1 / 51

SW Project Management Project Charter and Plan

SW Project Management Project Charter and Plan. INFO 420 Glenn Booker. Digging deeper. So far we’ve looked at projects from a fairly high level or strategic perspective The business case provided a high level justification of the project

olinda
Download Presentation

SW Project Management Project Charter and Plan

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. SW Project ManagementProject Charter and Plan INFO 420 Glenn Booker Chapter 3

  2. Digging deeper • So far we’ve looked at projects from a fairly high level or strategic perspective • The business case provided a high level justification of the project • Now it’s time to focus on a single project in more detail, and start fleshing out the details needed to make it a reality Chapter 3

  3. Project charter and plan • The second phase of the project life cycle develops the project charter and baseline project plan • These are the foundation for guiding the project through its implementation • A major role is to define subplans that, together, will achieve the project’s goals Chapter 3

  4. Subplans • Subplans help manage specific aspects of the overall project • Scope, schedule, budget, quality, risk, and people could each be the basis for a subplan • Combined with the project’s methodology, processes, and tools, they define the project’s infrastructure and framework Chapter 3

  5. Project planning overview • Much of the course will focus on the details of these various subplans • For now, introduce the project planning process and how it connects to the PMBOK • And we’ll link the MOV to the project’s scope, budget, and schedule Chapter 3

  6. Project planning overview • Ultimately the project plan will answer the basic concerns • Who is involved in the project? • How much will it cost? • How long will it take? • What will the finished product be able to do? Chapter 3

  7. Project processes • A process is a set of activities to achieve a particular purpose • Just like a kitchen recipe, or a programming algorithm • A project uses two types of processes • Project management processes • Product-oriented processes Chapter 3

  8. Project processes • Project management processes help run the project • Initiation, execution, closing, managing, etc. • Product-oriented processes are those that actually create the system or product • System development life cycle (SDLC) processes mostly fit in this category • You need both kinds of processes! Chapter 3

  9. The five project management process groups in the PMBOK define a project by the kinds of work to be done They often overlap different project phases They are: Initiating Planning Executing Monitoring and Controlling Closing PM process groups Chapter 3

  10. Initiating process group • Processes typically include • Developing a business case • Initializing a project • Getting approval of the business case • Preparation of the project charter Chapter 3

  11. Planning process group • Processes typically include • Planning of individual phases within a project, as well as planning the overall project • Planning project scope, activities, resources, costs, schedule, and procurement • Scope of processes should be consistent with the size of the project • Includes updating plans during the project Chapter 3

  12. Executing process group • Processes typically include • Matching people and resources to carry out the plans • Develop the system (software engineering processes, testing, etc.) • QA, risk management, and team development Chapter 3

  13. Monitoring and Controlling process group • Processes typically include • Balancing project scope, schedule, budget, and quality objectives • Monitor variances between planned & actuals • Take corrective action when needed • Scope, change, schedule, cost, & quality control processes; and communications plan Chapter 3

  14. Closing process group • Processes typically include • Getting customer approval for final deliverables • Contract closure • Administrative closure • Evaluate project against its MOV • Document lessons learned Chapter 3

  15. Project integration management • Project integration management (PIM) coordinates the other eight knowledge areas throughout a project life cycle • Includes deciding where to concentrate resources day to day • Proactive risk management • Coordinating work, and making tradeoffs among competing needs Chapter 3

  16. Project integration management • In many ways, PIM is a key role of the project manager • How do you keep the project on track in spite of personnel issues, resource issues, technical problems, etc.? • Understanding PIM processes is key to producing a good project plan Chapter 3

  17. PIM processes • Define the project charter • Gives the project manager authority to allocate resources • Develop the preliminary scope statement • This is part of the business case – the broad scope of what is and isn’t part of the system • Develop project management plan Chapter 3

  18. PIM processes • The subplans mentioned earlier need to be integrated within the overall PMP • Direct and manage project execution • The project manager integrates all the processes into one coherent project. Hopefully. • Monitor and control project work • Critical are corrective actions when project strays from the plan Chapter 3

  19. PIM processes • Preventative actions can be a good part of risk management • Defect repair and rework are needed to maintain quality • Integrated change control • Changes to the system need to be documented, reviewed, and approved Chapter 3

  20. PIM processes • Need to ensure all affected parties are aware of changes before approval is given • Close the project • This could include premature closure of the project, if needed • In any event, closure should be orderly Chapter 3

  21. Project management culture • Some organizations beg for trouble by pretending that project management isn’t really useful • To help instill a sense of the overall project management approach, follow these six principles Chapter 3

  22. Project management culture • Define the job in detail – know the scope and boundaries precisely • Get the right people involved • Estimate time and costs, including allowances for risks and scope assumptions Chapter 3

  23. Project management culture • Break the job down into a SOW • The SOW is a contract of project objectives • Establish and follow a change procedure • Agree on acceptance criteria – when are you done with each deliverable? Chapter 3

  24. Project sponsor • The project sponsor is a critical role for the success of any project • It’s someone outside the development team who is not only paying for the project, but also acts as a champion to support the project and protect it from outside threats Chapter 3

  25. Project sponsor • The sponsor: • Empowers the project manager • Maintains project support (“buy-in”) from other key stakeholders • Clears political and organizational roadblocks • Ensures availability of resources • Monitors project status and progress Chapter 3

  26. Project sponsor • Approves plans, schedules, budgets, and deliverables • Keeps the project focused on the goal • Since the sponsor is outside the development team, the project manager doesn’t control them • Loss of a sponsor can kill a project Chapter 3

  27. Project charter • The project charter is a high level agreement between the project sponsor and the project team • Documents the MOV, which may have been refined since the business case • Define project infrastructure • What resources, technology, methods, and PM processes will support the project? Chapter 3

  28. Project charter • Identify key personnel, facilities and tools • Summarize the project plan • Scope, schedule, budget, and quality objectives • Deliverables, major milestones • Define roles and responsibilities • Identify project sponsor, manager, key leads, and how they will communicate and make decisions Chapter 3

  29. Project charter • Express commitment to the project • Describe the resources committed to the project • Who will take ownership of the final product? • Define project control mechanisms • What processes will be followed for requesting, reviewing, and approving changes to project scope, cost, or schedule? Chapter 3

  30. Charter contents • A charter typically can contain: • Project identification, such as the name or acronym or logo by which it’s known • Critical for your team coffee mugs • Project stakeholders • Who are they? • What roles do they play? • Who reports to whom? Chapter 3

  31. Charter contents • Project description • Give a nice overview of the project, for someone who’s never heard of it • Might include the project’s vision or overall goals • Measurable organizational value • Yes, it’s important enough to get its own section • Project scope • Could be a formal SOW, or less formal narrative Chapter 3

  32. Charter contents • The project scope is less detailed than the project plan, but outlines the major features of the project, and what is not part of the project scope • Project schedule – at a high level, such as major phases and overall duration • Project budget – at least the totals • Quality issues, such as the standards to be followed, or other overall quality objectives Chapter 3

  33. Charter contents • Resources – who is providing people, technology, facilities, etc. to support the project • You don’t want an office in your daughter’s dorm room… • Assumptions and risks • Key people availability • Events that could change project scope, budget, or duration Chapter 3

  34. Charter contents • External constraints on the project, e.g. project interfaces to existing systems • Internal constraints, such as resource competition • Project impact on other parts of the organization • Environmental, political, economic, or other issues • Project administration • What plans will be developed to support this project? Scope mgmt, communications, quality mgmt, quality mgmt, change mgmt, HR, etc. Chapter 3

  35. Charter contents • Acceptance and approval • Who signs off on this puppy? • References • Terminology • Particularly helpful if the project scope spans many technical specialties, who don’t know each others’ acronyms and phrases Chapter 3

  36. Project planning framework • Now that the overall picture of the project has been defined (its charter), the detailed planning process can begin • The project planning framework describes the planning process • We start with the MOV Chapter 3

  37. Project planning framework • The project plan seeks to answer our pet perennial management questions • What needs to be done? • Who will do it? • When will they do it? • How long will it take? • How much will it cost? Chapter 3

  38. MOV Scope } Phases Sequence Schedule Resources Tasks Budget Time estimates Project planning framework Adapted from Fig 3.4 of text Chapter 3

  39. MOV • We start with the MOV, which hopefully was agreed upon by all key stakeholders • The MOV also connects to your organization’s strategic goals and mission, so making the project happy will also support your organization Chapter 3

  40. Define the project’s scope • Now we need to establish what the scope of the project really is • What features will be implemented? • Might help to look at broad categories of features (manufacturing, sales, HR management, etc.) then get more detailed in each category • What systems are/are not being replaced? • What job roles will be affected? Chapter 3

  41. Define the project’s scope • The planning stage of this defines the scope in a requirements document, or SOW, or use cases, or … something • Then the definition stage groups the scope into work packages, each with a set of related features (both in functionality and priority) Chapter 3

  42. Define the project’s scope • Then verification must occur to make sure the MOV will be satisfied by the chosen scope • The change control process is critical to manage adjustments to the scope Chapter 3

  43. Divide project into phases • The project development needs to be broken into phases of some kind • Waterfall life cycle phases? • RUP iterations? • ‘n’ spirals, then another life cycle? • The phases are very SDLC-dependent, and a key source for assumptions Chapter 3

  44. Divide project into phases • Each phase needs to have clearly defined deliverables • Phases also need decision points – milestones • How do you know when the phase is done? • Give the sponsor a chance to approve the work, and start the next phase Chapter 3

  45. Task sequence, time & resources • Once the phases have been defined, need to define the tasks within each phase, both for product development and for project management processes • That’s key to include both types of activities! • Tasks can be sequential, or parallel, or have to start or stop together Chapter 3

  46. Task sequence, time & resources • Resources needed for a task might include development tools, facilities, test equipment, external system interfaces, • …and people • Cost for labor needs to include overhead costs, which typically totals 2.0 to 2.5 times their salary (roughly $100k to $300k/yr) Chapter 3

  47. Task sequence, time & resources • Time for a task to be accomplished is the calendar time • Not everyone is devoted to a project 100% of the time • Some tasks might require many people at once • Some tasks can be done in parallel, other require sequential action Chapter 3

  48. Baseline schedule and budget • So all of the tasks, their costs, and other resources comprise the baseline plan for the project • From that plan, you can determine the overall schedule (calendar months) and cost for the project • This baseline plan is the basis for all ‘planned vs actual’ measurements during the project Chapter 3

  49. Baseline schedule and budget • EVERYONE should review the baseline plan for consistency, completeness, and make sure it will really result in a system that will achieve its MOV • Remember, can only control two of cost, schedule, and scope – which one can you give up? Chapter 3

  50. Kick-off meeting • Many projects start with a formal event to start them, a kick-off meeting • It provides a clear start to the project, helps introduce the major players (front line managers), and builds team morale Chapter 3

More Related