Understand what projects are and how they differ from ongoing operations
Define and explain several key terms; Project, Project Management, Software Project Management
Understand Organization structures
Understand Project Management Processes
Understand Project Life Cycle
7.pdf This presentation captures many uses and the significance of the number...
Introduction to Project Management
1. Page 1
Software ProjectSoftware Project
ManagementManagement
Introduction to ProjectIntroduction to Project
ManagementManagement
2. Page 2
Objectives
Understand what projects are and how
they differ from ongoing operations
Define and explain several key terms;
Project, Project Management, Software
Project Management
Understand Organization structures
Understand Project Management
Processes
Understand Project Life Cycle
4. Page 4
Temporary: Every project has a definite beginning and a definite
end.
Unique: The product or service is different in some distinguishing
way from all similar products or services.
What is Project?What is Project?
A project is aA project is a temporarytemporary endeavor undertakenendeavor undertaken
to create ato create a uniqueunique product or service.product or service.
A project is a temporarytemporary endeavor undertaken
to create a uniqueunique product or service.
5. Page 5
Project Examples…Project Examples…
Construction of a building
Development of a new tool / process
Development of a new software
Enhancement of an existing software
Process improvement project
Campaign for an election / new product launch
…
…
…
7. Page 7
Project v/s Ongoing OperationsProject v/s Ongoing Operations
Projects Ongoing Operations
Definite beginning and end No definitive beginning and
end
Temporary in nature Ongoing
Produces a unique product
or service
Produces the same product
or service over and over
Resources are dedicated to
the project
Resources are dedicated to
operations
Ending is determined by
specific criteria
Processes are not
completed
8. Page 8
Project ManagementProject Management
Project:
A temporary endeavor undertaken to create a unique product or service.
Management:
The conducting or supervising of something (e.g. project)
Project Management:
The conducting or supervising of a temporary endeavor undertaken to
create a unique product or service.
9. Page 9
Project Management
• PMBOK
• Management Skills
• Management Tools
• Management Life Cycle
(Process)
Project Management v/s Product DevelopmentProject Management v/s Product Development
Project Development
• SWEBOK
• Engineering Skills
• Engineering Tools
• Engineering Process (SDLC)
Project Management:Project Management:
TheThe conducting or supervisingconducting or supervising of a temporaryof a temporary endeavor undertaken to createendeavor undertaken to create aa
unique product or service.unique product or service.
Project Management:
The conducting or supervising of a temporary endeavor undertaken to
create a unique product or service.
10. Page 10
Project management is
• the application of knowledgeknowledge, skillsskills, toolstools, and
techniquestechniques to project activities
• in order to meetmeet or exceedexceed stakeholder needsneeds and
expectationsexpectations from a project
Project ManagementProject Management
21. Page 21
Organizational StructuresOrganizational Structures
Functional
Engineering, Marketing, Design, etc
P&L from production
Project
Project A, Project B
Income from projects
PM has P&L responsibility
Matrix
Functional and Project based
Program Mgmt. Model
Shorter cycles, need for rapid development process
22. Page 22
Functional OrganizationFunctional Organization
• Pros
– Clear definition of authority
– Eliminates duplication
– Encourages specialization
– Clear career paths
• Cons
– “Walls”: can lack customer
orientation
– “Silos” create longer decisions cycl
– Conflicts across functional areas
– Project leaders have little power
23. Page 23
Project OrganizationProject Organization
• Pros
– Unity of command
– Effective inter-project
communication
• Cons
– Duplication of facilities
– Career path
• Examples: defense avionics, construction
24. Page 24
Matrix OrganizationMatrix Organization
• Pros
– Project integration across
functional lines
–Efficient use of resources
–Retains functional teams
• Cons
– Two bosses for personnel
– Complexity
– Resource & priority conflicts
25. Page 25
Matrix FormsMatrix Forms
Weak, Strong, Balanced
Degree of relative power
Weak: functional-centric
Strong: project-centric
26. Page 26
Organizational Structure Influences on ProjectsOrganizational Structure Influences on Projects
MatrixOrganization Type
Project
Characteristics
Functional Weak Matrix Balanced
Matrix
Strong Matrix Projectized
Project Manager's
Authority
Little or
None
Limited Low to
Moderate
Moderate
To High
High to
Almost Total
Percent of Performing
Organization's
Personnel Assigned Full-
time to Project Work
Virtually
None
0-25% 15-60% 50-95% 85-100%
Project Manager's Role Part-time Part-time Full-time Full-time Full-time
Common Title for
Project Manager's Role
Project
Coordinator/
Project Leader
Project
Coordinator/
Project Leader
Project
Manager/
Project Officer
Project
Manager/
Program Manager
Project
Manager/
Program Manager
Project Management
Administrative Staff Part-time Part-time Part-time Full-time Full-time
27. Page 27
Organizational ImpactOrganizational Impact
Form can greatly impact your role
Determine what skills you’ll need from which functions
The new “Project Office”
A) As centralized project management
B) As coach and info. office to project teams
The “Enterprise PMO” (EMPO)
30. Page 30
The 5 PMI Process GroupsThe 5 PMI Process Groups
Project Management Life Cycle is divided into 5
process groups
1. Initiating
2. Planning
3. Executing
4. Controlling
5. Closing
Each process is described by:
Inputs
Tools & Techniques
Outputs
31. Page 31
The 5 PMI Process GroupsThe 5 PMI Process Groups
32. Page 32
PMI Process GroupsPMI Process Groups
Source: Project Management Institute
33. Page 33
PMI Phase InteractionsPMI Phase Interactions
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
Design Phase
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
Implementation Phase
The life cycle can be repeated for each phase
35. Page 35
PMI: Initiating ProcessPMI: Initiating Process
Inputs
Product Description
Strategic plan
Project Selection Criteria
Historical Information
Outputs
Project charter
Project Manager assigned
Constraints
Assumptions
36. Page 36
Scope Planning
Scope Definition
Activity Definition
Activity Sequencing
Activity Duration Estimating
Resource Planning
Cost Estimating
Cost Budgeting
Risk Planning
Schedule Development
Quality Planning
Communications Planning
Organization Planning
Staff Acquisition
Procurement Planning
Project Plan Development
Devising and maintaining a workable scheme to accomplish the
business need that the project was undertaken to address
PMI: Planning ProcessPMI: Planning Process
37. Page 37
PMI: Executing ProcessPMI: Executing Process
Project Plan Execution
Scope Verification
Quality Assurance
Team Development
Information Distribution
Solicitation
Source Selection
Contract Administration
Coordinating people and other resources to carry out the plan
38. Page 38
PMI: Controlling ProcessPMI: Controlling Process
Overall Change Control
Scope Change Control
Schedule Control
Cost Control
Quality Control
Performance Reporting
Risk Response Control
Ensuring that project objectives are met by monitoring and measuring
progress and taking corrective measures when necessary
39. Page 39
PMI: Closing ProcessPMI: Closing Process
Administrative Closure
Contract Close-out
Formalizing acceptance of the project or phase and bringing it to
an orderly end
40. Page 40
Importance of PhasesImportance of Phases
Define your management review points
“Phase exits” or “kill points”
Ensure continued alignment with goals
Form of Validation & Verification (V&V)
41. Page 41
high level summary of process group interactionhigh level summary of process group interaction
43. Page 43
Project PhasesProject Phases
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
If you study for the PMI certification you’ll need to know these
managing all stakeholder Expectations is challenging – conflict
Peopleware issues
10-to-1 difference in Dev productivity
Teams 3 or 5 to 1 diff
Process
Dev basics, risk mgmt, QA, lifecycle planning, customer orientation
Product
Most tangible dimension
Technology