09 03 msd a3. ch01.project.overview.ok

8/3/2019 09 03 MSD A3. Ch01.Project.overview.ok

http://slidepdf.com/reader/full/09-03-msd-a3-ch01projectoverviewok 1/15

MSD S01 Overview.ppt 1

Management of Software

Development (Overview)

MSD Core Guide




Objectives

To understand:

definition of a project and project management

why projects fail

What’s so special about Software projects




Process vs Project

Environment: Production-oriented Development-oriented

Activity: Continuous/unending “Lifecycle” Unique tasks

Resource driver: Volume Task

Degree of change: Low High

Planning horizon: Near term Longer term(day by day) (goal driven)

Resource assessment: Infrequent Frequent

Degree of complexity: Low High(Routine)

Degree of risk: Lower Higher(more uncertainty)

Staff to management Higher LowerRatios 15:1 or 5-6:1

Attribute Process Project




Project management definitionsA project :

- Is discrete

- Has a defined start and end point

- Has a specified end product

- Is unique, either in its end product or its environment

Project management is to producethe end product:

- On time

- Within budget or financial constraints

- According to specification- At a quality level that serves the businesses needs and

meets both professional standards and management’s

expectations

managing people and facilities to produce


http://slidepdf.com/reader/full/09-03-msd-a3-ch01projectoverviewok 5/15MSD S01 Overview.ppt 5

Why do projects fail?

or what makes asuccessful project?



Definition of a Runaway

A project which has:

failed significantly to achieve its objectives, and/or

exceeded its budget by at least 30%

Unclearobjectives: 18%

Unfamiliarity

with scope andcomplexity: 17%

Lack ofcommunication: 21% Inadequate

ProjectManagement: 32%

Other: 12%

Why do Projects Fail ?



Causes of Runaway

Poor performance by suppliers

of hardware/software

Insufficient senior business staffon the team

Inadequate project management

Technology new to theorganisation

Bad planning and estimating

Project objectives not fullyspecified

0 10 20 30 40 50 60 % ofrespondents

KPMG Survey



0 10 20 30 40 50 60 70 80 90

Prevention of Runaways

Improved project

management

Feasibility study

More user involvement

More external advice

None of the above

%

Respondents



Project Control - the Impact

On Time 80%

Late 15%

Cancelled 5% On Time25%

Late 40%

Cancelled35%

Formal Estimation, Costing, Scheduling

In Place Neglected



Project

Activities

Resources

Randomness

Requirements ProjectDeliverables

OtherOutputs

Project

Management

Manager’s requirements

.....and managing it is not doing it!

Doing the Project is not Managing the Project!



Scope

ObjectivesStrategyQuality

RisksCosts

BenefitsSchedules

PrioritiesAssumptions

EstimatesResources

Interdependencies

Management Domain

ImpactsFacilitation

FunctionalitySpecifications

DesignDocumentation

TestingTraining

Activity Domain

Management Focus vs Activity Focus



Unique attributes of Software projects

Deliverables may be less tangible and less familiar than in

other types of projects Scope may be difficult to control

The project team often has diverse skills, experience,attitudes and expectations

The project may be critical for achieving business goals The project may be combined with significant organisational

changes

Concrete requirements, scope and benefits may be difficultto define

Rapid technological change may cause the project’sfoundation to become obsolete




Software Project Management Approach

Management of ALL the elements of the project- planning and control

- risk and quality

- people

Management focused on the business outcomes

of the project

Management based on communication of real information

about issues and status - “fact based”




MSD Structure

Subcontractor Management

Managing Project Staff

Managing Organizational Change

Risk Management

Quality Management

Change Control and Issue Management

Configuration Management

Project Definition

Project Plan Project

Management and Control

Project Close




Ten golden rules Successful project management is all about people

- but don’t forget the admin

Uncover the sources of support and resistance Appearances can be deceptive - watch the hidden agenda

Recognise that other people see things differently- put yourself in their shoes

Design your plan for easy modification

Treat each milestone as if it were the last

Use admin to support project objectives

The target time for a task is not the same as its budget

Read project scope and objectives once per week

No surprises!

09 03 msd a3. ch01.project.overview.ok

Documents