GiPHouse Radboud University Nijmegen R&D System Development Management 1 Theo Schouten 2010

1GiPHouseRadboud University Nijmegen

R&D System Development Management 1

Theo Schouten2010


Lectures

• 9 lectures of 2 hour– some by guest speakers

• 2 hour written examination– no books or documentation

• based on:– Software Engineering – A practitioner’s Approach:

European Adaptation, sixth edition , Roger S. Pressman, changing to seventh

– sheets of the presentations– extra treated concepts and theories


GiPHouse

• practical work of R&D SDM1 (4 ec)– management of the software house and its

projects

• serious participation needed– individual grade– 50% of final grade


Aim

• SDM1 has the aim that the student obtains all the professional skills of an IT project leader.

• SDM1 resembles the phase in an IT career in which the project leader takes responsibility for the management of a software development project.

• and/or responsibility for the management of the company

• Within GiPHouse students aim at two goals: – realizing their own personal development goals, and – delivering a high quality system.– focus on teamwork


Role

• Role differentiation, typical for knowledge workers

• control by reviewing against quality criteria– judged by other students and customers

• teachers are more at a “distance”– CEO, following all email– design of SDM1, GiPHouse


Scope

• Within SDM1 we address the project management aspects of the whole life cycle of a system development project:

• from definition study through system design, system development and system implementation all the way to the maintenance of a system in an operational environment.


other managers

• Improving the company– handbooks, activity templates, intra-net, etc– PR, customer contact– different team members (IK, IC, KI, HBO-students)– collaboration software facilities– differentiated grading

• Preparing the future– projects for the next semester– GiP International


Course Subjects• Project management• Project planning– Business Planning, Technical Planning

• Rolls of– Project manager, Quality manager, Contract Owner,

Public Relations Manager, Director• Planning methods– PERT, CPM, Work Breakdown structure, Gantt-charts

• Quality Management• Risk Management• Metrics• Component Based Development


Project management

• What is project management?• What makes management of software

development so special?• Which roles are there?• Which steps do you have to take?

• What is a project?

Chapter 1 and 21 of book, (24 in 7th)


What is project management

• ‘ ..it involves the planning, monitoring and control of the people, process and events that occur as software evolves from a preliminary concept to an operational implementation. ’ (Dilbert)

• ‘ .. The role of the ‘manager’ is to plan, organize, staff, direct and control. He or she deals with ideas, things and people.’ (Tomayko and Hallman, 1989)

• Care that every stakeholder stays happy


North Sea Project Cost History

0,5

0,6

0,8

1,0

2,0

4,0

8,0

10,0

‘71 ‘72 ‘73 ‘74 ‘75 ‘76 ‘77 ‘78 ‘79 ‘80 ‘81 ‘82 ‘83 ‘84 ‘85 ‘86 ‘87 ‘89 ‘90

• Brent BBrent B

• Brent CBrent C

• DunlinDunlin

• Statfjord AStatfjord A

• Frigg IVFrigg IV

• ValhallValhall

• LemanLeman• Fulmar GasFulmar Gas

• Inde M&NInde M&N

• Brent CBrent C• Frigg I&IIFrigg I&II

• Brent DBrent D

• Ekofisk IVEkofisk IV

• MurchisonMurchison

• Statfjord BStatfjord B

• OdinOdin• FulmarFulmar

• Ekofisk IIEkofisk II

• Ekofisk IIIEkofisk III

• N. CormorantN. Cormorant • ClydeClyde • TernTern• EiderEider

Year of appropriation estimate

Fina

l or

fore

cast

cos

t/es

tim

ate


Challenges

Cost Overruns

Sometimes43%

Usually37%

Always4%

Never4%

Rarely12%

Sometimes

Usually

Always

Never

Rarely

Late Delivery

Sometimes51%

Usually31%

Always1%

Never2%

Rarely15%

Sometimes

Usually

Always

Never

Rarely

Late Delivery

Sometimes51%

Usually31%

Always1%

Never2%

Rarely15%

Sometimes

Usually

Always

Never

Rarely

(Van Genuchten 1991)Reasons?


Reasons for cost/delay overrun

• Human capacity:– Not available due to: overruns in previous or other

projects, needed for unplanned activities

• Human related:– too little experience with e.g. development environment– more inexperienced then experienced people, wrong mix

• Input-requirements related:– requirements too late, too little quality– specifications for COTS or other hardware too late, too

little quality– changing requirements during the project


further• Product (technology) related

– changing interfaces with environment– software complexity underestimated– more problems with performance of memory limitations– more software failures (bugs) than planned– product wrongly designed, redesign is needed

• Organization related– less continuity in project team members– more interruptions than planned– more influence/interruption of quality assurance activities– bureaucracy

• Tools related– Development or test tools too late or not adequate– Needed releases too late or with too many errors


Implementation benchmarks

Reporting

Application Portfolio Management

Enhancements/Upgrades

Software Functionality

Process Reengineering

Business Performance

Stage/Transition

Ongoing Support

Ownership (of Benefits and Other)

Discipline

Project Team

Prioritization/Resource Allocation

Internal Staff Adequacy

Training

Change Management

0 2 4 6 8 10 12 14 16

% of Mentions

People 51%

Process 19%

Technology 19%

Obstacles until “go-live” Obstacles after “go-live”

Reporting

Data

Enhancements/Upgrades

Application Portfolio Management

Software Functionality

Benefit Realization

Stage/Transition

Process Reenigineering

Program Management

Discipline

Ownership (of Benefits and Other)

Consultants

Top Management Support

Prioritization/Resource Allocation

Training

Project Team

Internal Staff Adequacy

Change Management

% of Mentions

0 2 4 6 8 10 12 14 16

People 62%

Process 16%

Technology 12%


People, Process & Technology

People

Technology Process

Processes require a well fitting and performing system

Systems limit but also challenge processes

People need to know how to manage the system

Technology requires skills and new roles in organisations

The ideal process requires a skilled organisation

Processes based on the skills of people


specific to software management?

• Software is a creative product based on human ideas, concepts and models; it has no natural limits

• Software develops during the process• Software engineering is relative young; measuring is difficult• Developed software needs acceptance by users in their

environments• User requirements change during the development• Fixing the design is a balancing act between user acceptance

and project control possibilities• Design is based on concepts and ideas, not on fixed or well

known building blocks• It is difficult to detect bugs during the development process• Communication and interaction with legacy systems and

COTS increases


The Four P’s

• People — the most important element of a successful project

• Product — the software to be built• Process — the set of framework activities and

software engineering tasks to get the job done• Project — all work required to make the

product a reality


MOI model of leadership

• Motivation. The ability to encourage (by “push or pull”) technical people to produce to their best ability.

• Organization. The ability to mold existing processes (or invent new ones) that will enable the initial concept to be translated into a final product.

• Ideas or innovation. The ability to encourage people to create and feel creative even when they must work within bounds established for a particular software product or application


Team Coordination & Communication

• Formal, impersonal approaches include software engineering documents and work products (including source code), technical memos, project milestones, schedules, and project control tools, change requests and related documentation, error tracking reports, and repository data.

• Formal, interpersonal procedures focus on quality assurance activities applied to software engineering work products. These include status review meetings and design and code inspections.

• Informal, interpersonal procedures include group meetings for information dissemination and problem solving and “collocation of requirements and development staff.”

• Interpersonal networking includes informal discussions with team members and those outside the project who may have experience or insight that can assist team members.


Projects get into trouble when …

• Software people don’t understand their customer’s needs.• The product scope is poorly defined.• Changes are managed poorly.• The chosen technology changes.• Business needs change [or are ill-defined]. • Deadlines are unrealistic.• Users are resistant.• Sponsorship is lost [or was never properly obtained].• The project team lacks people with appropriate skills.• Managers [and practitioners] avoid best practices and lessons

learned.


Project organization and roles

Steering Committee

Project Steering Committee

Project Sponsor

Project Manager(s)

Functional/Process Groups(User Focal Points)

Technical Project Leader

User Group 1 User Group 2 User Group n…..Analysts Designers Programmers


people, phases, time

Fase / Stap Fas

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fase

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invo

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ManagementProjectmanager 6 40% 16 26 8 50% 25 35 10 60% 30 45 12Steering committee 1 1% 1 1 1 1% 1 1 1 1% 2 1 2

ConsultantsConsultant Financieel sr GL / AP / AR / FA 0 40% 16 26 8 20% 10 14 4 0% 0 0 0Consultant Financieel jr AP / AR / FA 0 60% 24 39 12 20% 10 14 4 20% 10 15 5Consultant Logistiek sr PO / INV / config 0 0% 0 0 0 80% 40 56 16 30% 15 23 7Consultant Logistiek jr BOM / WIP 0 0% 0 0 0 60% 30 42 12 40% 20 30 10Consultant sr OM / advanced pricing / WMS 0 0% 0 0 0 60% 30 42 12 40% 20 30 10Consultant sr CRM 0 0% 0 0 0 40% 20 28 8 60% 30 45 14Consultant jr Sales / Contracts 0 0% 0 0 0 40% 20 28 8 60% 30 45 14Database specialist testmachine 0 40% 16 26 0 0% 0 0 0 0% 0 0 0Coördinatie bouw 0 10% 4 7 2 10% 5 7 2 10% 5 8 2

Totaal Management / Consultants

doorlooptijd in weken (per fase / stap) 6 8 13 4 10 14 4 10 15 12doorlooptijd in dagen (per fase / stap) 30 40 65 20 50 70 20 50 75 60

ImplementationImplementationDefinitionDefinition DesignDesign ConstructionConstruction


Which plans ?•Business planning

–Goals and vision

–Requirements Analysis

–Project plan

•Technical Planning

–Program Master plan

–Management plan

–Development plan

–Configuration Management plan

–Quality Assurance plan

–Maintenance plan

–Test plan

–Integration plan

–Documentation plan

–Transition plan

–Firmware development plan


Common-Sense Approach to Projects

• Start on the right foot. This is accomplished by working hard (very hard) to understand the problem that is to be solved and then setting realistic objectives and expectations.

• Maintain momentum. The project manager must provide incentives to keep turnover of personnel to an absolute minimum, the team should emphasize quality in every task it performs, and senior management should do everything possible to stay out of the team’s way.

• Track progress. For a software project, progress is tracked as work products (e.g., models, source code, sets of test cases) are produced and approved (using formal technical reviews) as part of a quality assurance activity.

• Make smart decisions. In essence, the decisions of the project manager and the software team should be to “keep it simple.”

• Conduct a postmortem analysis. Establish a consistent mechanism for extracting lessons learned for each project.


End remarks

• Project management has to do with human factors• People, process en technology influence the success• Project tracking & tracing is important• Project management is not a science, it is based on

experience• There are different – methods to plan and manage– ways to organize projects– ways to guard the quality of projects

Documents

GiPHouse Radboud University Nijmegen R&D System Development Management 1 Theo Schouten 2010