070916 New culture of PM - Xplorexagilevancouver.xplorex.com/sites/agilevancouver/...A New Culture of Software Project Management September 22, 2007 IEEE "Think Engineering" 13 ...
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
A New Culture of Software Project Management September 22, 2007
Professor of Software EngineeringDepartment of Electrical and Computer EngineeringUniversity of British ColumbiaVancouver, BC [email protected] 827-5654
Founder and president
Kruchten Engineering Services LtdVancouver, BC [email protected] 418-2006
A New Culture of Software Project Management September 22, 2007
Project ManagementCultureA brief history of project managementThe special case of software projectsAn even briefer history software project managementA new culture of software project managementContrasting the old and the new
Software Project Management is the art of balancing competing objectives, managing risks, and overcoming constraints to successfully deliver a product which meets the needs of both customers (the payers of bills) and the users. (RUP)
A New Culture of Software Project Management September 22, 2007
Pyramids, Roman bridges and all thatHenry Gantt, 1917: barchartsFlow line scheduling: 1930Line of Balance: 1940 Goodyear, US NavyMilestone charts, 1940Critical Path Method (CPM), DuPont de Nemours 1950’sPERT, US Navy 1958
Project ManagementCultureA brief history of project managementThe special case of software projectsAn even briefer history software project managementA new culture of software project managementContrasting the old and the new
A New Culture of Software Project Management September 22, 2007
“…a fuzzy set of attitudes, beliefs, behavioural norms, and basic assumptions and values that are shared by a group of people, and that influence each member’s behaviour and his/her interpretations of the ‘meaning’ of other people’s behaviour”(Spencer-Oatey, 2000).
Project ManagementCultureA brief history of project managementThe special case of software projectsAn even briefer history software project managementA new culture of software project managementContrasting the old and the new
PMBOK: Developed by the Project Management Institute (PMI) (USA)Initial publication in 1987; republished in 1996Adopted by IEEE as IEEE 1490-1998• Wow, that was a bad move for software (I think)
NOT software specific
A certification: Project Management Professional (PMP)
Project ManagementCultureA brief history of project managementThe special case of software projectsAn even briefer history software project managementA new culture of software project managementContrasting the old and the new
2001 Standish group report, 300,000 software projectsProjects fail (23%)Projects are “challenged (49%):• Projects late and over budget• Projects lack quality• Projects does not address user needs
Projects succeed (28%)
Much better than 1994 numbers….Source: Standish Group
Project ManagementCultureA brief history of project managementThe special case of software projectsAn even briefer history software project managementA new culture of software project managementContrasting the old and the new
Project ManagementCultureA brief history of project managementThe special case of software projectsAn even briefer history software project managementA new culture of software project managementContrasting the old and the new
“Most companies build their bureaucratic rules to manage the small percentage of wrong people on the bus, which in turn drive away the right people on the bus, which then increases the need for more bureaucracy to compensate for incompetence and lack of discipline, which then further drives the right people away and so forth.”
Predictable: the final results of a project are within small variation from the original planned results with respect to scope (i.e. requirements), schedule and cost.
Controllable: The incremental results of a project are acceptable to the sponsor and product manager. During the project, management knows the project status from incremental results, understands the current plans for completion and can influence the outcome.
We have come to value:Individuals and interactions over process and tools,Working software over comprehensive documents,Customer collaboration over contract negotiation,Responding to change over following a plan.That is, while there is value in the items on the right, we value the items on the left more
Source: http://www.agilemanifesto.org/
A New Culture of Software Project Management September 22, 2007
Customer satisfactionChange is OKDeliver working software frequentlyBusiness people and developers must work together dailyMotivated individuals; right environment; trustFace-to-face communication is preferredSustainable development
Continuous attention to technical excellenceSimplicityEmergence of architecture, requirements and designSelf-organizing teamsSelf-reflection to become more effective
A New Culture of Software Project Management September 22, 2007
Lifecycle is iterative and incrementalActivities are parallel and concurrent, not phasedPlanning done around deliverables (features), not activitiesAdjustments in scopeCollaboration between stakeholders, and team membersFacilitation: project manager as a facilitator
Atomistic (Dionysus)• Individual linked by mutual convenience• Informal and ad hoc rules• Group practices: lawyers and consultancies
Power (Zeus)• Informal teams linked by powerful leaders• Verbal and intuitive• Start up companies
Task (Athena)• Interdisciplinary teams organized around the tasks at hand• Decentralize with formal rules• Federated organization with distributed control
Role (Apollo)• Hierarchical, bureaucratic • formalized mechanistic rules• Large organization with central control
High individualityAllegiance to technical professionalismClosed value system within each groupCommunication one on oneAchievement and technical elegance valued over timePhysical space is private
Open values include personal disclosureStrong conformity encouraged through social ritualsOpen communication, both formal and informalWork time includes socializationPhysical space is open and personalized
Thomsett 2007
A New Culture of Software Project Management September 22, 2007
Competitive values coupled with acceptance of individual differencesRelatively closed values are commonCommunication and swift and direct as time and winning mattersPhysical space is functional and allocated for work efficiency
Open and collaborative valuesWork is part of lifeCooperation is the key behaviourOpen and complex communications that reinforce bondsPhysical space is shared and flexible
Thomsett 2007
A New Culture of Software Project Management September 22, 2007
Project ManagementCultureA brief history of project managementThe special case of software projectsAn even briefer history software project managementA new culture of software project managementContrasting the old and the new
A New Culture of Software Project Management September 22, 2007
We have come to value:Individuals and interactions over process and tools,Working software over comprehensive documents,Customer collaboration over contract negotiation,Responding to change over following a plan.That is, while there is value in the items on the right, we value the items on the left more
Customer satisfactionChange is OKDeliver working software frequentlyBusiness people and developers must work together dailyMotivated individuals; right environment; trustFace-to-face communication is preferredSustainable development
A New Culture of Software Project Management September 22, 2007
Sources, ReferencesKoskela, L., & Howell, G. (2002). The underlying theory of project management is obsolete. Paper presented at the PMI Research Conference.Weaver, P. (2007). The origins of modern project management. South Melbourne, Aus.: Mosaic Project Services.• http://www.mosaicprojects.com.au/Resources_Papers_050.html
Thomsett, R. (2007). Project Management Cultures: the Hidden challenge. Agile Product and Project Management, 8(7), Cutter IT Consortium.PMI. (2003). Guide to the Project Management Body of Knowledge (PMBOK Guide) 3rd ed. Newton Square, PA: Project Management Institute.Graves, D. (1986). Corporate Culture: Diagnosis and Change: Auditing and Changing the Culture of Organizations. New York: St. Martin’s Press.Goffee, R., & Jones, G. (1998). The character of a corporation: how your company's culture can make or break your business. London: Profile Books.Goldratt, E. M. (1997). Theory of Constraints. Great Barrington, MA: North River Press.
Augustine, S., & Woodcock, S. (2003). Agile Project Management: CCPace.Highsmith, J. A. (2004). Agile Project Management : Creating Innovative Products. Boston: Addison-Wesley Professional.Anderson, D. J. (2003). Agile Management for Software Engineering: Applying the Theory of Constraints for Business Results. Upper Saddle River, NJ: Prentice-Hall.Poppendieck, M., & Poppendieck, T. (2003). Lean Software Development - An Agile Toolkit. Boston, MA: Addison-Wesley.Thomsett, R. (2002). Radical Project Management. Upper Saddle River, N.J.: Prentice Hall PTR.