introduction to project management

Software Project Software Project ManagementManagement

Introduction to Project Introduction to Project ManagementManagement

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

Project FundamentalsProject Fundamentals

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.

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 … … …

Project CharacteristicsProject Characteristics

Objective

Temporary

Unique Product or Services

Multiple tasks / activities

Constraints

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

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.

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.

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

Project TriangleProject Triangle

Quality

Cost

ScheduleSc

ope

Per

form

ance

Time

Resources

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

Project Management SkillsProject Management Skills

Leadership Communications Problem Solving Negotiating Influencing the Organization Mentoring Process and technical expertise

PMIPMI’’s 9 Knowledge Areass 9 Knowledge Areas

Project integration management Scope Time Cost Quality Human resource Communications Risk Procurement

Interactions / StakeholdersInteractions / Stakeholders

As a PM, who do you interact with? Project Stakeholders

Project sponsor Executives Team Customers Contractors Functional managers

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

Tools: Gantt ChartTools: Gantt Chart

Tools: Network DiagramTools: Network Diagram

Four Project DimensionsFour Project Dimensions

People

Process

Product

Technology

Organization Structures Influences on Organization Structures Influences on ProjectsProjects

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

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

Project OrganizationProject Organization

• Pros– Unity of command

– Effective inter-project communication

• Cons– Duplication of facilities

– Career path

• Examples: defense avionics, construction

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

Matrix FormsMatrix Forms

Weak, Strong, Balanced Degree of relative power Weak: functional-centric Strong: project-centric

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

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)

Project Management ProcessProject Management Process

PMI FrameworkPMI Framework

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

The 5 PMI Process GroupsThe 5 PMI Process Groups

PMI Process GroupsPMI Process Groups

Source: Project Management Institute

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

PMI Knowledge AreasPMI Knowledge Areas

PMI: Initiating ProcessPMI: Initiating Process

Inputs Product Description Strategic plan Project Selection

Criteria Historical Information

Outputs Project charter Project Manager

assigned Constraints Assumptions

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

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

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

PMI: Closing ProcessPMI: Closing Process

Administrative Closure Contract Close-out

Formalizing acceptance of the project or phase and bringing it to an orderly end

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)

high level summary of process group high level summary of process group interactioninteraction

Product-oriented processesProduct-oriented processes

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

Seven Core Project PhasesSeven Core Project Phases

Project Phases A.K.A.Project Phases A.K.A.

Phases VariationPhases Variation

ConceptExploration

SystemExploration

Requirements

Design

Implementation

Installation

Operations andSupport

Maintenance

Retirement

The Relation between Life CyclesThe Relation between Life Cycles

Thank you

introduction to project management

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