introduction to project management
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Page 1
Software Project Software Project ManagementManagement
Introduction to Project Introduction to Project ManagementManagement
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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
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Project FundamentalsProject Fundamentals
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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 a A project is a temporarytemporary endeavor undertaken endeavor undertaken to create a to create a uniqueunique product or service. product or service. A project is a temporarytemporary endeavor undertaken to create a uniqueunique product or service.
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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 … … …
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Project CharacteristicsProject Characteristics
Objective
Temporary
Unique Product or Services
Multiple tasks / activities
Constraints
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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
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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.
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Project Management
• PMBOK
• Management Skills
• Management Tools
• Management Life Cycle (Process)
Project Management v/s Product Project Management v/s Product DevelopmentDevelopment
Project Development
• SWEBOK
• Engineering Skills
• Engineering Tools
• Engineering Process (SDLC)
Project Management: Project Management: The The conducting or supervisingconducting or supervising of a temporary of a temporary endeavor undertaken to endeavor undertaken to
createcreate a unique product or service. a unique product or service.
Project Management: The conducting or supervising of a temporary endeavor
undertaken to create a unique product or service.
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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
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Project TriangleProject Triangle
Quality
Cost
ScheduleSc
ope
Per
form
ance
Time
Resources
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Project Manager PositionsProject Manager Positions
Project Administrator / Coordinator Assistant Project Manager Project Manager / Program Manager Executive Program Manager V.P. Program Development Functional Project Manager / Technical Project Manager
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Project Management SkillsProject Management Skills
Leadership Communications Problem Solving Negotiating Influencing the Organization Mentoring Process and technical expertise
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PMIPMI’’s 9 Knowledge Areass 9 Knowledge Areas
Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement
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Interactions / StakeholdersInteractions / Stakeholders
As a PM, who do you interact with? Project Stakeholders
Project sponsor Executives Team Customers Contractors Functional managers
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PM Tools: SoftwarePM Tools: Software
Low-end Basic features, tasks management, charting MS Excel, Milestones Simplicity
Mid-market Handle larger projects, multiple projects, analysis
tools MS Project (approx. 50% of market)
High-end Very large projects, specialized needs, enterprise AMS Realtime Primavera Project Manager
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Tools: Gantt ChartTools: Gantt Chart
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Tools: Network DiagramTools: Network Diagram
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Four Project DimensionsFour Project Dimensions
People
Process
Product
Technology
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Organization Structures Influences on Organization Structures Influences on ProjectsProjects
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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
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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 cycles– Conflicts across functional areas– Project leaders have little power
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Project OrganizationProject Organization
• Pros– Unity of command
– Effective inter-project communication
• Cons– Duplication of facilities
– Career path
• Examples: defense avionics, construction
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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
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Matrix FormsMatrix Forms
Weak, Strong, Balanced Degree of relative power Weak: functional-centric Strong: project-centric
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Organizational Structure Influences on Organizational Structure Influences on ProjectsProjects
Matrix Organization TypeProjectCharacteristics
Functional Weak Matrix BalancedMatrix
Strong Matrix Projectized
Project Manager'sAuthority
Little orNone
Limited Low toModerate
ModerateTo High
High toAlmost Total
Percent of PerformingOrganization'sPersonnel Assigned Full-time to Project Work
VirtuallyNone
0-25% 15-60% 50-95% 85-100%
Project Manager's Role Part-time Part-time Full-time Full-time Full-timeCommon Title forProject Manager's Role
ProjectCoordinator/Project Leader
ProjectCoordinator/Project Leader
ProjectManager/Project Officer
ProjectManager/Program Manager
ProjectManager/Program Manager
Project ManagementAdministrative Staff Part-time Part-time Part-time Full-time Full-time
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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)
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Project Management ProcessProject Management Process
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PMI FrameworkPMI Framework
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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
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The 5 PMI Process GroupsThe 5 PMI Process Groups
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PMI Process GroupsPMI Process Groups
Source: Project Management Institute
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PMI Phase InteractionsPMI Phase Interactions
InitiatingProcesses
PlanningProcesses
ControllingProcesses
ExecutingProcesses
ClosingProcesses
Design Phase
InitiatingProcesses
PlanningProcesses
ControllingProcesses
ExecutingProcesses
ClosingProcesses
Implementation Phase
The life cycle can be repeated for each phase
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PMI Knowledge AreasPMI Knowledge Areas
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PMI: Initiating ProcessPMI: Initiating Process
Inputs Product Description Strategic plan Project Selection
Criteria Historical Information
Outputs Project charter Project Manager
assigned Constraints Assumptions
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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
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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
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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
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PMI: Closing ProcessPMI: Closing Process
Administrative Closure Contract Close-out
Formalizing acceptance of the project or phase and bringing it to an orderly end
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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)
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high level summary of process group high level summary of process group interactioninteraction
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Product-oriented processesProduct-oriented processes
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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
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Seven Core Project PhasesSeven Core Project Phases
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Project Phases A.K.A.Project Phases A.K.A.
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Phases VariationPhases Variation
ConceptExploration
SystemExploration
Requirements
Design
Implementation
Installation
Operations andSupport
Maintenance
Retirement
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The Relation between Life CyclesThe Relation between Life Cycles
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Thank you
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