Project Management Concepts

Guidelines for Managing Software Engineering Projects

Project Management Elements

Four P’s of Project Management1 People2 Product3 Process4 Project

Project Management Elements

Four P’s of Project Management 1: People

The “most important” element The one who gets the job done What to consider

Skills, abilities, talents Motivation, Interest Temperament Reliability

Special challenges for managing students in senior design 2 Product 3 Process 4 Project

Project Management Elements

Stakeholders: The “Other” People Senior Management (aka Profs)

Keep your advisor informed of your work, not only does he or she influence your overall grade, the senior manager’s expertise can smooth out bumps (technical or managerial) in the path from start to finish

Customers Sometimes these people are the same as the end user

and sometimes they are the sponsor of the project. Know the difference, because you need to support both parties.

End Users Those who’ll actually use your product. They wield the

power of acceptance.

Project Management Elements

Four P’s of Project Management 1: People

2: Product It’s why you’re in business Determine what are you building (market/customer

research) How big a job (scope) What do you have to accomplish task (resources) How hard (effort + ability + resources = feasibility)

3 Process 4 Project

Project Management Elements

Four P’s of Project Management 1: People

2: Product

3: Process The framework organizing tasks of your development work Provides structure and context for development effort Gives guidance on best practices for s/w development Identifies common concerns, e.g., organization, resources,

risks

4 Project

Project Management Elements

Four P’s of Project Management1: People

2: Product

3: Process

4: Project Organizes and integrates the other three Contains the plan of action

Uses the process as a guideline Considers the people and resources in estimating Decomposes the product and develops the schedule, resource

needs, cost, and risk Provides the “concrete” information needed for tracking (or

monitoring) and controlling the effort.

Project Plan

The W5HH Principle (or W5HHWH) Why is this system being developed? defines business

motive What will be done? determines s/w function When will it be done? establishes schedule Who is responsible for what? identifies roles Where are they organizationally located? clarifies

relationships How will the job be accomplished? addresses technical and

managerial details How much of each resource is needed? initiates estimates What can go wrong? considers risks How do I know things are going right? tracks and controls

Additional Points of Emphasis

What is the essence of project management (“What is it?”, pg 646 7/e, 596)

What belongs in the PMP (“What is the work product”, pg 646 7/e, 597 6/e and Senior Design Notes)

Key traits for project managers (pgs 650-651 7/e, 600-601 6/e)

Positive and negative factors for building teams (pgs 652-653 7/e, 603-604 6/e)

How project planning begins (2nd paragraph in section 24.4 pg 657 7/e, 21.4, pg 608 6/e)

Risks and mitigations (section 24.5 pgs 660-661 7/e, 21.5, pgs 610-611)