3 - overview project life cycle€¦ · nmistakes made during this phase are very costly na common...
Post on 26-Aug-2020
2 Views
Preview:
TRANSCRIPT
3 - Overview Project Life cycle
Hurdles…
Project Project Project Project
Modern Project Management – CERN 2003 STS S.A. Lausanne 2
Phases of a ProjectPhases of a Project
n Phases
Why ?What ? How ? When,
with whom ?Work the
plan ! Learning
Pre-projectPre-project ConceptConceptPlanning
and set-upPlanning
and set-upExecutionExecution ClosingClosing
Modern Project Management – CERN 2003 STS S.A. Lausanne 3
Project Manager & Team
Identifya problemIdentify
a problem
Work:Define
the concept
Work:Define
the concept
Decision:OK, go onDecision:OK, go on
Work: PlanningWork:
Planning
Phases and DeliverablesPhases and Deliverables
n Management
Work: Pre-project
Work: Pre-project
Decision:OK, go onDecision:OK, go on
Study Concept Project Plan
Modern Project Management – CERN 2003 STS S.A. Lausanne 4
Decision PointsDecision Points
n Phases are separated by decision points.
Pre-project
Closing
Concept
Planning and Set-up
Execution
Modern Project Management – CERN 2003 STS S.A. Lausanne 5
Pre-projectPre-project
n Problem analysisn Definition of scope
Pre-projectPre-
projectConceptConcept
Planningand set-upPlanning
and set-upExecutionExecution ClosingClosing
Modern Project Management – CERN 2003 STS S.A. Lausanne 6
Problem AnalysisProblem Analysis
n Many projects have failed just because the problem was badly identified.
n Mistakes made during this phase are very costlyn A common language is necessary.n One problem can hide another.n The Japanese method:
– 5 whys
Problem
Specifications
Modern Project Management – CERN 2003 STS S.A. Lausanne 7
Common language…Common language…
If the flight is more than half-full and is being charged more than $350 per seat, we serve free cocktails unless it is a domestic flight. We charge for cocktails on all domestic flights ... that is, for all the ones where we serve cocktails (cocktails are onlyserved on flights that are
more than half-full).
1. Ticket > 350 $2. Seat occupancy > 50%3. Domestic
Cocktail servedCocktail free of charge
Y Y Y Y N N N N Y Y N N Y Y N N Y N Y N Y N Y N
Y Y N ? Y ? N ?N Y N
Modern Project Management – CERN 2003 STS S.A. Lausanne 8
Formulating the GoalsFormulating the Goals
n Expectations may vary a lot.– Everyone sees a different side of the problem.– The individual goals must be identified.
n Formulating the goals together takes a lot of time –but it is necessary !
n The goals should always be written down.n Goals must be SMART
– S - specific– M - measurable– A - ambitious– R - realistic– T - timed
Modern Project Management – CERN 2003 STS S.A. Lausanne 9
The Contradictions in the GoalsThe Contradictions in the Goals
n The goals are rarely free of contradictions:– Quality and costs– Quality and schedule– The short and the long term– The wishes of the engineers and those of the users
n The contradictions in the goals result in "gray zones" once the projects are defined.
n The "gray zones" always result in conflicts throughout the realization phase, in re-design, loss of time, cost increase, etc.
That is why the project manager has to constantly detect and resolve
the contradictions.
That is why the project manager has to constantly detect and resolve
the contradictions.
Modern Project Management – CERN 2003 STS S.A. Lausanne 10
“What the project will not do”
What the Project Will Not Do ...What the Project Will Not Do ...
n A simple way of testing whether everyone has understood correctly :
n Any major lack of understanding is likely to appear in the negative formulation .
n The negative formulation of the functionality is a method of circumscribing the project.
n All project requirements should absolutely include a chapter entitled:
Describe the functionality in the negative also :
What the project will not do.
Modern Project Management – CERN 2003 STS S.A. Lausanne 11
Incremental definition of the goalsIncremental definition of the goals
n FASTER is better than BIGGER
Identifyingthe
problem
Definingthe goals
Concept
Planning
Realization
Operation
Modern Project Management – CERN 2003 STS S.A. Lausanne 12
Check-list: the Goals of the ProjectCheck-list: the Goals of the Project
n Have we worked out a negative definition of the goals (what the project will not do) ?
n Have I looked for the contradictions in the goals ? n Have I eliminated the contradictions in the goals ?n Have the goals been written down precisely?n Are the goals S-M-A-R-T ?
Looking ahead
4 –Planning
Modern Project Management – CERN 2003 STS S.A. Lausanne 14
PlanningPlanning
n Define Milestones for each deliverablen Work Breakdown Structure (WBS)n Estimations
– Bottom up– Top Down
n Planning in the field of research
Modern Project Management – CERN 2003 STS S.A. Lausanne 15
DeliverablesDeliverables
n Physical objectn Well specified
– Scope / function– Quality (and the tests to measure it)– Quantity (and how to measure it)
Modern Project Management – CERN 2003 STS S.A. Lausanne 16
Work-Breakdown Structure (WBS)Work-Breakdown Structure (WBS)
n Project partition in a tree structureNew
machineNew
machine
Zero seriesZero seriesPrototype
constructionPrototype
constructionPreliminary
surveysPreliminary
surveys
Controldevelopment
Controldevelopment
MechanicalengineeringMechanicalengineering
Electronicdesign
Electronicdesign
Softwaredesign
Softwaredesign
Prototypeset-up
Prototypeset-up
.... .... .... .... .... .... ....
Only the bottom tasks
are part of the project.
Modern Project Management – CERN 2003 STS S.A. Lausanne 17
How to Estimate ?How to Estimate ?
n All estimations are based on experience, either direct or indirect.
n Estimations made by a group are better.n Estimations made by the team are restricting.n Systematic mistakes exist:
– .........................................– .........................................– .........................................– .........................................– .........................................
Each estimation must then be checked.The aim is to continually improve
the quality of the estimations !
Modern Project Management – CERN 2003 STS S.A. Lausanne 18
The Accuracy of the EstimationsThe Accuracy of the Estimations
n Accuracy increases with the time spent on the project.
n Unfortunately, the exact value is defined precisely only a project completion….
Time
+ 50%
+ 30%
+ 10%
- 50%
- 30%
- 10%
Modern Project Management – CERN 2003 STS S.A. Lausanne 19
Top Down estimationTop Down estimation
n Global estimate– No details
n Done very earlyn Based on external aspects
of the project
n « Project B seems 15% larger than Project A »
Project A
24 PM
Project B
?? PM
Modern Project Management – CERN 2003 STS S.A. Lausanne 20
Refining Top DownRefining Top Down
Function % of costs New / old Cost of new
Data request 12% 1.0 12%
Consistency checks 5% 3.0 15%
Web Integration 10% 2.0 20%
Back-up 8% 0.5 4%
.... .... .... ....
Total 100 % 135%
Modern Project Management – CERN 2003 STS S.A. Lausanne 21
Function PointFunction Point
n Define any “external” metric– Number of parts; weight; number of
input/output
n Build an experience curve
MM
FP
Modern Project Management – CERN 2003 STS S.A. Lausanne 22
Bottom Up EstimationBottom Up Estimation
n Estimate every activity– Caution: people tend to forget things they not like, i.e.
Review, Tests, Documentation, Meeting, PM, etc
n Double Check:– Look if some « universal constants » are respected:
• 5 % Spec• 20% Design• 40% Coding• 10% Reviews• 5% Documentation• 20% Tests
n Relative estimates
Modern Project Management – CERN 2003 STS S.A. Lausanne 23
Relative estimatesRelative estimates
BA C D E
1.00.8 1.51.2 0.5
In-depth analysis of C: ⇒ precise estimation: 50 Person-day
Total effort: ......................
G If you have several similar module, you need only ONE absolute estimation.
G If you have several similar module, you need only ONE absolute estimation.
Modern Project Management – CERN 2003 STS S.A. Lausanne 24
The “missing” materialThe “missing” material
n Top Down and Bottom up give different results– Top Down yields larger values
n Reason:– Many “small activities” are missing– Risks are not taken in account– Interpersonal differences– Etc.
n Basically:– Top down estimates are much closer to reality.
Modern Project Management – CERN 2003 STS S.A. Lausanne 25
Books…Books…
Practical Project Estimation (w/ CD-Rom)
Regular Price: $110.00PMI Member Price: $104.50ISBN: 0957720114Pages: 116Date Published: 2002Author: International Software Benchmarking Standards Group (ISBSG)Publisher: ISBSGSubject: PM SoftwareFormat: Spiral bound with CD Rom
Description:The book will introduce software estimation concepts and approaches as well as explain project characteristics and their impact on productivity.
In addition, it will:1) Reveal the industry's past experience with estimation: what works and what doesn't.2) Show you how to work out the size of a project.3) Explain four approaches to estimating effort and provide equations and tables for you to use.4) Explain how to estimate project duration and provide charts to help you do this5) and many more
Modern Project Management – CERN 2003 STS S.A. Lausanne 26
Planning in R&DPlanning in R&D
n Some projects are difficult to plan– But planning can set limits:
• “You have 50 man-days to find a solution with concept Z.”• Concept of “Time Budget”.
– Lots of sub-activities can be planned:• Time for litt. search• Time to prepare an experiment
n Fuzzy planning is better than no planning– “I’ll need this equipment about 2 weeks, sometime
between November and January”
n Communicate early if planning is closing in.n LHC is one of the best examples of planning in the
field of R&D…
5 - Organizational Aspects
Organizations
Modern Project Management – CERN 2003 STS S.A. Lausanne 28
Types of OrganizationTypes of Organization
1. Staff organization
2. Matrix organization
3. Project organization
To be used for : ...........................…........
To be used for :...............................................
To be used for :..........................................
Project Manager
Modern Project Management – CERN 2003 STS S.A. Lausanne 29
Matrix OrganizationMatrix Organization
Heads of Department
ProjectManagers
Modern Project Management – CERN 2003 STS S.A. Lausanne 30
Role DistributionRole Distribution
Heads of Department (line)
ProjectManagers
How ?
What ?
Modern Project Management – CERN 2003 STS S.A. Lausanne 31
Virtual TeamsVirtual Teams
Where are the problems ?……………..…………………………………………………….
…………………………………………..……………..…………
…………………………………………..……………..…………
…………………………………………..……………..…………
…………………………………………..……………..…………
Modern Project Management – CERN 2003 STS S.A. Lausanne 32
Communication – the problemsCommunication – the problems
n E-Mail Culture– Give assignment per mail ?– Answer immediately ?
n Attached Documents– Different versions of the
application– Different application– Different versions of the
same document…
n Telephone conferences, Video conferences– US-people are faster– Technical problems
Modern Project Management – CERN 2003 STS S.A. Lausanne 33
Video-conference: pitfallsVideo-conference: pitfalls
n In multi-cultural teams: – the US Teams make fast decisions– other cultures (Asia, Europe) tend to think longer– ⇒ risk: decisions always in line with US-Teams…
n 10% of the people speak 90% of the time – Check that everyone can speak– Have discussion leader
n The team must define the communication channelsn Re-assess the communication process from time to
time
Modern Project Management – CERN 2003 STS S.A. Lausanne 34
Keep Distributed Teams InformedKeep Distributed Teams Informed
n Information of distributed teams:– On a regular basis– Telephone meeting weekly– Mail every change in the requirements– Try to re-create the “informal communication channels”– “Project Newsletter”– Personal Mail is better than Cc, Bcc...– Collaborative Internet Tools
Modern Project Management – CERN 2003 STS S.A. Lausanne 35
Success factorsSuccess factors
n Success factors• Start with „real“ meetings
• Define who does what
• Responsibility Chart
• Project-Forum
• Local sub-team leader
• Schedule control: local and consolidated
• Weekly Meetings• Telephone conference• Video conference
TeamA
TeamB
TeamC
StrongCohesion
LooseCoupling
6 - How to get the Resources
People…
Modern Project Management – CERN 2003 STS S.A. Lausanne 37
The problems with resources…The problems with resources…
n The Project Manager is NOT the boss of the team members
n Team members have also daily work– Daily work has a high priority
n Team members are working on different projects
Modern Project Management – CERN 2003 STS S.A. Lausanne 38
Conflicts in Matrix OrganizationConflicts in Matrix Organization
n The management must fix priorities clearlyn The management must fix each individual's abilities
clearlyn The management must deal with arbitration
Reaction:
1. Convince2. Appeal to a
common superior body
Modern Project Management – CERN 2003 STS S.A. Lausanne 39
Hints about resources…Hints about resources…
n Plan in advancen Inform early enough !n Check if written in diary / outlookn Move people into the project room (if available)n Careful: 10% is often 0%…
– Plan half days or days, but not 10%
top related