Project Management for Software Development Projects KTH ROYAL INSTITUTE OF TECHNOLOGY SOFTWARE ENGINEERING COURSE 1 Lecturer: Spyros Ktenas, MBA, BSc(IT), PMI PfMP, PRINCE2, PMI ACP http ://open-works.org/profiles/spyros-ktenas This is the part of the slides relevant to GE.SI.PMF – Generic Simple Project Management Framework Doesn’t include PM tools, risk, communication, stakeholders PRINCE2, PMBok etc.
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Project Management for Software Development Projects
SECTIONS Basic Project Management Concepts Introduction to Best Practices Introduction to Methodologies Tools Methodologies Mix How To Manage/Lead the Project Save the Project
WHAT IS A PROJECT - 1 A project is a temporary endeavour undertaken to
create a unique product, service, or result. The temporary nature of projects indicates that a project has a definite beginning and end.
The end is reached when the objectives of the project have been achieved or when the project is terminated because its objectives will not or cannot be met, or when the need for the project no longer exists. [PMI-PMBok]
WHAT IS A PROJECT - 2 Endeavour : It can be from a team or from an individual.
To include one or more departments in an organization or even external partners.
Temporary: The Endeavour has a defined start and a predefined/planned end time. Temporary does not typically apply to the product service, or result created by the project.
Unique: Although repetitive elements may be present in some project deliverables and activities, this repetition does not change the fundamental, unique characteristics of the project work (different time, conditions, stakeholders, owners and so on).
Methodology: Methods and processes that can be applied every time.
Standard: A set of best practices for a specific purpose.
PMBOK - Standard (scope, time, cost, quality, human resources, communication, risk, procurements)
Agile (customer involvement, empowered teams) PRINCE2 (process based) Lean Six Sigma (speed and quality by removing waste) Waterfall (planning, build all at once)
WHY PROJECT MANAGEMENT IS IMPORTANT - 2 CHAOS Manifesto, a yearly report from Standish Group showed that in 2013 only
36% of the projects were successful. 48% of the projects had various issues and 16% (improved from 24% in 2009) was total failure (never completed or completed but never used).
Tacoma Narrows Cost: $105M Project Duration: 2 years Collapsed 4 months after the completion.
The project manager is the person assigned by the performing organization to lead the team that is responsible for achieving the project objectives. The role of a project manager is distinct from a functional manager or operations manager. Typically the functional manager focuses on providing management oversight for a functional or a business unit, and operations managers are responsible for ensuring that the business operations are efficient.
Leadership Team building Motivation Communication Influencing Decision making Political and cultural awareness Negotiation Trust building Conflict management Coaching 17
The style, culture, and structure of an organization influence how its projects are performed. The level of project management maturity of the organization and its project management systems can also influence the project.
Project and Project Manager role are influenced by
Organizational process assets: planning, processes, enterprise knowledge.
Project governance: Policies for the basic project management framework used in the organization (Project Management Office/Officer – PMO).
Enterprise environmental factors: Culture, market, organization positioning in the market, political situation, legal environment, organization risk appetite, available tools and so on.
The Stakeholders include all members of the project team as well as all interested entities that are internal or external to the organization. The project team identifies internal and external, positive and negative.
The project manager should manage the influences of these various stakeholders in relation to the project requirements to ensure a successful outcome.
A Knowledge Area represents a complete set of concepts, terms, and activities that make up a professional field, project management field, or area of specialization.
1. Continued business justification2. Learn from experience3. Defined roles and responsibilities4. Manage by stages5. Manage by exception6. Focus on products7. Tailor to suit the project environment
1. Business Case -> Why?2. Organization -> Who?3. Quality -> What?4. Plans -> How?, How Much?, When?5. Risk -> What if?6. Change -> What's the impact?7. Progress -> Where are we now?, Where are we
Think Big Act Small Get Executive Management SupportPresent clear Vision. Train them! The research clearly shows that projects where the executive sponsor has a fair to poor understanding of the project management process fall into both the challenged and failed categories. User Involvement OptimizeKeep scope and teams small Get skilled resources PM Skills Be agile for small projects Clear business objectives Tools and infrastructure
Customer• Describe the need• Describe the solution• Define budget• Define time• Write down Risk Factors (both threats and opportunities)• Appoint a Product Owner • Create a Project Brief Document
Define Team Roles Describe the deliverables (products/services) in detail Define the tools and methods you will use Do a risk register to monitor Threats - Opportunities Do a benefits register to monitor benefits of the project and
their status Do a communication Plan Break down tasks Assign tasks to teams/team members Group deliverable and actions to stages Make project schedule with key milestones and deliverables Create a budget plan Get Everything In a Project Plan Document . You can revise later.
GE.SI.PMF – GENERIC SIMPLE PROJECT MANAGEMENT FRAMEWORKTHINGS TO WATCH
Deliverables DefinitionBuild only what you need…nothing more Optimize Cost/ValueThere are things that cost a lot and add low value. Discuss with customer if you can exclude these items from work packages Build the proper teamYour team should have the skills needed to deliver. People with skills that are of no need in the project will drive you back Manage your resources (people, money, tools) Do some plansThose who plan do better than those who do not, even if they don’t fully follow the plan.
Learn about the people in your teamDiscuss about skills and knowledge. Even for things that seem irrelevant. Get to know each other. Check Course Details – This is most of your Project EnvironmentCourse Objectives, Guides, Standards, Templates, Milestones, Tools that you have to use. Keep notes of the important things (i.e. In a the Project Description Document) Learn about your customerNot only about the project details. Try to learn a few thing about the background of the people you will be talking with and about their organization. Select and Tailor Made you PM MethodCheck course Project Handbook Select your PM toolsi.e. simple-project-management-tool (EXCEL) Define rolesEnsure that everyone understands what, why, how. Keep important stakeholders happyCourse teachers, Customer, The Team Remember: Plan - Do - Control – Act