TODAY:

1. TODAY: • The Pre-proposal—due Wed., 9-4-13 • The Software Development Lifecycle • Some risk-considerations relative to projects • Schwalbe, Chapters 1 and 2

2. Learning Objectives • Describe the systems view of project management and how it applies to information technology (IT) projects • Understand organizations, including the four frames, organizational structures, and organizational culture • Explain why stakeholder management and top management commitment are critical for a project’s success

3. The Pre-proposal • A way to allow everyone to submit project suggestions • A short, crisp information piece for review by managers who decide what projects to fund • No technical jargon

4. The Pre-proposal • States what is to be done • Why it should be done • What business value it will provide to the enterprise • Endeavors to secure senior management approval and the resources to develop a detailed plan

5. Pre-proposal should consist of: • Discussion of problem or opportunity • Purpose or goal of project • Objectives • Success criteria • Assumptions/Risks/Obstacles • ALL ON A SINGLE PAGE

6. Functions of the Project Manager • Leader • Mentor • Motivator • Coach • Negotiator • Encourager • Scheduler • Problem-solver • Example-setter • Role-model • Visionary • Scope manager • Quality manager • Cost manager • Schedule manager • Communications manager • Procurement manager • Stakeholder manager • Human resources manager • Risk manager

7. Schwalbe Chapters 1 & 2:The Project Management Context and Processes

8. What is a project?? • A definite beginning, ending • An objective or goal • Made up of tasks (activities) • Consumes a budget • Has limited resources • Must be completed by a certain date • Accomplished by a team • Has a client or customer • Involves risk Requires Courage

9. Why are projects in vogue? • Companies are more cost conscious • They want to know who did what for how long • The work is getting more complex • They want each employee assigned to a specific cost code • A better way to do cost accounting • Instead of being perpetual, jobs are assigned to projects

10. Projects Cannot Be Run In Isolation • Projects must operate in a broad organizational environment • Project managers need to take a holistic or systems view of a project and understand how it is situated within the larger organization • See example in opening and closing case

11. A Systems View of Project Management • A systems approach emerged in the 1950s to describe a more analytical approach to management and problem solving • Three parts include: • Systems philosophy: View things as systems; interacting components working within an environment to fulfill some purpose • Systems analysis: problem-solving approach • Systems management: Address business, technological, and organizational issues before making changes to systems

12. Figure 2-1. Three Sphere Model for Systems Management

13. Project Stages and the Project Life Cycle • A project life cycle is a collection of project stages • Project stages generally include…..

14. Phases of the Project Life Cycle

15. SSTAGES (Phases): My names vs. Schwalbe’s names • Definition and Conceptualization – Concept • Planning & Budgeting—Development • Execution & Control—Implementation • Termination & Closure – Close-out

16. STAGE 1: Conceptualizing-and-Defining STAGE 2: Planning-and-Budgeting STAGE 3: Executing STAGE 5: Terminating-and-Closing STAGE 4: Monitoring-and-Controlling

17. Steps in Stage 1 • Must be predefined • Stage 1 • Submit SOW/get approval • Determine who stakeholders are • Conduct some interviews/visits with stakeholders • Hold Joint Requirements Definition Meeting • Create/present requirements Doc • Obtain stakeholder signatures

18. Product Life Cycles • Products also have life cycles • The Systems Development Life Cycle (SDLC) is a framework for describing the phases involved in developing and maintaining information systems • Typical SDLC phases include planning, analysis, design, implementation, and support

19. Predictive Life Cycle Models • The waterfall model has well-defined, linear stages of systems development and support • The spiral model shows that software is developed using an iterative or spiral approach rather than a linear approach • The incremental releasemodel provides for progressive development of operational software • The prototyping model is used for developing prototypes to clarify user requirements • The RAD model is used to produce systems quickly without sacrificing quality

20. Agile Life Cycle Models • Extreme Programming (XP): Developers program in pairs and must write the tests for their own code. XP teams include developers, managers, and users • Scrum: Repetitions of iterative development are referred to as sprints, which normally last thirty days. Teams often meet every day for a short meeting, called a scrum, to decide what to accomplish that day. Works best for object-oriented technology projects and requires strong leadership to coordinate the work

21. Agile Project Management • Early software development projects often used a waterfall approach, as defined earlier in this chapter. As technology and businesses became more complex, the approach was often difficult to use because requirements were unknown or continuously changing. • Agile today means using a method based on iterative and incremental development, in which requirements and solutions evolve through collaboration.

22. Agile, the PMBOK® Guide, and a New Certification • The PMBOK® Guide describes best practices for what should be done to manage projects. • Agile is a methodology that describes how to manage projects. • The Project Management Institute (PMI) recognized the increased interest in Agile, and introduced a new certification in 2011 called Agile Certified Practitioner (ACP). • Seasoned project managers understand that they have always had the option of customizing how they run projects, but that project management is not easy, even when using Agile.

23. The WaterFall Model

24. The Waterfall Model Embedded in the project lifecycle • definition and conceptualization • Definition of Requirements Phase • planning and budgeting • execution and control • Analysis Phase • Design Phase • Construction Phase • Testing Phase • Acceptance Phase • Installation, conversion, cutover Phase • termination and closeout

25. The Seven Phases of the Waterfall Model • Definition -- 10% • Analysis -- 15% • Design -- 15% • Programming -- 15% • Preparation and programming--10% • module testing--5% • System Test -- 25% • Acceptance Testing -- 5% • Operation -- 15% • At the end of every phase, a deliverable is expected and a phase exit or kill point is put in place

26. Sometimes the waterfall model is implemented in two projects • Analysis project • Definition • Analysis • Development project • Design • Construction • Testing • Acceptance • Installation

27. Figure 2-3. Spiral Model of Software Development

28. Spiral Model • Many revolutions are required to finish a project • Four phases of each revolution are: • Determine objectives, alternatives and constraints • Evaluate alternatives, identify and resolve risks • Develop and verify next-level product • Plan next phases

29. Distinguishing Project Life Cycles and Product Life Cycles • The project life cycle applies to all projects, regardless of the products being produced • Product life cycle models vary considerably based on the nature of the product • Most large IT products are developed as a series of projects

30. Why Have Project stages and Management Reviews? • A project should successfully pass through each of the project phases in order to continue on to the next • Management reviews (also called phase exits, quality gates, or kill points) should occur after each phase to evaluate the project’s progress, likely success, and continued compatibility with organizational goals

31. Understanding Organizations Structural frame: Focuses on roles and responsibilities, coordination and control. Organization charts help define this frame. Human resources frame: Focuses on providing harmony between needs of the organization and needs of people. Political frame: Assumes organizations are coalitions composed of varied individuals and interest groups. Conflict and power are key issues. Symbolic frame: Focuses on symbols and meanings related to events. Culture is important.

32. Many Organizations Focus on the Structural Frame • Most people understand what organizational charts are • Many new managers try to change organizational structure when other changes are needed • 3 basic organization structures • functional • project • matrix

33. Figure 2-4. Functional, Project, and Matrix Organizational Structures

34. Table 2-1. Organizational Structure Influences on Projects

35. Recognize the Importance of Project Stakeholders • Recall that project stakeholders are the people involved in or affected by project activities • Project managers must take time to identify, understand, and manage relationships with all project stakeholders • Using the four frames of organizations can help meet stakeholder needs and expectations

36. Define scope of project Identify stakeholders, decision-makers, and escalation procedures Develop detailed task list (work breakdown structures) Estimate time requirements Develop initial project management flow chart Identify required resources and budget Evaluate project requirements Identify and evaluate risks Prepare contingency plan Identify interdependencies Identify and track critical milestones Participate in project phase review Secure needed resources Manage the change control process Report project status Table 2-2. Fifteen Project Management Job Functions "Building a Foundation for Tomorrow: Skills Standards for Information Technology," Northwest Center for Emerging Technologies, Belleview, WA, 1997

37. Suggested Skills/Competencies for a Project Manager • Communication competencies: listening, persuading, mentoring, coaching, encouraging, visioning • Organizational competencies:planning, goal-setting, analyzing • Team Building competencies: empathy, motivation, esprit de corps • Leadership competencies: sets example, energetic, vision (big picture), delegates, positive • Coping competencies: flexibility, creativity, patience, persistence • Technological competencies: experience, project knowledge • SKILLS VS. COMPETENCIES • Skill in using MS Project • Skill in using estimating tools, risk assessment tools, etc.

38. Leadership by example Visionary Technically competent Decisive Good communicator Good motivator Good negotiator Good problem solver Stands up to upper management when necessary Supports team members Encourages new ideas , etc. Sets bad example Not self-assured Lacks technical expertise Poor communicator Poor motivator Not well organized Unfamiliar with project management basics Table 2-3. Most Significant Characteristics of Effective and Ineffective Project Managers Effective Project Managers Ineffective Project Managers

39. Organizational Culture • Organizational culture is a set of shared assumptions, values, and behaviors that characterize the functioning of an organization • Many experts believe the underlying causes of many companies’ problems are not the structure nor staff, but the….. culture

40. Ten Characteristics of Organizational Culture • Member identity* • Group emphasis* • People focus • Unit integration* • Control *Project work is most successful in an organizational culture where these items are strong/high and other items are balanced. Risk tolerance* Reward criteria* Conflict tolerance* Means-ends orientation Open-systems focus*

41. What kind of Culture do you want to create? • High risk tolerance • High reward system • Strong Member identity • Strong Team emphasis • Low-tolerance for lateness • High Unit Integration • Open-systems Focus

42. Project Management Process Groups • Project management can be viewed as a number of interlinked processes • The project management process groups include • initiating processes (Conceptualizing and Defining) • planning processes (Planning & Budgeting) • executing processes (Executing) • controlling processes (Monitoring & Controlling) • closing processes (Termination & Closure)

43. Figure 2-5. Level of Process Group Activity Over Time

44. Our Five stages—not quite the same as Schwalbe’s processs groups • Conceptualization and Definition -- Initiating • Planning and Budgeting -- Planning • Execution -- Executing • Monitoring and Controlling -- Controlling • Termination and Closure -- Closing

45. Integration and Core Knowledge areas • INTEGRATION • Integration Management • CORE • SCOPE MANAGEMENT • TIME MANAGEMENT • COST MANAGEMENT • QUALITY MANAGEMENT

46. Facilitating knowledge areas • Human Resource Management • Risk Management • Procurement Management • Communications Management • Stakeholder Management

47. Integration Management Processes– 4th Edition • Develop Project Charter • Charter is a formal doc to authorize project • Develop Project Management Plan • Direct and Manage Project Execution • Monitor and Control Project Work • Perform Integrated Change Control • Close Project or Phase

48. Project Scope Management Processes – 4th Edition • Collect Requirements • Define the customers needs • Define Scope • Define a detailed description of project deliverables • Create a WBS • Decompose project work into smaller components • Verify Scope • Review project deliverables to gain formal acceptance by customer • Control Scope • Monitoring and updating the status of deliverables and managing changes to scope baseline

49. Project Time Management Processes – 4th Edition • Define Activities • Sequence Activities • Estimate Activity Resources • Estimate Activity Durations • Develop Schedule • Control Schedule

50. Project Cost Management Processes – 4th Edition • Estimate Costs • Determine Budget • Control Costs