R&D System Development Management 1

1. R&D System Development Management 1 Theo Schouten 2010

2. Lectures • 9 lectures of 2 hour • some by guest speakers • 2 hour written examination • no books or documentation • based on: • Software Engineering – A practitioner’s Approach: European Adaptation, sixth edition , Roger S. Pressman, changing to seventh • sheets of the presentations • extra treated concepts and theories

3. GiPHouse • practical work of R&D SDM1 (4 ec) • management of the software house and its projects • serious participation needed • individual grade • 50% of final grade

4. Aim • SDM1 has the aim that the student obtains all the professional skills of an IT project leader. • SDM1 resembles the phase in an IT career in which the project leader takes responsibility for the management of a software development project. • and/or responsibility for the management of the company • Within GiPHouse students aim at two goals: • realizing their own personal development goals, and • delivering a high quality system. • focus on teamwork

5. Role • Role differentiation, typical for knowledge workers • control by reviewing against quality criteria • judged by other students and customers • teachers are more at a “distance” • CEO, following all email • design of SDM1, GiPHouse

6. Scope • Within SDM1 we address the project management aspects of the whole life cycle of a system development project: • from definition study through system design, system development and system implementation all the way to the maintenance of a system in an operational environment.

7. other managers • Improving the company • handbooks, activity templates, intra-net, etc • PR, customer contact • different team members (IK, IC, KI, HBO-students) • collaboration software facilities • differentiated grading • Preparing the future • projects for the next semester • GiP International

8. Course Subjects • Project management • Project planning • Business Planning, Technical Planning • Rolls of • Project manager, Quality manager, Contract Owner,Public Relations Manager, Director • Planning methods • PERT, CPM, Work Breakdown structure, Gantt-charts • Quality Management • Risk Management • Metrics • Component Based Development

9. Project management • What is project management? • What makes management of software development so special? • Which roles are there? • Which steps do you have to take? • What is a project? Chapter 1 and 21 of book, (24 in 7th)

10. What is project management • ‘ ..it involves the planning, monitoring and control of the people, process and events that occur as software evolves from a preliminary concept to an operational implementation. ’ (Dilbert) • ‘ .. The role of the ‘manager’ is to plan, organize, staff, direct and control. He or she deals with ideas, things and people.’ (Tomayko and Hallman, 1989) • Care that every stakeholder stays happy

11. North Sea Project Cost History • Brent C • Dunlin • Brent B • Brent C • Frigg I&II • Statfjord A • Brent D • Frigg IV • Ekofisk IV • Ekofisk II • Valhall • Murchison • Ekofisk III • Statfjord B • Leman • Fulmar Gas • Odin • Fulmar • Inde M&N • Eider • N. Cormorant • Clyde • Tern 10,0 8,0 4,0 Final or forecast cost/estimate 2,0 1,0 0,8 0,6 0,5 ‘71 ‘72 ‘73 ‘74 ‘75 ‘76 ‘77 ‘78 ‘79 ‘80 ‘81 ‘82 ‘83 ‘84 ‘85 ‘86 ‘87 ‘89 ‘90 Year of appropriation estimate

12. Challenges (Van Genuchten 1991) Reasons?

13. Reasons for cost/delay overrun • Human capacity: • Not available due to: overruns in previous or other projects, needed for unplanned activities • Human related: • too little experience with e.g. development environment • more inexperienced then experienced people, wrong mix • Input-requirements related: • requirements too late, too little quality • specifications for COTS or other hardware too late, too little quality • changing requirements during the project

14. further • Product (technology) related • changing interfaces with environment • software complexity underestimated • more problems with performance of memory limitations • more software failures (bugs) than planned • product wrongly designed, redesign is needed • Organization related • less continuity in project team members • more interruptions than planned • more influence/interruption of quality assurance activities • bureaucracy • Tools related • Development or test tools too late or not adequate • Needed releases too late or with too many errors

15. Implementation benchmarks Obstacles until “go-live” Obstacles after “go-live” Change Management Change Management Internal Staff Adequacy Training Project Team Internal Staff Adequacy Training Prioritization/Resource Allocation Prioritization/Resource Allocation Top Management Support Project Team Consultants Discipline People 51% Ownership (of Benefits and Other) People 62% Ownership (of Benefits and Other) Discipline Ongoing Support Program Management Process Reenigineering Stage/Transition Stage/Transition Business Performance Process 16% Benefit Realization Process 19% Process Reengineering Software Functionality Software Functionality Application Portfolio Management Enhancements/Upgrades Enhancements/Upgrades Data Application Portfolio Management Technology 12% Technology 19% Reporting Reporting 0 2 4 6 8 10 12 14 16 0 2 4 6 8 10 12 14 16 % of Mentions % of Mentions

16. People, Process & Technology People Technology Process Processes require a well fitting and performing system Systems limit but also challenge processes Processes based on the skills of people Technology requires skills and new roles in organisations The ideal process requires a skilled organisation People need to know how to manage the system

17. specific to software management? • Software is a creative product based on human ideas, concepts and models; it has no natural limits • Software develops during the process • Software engineering is relative young; measuring is difficult • Developed software needs acceptance by users in their environments • User requirements change during the development • Fixing the design is a balancing act between user acceptance and project control possibilities • Design is based on concepts and ideas, not on fixed or well known building blocks • It is difficult to detect bugs during the development process • Communication and interaction with legacy systems and COTS increases

18. The Four P’s • People — the most important element of a successful project • Product — the software to be built • Process — the set of framework activities and software engineering tasks to get the job done • Project — all work required to make the product a reality

19. MOI model of leadership • Motivation. The ability to encourage (by “push or pull”) technical people to produce to their best ability. • Organization. The ability to mold existing processes (or invent new ones) that will enable the initial concept to be translated into a final product. • Ideas or innovation. The ability to encourage people to create and feel creative even when they must work within bounds established for a particular software product or application

20. Team Coordination & Communication • Formal, impersonal approaches include software engineering documents and work products (including source code), technical memos, project milestones, schedules, and project control tools, change requests and related documentation, error tracking reports, and repository data. • Formal, interpersonal proceduresfocus on quality assurance activities applied to software engineering work products. These include status review meetings and design and code inspections. • Informal, interpersonal proceduresinclude group meetings for information dissemination and problem solving and “collocation of requirements and development staff.” • Interpersonal networkingincludes informal discussions with team members and those outside the project who may have experience or insight that can assist team members.

21. Projects get into trouble when … • Software people don’t understand their customer’s needs. • The product scope is poorly defined. • Changes are managed poorly. • The chosen technology changes. • Business needs change [or are ill-defined]. • Deadlines are unrealistic. • Users are resistant. • Sponsorship is lost [or was never properly obtained]. • The project team lacks people with appropriate skills. • Managers [and practitioners] avoid best practices and lessons learned.

22. Project organization and roles Steering Committee Project Sponsor Project Steering Committee Project Manager(s) Technical Project Leader Functional/Process Groups (User Focal Points) Analysts Designers Programmers ….. User Group 1 User Group 2 User Group n

23. people, phases, time Design Definition Construction Implementation

24. Which plans ? • Business planning • Goals and vision • Requirements Analysis • Project plan • Technical Planning • Program Master plan • Management plan • Development plan • Configuration Management plan • Quality Assurance plan • Maintenance plan • Test plan • Integration plan • Documentation plan • Transition plan • Firmware development plan

25. Common-Sense Approach to Projects • Start on the right foot. This is accomplished by working hard (very hard) to understand the problem that is to be solved and then setting realistic objectives and expectations. • Maintain momentum. Theproject manager must provide incentives to keep turnover of personnel to an absolute minimum, the team should emphasize quality in every task it performs, and senior management should do everything possible to stay out of the team’s way. • Track progress. For a software project, progress is tracked as work products (e.g., models, source code, sets of test cases) are produced and approved (using formal technical reviews) as part of a quality assurance activity. • Make smart decisions. In essence, the decisions of the project manager and the software team should be to “keep it simple.” • Conduct a postmortem analysis. Establish a consistent mechanism for extracting lessons learned for each project.

26. End remarks • Project management has to do with human factors • People, process en technology influence the success • Project tracking & tracing is important • Project management is not a science, it is based on experience • There are different • methods to plan and manage • ways to organize projects • ways to guard the quality of projects