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SE 3800NOTE 13PROJECT
MANAGEMENT
Dr. Rob Hasker
Avoiding failure
Standish Report, 201431% projects cancelled before completion53% projects ~190% of original estimateOnly 16% on-time, on-budgetBut note this research is controversial
○ Must purchase the raw data
ExamplesDenver baggage system
○ Final system: $441 million; initial cost $250○ 2005: system abandoned (Risks, Jan 9)
Will paying $60 million/yr for “maintenance” until 2020!
Effective software project mgt How to avoid becoming a statistic? 4 P’s:
1. People: who’s involved
2. Product: objective, scope
3. Process: framework for project plan
4. Project: getting the job done
The People Primary – all stakeholders Leadership: MOI Model
Motivation: encourage results Organization: mold process: concept => product Innovation: encourage creativity
Critical: avoiding team toxicity frenzied work atmosphere: working in quicksand high frustration caused by environment (manager, business,
technology), leading to friction between team members poor procedures that block progress unclear definition of roles leading to lack of accountability,
finger pointing recurring failures leading to loss of morale
The People Primary – all stakeholders Leadership: MOI Model
Motivation: encourage results Organization: mold process: concept => product Innovation: encourage creativity
Critical: avoiding team toxicity frenzied work atmosphere: working in quicksand high frustration caused by environment (manager, business,
technology), leading to friction between team members poor procedures that block progress unclear definition of roles leading to lack of accountability,
finger pointing recurring failures leading to loss of morale
How does Scrum address each?
Product
Key: establish objective/scopeDetermining highest needCan automate a lot, but which is worth doing?
Issue: people want to know costs up front Solution:
Determine context: how SW fitsWhat information needed?What are the function, performance reqs?
Process establish effective customer communication, get
good requirements plan
define resources, timelines analyze risks
technical, managerial engineer
build "representations" of application construct, release
build, install, support system evaluate
obtain customer feedback
Project
Tracking, revising plans as needed90-90 rule: 90% of project absorbs 90% of
resources, other 10% absorbs another 90% Risk management
Can we eliminate risk?Elements of risk:
○ Loss○ Uncertainty: a risk may or may not happen○ 100% certainty: project constraint
Risk Management Categories
Project risks: threats to project○ budget, schedule, resource, customer, reqs○ essentially: more work than thought
Technical○ design, implementation, verification○ problem harder than thought
Business○ market: building what no one needs○ strategic: product doesn’t fit business plan○ sales: staff can’t sell product○ management, budget: lost support
Unpredictable: can’t predict everything!○ Former student: the risks that come with be alive!
Sample risk checklist1. Internal managers formally committed to support the project?
2. Are end-users enthusiastically committed to the system to be built?
3. Are requirements fully understood by developers, customers?
4. Have customers been involved fully in the definition of requirements?
5. Do end-users have realistic expectations?
6. Is project scope stable?
7. Does the software engineering team have the right mix of skills?
8. Are project requirements stable?
9. Does the project team have experience with the technology to be implemented?
10. Is the number of people on the project team adequate to do the job?
11. Do all customer/user constituencies agree on the importance of the project and on the requirements for the system/product to be built?
Analyzing risks
1. Identify the risks
2. Assign each a probability of occurring
3. Determine the impact: negligible/marginal/critical/catastrophic
4. Sort by probability and impact; high values to the topaddress high-impact risks with moderate to
high probability and low-impact risks with high probability
remaining risks will not be addressed!
Risk Exposure RE = P * C where
P = probability of occurrence, C = cost to project if risk becomes an actuality
ExamplePlan: reuse 60 modules from previous projectRisk: only 70% can be reusedCost to project if can reuse just 70%:
○ Will develop 18 modules (30% of 60)○ Cost per module: $1400 – total $25,200
Estimated risk probability: 80%RE = 0.8 * $25,200 = $20,160
Compute RE for each relevant riskUse to adjust final cost estimateBuild plan for addressing (all) risks as they occur
Project Tracking, revising plans as needed
90-90 rule: 90% of project absorbs 90% of resources, other 10% absorbs another 90%
Top 10 signs project is in trouble1. developers don't understand customer's needs
2. project scope poorly defined
3. changes managed poorly
4. chosen technology changes
5. business needs change or are ill-defined
6. unrealistic deadlines
7. resistant users
8. lost sponsorship
9. team lacks people with appropriate skills
10. managers avoid best practices, lessons learned
Project Tracking, revising plans as needed
90-90 rule: 90% of project absorbs 90% of resources, other 10% absorbs another 90%
Top 10 signs project is in trouble1. developers don't understand customer's needs
2. project scope poorly defined
3. changes managed poorly
4. chosen technology changes
5. business needs change or are ill-defined
6. unrealistic deadlines
7. resistant users
8. lost sponsorship
9. team lacks people with appropriate skills
10. managers avoid best practices, lessons learned
How does Scrum address each?
Project Tracking, revising plans as needed
90-90 rule: 90% of project absorbs 90% of resources, other 10% absorbs another 90%
Top 10 signs project is in trouble1. developers don't understand customer's needs
2. project scope poorly defined
3. changes managed poorly
4. chosen technology changes
5. business needs change or are ill-defined
6. unrealistic deadlines
7. resistant users
8. lost sponsorship
9. team lacks people with appropriate skills
10. managers avoid best practices, lessons learned
How does Scrum address each?
Review
Standish Report: claimed 84% failure rate
4 P’sPeopleProcessProjectProduct
Risk assessment, management 10 signs project in trouble
