Lec1 PM Intro
Transcript of Lec1 PM Intro
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433433--443443SoftwareSoftware
Project ManagementProject Management
Assoc. Prof.Assoc. Prof. Baikunth NathBaikunth NathComputer Science & Software Engineering
The University of Melbourne, AustraliaThe University of Melbourne, Australia
Subject Timetable
Lecture: Tuesday 2:15pm 4:15pm, Theat re 1, ICT Building
Tutorials: Wednesday 10:00-11:00 UG8, ICT Building
Wednesday 11:00-12:00 UG8
Wednesday 12:00-13:00 UG8Thursday 10:00-11:00 UG8
Thursday 11:00-12:00 UG8
ContactAssoc. Prof. Baikunth Nath
Location: 3.27, ICT Building, 111 Barry Street, Carlton 3010
Phone:834 41400 email: [email protected]
Textbook
Bob Hughes and Mike Cotterell, Software Project Management.
3rd Edition, McGraw-Hill, 2002. (ISBN 0 07 709834 X)
Recommended Readings
P Jalote, Software Project Management in Practice.Addison-Wesley, 2002. (ISBN 0 201 73721 3)An excellent book on Capability Maturity Model (CMM)
J R Meredith and S J Mantel, Project Management: A Managerial
Approach. 5th Edition. Wiley, 2003. (ISBN 0 471 07323 7)More like Foundations of Project Management
J Gido and J P Clements, Successful Project Management.
South-Western College Publishing, 1999. (ISBN 0 538 88152 6)Good Case Studies and examples
Subject Assessment
Group Assignment
Contributes 30%
End-of-Semester ExaminationThree hours (closed book)
Contributes 70%(Hurdle: a minimum of 50% marks in the examination)
To be pass this subject, the aggregate marks on the assignment
and examination must be at least 50.
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Generic SkillsOn Completion of this subject, you should
be able to select software engineering processes and methodsappropriate for a development project;
be able to develop plans for team management, riskmanagement and quality assurance,
be able to assess project risk and have experienced risk
evaluation and monitoring;
have experienced project estimation, planning and managing.
Expectations ?
Software Projects have a terrible track record A 1995 Standish Group study found that only 16.2% of projects
were successful
Over 31% of IT projects were cancelled before completion(costing over $81bn in the U.S. alone)
A 1999 Computer World article listed Project
Manager as the #1 position.
The need for IT (software) projects keeps
increasing
Motivation for Studying Software
Project ManagementThe New York Times, February 1994.
In one of the biggest software errors in banking history,Chemical Bank mistakenly deducted about $15 million from
more than 100,000 customer accounts one evening.
The problem resulted from a single line of code in an updatedcomputer program that caused the bank to process every withdrawaland transfer at its ATMs twice. For example, a person who
withdrew $100 from an ATM had $200 deducted from his or heraccount, though the receipt only indicated a withdrawal of $100.
The mistake affected 150,000 transactions from Tuesday night
through Wednesday afternoon.
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Chaos and Confusion
A doctor, an engineer and a layer were arguing over whose
profession was the oldest.
On the sixth day, God took one of Adams ribs and created Eve,
said the doctor. So that makes him a surgeon first.
Please. protested the engineer. Before that, God created the
world from chaos and confusion, so he was engineer first.
Interesting, conceded the lawyer smugly, But who do you
think created the chaos and confusion?
To understand the processes, tools,
techniques, and areas of knowledge needed
to successfully manage software projects.
Why Study Software Project Management?
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Software Project Management
Study TopicsWhat is a project? IT project?
What is project management?
Project Evaluation and Selection
Managing People, Organising Teams
The role of Project Manager
Project life cycle
Project Planning
Project Effort Estimation
Project Scheduling and Resource Allocation
Project Monitoring and Controlling
Managing Project Risk
Project Quality management
Guide to Using Microsoft Project 2002 for scheduling
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Blooms Taxonomy of Educational Objectives
Knowledge recall of data
Comprehension understand the meaning
Application - Applies what was learned in the classroom
into novel situations in the workplace
Analysis - Distinguishes between facts and inferences
Synthesis - Builds a structure or pattern from diverse elements
Evaluation - Make judgments about the value of ideas ormaterials
Bengamin Bloom, Bertram Mesia, and David KrathwohlTaxonomy of Educational Objectives (Two vols: The AffectiveDomain & The Cognitive Domain). David McKay, New York,
1964.
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Blooms Taxonomy
The cognitive domain involves knowledgeThe cognitive domain involves knowledge
and the development of intellectual skills.and the development of intellectual skills.
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Knowledge: Recall of data
Examples:
Recite a policy.
Quote prices from memory to a customer.
Knows the safety rules.
Key Words: defines, describes, identifies,
knows, labels, lists, matches, names, outlines,recalls, recognizes, reproduces, selects,
states.
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Comprehension: Understand the meaning, translation,
interpolation, and interpretation of instructions and
problems. State a problem in ones own words.
Examples: Explain in ones own words the steps for
performing a complex task. Translates an equation
into a computer spreadsheet.
Key words: comprehends, converts, defends,
distinguishes, estimates, explains, extends,
generalizes, gives examples, infers, interprets,
paraphrases, predicts, rewrites, summarizes,
translates.
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Application: Use a concept in a new situation or
unprompted use of an abstraction. Applies what was
learned in the classroom into novel situations.
Examples: Use a manual to calculate an
employees vacation time. Apply laws of statistics
to evaluate the reliability of a written test.
Key Words: applies, changes, computes,
constructs, demonstrates, discovers, manipulates,
modifies, operates, predicts, prepares, produces,
relates, shows, solves, uses.
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Analysis: Separates material or concepts into
component parts so that its organizational structure
may be understood. Distinguishes between facts and
inferences.
Examples: Troubleshoot a piece of equipment by usinglogical deduction. Recognize logical fallacies in
reasoning. Gathers information from a department and
selects the required tasks for training.
Keywords: analyses, breaks down, compares,contrasts, diagrams, deconstructs, differentiates,
discriminates, distinguishes, identifies, illustrates, infers,
outlines, relates, selects, separates.
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Synthesis: Builds a structure or pattern from diverse
elements. Put parts together to form a whole, withemphasis on creating a new meaning or structure.
Examples: Write a company operations. Design amachine to perform a specific task. Integrates training
from several sources to solve a problem. Revises and
process to improve the outcome.
Keywords: categorizes, combines, compiles, composes,
creates, devises, designs, explains, generates, modifies,organizes, plans, rearranges, reconstructs, relates,
reorganizes, revises, rewrites, summarizes, tells, writes.
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Evaluation: Make judgments about the value of ideas
or materials.
Examples: Select the most effective solution. Hire
the most qualified candidate. Explain and justify a
new budget.
Keywords: appraises, compares, concludes,
contrasts, criticizes, critiques, defends, describes,
discriminates, evaluates, explains, interprets,
justifies, relates, summarizes, supports.
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What Is a Project?
Project is a planned activity. Being planned itassumes that we can determine how we are going tocarry out a task before we start.
Develop a web page within the next four days that provides informationabout the departmental timetable to new incoming students.
A software group may be asked to develop an application program that will
access Government data on certain commodity prices and generate records on
the value of the commodity inventories held by the firm; the software must be
available for use on 19 June 2005.
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DefinitionIn the broadest sense, a project is a specific (non-routine),
finite task to be accomplished. It is carried out in several
phases and the resources available are constrained. Any
activity that results in a deliverable or a product.
Projects always begin with a problem. The project is to
provide the solution to this problem.
When the project is finished it must be evaluated to determinewhether it satisfies the objectives and goals.
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Another Definition of Project
A project is a temporary endeavor undertaken
to accomplish a unique purpose
Attributes of a project unique purpose (specified product is to be created)
temporary (non-routine)
planning is required
require resources, often from various areas carried out in several phases
involve uncertainty
project is large or complex
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Examples of Projects
The University developed a new enrolment and
results processing system
An investigation into reasons why a user has aproblem with a computer system
The Y2K problem. What made it fascinating?
Building the Burnley Tunnel
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Writing a web-based training course
Starting a new academic program (e.g. MIT program)
Purchasing a risk management system for an oil
company
Starting a new internal consulting group
Scheduling helicopter routes for the off shore oil rigs
etc., etc., etc.
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A Selection of Projects I have Worked On
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Definition
SCOPE: What is the project trying to accomplish?
What work must be done to satisfy the customer that
the deliverables meet the requirements.
TIME: How long should it take to complete the project?
What is the projects schedule?
COST: What should it cost to complete the project?
The objective of any project is to complete the scope within the
budget by a certain time to the customers satisfaction.
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The Triple Constraint
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Successful project management means
meeting all three goals
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Scope goal
Time goal
Cost goal
Target
Invisibility:with software progress is not immediately visible
Complexity:
per dollar software products contain more complexity
Conformity:
software developers have to conform to the requirements ofhuman clients (can be inconsistent)
Flexibility:
the ease with which software can accommodate changes
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Software Projects vs Other Types of Projects
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What is Management?
Management can be defined as all activities and tasks
undertaken by one or more persons for the purpose of
planning and controlling the activities of others in orderto achieve objectives or complete an activity that could
not be achieved by others acting independently.
Management functions can be categorised as
Planning
OrganisingStaffing
Directing
Controlling
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Management Functions
Planning
Predetermining a course of action for accomplishing project objectives
OrganisingArranging the relationships among work units for accomplishment ofobjectives and the granting of responsibility and authority to attain thoseobjectives
StaffingSelecting and training people for completing tasks
Directing
Creating an atmosphere that will assist and motivate people to achieve
desired end results
Controlling
Establishing, measuring, and evaluating performance of activities toward
planned objectives
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Project Management?
Project management is a system of
management procedures,
practices,technologies,
skills, and
experience
that are necessary to successfully manage a project.
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Project Management - Using sp readsheet
- Microsoft Project 2002
Creating Project Network
Determining the Critical PathProject Management
Project Crashing
Project Evaluation & Review Technique
Simulating Project Networks
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Laws of Project Managementy No major project is ever installed on time, within budget, with the same staff that started it.
Yours will not be the first.
y Projects progress quickly until they become 90% complete, then they r emain
at 90% complete forever.
y One advantage of fuzzy project objectives is that they let you avoid the embarrassment
of estimating the corresponding costs.
y When things are going well, something will go wrong.
- When things just cant get any worse, they will
- When things appear to be going better you have overlooked something
y If project content is allowed to change freely, the rate of change will exceed the rate of progress.
y No system is ever completely debugged: attempts to debug a system inevitably introduce
new bugs that are even harder to find
y A carelessly planned project will take three times longer to complete than expected,
a planned project will take only twice as long.
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Project Characteristics (re-visit)
One clear objectiveA well defined set of end results, Goal oriented
End product or service must result
FiniteFixed timeline, start date, end date, milestone dates
Limited
Budget, Resources, Time
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Life CycleRecognisable sequence of phases
Uniqueness
No practice or rehearsal, one time set of events
Interdependences (source of conflict)
Cross-functional, cross-project, cross-activity
A team of people
Non trivial numberCross-functional origins, interests & allegiances
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Project Characteristics cont.
Divisible into subtasks (called activities)
Often numerous, essentially unique and non-repetitive
Sequenced by precedence relationship
Require careful co-ordination and monitoring
Project Management
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Primary objectives are:
within Budget,
on Schedule, to Specifications
By using methods and a set of techniques based on
Accepted Principles of Management used for Planning,Estimating and Controlling work activities to reach a
desired end result on Time, within Budget and according toSpecifications
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The Triple Constraints
Every project is constrained in different ways by its
Scope goal(s)
Time goal(s)
Cost goal(s)
Must balance these three often competing goals
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Primary Objectives
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Performance
Time (Schedule)
Cost
Required Performance
Due Date
Budget Limit
Implicit Trade-off Functions
Performance = f (Time, Budget)
Time = f (Budget, Perf)
Budget = f (Perf, Time)
What is Project Management? (revisited)
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AcceptedProjectManagementPractices
General
ManagementPractices
ApplicationAreaPractices
S/WDevelopment
Practices
All Project ManagementPractices
Conceptual Diagram:
Intersection is Conceptual
Not Proportional
A Hierarchy of Activities
Program > Project > Task > Work Package
Program
A Group of Related Projects that is managed together,
Programs usually include an Element of ongoing activity
An exceptionally large, long range objective that can be
broken into projects
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Projects
A temporary endeavour undertaken to create a unique
product or service
A specific finite task
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A Hierarchy of Activities (cont.)
Program > Project > Activity (Task) > Work Package
Activity
An element of work performed during the course of a project.
It has an expected duration, cost and resource requirement
Any Activity or Task, Job or Operation that must be completed
to finish a project
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Work Package
The Lowest Level of the Work Breakdown Structure
The smallest unit of Work worth enumerating for planning
and controlling
One continuous work unit with a clearly defined and observable
beginning and end
Potential for Conflict
Resource conflict
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Interdependences Activities, Projects, Projects and Operations
Limited Resources People, Equipment, Time, Money, Facilities
People conflict As a result of resource conflict
Resistance to Change
Project Manager
must be a Conflict Manager
Potential for Conflict (cont.)Client
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Max Flexibility, Max Quality at Min Price
in Min Time
OrganisationMax Profit, Min disruption to Operations
Public
Obeyance of all relevant Government Regulations
Min Environmental Impact
Negotiation & Conflict resolution
Two different types of negotiations
win-lose
your savings are other partys losses
win-win
both parties try to understand the
other party needs
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Project Management
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Advantages
Responsiveness to Clients and the Environment
Ability to make Timely Trade-off decisions
Insures overall Project Optimality
Better control, better customer relations,shorter development time, lower costs,
higher quality and reliability, higher profit margins,
sharper orientation towards results,better co-ordination, higher morale
Advantages of Project Management (cont.)
Bosses, customers, and other stakeholders do not like
surprises. Good project management provides assurance
and reduces risk
Project management provides the tools and environment
to plan, to monitor, to track, and to manage schedules,
resources, costs, and quality
Project management provides a history or metrics base
for future planning as well as good documentation
Project members learn and grow by working in a cross-
functional team environment
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Project Management
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Disadvantages
Greater organisational complexity
More violations of company policy Lower personnel utilization
More managerial conflicts
The Project Management Profession
A 1996 Fortune article called project
management the number one career choice
Other authors and IT Gurus stress that projectsare what add value to organizations
Professional societies like the Project
Management Institute (PMI) have grown
tremendously
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Project Management Certification
PMI provides certification as a Project Management
Professional (PMP)
A PMP has documented sufficient project experience,
agreed to follow a code of ethics, and passed the PMP
exam
The number of people earning PMP certification is
increasing quickly, and the certification program
department received ISO approval in 1999
Other groups, like the Singapore Computer Society,
have their own PM Certification programs
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Code of Ethics PMI developed a project management code of
ethics that all PMPs must agree to abide by
Conducting work in an ethical manner helps the
profession earn confidence
Ethics are on the web at
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www.pmi.org/certification/code.htm
Questions or Comments?
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