facweb.cs.depaul.edu

IS 556 Project Management

DePaul University CTISpring 2004-2005

John Fisher

2DePaul University CTI - John FisherIS 556 - Spring

Introductions

John Fisher M.S. DePaul University 1989CIO and SVP - SmithBucklin Corporation

(www.smithbucklin.com)Previously CNA Insurance and Continental Bank

Phone (312) 527-6792 E-mail: [email protected] or [email protected]

Office Hours: By appointment (5:00 - 5:45 Monday)

Class Web Page: http://dlweb.cti.depaul.edu

1 Minute Introduction: Be BriefName, Work Experience – especially Project ManagementOr, two issues you want to explore in the class


Class Overview

Administrative Information Textbooks:

• On Time, Within Budget, 3rd Ed, E. M. Bennatan, John Wiley

• Software Project Survival Guide, Steve McConnell, Microsoft Press

Case Studies Class Times, Assignments, Grading, Handouts One Minute Paper – Feedback to me

Course Format Discussion and Case Study Discussion of textbook chapter(s) Break Case Study

Web resources Class web page, http://dlweb.cti.depaul.edu www.gantthead.com, www.Techrepublic.com Other resources – your company or one you know


About the Class

Lecture and discussion formatDiscussions revolve around case

analysisGrading is based upon:

Case Study Project - 30% Case Case Presentation/write-up (10%)

and individual case write ups (20%) - 30% Final Exam - 30% Class Attendance/Participation – 10%


What We Will Cover Today

Course Overview and LogisticsWhat is Project Management? Software Project Management IssuesStarting A Project Team


What This Course Will Cover

How to handle large and small projects successfully

Industry best practicesIssues that can make a project

succeed or failCorporate cultureRole of the user


More Of What We Will Cover

Resistance to Technological change

External factors, including vendor relations

Proposals and contractsTools and techniques for project

estimating and schedulingProject assessmentProject approaches or models


Case Studies

1. Creating a Web Site for Medisys, Ivey 98E011. 2. Xerox Sales Activity Management, Ivey 99E015. 3. HCL America, HBS 9-396-030. 4. Concordia Casting Company, HBS 9-192-151.5. Timberjack Parts: Software Selection, HBS 9-

398-085.6. Vandelay Industries, HBS 9-697-037. 7. Bank of Ireland, HBS 9-399-012. 8. BellSouth Enterprises, 9-193-150.9. Ford Motor Company, 9-198-006


About Business Cases

A case is . . . a point in time snapshot of a business or IT related

issue, problem or situation. Cases are meant to . . .

stimulate critical thinking and problem solving skills.

Generally speaking, cases consist of 10-20 pages of text and exhibits.

Cases are generally based upon reality, within certain privacy parameters.

Generally speaking, there is not an established ‘right’ or ‘wrong’ answer for any given case, however minimum expectations exist.


Tips About Cases

Not every detail or exhibit contained in a case may be relevant.

Think big picture - The problems or issues w/i a case may not relate directly to a specific class session.much more likely to relate to the class/subject

matter as a whole.

Every case generally includes an array of business, technical and project management related issues.


Case Write-Ups

Students will work in groups of 5 and complete:Case write-ups: (Individually)

• must review the weekly case and prepare a “write-up” based upon the case. (1-2 pages typed). (Due before class.)

Case Presentation: (As a group)• Each non-distance group must “present” 1 case to class

and lead discussion.• Each distance group must select a case to “specialize”

in. Write up for that case would be 4-6 pages.

One or two case readings are assigned for every regular class meeting.

Think and write like a business person, not a student completing a homework assignment!

Write in the third person, as a “trusted advisor” to the main actor or character in a case.


Case Write-Ups

As a general rule each case will contain business, technical and project management related issues.

For instance, consider that:Any software development (or software package

selection and implementation) project poses specific risks to business objectives.

Technical challenges pose specific risks to project objectives and to business objectives.

Resource capabilities (such as staff availability, expertise and productivity) pose specific risks to project objectives.


Case HW Write-Ups

The analysis of each case should specifically focus on identifying the challenges faced by the persons and/or organization contained within the context of this course – the project management dimensions are of primary interest. But do not forget that:

Every software related project is first and foremost a business related project.

Every software related project is also a technical or engineered solution to a business problem.


Case Write-Ups

One possible approach or strategy for analyzing business cases is to a make a “three pass” review:Quickly read or skim the case – to familiarize yourself with

the case and to perhaps also identify any immediately obvious issues at this point in your analysis and understanding.

Then read the case again, this time searching for and noting specific issues or problems – look for the “red flags”.

Now look at the case again and consider what was not said or discussed in the case that perhaps should/could/would improve upon the chain of events unfolding in the case.


Case Presentations

Each group will lead class in discussion in one case.Presentation should present:

• Basic facts of the case • Technical/business/Project management

challenges faced• Lead discussion on next

steps/recommendations

Case to present and date will be randomly assigned to each group.


About the Class Project

Class projects represent a challenging way to learn about a particular subject on an in-depth basis.

Student groups are expected to apply their research work in the form of recommendations to solving the issues related to a particularly significant issue or problem and in making substantive recommendations. Think of the classroom audience as an executive

steering committee and the instructor as the executive sponsor of your project.


Class Project Deliverables

Project Write-UpConsists of 15 typed pages (longer papers will

have points deducted)An expanded version of a case write-up

Project Management Documentation (i.e. C/B analysis, Charter, Schedules, Budgets,

Org Chart, Resource Plan, WBS Chart, Status Reports, Issues Log)

PowerPoint PresentationThis is an “executive level overview” of the

project write-upPresentations are limited to 30 minutes per

team. At 30 minutes, your time will STOP and will be graded upon what was presented.


Class Project Presentations

Each project team will make a presentation of their research findings to the rest of the class. The last 2 class meetings of the quarter is

devoted to student project presentations. Each project team can consist of both

classroom based and “virtual” team members. The virtual team members are the Distance Learning (DL) students enrolled in this class.


Project Groups

Teams are an integral part of most organizations

Teams, when functioning properly, will produce better work than individuals

It is critical to have the team get together in person for one or two sessions at the beginning of the term

Peer review sheets are used to determine if all team members contribute equally

If there are issues, try to work them out, and let me know


Presentations

Early in your career, you are paid for what you can do

Later in your career, you will be paid for what you can say

Communication is a key to success in any field or organization

Classroom presentations are an opportunity to practice in a controlled and sympathetic environment


Class Project Topics

These topics selected must be germane to project management or to software development (possibly IT), in general.

Class project teams must be formed by our next class meeting. Your group must determine a spokesperson who

will send me the names of the people in your group via email

I will post the groups on the COL course site


Project Topic Approval

Regardless of what topic is selected, students must obtain instructor approval of the topic selected.

Specific topics will be awarded to project teams on a first requested, first approved basis.

An e-mail topic approval request will suffice.

Submit topic request by fourth class meeting.

Presentations on the last 2 nights of class of the quarter.


DL/COL Students

Requirements for both Physical and Virtual (DL) students are similar in this class.

DL students may participate in the group project by becoming part of a group with classroom students

DL students may offer a paper and PowerPoint presentation in lieu of classroom presentation


All Students

All assigned case write-ups for this class are to be submitted electronically for review and grading purposes in the COL/DL web site.

Case write-ups are due on the day class meets (before class starts)

Late work is subject to a loss of up to 50% of its’ assigned point value.


Questions/Feedback

Problems, Questions or Issues: E-Mail is the best and quickest way to

reach me. I will create an FAQ page for the class

as/if questions arise. I will add to this page any questions and any answers that are germane to the class at large.


Week 1 - What we will learn

What are projects, project management and project managers.

What is so special about software projects

Starting with he project team


What is Project Management?

• The application of knowledge, skills, tools & techniques to project activities in order to meet or exceed stakeholder needs and exceptions for a project.(Cleland, PM - Strategic Design & Implementation, 1999.)

• The planning, organizing, directing and controlling of company resources for a relatively short-term objective that has been established to complete specific goals. (Kerzner - PM A systems Approach To Planning, Scheduling & Controlling - 2001.)

•“… the art of directing & coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, costs, time quality and participant satisfaction.” (PMI BOK, 1996)


What Is A Project?

• Any undertaking that has a definite, final objectives representing specified values to be used in the satisfaction of some need or desire. (Ralph Currier Davis)

• … simply a cluster of activities that is relatively separate and clear cut. Building a plant, designing a new package, soliciting gifts p $500,000 for a men's dormitory are examples. (Newman - The Process of Management: Strategy, Action, Results, 6th Edition. - Prentice Hall, 1987.)

•A project is a sequence of tasks with a beginning and end that are bounded by time, resources and desired results. Baker and Baker. The Complete Idiot’s Guide to Project Management., Alpha Books - 1998.)


What is a Project?

Focused Activities Usually has definite start & end times, some specific

mission or objective and is usually time and cost bound. Focused Resources

Organize resources to create some product or service that is unique in some way.

Focused Objectives The activities or steps usually have specific objectives

completed within a set of specifications.

CharacteristicsGoal directedCollaborativePlannedFinite


Different Types of Projects

Developing a New Release of SoftwareRunning a political campaignBuilding a bridgeDevelopment of Italian High-speed

trainRe-engineering a business processA military campaignExecuting a surgical procedure


Which projects for your organization?

What will the project cost?What time is required?What technical performance capability

is needed?Will the project results fit into the

organizational strategies?

Operational Fit

Strategic Fit

Cost

TI

me

Project

TechnicalPerformance


What is A Project Manager?

Kerzner - Project Management a Systematic Approach

“… responsible for coordinating and integrating activities across multiple, functional lines.”

Needs to have Strong communication skills familiar with operations of each line organization management as well as technical skills

“PM may have increasing responsibility, but very little authority. … can force them to “negotiate” with upper-management as well as functional management for control of company resources.”


More On PM Role …Thomas A. Stewart, The Corporate Jungle Spawns a New Species: The Project Manager”,

Fortune, July, 10, 1995, pp 179-180.

Project managers are a class of managers that fill niche that used to be filled by mid-level management

Thomas A. Stewart, The Corporate Jungle Spawns a New Species: The Project Manager”, Fortune, July, 10, 1995, pp 179-180.

The role tends to include: dedicated to delivering project on time within cost

and performance specification Interfaces with people doing actual work (e.g.,

technologists, construction worker, tactical units, etc)

Setting priorities for project team members without direct line-of-management control

Reporting status to management


More On PM Role …

Project Management is industry independent project managers are not: The techniques and tools of project management are

used in many industries project managers must

know how to operate in the select business and environmentunderstand the tasks being accomplishedgain respect of project membersmust understand the project management, business

management and technical aspects of project being managed


SIGs within The PMI

Aerospace & DefenseManufacturingAutomation Systems Marketing & SalesAutomotiveMetricsConfiguration ManagementNew Product DevelopmentConsultingOil, Gas & PetrochemicalDesign-Procurement-ConstructionPharmaceuticalDispute ManagementQuality in PMDiversityReal Estate DevelopmentE-Business

Education & Training

Risk Management

Environmental Management

Service & Outsourcing

Financial Services

Students of PM

Global Communications Technologies

Troubled Projects

Government

Utility Industry

Hospitality Management

Web

Information Systems

Women in Project Management

International Development

Retail


Software Project Manager Role ...

Ensure software is developed On time On budget Meet requirements

Project Manager Often does not have direct reports Often has direct software experience May or may not make time, budget and

requirement commitments.


Role of Software Project Manager

Leadership and GuidanceTechnical leadership PlanningCustomer RelationsClient managementSenior management liaison


Possible PM Skill Mix

Technical

Business

Project Management

For Example an 8 Person R&D Project


Another Possible PM Skill Mix

Technical

Business

Project Management

For example, 70 person Software Development.


Project Management Functions

Project Definition, Project Planning, Project Control . . .

Project Definition - What is being done with who What is the Project’s Objectives

purpose, goals and constraints

What are The Basic Project Management Controls

Who is involved and what are their roles. What is the “chain of command”.



Project Planning - Details of how to meet the goals What Risks Need to Be Managed What is the Schedule How long will this all take?



Project Control - How to keep project moving towards its goals. Progress Management Communication Corrective Action



•Sponsor•Stakeholders•Project Rules•Objectives

Definition

•SOW•Responsibility Matrix•Communication Plan•Charter

•Risk Management•Detailed Planning•Scheduling

Planning

•Measure Progress•Communication•Corrective Action•Project Closure

Control

•Risk Plan•Schedule•Budget •Resource Plan

Corrective Action


What we will learn



Starting with the project team


Hi-Technology Projects

0

10

20

30

40

50

60

70

80

1970s 2000s

SWHW

% of project

Hi-tech projects are much more software-based Track record for industry is not good.


Project Costs

1995 US spending on IT projects $250B 175,000 projects

$50B on cost overruns$81B on cancelled projectsBut look at a success…


Example of a problem

On Time Within Budget p 11 NCI Phone Co. What is wrong here from a project

management viewpoint?Other examples?


Some Software Problems Issues

Requirements Incomplete Inflexible

Employment issues Retaining people People conflicts Resource contention

Customer issues Changing requirements too demanding Not available


Software Project Issues Continued

Estimate issues Cost estimates - hardware, software,

resources Time estimates - External/internal

deliverables

Development Process Issues Poor testing Bad or no documentation Lack of change management Inflexible or poor software design Difficult software integration


Release issues Missing features Unnecessary features Misinterpretation of feature operation Missing necessary features

Software Project Issues Continued


More Software Problems

Inability to close projects Feature / contract disputes Last minute changes Testing failure Staff drift Lack of rollout planning


Bill of Rights pp.7-8Software Project Survival Guide

Customer Bill of Rights VS Project Team’s Customer

To set project objects (and have them followed)To know project length and cost To make reasonable requirement changes and know

costsTo clearly know project statusTo hear on-going risk assessment affecting cost,

schedule and quality. To have access to project deliverables

Customer/project team often conflict and not respect each others rights.


Bill of Rights pp.7-8

Project Team Bill of Rights To know project deliverables and to clarify prioritiesT o know what project to build and a clear product

definition To have access to customer, manager, marketer or

others making decisions about functionalityTo work project phases in a technically responsible

way (in particular, not start coding too soon.)To approve effort and schedule estimates (to provide

cost/schedule estimates, and revise when requirements change.)

To have status accurately reported. To be free from frequent interruptions and

distractions.


What We Will Cover Today

Course Background and LogisticsWhat is Project Management? Software Project Management

IssuesStarting A Project Team


Kinds of Stakeholders

Five key areas to think about: Project Manager - Project Team Functional Management Sponsor Customer

How are all these stakeholders involved and how satisfy them all?


Ident Your Stakeholders?

Project Stakeholders - Anyone having a stake in the success of the project Customers, engineers, vendors, technicians, management Sometimes they are easy to identify. Other times need to

ask Who are the customers? Who will make a contribution? Who has a stake in the project?

A Primary task when starting a project Who are the project stakeholders? What political/technical/organization issues do they bring? Do they all agree on the goals of the project? Do they agree that there is a project?


StakeHolder: Project Manager

Need to assess your own role. What is the extent of you authority How clear is your role? How clear are other responsibilities with

relationship to this one? Who controls your priorities?

Project manager leads project even when working with people with more formal authority.


StakeHolder: Project Team

Who will do the tasks of project? How clear are roles? How solid is their commitment? How will inform major & minor players? (can be

large numbers?) Will need to identify tasks, dependencies &

roles. May be people wanting to be on team that are

not appropriate.PM may need to recruit the team


Stakeholder:Sponsor

The person with formal authority who is ultimately responsible for the project. Typically has authority to stop the project May be a senior executive or junior manager

Their support is key since They empower the PM to manage the project The sponsor’s authority can greatly help the PM

in projects that cross function lines.


Sponsor Duties

A Champion for the Project!Issue the Project Charter

Assist in building the responsibility matrix Review and Approve the SOW Review Project Status Advise the PM Help Management The Projects Priority VS other

projects Advises Project manager and helps overcome

organization obstaclesFrom a fortune 500 study . . . Having a

known and active sponsor was the number 1 reason for success


Stakeholder: Functional Management

More likely to have area responsibility instead of 1 project. E.g., engineering, testing, internal auditing

Their support a critical success factor for: Assembly of team Helping with political resources Timely decision making - may have decision

power for portions of the project that effect projectE.g., DB rollout requirements required cooper of

people at diverse sites


Stakeholder: The Customer

Typically the persons or group paying for the project.

Get final say on the requirements for projectMust differentiate between vital few and

significant manyWho will make final decisions?

There may be only 1 or 2 easily identified customers(e.g., a contract job)

There may be 1000s of contractors (e.g., car manufacture, consumer software). May need customer reps.


Stakeholder Management

Project manager must carefully look at stakeholders identify the proper stakeholders understand the nature of stakeholder

interest evaluate the impact of stakeholder

behavior on the project

What do you need them to do? How will ensure they will do it?


Stakeholder Management - II

Politics and stakeholder concerns definitely effect projects: “communicate” project so all

stakeholders understand rationale appropriately identify sponsors and

assure they fully endorse the project “sell” project to stakeholders

(particularly non-believers)Concentrate on benefits and

sponsorship backing.


IdentifyStakeholders

Gather infoon Stakeholders

IdentifyStakeholder

Mission

DeterminestakeholderStrength &Weakness

PredictStakeholderBehaviour

IdentifyStakeholder

Strategy

ImplmentStakeholderManagement

Strategy

Project Stakeholder Management Process

What needs to be known?Who will obtain it?

How prevent "leaking" ofinformation

What is nature of mission orstake?

Adverse or supportive toproject?

What is their availability to project?Political alliances?Public Support?

Dedicatiion?

What strategy will stakeholder employto acheive their mission?

What will stakeholder do?What is the impact of this behavior?

What remedies will you employ?How will you manage statkeholder(s)?Does team fully understand potential

impact?

From Project Management: Strategic Design And Implementation. ThirdEdition. D. Cleland. 1999. Pp 164-177.


Example Stakeholder Management

Example - multi-organizational project to develop a “single point of contact” for people moves - “real-estate starts move (space management) porters physically move, networking and desktop team set up PC Phone team adjusts number

Desktop/networking department head wants single-seamless process for moves.

Real-estate DH supports but does not have “time” for project reviews but provides a engineer.


Some Final Stakeholder Thoughts

PM Sometimes Can Control Who Becomes a stakeholder

Question different roles if it is appropriate

Manage Upward - Need to lead your stakeholders (including sponsor - what do you need out of the sponsor?)

Consider Assembly Of “Project Board Of Directors”

Review status Help With Key Decisions Key Communication

E.g., Program management For Consultant Deployment.

Board of director meeting each month. • Review costs, schedule, decisions and $.


How can we fix the problems?

Iterative approachContinuous changeFlexibilityClient/user buy-inRealistic planningAdherence to some basic principles


Summary



Starting with the project team