Introduction of Project Management, Process Groups, Knowledge Areas

1. Software ProjectSoftware Project
ManagementManagement
MCA 5th
Semester
By
Amarjeet Singh Cheema

2. • Day 1
• Project
• Project Management
• Project Manager
• Day 2 & 3
• Recap of Day 1
• Process Group
• Knowledge Areas
• Enterprise Environment Factors
• Organization Influence Factors
• PMO
Outline

3. A
projectis aproblem
scheduledforsolution
Juran’s definition
What is a Project

4. • A project is “a temporary endeavor undertaken to
create a unique product, service, or result”
• Projects end when their objectives have been reached or
the project has been terminated
• Projects can be large or small and take a short or long
time to complete
What is a Project

5. • Non Routine tasks are involved
• Planning is required
• Specific objectives are to be met or Specific product is to
be created
• Predetermined Time Span
• Work is Carried out for someone other than yourself
• People are formed into temporary work group to carry out
task.
• Work is carried out in Several Phases
• Resources are available for use on the project are
constrained
• Project is large or Complex
Characteristics of a Project

6. A project:
• Has a unique purpose
• Is temporary
• Is developed using progressive elaboration
• Requires resources, often from various areas
• Should have a primary customer or sponsor
The project sponsor usually provides the direction and funding for
the project
• Involves uncertainty
(progressive elaboration involves continuously improving and
detailing a plan as more specific information and more accurate
estimations are available.)
Project Attributes

7. Invisibility
• When a Physical artifact such as bridge construction we can see
progress
• Software Projects progress is not immediately visible
Complexity
• Software products contain more complexity than other
engineered products
Conformity
• Software Projects requirements are conform to Human Clients.
• Not governed by any physical law
• Scope of Changing requirements is more
Flexibility
• Software is easy to change as a strength
Software Projects Vs Other Projects

8. • Operations are an organizational function perform
ongoing execution of activities that produces the same
product or provide a repetitive Service
• Projects can intersect with operations at various points
such as
• At each closeout phase
• When developing a new product, upgrading a product or
expanding outputs
• Improvement of Operations
Operations Management

9. • Performed by People
• Constrained by Limited Resources
• Planned, Executed and Controlled
But Projects are temporary and
Unique and Operations are ongoing
and repetitive
Project Vs Operational Work

10. • Developers do not understand customer's needs
• Product scope poorly defined
• Changes poorly managed
• Chosen technology changes
• Business needs change or ill-defined
• Users are resistant
• Sponsorship lost or never obtained
• Project team members lack appropriate skills
• Managers and practitioners avoid best practices and
lessons learnt
Signs of potential project failure

11. • Causes of Failure
• Failure to properly define the problem
• Planning was based on insufficient data
• Planning was performed by a planning group
• Project not tracked against plan
• Project plan lacked details
• Resource planning was inadequate
• Project estimates were best guesses, made without consulting
historic data
• No one was in charge
Project Success and Failure Factors

12. • Start on the right foot
• Maintain momentum
• Track progress
• Make smart decisions
• Conduct a postmortem analysis
Project Success Factors

13. • Why is the system being developed?
• What will be done?
• When will it be accomplished?
• Who is responsible for a function?
• Where are they organizationally located?
• How will the job be done technically and managerially?
• How much of each resource is needed?
W5HH Principle

14. • Project management is “the application of knowledge, skills,
tools and techniques to project activities to meet project
requirements”
• Application of knowledge, skills, tools and techniques to
achieve project objectives while balancing
• Stake holder’s needs and expectations
• Scope
• Time
• Cost
• Quality
What is Project Management?

15. • Concerned with activities involved in ensuring that software is
delivered on time and on schedule and in accordance with the
requirements of the organizations developing and procuring
the software
• Project management is needed because software
development is always subject to budget and schedule
constraints that are set by the organisation developing the
software
Software Project Management

16. • Project management involves the planning, monitoring, and control of
people, process, and events that occur during software development
• Everyone manages, but the scope of each person's management
activities varies according to his or her role in the project
• Software needs to be managed because it is a complex, long
duration undertaking
• Managers must focus on the fours P's to be successful (people,
product, process, and project)
• A project plan is a document that defines the four P's in such a way
as to ensure a cost effective, high quality software product
• The only way to be sure that a project plan worked correctly is by
observing that a high quality product was delivered on time and
under budget
Overview of Project Management

17. • What do we do ?
• For whom do we do it ?
• How do we go about it ?
Project Management Mission Statement

18. • Proposal/Contract Preparation
• Cost/Effort Estimation
• Documentation
• Project planning and scheduling
• Tracking and Reviews
• Risk Management
• Configuration Management
• Software Quality Assurance
Software Project Management

19. The Triple Constraint of Project Management

20. • Stakeholders are the people involved in or affected by project
activities
• Stakeholders include:
• The project sponsor/Customers
• The project manager
• The project team
• Support staff
• Users
• Suppliers
• Opponents to the project
Project Stakeholder

21. • Better control of financial, physical, and human resources
• Improved customer relations
• Shorter development times
• Lower costs
• Higher quality and increased reliability
• Higher profit margins
• Improved productivity
• Better internal coordination
• Higher worker morale
Advantage of Project Management

22. • Knowledge
• Performance
• Personal
Project Manager Characteristics

23. • Project managers need a wide variety of skills
• They should:
• Be comfortable with change
• Understand the organizations they work in and with
• Be able to lead teams to accomplish project goals
• Ten Most Important Skills and Competencies for Project Managers
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Problem solving
10.Understands, balances priorities
Suggested Skills for Project Managers

24. • Set objectives
• Establish Plans
• Organize Resources
• Staff
• Set up Controls
• Issue Directives
• Motivate Personnel
• Apply innovation for alternative action
• Remain Flexible
What should PM Do?

25. • Planning
• Organizing
• Directing
• Controlling
PM Role

26. • Adopt a positive attitude
• Do not criticize management
• Do not make promises that cannot be kept
• Circulate customer reports
• Give each person the attention he requires
• Giving assignments that provide challenges
• Clearly defining performance expectations
• Giving proper criticism as well as credit
• Giving honest appraisals
• Providing a good working atmosphere
• Developing a team attitude
• Providing a proper direction
Motivate People

27. • More documentation
• More interchange meetings
• Customer representation on your site
Communication Traps

28. • Delegate
• Follow the schedule
• Decide fast
• Decide who should attend
• Learn to say no
• Start now
• Do the tough part first
• Avoid useless memos
• Refuse to do the unimportant
• Look ahead
• Send out the meeting agenda
• Overcome procrastination
Effective Time Management

29. Project , Program, Portfolio
• Project managers work with project sponsors, the project team,
and other people involved in a project to meet project goals
• Program: group of related projects managed in a coordinated
way to obtain benefits and control not available from managing
them individually
• Program managers oversee programs; often act as bosses for
project managers
Examples of common programs in the IT field include
infrastructure, applications development, and user support
• As part of project portfolio management, organizations group
and manage projects and programs as a portfolio of investments
that contribute to the entire enterprise’s success
• Portfolio managers help their organizations make wise
investment decisions by helping to select and analyze projects
from a strategic perspective

30. Project Management Basics

31. – Initiating processes – recognize when project or phase should
begin
– Planning processes – designing and maintaining a scheme
which leads to successful accomplishment of a project
– Executing processes – coordinating people and resources to
carry out the plan
– Controlling processes – monitoring and measuring progress
and taking corrective actions when necessary
– Closing processes – analyzing acceptance of the project or
phase and bringing it to an end
Project Management Processes (Process Group)

32. 1. Scope management—“determining all the work and only the
work necessary for project completion;”
2. Time management—“defining, sequencing, estimating duration,
and resourcing work activities as well as developing and
controlling the schedule;”
3. Cost management—“planning, estimating, budgeting, and
controlling costs;”
4. Quality management—“quality planning, assurance, and control;”
5. Human Resources management—“acquiring, developing, and
managing the project team;”
6. Communications management—“generating, collecting,
disseminating, storing, and disposing of timely and appropriate
project information;”
Knowledge Areas

33. 7. Risk management—“risk identification, analysis, response
planning, and monitoring and control;”
8. Procurement management—“purchasing or acquiring product and
services as well as contract management;” and
9. Integration management—“unifying and coordinating the other
knowledge areas by creating and using tools such as charters,
project plans, and change control.”
Knowledge Areas

34. • Organizational Culture, structure
• Government or Industry standards
• Infrastructure (Existing facilities and Capital Equipment)
• Personnel administration
• Company work authorization systems
• Marketplace conditions
• Stakeholder risk tolerance
• Political Climate
• Organization established Communication Channel
• Project Management Information System
Enterprise Environment Factors

35. • The organizational culture, style, and structure influence how
projects are performed
• A project manager should understand these as they affect a
project
• An organization’s degree of project management maturity and
its project management systems can also influence the project
• When a project involves more than one organizations, the project
will be influenced all of them.
• The organizational culture is an enterprise environmental factor.
Organizational Influences on Project Management

36. • Organizational structures range from functional to projectized,
with a variety of matrix structures between them.
• Functional Structure
• Matrix Structures [Weak, Balanced, and Strong]
• Projectized Structure
Organizational Structure

37. Definition:
PMO is an organizational body or entity assigned various
responsibilities related to the centralized and coordinated
management of those projects under its domain.
Responsibility of PMO:
The responsibilities of a PMO can range from providing project
management support functions to actually being responsible for the
direct management of a project.
Project Management Office

38. Primary Function:
To support project managers in a variety of ways which may include,
but are not limited to:
• Managing shared resources across all projects administered by
PMO
• Identifying & developing project mgt. methodology, best practices,
& standards
• Coaching, mentoring, training, and oversight;
• Monitoring compliance with project management standards,
policies, procedures, and templates via project audits;
• Developing and managing project policies, procedures, templates,
and other shared documentation , and
• Coordinating communication across projects.
Project Management Office