The Essential of IT Project Management

Department of Computer Engineering , Chiang Mai University

The Essential of Project Management

Siwawong W.Project Manager

2011.06.19


Agenda

13:00 – 13:05 Self-Introduction

13:05 – 13:10 Project Life-cycle

13:10 – 13:15 IT-Project in the Real-world

13:15 – 13:30 The Essential of Project Management

13:30 – 13:45 4 Keys to Successful in Project Management

13:45 – 14:00 Case Study:- BB Offshoring Project- How we work in each process?- Q & A


SELF-INTRODUCTION


About Me

• My Name: Siwawong Wuttipongprasert– Nick-name: Tae (You can call this name. it’s easier)

• My Background: – B.Eng (Computer Engineering), Chiang Mai University.

CPE#3, Gear25

• My Career Profile: – 10+ years in IT business– 5+ years with Blue Ball Co., Ltd.– Role: Programmer, System Analysis, Consultant & Project Manager– Working Area: ERP, MRP, Retailing, Banking, Financial, E-Commerce, etc.– Working with multi-cultures: Japanese, German and Vietnamese

• Know Me More..

http://twitter.com/siwawong

http://www.facebook.com/siwawong

http://siwawong.blogspot.com/

http://www.last.fm/user/siwawong

http://friendfeed.com/siwawong

http://picasaweb.google.com/siwawong.tae

http://wakoopa.com/siwawong

http://delicious.com/siwawong


My Company: Blue Ball

Blue Ball Group is an Offshoring Company that focus totally in customer satisfaction. It takes advantage of western management combined with Asian human resources to provide high quality services

Thailand (Head Office)

Mexico (Special Developments)

Vietnam (Offshoring Center)


Services from My Company

Offshoring Programmers &Testers Blue Ball will get you ready to offshore successfully. No need to rush you into offshoring without you feeling confident on how to send, organize, receive, test and accept job confidently

System Development & Embedded Solutions Solutions that combine technological expertise and deep business understanding. We only start coding once every single detail such as milestones, scheduling, contact point, communication, issue management and critical protocols are in place

Web design and E-commerce Premium web design, CMS, e-commerce solutions and SEO services. Website maintenance and copy content creation to develop marketing campaigns that SELL for discerning companies to increase the quality and reach of their marketing campaigns


My Clients


Project Life-Cycle


Understand the Project

• What’s the project?– short-term efforts to create a unique product, service or environment, – e.g. removing old servers, developing a custom e-commerce site, creating new

desktop images or merging databases, etc.

• Project Life-Cycle


Introduction

• S/W Project Management is different because:

– Software is not tangible– Software processes are relatively

new and still “under trial”– Larger software projects are usually

“one-off” projects– Computer technology evolves very

rapidly


Project Constraints

Within Budget

Satisfied the needs

Delivery on-time

Goals VS Factors


IT Project in the Real-World


The Real World

• Results VS. Status• Just Do it! We can fix it later• Not enough time, not enough resources• Project Managers are overhead• We don’t have time to plan!• Go Early and go Ugly!


The True of IT Project Life-Cycle

Customer actually needs

We get this from customer


Why We Need Project Management

• 26% of projects are successful• 46% of project are challenged• 28% of projects FAIL• Average cost overrun is 89%• Average schedule overrun is 122%• 45% of functions provided in newly developed systems

are never used.


Why do IT projects fail so often?

• They're just plain harder – Face usual project-management challenges

e.g. deadlines, budget constraints and too few people to devote to the project. – Face unique technology challenges

from H/W, O/S, N/W or DB woes, to security risks, interoperability issues The changes manufacturers make to their H/W and S/W configurations.

• They fail at the beginning—not the end—due to a lack of sufficient planning – The IT organization will never complete it on time, on budget or with the required

functionality, which are three common factors for project success.

• They're rushed– Organizations often feel that, to remain competitive, they must cut costs and maintain

business operations, but that adds to the pressure on a big, expensive project.

• Their scope is too unwieldy– A project with a large scope can usually be better executed by breaking it down into a

series of smaller, more manageable projects


How do I determine if a project is going to fail once it's in motion?

• Tradition approach– During the project’s initiation, you should establish the criteria for

success and failure

• 15-15 Rule– if a project is more than 15 percent over budget or 15 percent off

schedule, it will likely never recoup the time or cost necessary to be considered successful.

• The Earned Value Management (EVM) technique– allows an organization to measure a project’s completion, schedule

variances, create schedule and cost performance indexes, and forecast a project’s likely completion date and financial impact upon completion.


When should a project be canceled?

• Can be many reasons – e.g. poor planning. Cost overruns by more than 15 percent, late

milestones and poor quality.

• At the start, determine what circumstances would call for a project’s cancellation.

– You might consider time and cost overruns, or shifting business conditions

• If scrapping it sounds daunting, you might wish to create smaller projects that give some return for the sunk costs.

– After all, smaller projects are more likely to succeed than large ones.


How can I ensure that my projects are successful?

• Organizations should create or adapt a standard approach to managing projects.

• A standard approach to project management establishes ground rules and expectations for the project team.

– It also provides project managers, functional managers and the operational staff with a common language around project management that eases communication and helps ensure that everyone is on the same page.


What Project Managers are Telling Us

• Top 7 Key Competencies of a PM:– Communications Skills-verbal and written– Leadership Skills– Organizing Skills-planning, time management– Interpersonal Skills– Negotiating Skills-Diplomacy and mediating– Team Building Skills– Technical Skills



• Top Five Major Roadblocks to Project Start-up– Resource Constraints– Lack of Information- Incomplete SOW, Unclear objectives,– Poor Requirements Definition– Roles and Responsibilities not defined– Unrealistic Schedules



• Top Five Major Issues affecting project completion– Scope Creep/ Scope Change– No defined completion criteria/ acceptance criteria– Technology-Limited functionality, product instability– Failure to manage customer expectations– Poor Project Plan- Poorly defined deliverables


THE ESSENTIAL OF PROJECT MANAGEMENT

• Slides at • http://blog.parallelprojecttraining.com

http://blog.parallelprojecttraining.com/


A Project Management Framework

Sell the Work Plan the Work Do the WorkLearn for the

future


Sell the Work

1. Customer

Needs

2. Review T&C

3. Liabilities

Risk

and Scope

4. Profit


•Overhead multiplierDIRECT STAFF COSTS

•Hours and rates, overhead multiplierAGENCY / CONSULTANTS

•Travel and subsistence, consumed during the contractEXPENSES

•Part of the deliverableMATERIALS

•Working to defined scope of work SUB CONTRACT

•For identified and unidentified risksGENERAL COST CONTINGENCY

• Bonds, Insurance, Agency (overseas), Currency provision, Finance charges, Inflation, Other costsOTHER COSTS – FINANCIAL

• To be agreed before meeting the customerNEGOTIATING MARGIN

• Sufficient to do good business but still win the workPROFIT

Capture all the costs


Overseas Working

Benefits• Less saturated market• Wider range of opportunities• Supports growth• Buffers local economic factors• Develops new skills and

capabilities it’s global market

Risks• Customer Risk

– Credit worthiness– Payment terms– Trading history

• Country Risk– Sovereign– Private– Natural– Fashion and Finance

• Foreign Exchange Risk• H&S• Corruption Perception Index

http://upload.wikimedia.org/wikipedia/commons/0/04/World_Map_Index_of_perception_of_corruption.png


Plan the Work

1. Don’t start

without

contract cover

2. Define the

scope

(deliverables)

3. Agree the

timeline

4. Agree and

manage the

risk


Agree a Plan of Work

ScopePlanning

ActivityDefinition

Duration Estimating

£ + £ + £ = ££

Cost Estimating

CostBudgeting

ScheduleDevelopment

Risk Analysis

ProjectPlan

Work Breakdown Structure

ResourcePlanning

Activity Sequencing


Risk Assessment: P- I Grid

IMPACT

Set thresholds

HIGHRISK

Urgentattention

Low Risk

Monitor

MEDIUMRISK

Regularreview

PR

OB

AB

ILIT

Y

VHI

HI

MED

LO

VLO

VLO LO MED HI VHI


Do the Work

1. Follow the plan

2. Highlight

change from

the outset

3. Control Quality

and Acceptance

4. Watch the Cash


Control the Project

Plan

Do

Check

Act


Control Changes from the Start

Identify

Evaluate impact

Customer Approval

Implement


• Capture acceptance criteria early

• Check quality of products against criteria

• Ensure client reviews are addressed

• Limit the number of client reviews in scope

Control Quality and Rework


Control Cash

Period

-25

-15-10

-5

£0005

10

1 2 3 4 5 6 7 8

-20

0


Learn for the Future

• Capture the

“true” cost

• Close out the

contract

• Get a client

reference

• Look out for

future

opportunities


4 Keys to Successful in Project Management

Refer from : http://projectmanagementonline.blogspot.com/2009/04/four-keys-to-successful-project.html

http://projectmanagementonline.blogspot.com/2009/04/four-keys-to-successful-project.html

http://projectmanagementonline.blogspot.com/2009/04/four-keys-to-successful-project.html


Keys of Successful

• Communicate Effectively• Organization & Juggle• Solve Problems & Make Decisions• Build a Good Team


Key 1: Communicate Effectively

• “Communication” is critical to project management and a skill any successful project manager has mastered.

– Important Note: Communication != “talking” or “presenting”

• “Communication” is about… – transferring knowledge– sharing ideas – solving problems – and providing new or updated information


Key 2: Organize & Juggle

• In order to be successful in project management you need to be able to keep track of multiple “things” (projects, people, reports, requirements, specs, etc.).

• To do this you need to be organized, thorough, meticulous, and a pretty good juggler.


Key 3: Solve Problems & Make Decisions

• A good PM should be able to keep the big picture in mind.

– while also working on the details and specifics.

• At some point you have to rely on the information presented

– And make a choice to do A, B or C.

• When trying to solve an issue remember to focus on the problem you are trying to solve and your options.

– and hopefully you won’t get too lost in the forest or the trees (big picture vs. small picture).


Key 4: Build a Good Team

• We don’t always have a choice in who is on our team, *BUT* we can choose how to manage, develop and get good stuff out of them.

• The time and energy you spend engaging and motivating your team to perform at a high level is worth all the effort.


Most Important Key: Team Work

T : TogetherE : EveryoneA : AchievesM : MoreFrom : http://gyanvedika.blogspot.com/2011/02/cartoons-on-team-work.html

http://gyanvedika.blogspot.com/2011/02/cartoons-on-team-work.html

http://gyanvedika.blogspot.com/2011/02/cartoons-on-team-work.html


Which Team is Work?


Case-Study:

Offshoring Project Management in BB


Parties in Project

• End-User– PETRONAS DAGANGAN

• Implementors– NetInfinium Corporation Sdn Bhd

• Project Management Team– BB in Bangkok

• Developer/Tester– BB in VN


External Process

RequirementExternal

SpecPM

Review

PGM

Tester

Schedule

Application

Feed-ba

ck

UpdateStatus

UpdateStatus


Internal Process

Testers

PM

Leader PGM1 PGM2


In Fact, We’re..

TH

PM

VN

Testers

Leader PGM1

PGM2

MY


How We’re Working?

• Real-time Communication– Skype, MSN, etc.

• Offline Communication– Mail

• Documentation– URS, Internal design document, Test-Cases, etc.


Case-Study:

How we work on each process?


Sample of Project Initiation

4 ARAIA company is BIG supply Management Consultant in German

4 ARAIA have many brunches around the world for sourcing e.g. Istanbul, India, China, Poland, etc.

Backg

rou

nd

4 The supplier database will be the center-point for any ARAIA sourcing as well as procurement activities.

Need

s?

Target of the Supplier Database

4 Platform to manage all of the collected supplier data for the past and the future

4 All information in a consolidated, structured and consistent way

4 All information up to date all the time

4 Accessibility from multiple points

4 Purpose: Usability of already collected supplier knowledge through the enablement to search in an efficient way under different characteristics to reduce the effort of sourcing and increase the quality in new projects

Case study with ARAIA Company


Sample of Project InitiationCase study with ARAIA Company

4 Internet connection in China is NOT good all the times

4 Required supplier input data in RFI document in Excel format and upload to server for reduce input time

4 Multi-Languages is required (e.g. for Korean, Chinese, Japanese, German, etc.)

4 Need to complete within 3 months, and let 1 month for UATCon

str

ain

t

Initial Situation

4 Heterogeneous raw data in various file format

4 Lack of common structure and approach

4 No central storage for supplier data

4 De-centralized access to supplier data



Interview the Key Stakeholder



Develop a user friendly application to consolidate and manage the supplier database in consistent way across all ARAIA locations via web with a replicated China node for local access.G

oal

Functional Requirements Non-Functional Requirements4 Search (must have)

4 Multiple search methods4 Search in Attachments4 Multiple search criteria4 Multiple search options

(e.g. identical or fuzzy search)4 Storage and Import (must have)

4 Import of existing supplier data through templates in Excel tables (e.g. SFU, RFI)

4 Imports have to be checked for duplicate entries (e. g. compare to MS Outlook address book)

4 Attachments of various file formats4 Supplier self-service for the maintenance of master data,

etc. with an online approval of new supplier data in an admin inbox

4 Export (must have)4 Export of data to work in an offline-mode

(e.g. SFU, eMail lists, print-outs, etc.)4 Administration (optional extensions)

4 Change History4 Usage Reports and Statistics

4 Further enhancements (optional extensions)4 Supplier geo-mapping (planning of QCAs) 4 eRFI, eRFQ

4 Database has to be usable in multiple countries, English as the standard language

4 Global usability in terms of language and interaction has to be insured (e.g. China)

4 Data access has to be controlled by user rights4 Frequent backup of database content4 Intuitive look & feel as well as search options4 Real-time response and interaction through the database interface

(online work modus)4 The database structure and functionalities have to be easy to

change and to extend8 Basic settings should be able to be adjusted by the administrator,

complex settings should be able to be adjusted remotely by an technical administrator

4 The database has to be transferable (e.g. to be sold as a product)

4 Security measures have to be taken (e.g. selected IP range)

4 The database has to be reliable and accessibly most of the time4 The functions should be available with the least technical

complexity4 Changes and updates have to be recorded


Sample of Project Initiation

User

SearchSupplier

CreateSupplier

DeleteSupplier

ChangeSupplier

ExportSupplier

Login/Overview

Login/Overview

Reporting/Statistics

ImportSupplier

Activities

Admin

DataImport

Case study with ARAIA Company


Project Schedule in the Real-WorldImplement HHT for Siam Family Mart Co., Ltd.

Customer Can’t confirm scope on-time

Short-time development

Dead-line is never change!


Sample of Communication Plan

Drill-down

Drill-down


Versioning Control

PM

User Requirements

External/Internal Spec

PGM

User Requirements


SVN server

FTP server

Delivery Source code

Hg-server(BitBucket.org)

Version Control

Version Control


Sample Test-Cases in Real-World

Summarize Cases

Test-Case Detail


V&V Procedure in BB

Testers

ProgrammersIn VN

PM

Implementorsin BKK

User Requirements



User Requirements

Application (Unit)

Test-Cases Test Result


Thank you for your attention!

[email protected]

http://www.blueballgroup.com/

The Essential of IT Project Management

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Transcript of The Essential of IT Project Management