project management and leadership
DESCRIPTION
Project Management and Leadership. Why care about management?. 10% of projects were “successful” between 1998 and 2004. Management vs Leadership. Management is using tools and techniques Leadership is inspiring people to the right thing Can these succeed? - PowerPoint PPT PresentationTRANSCRIPT
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Project Management and Leadership
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Why care about management?
• 10% of projects were “successful” between 1998 and 2004
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Management vs Leadership
• Management is using tools and techniques• Leadership is inspiring people to the right
thing• Can these succeed?– Poor management with good leadership?– Poor leadership with good management?
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Leadership: motivating people
• Use monetary rewards cautiously• Intrinsic rewards– Recognition– Achievement– The work itself– Responsibility– Advancement– Novelty
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Define success and failure
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Management
• Empirical project planning and scheduling• Risk management• Metrics-based management against targets• Defect tracking
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Scheduling
• Must begin immediately, even with limited information
• A list of tasks– Start dates– Duration– Assigned resources (people)– Predecessors and successors
• Getting buy-in from the team– Use historical data and increments
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Example schedule in OpenProj
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Scheduling terms
• Critical path (in red)– Any delay along these tasks result in a delayed
project– Can be found manually, but tools often do this for
you• Slack– The amount of time a task can be delayed without
affecting the schedule– No slack along the critical path
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More scheduling terms
• Resource leveling– Making sure that no person is working above
100% capacity at any point in time– Happens when multiple tasks are scheduled for
the same person– Break up a task into smaller, sequential tasks with
a dependency between them (i.e. take more time); tools can automatically do this for you
– Or, manually add additional resources to the task so no one is working over 100%
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Scheduling for Agile projects
• Do we need to plan, even if we’re only looking a month ahead?
• Sure!– Sprint burndown charts– Release burndown charts
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Sprint burndown chart
• Exercise: Are we ahead of schedule, or behind?
Day
Stor
y Po
ints
Rem
aini
ng
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Sprint burndown chart
• Answer: behind. • Exercise: But how would you tell if this is something
to worry about or not?
Day
Stor
y Po
ints
Rem
aini
ng
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Sprint burndown chart
• Answer: Look at previous burndown charts – maybe things are slower the first couple of days, but then pick up!
Day
Stor
y Po
ints
Rem
aini
ng
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Earned Value Management
• How much work you planned to have accomplished by now (in dollars or hours) called the Planned Value
• How much you have actually spent by now (in dollars or hours), called Actual Cost
• The value, in terms of your baseline budget, of the work accomplished by now (in dollars or hours), called the Earned Value!
• Budgeted (cost) at completion (BAC) - The sum of all the PVs
Idea is to link schedule and cost together to monitor both in the same “units” of value
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Earned Value Management Example
• We’ve budgeted $200 to buy, setup, network, and test a new system– Our PVs are $50 to buy, $75 to setup, $50 to
network, and $25 to test– Our BAC is therefore $200
• Right now, we have spent $60 (AC) and have completed the buying phase (EV of $50)– Are we on schedule?– Are we on budget?
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EVM Example 2
PLANNED VALUE (Budgeted cost of the work scheduled) = 18 + 10 + 16 + 6 = $50
EARNED VALUE (Budgeted cost of the work performed) = 18 + 8 + 14 + 0 = $40
ACTUAL COST (of the work performed) = $45 (Data from Acct. System) Therefore:
Schedule Variance = 40 - 50 = -$10 Schedule Performance Index = 40 / 50 = 0.8
Line is at 16, blue bar ends at 14
Line is at 6
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Scope Creep
• The scope of your project is the work you originally planned to do
• Scope creep is when more tasks are added, without adding more resources– Happens often. Exercise: What are some reasons
of needing additional tasks?– Exercise: What is the cause of scope creep (not
adding more resources, otherwise we just consider it scope change)?
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Scope Creep• Answer: What are some reasons of needing additional
tasks?– competitor has some new feature– customer forgot something– received more money– misunderstood original requirements
• Answer: What is the cause of scope creep (not adding more resources, otherwise we just consider it scope change)?– adding more requirements without having a manager that will
insist on more resources to compensate
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Avoiding scope creep
• Joint Application Development– between management and customer
• Formal change approval– forces compensation for doing more work
• Defer additional requirements for future versions– “What a great idea! Let’s do it in version 2! By the
way, I’ll need $XXXX for version 2…” job security!
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Management
• Empirical project planning and scheduling• Risk management– Another lecture
• Metrics-based management against targets– Another lecture
• Defect tracking– Another lecture
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Quiz review• What is the difference between management and leadership?• What is true of any task on the critical path?• How is scope creep different than adding more
requirements/features?• What is Planned Value?• What is Earned Value?• What is Actual Cost?• How do we know when we are over/under budget/time in
Earned Value Management? – create formulas for these four cases using PV, EV, and AC
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In-class exercises
• Give an example of a good intrinsic reward at work• Create a schedule for students next semester for the
following CS321 assignments:– project assignments {use cases, class diagram, swimlane
diagram, sequence diagram, coding, testing}– essay outline, essay draft– studying for final– consider duration, dependencies, and opportunity for
parallelization• Due next class