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Software Project Management

Software Project Management. Session 1: Introduction, Fundamentals, Classic Mistakes. Today. Course basics, administrative items Introductions Fundamentals Classic Mistakes. Syllabus Review. Grades Exams Assignments Project Class participation Sessions Class web site

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Software Project Management

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  1. Software Project Management Session 1: Introduction, Fundamentals, Classic Mistakes Q7503 Principles of Project Management, Fall 2002

  2. Today • Course basics, administrative items • Introductions • Fundamentals • Classic Mistakes Q7503 Principles of Project Management, Fall 2002

  3. Syllabus Review • Grades • Exams • Assignments • Project • Class participation • Sessions • Class web site • http://www.columbia.edu/~jm2217 Q7503 Principles of Project Management, Fall 2002

  4. Textbooks • Required texts • “Rapid Development”, Steve McConnell • “Information Technology Project Management”, Kathy Schwalbe • These provide two very different viewpoints • In-the-trenches vs. PMI textbook perspective • Recommended reading • “Quality Software Project Management”, D. Shafer • “Software Project Survival Guide”, Steve McConnell • “Peopleware”, T. DeMarco and T. Lister Q7503 Principles of Project Management, Fall 2002

  5. Basics • Essential elements of software project management • Practical, rapid development focus • Real-world case studies • And other examples like job interviews • Highly interactive • Dry as toast? Q7503 Principles of Project Management, Fall 2002

  6. My Background • 20 years, 70 projects • Bell Labs, Hughes Aircraft, Solomon, Electronic Arts, MTV, numerous startups • Projects of all shapes and sizes • Technical questions allowed (after class) Q7503 Principles of Project Management, Fall 2002

  7. Your Background • Name • Day Job or Equivalent • Final Project • Project Management Experience • Industry Experience • Optional: Expectations & goals from the class Q7503 Principles of Project Management, Fall 2002

  8. The Field • Jobs: where are they? • Professional Organizations • Project Management Institute (PMI) (pmi.org) • Software Engineering Institute (SEI) • IEEE Software Engineering Group • Certifications • PMI PMP • The “PMBOK” – PMI Body of Knowledge • Tools • MS Project Q7503 Principles of Project Management, Fall 2002

  9. The Field Part 2 • Average PM salary $81,000 • Contract rates for PM’s can match techies • PMI certification adds avg. 14% to salary • PMI certs, 1993: 1,000; 2002: 40,000 • Other cert: CompTIA Project+ • Links: See class web site Q7503 Principles of Project Management, Fall 2002

  10. Job Fundamentals • Skills required • PM Positions and roles • The process Q7503 Principles of Project Management, Fall 2002

  11. Project Management Skills • Leadership • Communications • Problem Solving • Negotiating • Influencing the Organization • Mentoring • Process and technical expertise Q7503 Principles of Project Management, Fall 2002

  12. Project Manager Positions • Project Administrator / Coordinator • Assistant Project Manager • Project Manager / Program Manager • Executive Program Manager • V.P. Program Development Q7503 Principles of Project Management, Fall 2002

  13. Software Project Management Q7503 Principles of Project Management, Fall 2002

  14. PM History in a Nutshell • Birth of modern PM: Manhattan Project (the bomb) • 1970’s: military, defense, construction industry were using PM software • 1990’s: large shift to PM-based models • 1985: TQM • 1990-93: Re-engineering, self-directed teams • 1996-99: Risk mgmt, project offices • 2000: M&A, global projects Q7503 Principles of Project Management, Fall 2002

  15. Project Management • What’s a project? • PMI definition • A project is a temporary endeavor undertaken to create a unique product or service • Progressively elaborated • With repetitive elements • A project manager • Analogy: conductor, coach, captain Q7503 Principles of Project Management, Fall 2002

  16. Project vs. Program Management • What’s a ‘program’? • Mostly differences of scale • Often a number of related projects • Longer than projects • Definitions vary • Ex: Program Manager for MS Word Q7503 Principles of Project Management, Fall 2002

  17. Interactions / Stakeholders • As a PM, who do you interact with? • Project Stakeholders • Project sponsor • Executives • Team • Customers • Contractors • Functional managers Q7503 Principles of Project Management, Fall 2002

  18. PM Tools: Software • Low-end • Basic features, tasks management, charting • MS Excel, Milestones Simplicity • Mid-market • Handle larger projects, multiple projects, analysis tools • MS Project (approx. 50% of market) • High-end • Very large projects, specialized needs, enterprise • AMS Realtime • Primavera Project Manager Q7503 Principles of Project Management, Fall 2002

  19. Tools: Gantt Chart Q7503 Principles of Project Management, Fall 2002

  20. Tools: Network Diagram Q7503 Principles of Project Management, Fall 2002

  21. PMI’s 9 Knowledge Areas • Project integration management • Scope • Time • Cost • Quality • Human resource • Communications • Risk • Procurement Q7503 Principles of Project Management, Fall 2002

  22. First Principles • One size does not fit all • Patterns and Anti-Patterns • Spectrums • Project types • Sizes • Formality and rigor Q7503 Principles of Project Management, Fall 2002

  23. Why Rapid Development • Faster delivery • Reduced risk • Increased visibility to customer • Don’t forsake quality Q7503 Principles of Project Management, Fall 2002

  24. Strategy • Classic Mistake Avoidance • Development Fundamentals • Risk Management • Schedule-Oriented Practices Q7503 Principles of Project Management, Fall 2002

  25. Four Project Dimensions • People • Process • Product • Technology Q7503 Principles of Project Management, Fall 2002

  26. Trade-off Triangle • Fast, cheap, good. Choose two. Q7503 Principles of Project Management, Fall 2002

  27. Trade-off Triangle • Know which of these are fixed & variable for every project Q7503 Principles of Project Management, Fall 2002

  28. People • “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting” • Developer productivity: 10-to-1 range • Improvements: • Team selection • Team organization • Motivation Q7503 Principles of Project Management, Fall 2002

  29. People 2 • Other success factors • Matching people to tasks • Career development • Balance: individual and team • Clear communication Q7503 Principles of Project Management, Fall 2002

  30. Process • Is process stifling? • 2 Types: Management & Technical • Development fundamentals • Quality assurance • Risk management • Lifecycle planning • Avoid abuse by neglect Q7503 Principles of Project Management, Fall 2002

  31. Process 2 • Customer orientation • Process maturity improvement • Rework avoidance Q7503 Principles of Project Management, Fall 2002

  32. Product • The “tangible” dimension • Product size management • Product characteristics and requirements • Feature creep management Q7503 Principles of Project Management, Fall 2002

  33. Technology • Often the least important dimension • Language and tool selection • Value and cost of reuse Q7503 Principles of Project Management, Fall 2002

  34. Planning • Determine requirements • Determine resources • Select lifecycle model • Determine product features strategy Q7503 Principles of Project Management, Fall 2002

  35. Tracking • Cost, effort, schedule • Planned vs. Actual • How to handle when things go off plan? Q7503 Principles of Project Management, Fall 2002

  36. Measurements • To date and projected • Cost • Schedule • Effort • Product features • Alternatives • Earned value analysis • Defect rates • Productivity (ex: SLOC) • Complexity (ex: function points) Q7503 Principles of Project Management, Fall 2002

  37. Technical Fundamentals • Requirements • Analysis • Design • Construction • Quality Assurance • Deployment Q7503 Principles of Project Management, Fall 2002

  38. Project Phases • All projects are divided into phases • All phases together are known as the Project Life Cycle • Each phase is marked by completion of Deliverables • Identify the primary software project phases Q7503 Principles of Project Management, Fall 2002

  39. Lifecycle Relationships Q7503 Principles of Project Management, Fall 2002

  40. Seven Core Project Phases Q7503 Principles of Project Management, Fall 2002

  41. Project Phases A.K.A. Q7503 Principles of Project Management, Fall 2002

  42. Phases Variation Q7503 Principles of Project Management, Fall 2002

  43. 36 Classic Mistakes • McConnell’s Anti-Patterns • Seductive Appeal • Types • People-Related • Process-Related • Product-Related • Technology-Related • Gilligan’s Island Q7503 Principles of Project Management, Fall 2002

  44. People-Related Mistakes Part 1 • Undermined motivation • Weak personnel • Weak vs. Junior • Uncontrolled problem employees • Heroics • Adding people to a late project Q7503 Principles of Project Management, Fall 2002

  45. People-Related Mistakes Part 2 • Noisy, crowded offices • Customer-Developer friction • Unrealistic expectations • Politics over substance • Wishful thinking Q7503 Principles of Project Management, Fall 2002

  46. People-Related Mistakes Part 3 • Lack of effective project sponsorship • Lack of stakeholder buy-in • Lack of user input Q7503 Principles of Project Management, Fall 2002

  47. Process-Related Mistakes Part 1 • Optimistic schedules • Insufficient risk management • Contractor failure • Insufficient planning • Abandonment of plan under pressure Q7503 Principles of Project Management, Fall 2002

  48. Process-Related Mistakes Part 2 • Wasted time during fuzzy front end • Shortchanged upstream activities • Inadequate design • Shortchanged quality assurance Q7503 Principles of Project Management, Fall 2002

  49. Process-Related Mistakes Part 3 • Insufficient management controls • Frequent convergence • Omitting necessary tasks from estimates • Planning to catch-up later • Code-like-hell programming Q7503 Principles of Project Management, Fall 2002

  50. Product-Related Mistakes • Requirements gold-plating • Gilding the lily • Feature creep • Developer gold-plating • Beware the pet project • Push-me, pull-me negotiation • Research-oriented development Q7503 Principles of Project Management, Fall 2002

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