager Fundamentals
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Leadership Communications Problem Solving Negotiating Influencing the Organization Mentoring Process and technical expertise
Project Management Skills
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Project Administrator / Coordinator Assistant Project Manager Project Manager / Program Manager Executive Program Manager V.P. Program Development
Project Manager Positions
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Software Project Management
Management
ProjectManagement
SoftwareProject
Management
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Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement
PMI’s 9 Knowledge Areas
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People Process Product Technology
Four Project Dimensions
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Fast, cheap, good. Choose two.
Trade-off Triangle
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Trade-off Triangle Know which of these are fixed & variable
for every project
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“It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting”
Developer productivity: 10-to-1 range- Improvements:
- Team selection- Team organization◦ Motivation
People
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Other success factors◦ Matching people to tasks◦ Career development◦ Balance: individual and team◦ Clear communication
People (cont.)
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Is process stifling? 2 Types: Management & Technical Development fundamentals Quality assurance Risk management Lifecycle planning Avoid abuse by neglect
Process
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Customer orientation Process maturity improvement Rework avoidance
Process (cont.)
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The “tangible” dimension Product size management Product characteristics and requirements Feature creep management
Product
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Often the least important dimension Language and tool selection Value and cost of reuse
Technology
OverviewClassic MistakesProject Manager Requirements
Project Management Phases
Agenda
36
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
Project Phases
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Lifecycle Relationships
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Seven Core Project Phases
The Planning Phase◦ Establish the Project Objectives◦ Define the Work◦ Determine the Work Timing◦ Establish Resource Availability and Resource
Requirements◦ Establish the Cost Baseline
Setting the Baseline◦ Evaluate the Baseline Plan◦ Optimize the Baseline Plan◦ Freeze the Baseline Plan
Typical Planning and Control Functions
The Tracking Phase◦ Change Control◦ Track Work Progress◦ Track Resource and Cost Actuals◦ Compare to Baseline◦ Evaluate Performance◦ Forecast, Analyze, and Recommend Corrective
Action
Typical Planning and Control Functions (cont.)
1. Describe your old projects, your role, your achievements
1. Did the project succeed ? Any mistakes ?2. Did you apply project management process ?
How about documentations ?
2. Define a template for documenting the project (Analysis, Design, Implementation, Testing, Deployment, Maintenance).
3. Choosing one project for the final test.
Excercises
