Project Management: Overview

1. A. What Is Project Management (PM)? B. Why Is Project Management Needed? C. What Skills Does Project Management Require? When Does Project Management Occur and ends? Project ends shortly after the Product ships Product End of Life occurs when Product Service is terminated by manufacturer Project Management: Overview

2. A systematic approach to PRODUCT development A set of activities to PLAN, MONITOR, COORDINATE, and REVIEW/Change/Rework a product development project Management activities: Estimation of project cost Preparation of development schedules Application of effective development process Development process consists of numerous steps starting with Identifying Requirements step and ending with Delivery of Product step (three to fifteen steps). Preparation and evaluation of proposals A. What Is Project Management?

3. T=On Time – To meet and/or beat competition B=Within Budget – Project Cost to make it profitable F=Provide Function (FN) – To be attractive to customer must have CAPABILITIES that customer wants and needs. Effect of TBF on QUALITY (Q) of the Product: Time Time PM Constraints (Q) Budget (Q) (Q) (FN) Budget (FN) Fewer Functions => “Less Quality”

4. IPO – Input Process Output block diagram: IPO and IPOSC Diagram Refresher Input Output Process • IPOSC – is an IPO diagram that has two additional elements: • Storage and • Control

5. IPOSC – Input, Process, Output, Storage and Control: IPOSC Diagram (a refresher) Control Process Input Output Storage

6. Input: The system must accept the following inputs -- employee timecards, .... Processing: The system must perform the following processes -- calculate gross wage, .... Output: The system must generate the following outputs: weekly paychecks, payroll tax report, .... Storage: The system must maintain the following files: employee payroll file, tax rate file, .... Control: The system must enforce the following policies -- pay overtime for hours > 40, .... Functional Requirements

7. The “Three legged” stool model. On time On-target estimate of project schedule and effective monitoring and tracking of project activities. Within budget On-target estimate of project budget and effective monitoring and tracking of project costs. With a high degree of user commitment (FN) Effective client relations, including involving users, documenting requirements, and managing change. Project Management Sub-goals

8. All 3 PM Sub-goals are critical ... T B F On time, Within Budget, Function Within budget • But, ultimately, the success or failure of a project is determined by the satisfaction of the person(s) who requested the project (that is CUSTOMER SATISFACTION)! Function On-time On-time Budget Function

9. An effective project manager must be able to understand the system objectives identify system functional requirements (IPOSC) recognize project constraints and scope identify project tasks and estimate project schedule in order to meet the objectives and satisfy the requirements while staying within the constraints. Project Management ….

10. Statements of the business benefits the proposed system will provide Efficiency: improve accuracy, timeliness; reduce costs, personnel; increase productivity Effectiveness: make accurate, timely information available for management decision making; improve communication; support collaboration Competitiveness: increase market share, customer satisfaction; lock-in customers and suppliers System Objectives

11. State limitations on the resources available for the project Time (schedule): calendar time to complete the project Money (budget): $$$ available to pay developers, purchase HW/SW, convert data, train users, etc. Personnel: number assigned, skills, availability “Options”: must use firm’s existing HW/SW, can’t hire any additional staff, etc. Development tools: 3GL vs. 4GL, prototyping or CASE tools, DBMS Constraints

12. Statements describing what will/will not be addressed in the project Organizational boundaries: Which divisions or locations? Functional area boundaries: Which functional areas? Process boundaries: Which processes? e.g., Generate weekly payroll checks Maintain W-2 data Generate payroll reports Generate annual W-2 forms Scope

13. A/K/A Development Process A framework for solving technical challenges Focus: Define the attributes of the desired product Who: What are the technical roles and responsibilities? Measurement: progress against the technical requirements A framework for planning and managing work Focus: Plan how to deliver product on time/within budget Who: What are the manage-ment roles/responsibilities? Measurement: progress against the project plan PD  PM Methodology Product Development Methodology Project Management

14. Product Attributes From “Wired” Magazine 05/2006 Product Abilities, Attributes, Function, Capabilities Function example: “Product will provide Web interface to a Database that will be user updateable.” An extensive list of “Abilities” is on next slide

15. Product Abilities – Function and Quality are the key Acceptability - Interest and need of customers to get a product and use it. Adaptability - Change in one component does not require extensive changes in others. Applicability - Match between functional claims that product offers and customer needs. Assistability - Degree to which a product helps customers in doing certain tasks. Availability - Percent of time that a product is able to run out of all required time Capability - Functionality or Ability (FUNCTION) This is the key ability Feasibility - Likelihood of achieving objectives (or requirements) Flexibility - System's ability to adapt to changing requirements. Functionality - Systems scope of functions it can perform (ex. Sort, Print etc.) Installability - How easy it is to install the product Interoperability - Ability of the different HW and SW to work in unison Maintainability - Ability to modify, understand and test when changes are needed. Modularity - Product built in a way where change in one module has minimal impact on others. Performance - Primarily speed of transfer or processing. It may mean all "abilities". Reliability - Time or frequency that the system or program failing (QUALITY) Reusability - Ability of products to be used in new systems or with heavy modifications. Portability - Ability of a product to run on different hardware and different operating systems Profitability - Ratio of (Revenue-Cost)/Cost Serviceability - Ease of repair. Depends on built in debugging facilities and documentation. Usability - Nature of the product where user can easily install, learn and use the product. Upgradeability - Ease of adding an increase in a resource. Example going from 1 GBY to 2 GBY. Viability – Likelihood of making the product a success A special “Trio” popular in industry: RAS = Reliability, Availability, and Serviceability

16. B. Why Project Management? What will happen if you do not plan or planning is inadequate.

17. On-Budget Completion Rates Historical Experience (statistics) of numerous projects.

18. On-Time Completion Rates

19. Observations and Quips • No major project is ever installed on time, within budget, or with the same staff that started it. Yours will not be the first. • Projects progress quickly until they become “90% complete”. Then it takes them as long to complete that last 10%. • One advantage of fuzzy project? -- You can avoid the embarrassment of estimating the corresponding costs. • When things are going well, something will go wrong.

20. Laws of Project Management • If PRODUCT content is allowed to change freely, the rate of change will be greater than the rate of progress. Control “added functions”. • No system is ever completely debugged. The debug inevitably introduce new bugs that are even harder to remove (secondary and masked defects). • “A carelessly planned project may take 3X times longer to complete than expected; a carefully planned project will take 2X longer. • Project teams detest progress reporting b/c it vividly manifests their lack of progress.

21. Incomplete, ambiguous, inconsistent Requirements and Specifications Poor (NO!) planning and/or estimating No clear assignment of authority and responsibility Inadequate “End User" involvement during development Lack of adequate experience, tools and techniques Dependencies on external sources (vendors, subcontractors, counting on inventions) High staff turnover or inadequate training Major Reasons for Project Failure

22. Major Interactions of PR Participants Government Agencies: Patents, Copyrights, Trademarks, Environment Impact $$ Top Management Consultants (professors) Functional Managers Project Manager Client, Customers, Sponsor Subcontractors Outsourcing Other Organizations HR, Facilities (office space) Project Team (teamwork)

23. Planning: predicting the sequence of activities and resources needed for a project Sizing: predicting deliverables in terms QUANTIFIABLE METRICS. Metrics for VOLUME is LOC. Specifications pages, documentation, test cases, etc. have metrics. Estimating: predicting the future outcome of a project in terms of size, schedule, effort, cost, quality, value, and risk Estimating: predicting the future outcome of a project in terms of size, schedule, effort, cost, quality, value, and risk. Example: It takes a Year to one Programmer to write 1000 lines of code. How many programmers does the project need to complete 5 KLOC in 6 months? Tracking: monitoring costs and resources over time. Project Plan predicts when certain MILESTONES will be reached (ex. Testing Complete) and management expects to see it by that date. (continued on next slide) C. PM Skills Needed

24. Measuring: collecting hard data (schedules, resources, deliverable size) and soft data (opinions on tool usefulness, constraints, creeping requirements) to assess the process and product of development. Using collected data from previous projects in order to develop “rules of thumb” Assessing: reviewing processes used to develop systems to evaluate how closely project comes to its planned rate of progress and how well product meets requirements (A/K/A Checkpoints). PM Skills …. (continuation from previous slide)

25. Important Skills for the PR Manager Scheduling and time management skills Technical skills Budgeting skills Leadership skills Marketing, contracting, customer relationship skills Resource management, human relationship skills Negotiating skills Communications skills “A Well Rounded” Project Manager

26. For Project Proposal Estimate time, resources, costs to evaluate risks/benefits; size project deliverables At Project Inception Prepare more detailed estimate of time, resources, costs Prepare detailed schedule of early activities, broad schedule of later activities Establish development team During Project Track costs and resources used Coordinate and monitor activities, personnel, resources For Post-Implementation Review (learn from experiences) Measure/assess process and product. “Lessons Learned” and “Post Mortem Analysis”. D. When Does PM Occur?

27. Success of a Product Depends on: • Develop a sellable product (right abilities). • Develop it on schedule, within budget and with right capabilities (do PROJECT PLANNING). • Deliver it on time to beat competition • Nurture financing sources • Expect unplanned events, provide BUFFER(s) • Recognize and identify potential exposures to potential negative impacts, take Risk. • Handle risk by having “Risk Plan” in the back pocket in order to Alleviate (relieve, lessen impact) of potential negative factors if and when they occur.