Integrated software p roject fundamentals in project management
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Integrated Software P roject Fundamentals in project management. Jean-Louis Binot. 1. Objectives of this session. 2. IT Applications and IT Projects. 3. Challenges of IT Projects. 4. 5. Organizing an IT project. Project Management & deliverables. Agenda. Objectives of this session.

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Integrated software p roject fundamentals in project management

Integrated Software ProjectFundamentals in project management

Jean-Louis Binot

Fundamentals in project management


Agenda

1

Objectives of this session

2

IT Applications and IT Projects

3

Challenges of IT Projects

4

5

Organizing an IT project

Project Management & deliverables

Agenda

Fundamentals in project management


Objectives of this session

Objectives of this session

  • Explain why project management is important for Information Technology

  • Present the role of project manager and the fundamentals of project management

  • Explain the requirements of this course in terms of project management

  • Introduce project management templates which will be used in the course

Fundamentals in project management


Agenda1

1

Objectives of this session

2

IT Applications and IT Projects

3

Challenges of IT Projects

4

5

Organizing an IT project

Project Management & deliverables

Agenda

Fundamentals in project management


Why project management

Why Project Management ?

In a company, IT supports the business through IT applications and IT services

  • Implementation of a new IT application, or rolling out of IT services, is done through ITprojects

  • IT projects are difficult to execute, and require a specific discipline to succeed: Project Management

  • Project management is a management activity, which can involve large teams and budget. The role of project managermay be part of a typical IT career path

Fundamentals in project management


An it application

An IT Application

  • Is a computer software designed to help the user to perform specific tasks

  • Automates business processes in order to produce business benefits, in four possible categories:

    • Increase sales and hence revenues

    • Reduce costs and hence increase profits

    • Increase quality of product / service & customer satisfaction

    • Ensure compliance to regulations

  • Needs to store, retrieve, and process data in order to achieve that automation

    • and thus typically involves some form of database

Fundamentals in project management


Example of a large it project vehicle order mgt

Logistic routes

Car sale + ETA

Example of a large IT project: Vehicle order mgt

Sales person

Sales person

Customer

Customer

Customer

Order

Factory

New built

Benefits: reduce costs &increase customer satisfaction

From stock

ERP (Enterprise Ressources Planning)orders, car status over Europe, car allocation to orderroute optimization, ETA calculation…

  • Challenges

  • Project size (300 M€, 30 countries)- Performance: < 2 secs in Europe

  • Interface with ERP system

  • Accurate ETA

  • Complexity of algorithms

  • Data accuracy, availability- Customisation

Production planning

Factory Stocks

Hub

Distributor

Vendor

Fundamentals in project management


It applications support the business

IT applications support the business

All important IT application issues will have business impacts

  • Application availability matters (must “keep the lights on”)

    • Challenge both for application teams and for operational management

  • Application performance matters

    • Delays have business impact

  • Respecting deadlines matters

    • Many deadlines are “business critical”: they can’t be moved without impact

  • Data accuracy matters

    • Impact of data errors goes from inconvenience to critical liability

  • Application reliability matters

    • Bugs have business consequences

Some of these criteria are important for your application as well

Fundamentals in project management


Agenda2

1

Objectives of this session

2

IT Applications and IT Projects

3

Challenges of IT Projects

4

5

Organizing an IT project

Project Management & deliverables

Agenda

Fundamentals in project management


It added value in the enterprise a maturity model

IT added value in the enterprise : a maturity model

The added value of IT depends on itscapacity to support the business

Transactional

Incompetent

IT acts as “order taker” fulfilling requirements specified by businessIT only focuses on technology and operational efficiency

IT is not even able to execute on business requests

Partner

IT interacts with business to understand and specify business requirementsIT may recommend alternate solutions

Consultative

IT understands both business and technology issuesIT is proactive in recommending solutions for competitive advantage

Is there a missing level ?

Strategic leader

IT is viewed as a strategic leader within the enterpriseIT is a partner in the planning and execution of the business strategy

Fundamentals in project management


The difficulty of delivering it projects

The difficulty of delivering IT projects

The Standish group (IT project management research and consulting firm) delivers each year a “Chaos report” surveying project success rate

The first report (1995) was a landmark:

  • 16% success

  • 31% failure

  • 51% challenged

How many projects realy succeed ?

Fundamentals in project management


More recent standish data 2012

More recent Standish data (2012)

Slight improvement in project success rate, but still many failures

Better results with agile methodologies for small projects

Fundamentals in project management


Why so many project failures

Why so many project failures ?

  • Requirement issues

  • Architectural or technical mistakes

  • Lack of organization or discipline

  • Difficulty of integrating / managing all aspects

  • Difficulty of managing consensus within team

  • Difficulty of managing consensus between stakeholders

  • Competition for scarce budget and resources

  • Management pressures

  • Psychology and politics

You will face at least part of these challenges

Fundamentals in project management


Consequences on application life cycle

Consequences on application life cycle

  • Because IT projects are difficult and costly, application renewal is slow. Applications tend to exist for a long time (e.g. 2 y project, 15/20 y maintenance !)

  • The highest cost comes from maintenance, hence the importance of quality

  • In most cases, after a few years, the original developers are no longer around

A typical application lifecycle, with defect rate evolution

Fundamentals in project management


Agenda3

1

Objectives of this session

2

IT Applications and IT Projects

3

Challenges of IT Projects

4

5

Organizing an IT project

Project Management & deliverables

Agenda

Fundamentals in project management


What is a project

What is a project ?

  • A project is a temporary endeavor undertaken to create a unique product or service (PMI)

    • Temporary: it has a definite start and a definitive end

    • Unique: it is not repetitive (not production nor maintenance)

  • A project has three main dimensions

    • Time (respect of deadline / schedule)

    • Cost (respect of budget, which can be “fixed price”)

    • Quality (of the delivered product / outcome)

  • A project involves many additional domains, such as

    • Scope, human resources, communication, risks, procurement, integration…

Fundamentals in project management


The project life cycle a typical view

The project life cycle (a typicalview)

Go /No Go

PROPOSE

CONTRACT

PROJECTINITIATE

PROJECTEXECUTE

PROJECTCLOSE

IDENTIFY

& QUALIFY

Y

Y

Go/No Go

N

N

PROJECT DEFINITION PHASE

PROJECT DELIVERY CYCLE

Project selection- which projects include in yearly plan (portfolio)?- for IT provider: whichbids to work on ?

  • Opportunity profile

  • Business case

  • Risk analysis

Project definition

  • Updated business case

  • Technical solution

  • High level plan

  • Project costs estimate

  • Updated risk analysis

Selection of supplier & contracting

  • Milestones

  • Specific clauses

  • Subcontracts

  • Updated risks

  • Updated financials

  • Project organization

  • Project governance internal, client, subs

  • Handover from opportunity phase

  • Project Baselines scope, schedule, cost

  • Staffing

  • Follow-up cycle

  • Schedule / plan

  • Estimates

  • Quality

  • Staffing

  • Skills & coaching

  • Scope mgt

  • Customer mgt

  • Risks & counter

  • Financials

  • Closing internal, client, subs

  • Organizational learning

Fundamentals in project management


Project definition phase

Project Definition Phase

  • Project Opportunity

    • Is the project motivated by business needs / strategy ?

    • Are there enough business benefits generated by its outcome ?

  • Feasibility

    • Have we identified a high level technical solution, schedule, costs, and risks ?

    • Are these acceptable / manageable ?

  • ROI

    • Is the Return On Investment acceptable given business needs?

      In this case the project definition phase has been done by the academic team(cf. document “Engagement pédagogique”)

Fundamentals in project management


The project life cycle

The scope of this Integrated software project

covers the Project Delivery phase(with a limited set of deliverables)

The project life cycle ./.

Go /No Go

PROPOSE

CONTRACT

PROJECTINITIATE

PROJECTEXECUTE

PROJECTCLOSE

IDENTIFY

& QUALIFY

Y

Y

Go/No Go

N

N

PROJECT DEFINITION PHASE

PROJECT DELIVERY CYCLE

Project selection- which projects include in yearly plan (portfolio)?- for IT provider: whichbids to work on ?

  • Opportunity profile

  • Business case

  • Risk analysis

Project definition

  • Updated business case

  • Technical solution

  • High level plan

  • Project costs estimate

  • Updated risk analysis

Selection of supplier & contracting

  • Milestones

  • Specific clauses

  • Subcontracts

  • Updated risks

  • Updated financials

  • Project organization

  • Project governance internal, client, subs

  • Handover from opportunity phase

  • Project Baselines scope, schedule, cost

  • Staffing

  • Follow-up cycle

  • Schedule / plan

  • Estimates

  • Quality

  • Staffing

  • Skills & coaching

  • Scope mgt

  • Customer mgt

  • Risks & counter

  • Financials

  • Closing internal, client, subs

  • Organizational learning

Fundamentals in project management


P roject delivery phase integrated sotfware project

Project delivery phase: Integrated sotfwareproject

Project deliveryfollows a systematic

delivery cycle

Project tracking

Consistent approach to reduce mistakes and increase efficiency (standards, templates, coaching)

  • Start in orderly fashion

  • Avoid cost leakage

  • Avoid costly mistakes

Approval based on accurate estimates

Project proposal

Project initialization

Project

office

Student teams

Project execution

Delivery control

Delivery coach

OrganizationalLearning cycle

Project review cycle

Project closing

Deliver on time, on budget, with quality

Improve efficiency

(estimates, reuse, KPIs…)

Orderly close projectPresent results

Reflect on lessons learned

Fundamentals in project management


How to structure the project delivery phase

How to structure the project delivery phase ?

Several types of IT projects

  • Application development

  • Application Rollout / Service rollout

  • ERP (Enterprise Resource Planning)

  • Consulting

  • For application development, at least two approaches

  • Classical approach (planning & control)

  • Agile methodologies

    We will follow the classical approach, to highlight project management tasks

Fundamentals in project management


How to structure the project delivery phase1

How to structure the projectdelivery phase ? ./.

Case of an IT application development project

RequirementsFunctional analysis Architecture

Functional, integration, performance, stress, regression testing

CustomerAcceptance

DevelopmentUnit testing(coding)

Warranty

Which % of project efforts is typically used by coding ?

20%

35%

25/30%

5/10%

10%

Efforts

Init meeting

Internal gateway

Internal gateway

Customer gateway

To be added: Project mgt 15%; contingency >= 10% linked to risks; quality 2-3 %

  • Coding is only 1/3 of a project activity

  • There are challenges at every stage

  • A good project has gateways (go / no go points)

Fundamentals in project management


Calendar and phases integrated software project

Calendar and phases: Integrated software project

  • Phase structure and duration is indicative. Project teams may adjust them.

  • Final deadline and dates of reviews are fixed.

  • Final project defense will occur in April.

Fundamentals in project management


Challenges by phase requirement analysis

Challenges by phase: requirement analysis

Old joke, still true

  • Customer may have only a high level view of his needs and be unclear

  • He is often not IT/process literate

  • But he has to accept system and pay bill

    Challenges for IT project

  • Elucidate requirements (first in NL)

  • Detect incompleteness, inconsistency, risks

  • Formalize functional requirements and data

  • Obtain sign-off in reasonable time frame

Fundamentals in project management


R equirement analysis integrated software project

Requirement analysis: Integrated software project

  • You are given requirements, gathered from real users for a needed application

  • They have been collected and written with care; however:

    • Like all initial requirements, they are written in natural language, not formally specified

    • They may be incomplete

    • There may be inconsistencies

    • There may be ambiguities

    • Some requirements may require more expensive solutions and may lead to design compromizes

  • Your first task is thus to analyze, understand and clarify the requirementsto produce a reasonable functional & non functional Requirements deliverable

    • Try to structure requirements in a meaningful functional description facilitating design & coding

Fundamentals in project management


Challenges by phase architecture design

Challenges by phase: architecture & design

  • Functional specifications state what the proposed system is to do, whereas architecture & design is about how the system is to be constructed.

  • This seminar being about project management, the topic will not be covered here

  • Some obvious advices:

    • Do not rush into coding without some reasonable system architecture and data design

    • Pay attention to how you can possibly divide that work among the team

    • Once again, it will provide a sounder basis to divide coding efforts and integrating results

Fundamentals in project management


Challenges by phase coding

Challenges by phase: coding

  • Coding is subject to competing constraints

    • Highest cost comes from maintenance, and applications are long-lived; typically original developers are no longer around => need for software quality

    • To be competitive, the project must meet deadline and cost targets=> need for speed and efficiency

  • Typical industry requirements for the coding activity

    • Reuse (libraries of routines, frameworks) Coding must be teamwork

    • Quality (correctness if possible, but also testing)

    • Standards (documentation, naming conventions…) allowing maintenance

Fundamentals in project management


Coding integrated software project

Coding: Integrated software project

  • Like in any IT project, youwillneed to balance efforts:

    • You are expected to deliver a running application by final deadline

    • This application willbeassessed and needs to have sufficientquality

  • As you are working as a team, codingtasksneeded to beshared:

    • Fairly (everybody must support his/hershare)

    • Adequately, in order to allowindividualwork to progresswithouttoomanydependencies on separate modules, whichcanthenbeintegratedtogether

  • The document « Coding style » (course Projet de Programmation, INFO0030, BAC Sciences Info) is an appropriatereference for coding standards in C

Fundamentals in project management


Challenges by phase testing

Challenges by phase: testing

  • Testing should be documented (test plans, test results)

  • Unit tests are typically a developer’s responsibility

  • Other tests are ideally done by other people

  • Acceptance test criteria should be agreed before you start coding

The classical “V” of testing

Fundamentals in project management


Testing integrated software project

Testing: Integrated software project

You may not have the time and the resources to implement a full testing strategy as described in the previous slide. However you should at least foresee

There are no official acceptance tests this year. The application will be assessed on its quality. To reach sufficient quality:

  • Unit tests are strongly recommended

    • They are performed by each developer on his/her own code

    • They do not necessarily need to be documented but are part of individual discipline

    • Some quality control (i.e. peer review) may be organized

  • Final tests checking the functional and system aspects of your resulting application are mandatory

    • They need to be documented

Fundamentals in project management


Evaluating your resulting application

Evaluating your resulting application

All important IT application issues will have business impacts

  • Application availability matters (must “keep the lights on”)

    • Your application should be able to run without any frequents interruptions

  • Application performance matters

    • Your application should have reasonable performance

  • Respecting deadlines matters

    • Your application must be delivered by the deadline

  • Data accuracy matters

    • Data loaded in your application must be correct

  • Application reliability matters

    • Your application should be as far as possible free of bugs

Fundamentals in project management


Agenda4

Agenda

1

Objectives of this session

2

IT Applications and IT Projects

3

Challenges of IT Projects

4

5

Organizing your IT project

Project Management & deliverables

Fundamentals in project management


Role of the project manager

In this Integrated software project

The role of project manager will berotated by phase to all (4) team members

Role of the Project Manager

  • Project : The mission of Project Manager is to deliver the result of the project

    • On time

    • Within budget

    • With quality

  • Manager: The Project Manager is not a content expert nor an administrator. His job is to manage the project

    • Planning

    • Assigning tasks, delegating

    • Monitoring and controlling

    • Assessing risks, making decisions, anticipating

    • Leading and motivating a team

    • Communicating and negotiating

Fundamentals in project management


Project management standards

Project Management standards

  • Standards provide methods, templates… to assist the project manager in properly managing a project

  • Several important international standards exist, a.w.

    • PMI: Project Management Institute (publishes the PMBOK: Project Management Book of Knowledge)

    • Prince 2 (PRojects IN Controlled Environments)initially developed for the British government, now recognized as an international standard

  • They also provide certification of project managers

Fundamentals in project management


P roject manager deliverables in the delivery cycle initialisation

Project manager deliverables in the delivery cycle: Initialisation

Project tracking

Consistent approach to reduce mistakes and increase efficiency (standards, templates, coaching)

  • Start in orderly fashion

  • Avoid cost leakage

  • Avoid costly mistakes

Approval based on accurate estimates

Project proposal

Project initialization

Project

office

Student teams

Project execution

Delivery control

Delivery coach

OrganizationalLearning cycle

Project review cycle

Project closing

Deliver on time, on budget, with quality

Improve efficiency

(estimates, reuse, KPIs…)

Orderly close projectPresent results

Reflect on lessons learned

Fundamentals in project management


Activities deliverables initialization phase

Activities & deliverables : initialization phase

Activities

  • Clarify and manage project objectives (scope, deadline, budget, assumptions, etc.)

  • Define project organization

  • Break down the project into tasks, assign them, monitor performance, detect deviations and take counter-measures

  • Manage project costs against budget, make forecast of cost evolution, detect deviations and take counter-measures

  • Clarify and confirm user requirements

Deliverables (mandatory in red)

  • Project charter/ Project statement

    included in Project Statement

    Project plan (initial plan = baseline; may be included in Project Statement)

    Project costs (initial cost plan = baseline; may be included in Project Statement)

  • Final requirements document

ProjectManager

Team

Fundamentals in project management


Project statement typical agenda

Project Statement– typical agenda

A template is provided

The project charter summarizes initial mission of the Project Manager and is his first important deliverable

  • Project purpose and business justification

  • Specific objectives of the project

  • Background and stakeholders (key people having stake in / decision on the results)

  • Project scope: in scope, out of scope

  • Project schedule, including main deliverables with their milestones

  • Project budget

  • Communication plan (including reviews, steering committee)

  • High level risk management plan (risks & counter-actions)

Fundamentals in project management


Project organisation typical roles

Project Organisation – typical roles

In your case:

  • Small team

  • 3 roles:

    • Project Manager

    • Project Officer

    • Team Member

  • Project Manager & Project Office roles need to rotate to all team members

    • This is part of your project organisation

  • Team members are assigned to tasks as you see fit

    • Pr Manager and Pr Officer are also team members !

Fundamentals in project management


Project planning

Project planning

Whatis a project plan ?

  • PMI: a formal, approved document used to guide both project execution and project control…which document approved scope, cost, and schedule baselines

    • The Project Charter refers to the document that the project sponsor and project manager use to agree on the initial vision of the project (scope, baseline, resources, objectives...) at a high level.

    • The project management plan is the document that the project manager builds to describe in more details the planning of the project and its organization

  • PRINCE2: a statement of how and when a project's objectives are to be achieved, by showing the major products, milestones, activities and resources required on the project

Fundamentals in project management


A note on project control psyhological challenges

A note on project control psyhological challenges

Many (maybe all) people have a natural resistance against control:

  • « I do not need control, I know what I am doing »

  • « You do not trust me »

  • « Your control is costing me time »

  • Team spirit, motivation, autonomy, delegation ARE important

  • However, in addition to these, a project MUST be controlled or it will likely fail

  • Control should be willingly accepted by all team members, including the project manager, as part of a common team discipline

    • Project control needs to be done in a positive way whenever possible: understand how tasks are progressing, identify issues, but also try to provide support or find alternate solutions

    • Project control is not about doing the job of the other person in his/her place

    • Project control is not the same as quality control (which may also happen)

  • Fundamentals in project management


    Project planning how is it done

    Project Planning: how isitdone ?

    • The purpose of a project plan is to exercise control on your project, by telling

      • a) where you had planned to be, b) where you are and c) what is the deviation between the two

      • In order to detect issues and take corrective actions to bring your project back on track

    • To do that your plan needs to be sufficiently detailed to give visibility and control

      • Typically it should use tasks of a few days elapsed or a few man-days

    • To measure deviations you need two versions of the plan

      • The initial plan (baseline) cannot be changed once established. Often limited to high level milestones

      • The actual plan status includes as many task details as appropriate

    • The plan needs to be refined after the requirement analysis phase

    • The choice of tool to maintain the plan is not the most important issue

    Fundamentals in project management


    Integrated software p roject fundamentals in project management

    A simple plan in Powerpoint (consulting project, 1 team member)

    • Activities and deliverables

    • Assessment of existing statusDeliverable: status report (Powerpoint)

    • Definition of improvement planDeliverable: action plan (Powerpoint)

    Efforts (consultant)

    In real-life fixed price projects a contingency would be added.

    Planning

    Action plan definition

    Implementation

    Assessment

    27/03action plan draft

    13/03assessment draft

    20/03

    31/03

    21/02

    Action plan reviewwith Executive Committee

    Assessment review

    Kick-off

    Fundamentals in project management


    A reasonably simple plan in excel 4 team members

    A reasonably simple plan in Excel (4 team members)

    THIS IS ONLY AN EXAMPLE

    Fundamentals in project management


    A more complex schedule in ms project

    A more complex schedule in MS Project

    Fundamentals in project management


    Integrated software project input for planning

    Integrated software project: input for planning

    • A project plan should include a schedule view and a resource view

    • Think about how you break the work, especially for analysis and architecture

    • A good architecture makes it easier to divide work for coding and testing

    • Requirements analysis requires another type of breakdownThink about organizing them in categories, brainstorming sessions,clarification sessions with users

    • In brainstorming sessions do not forget to appoint one or several note takers.It could be the project officer, but not necessarily.

    • A basic template is provided. Other free templates & tools exist on the web

    Fundamentals in project management


    Estimating key points

    Estimating: key points

    • Estimating is used to:

      • Define the initial size / budget of the project

      • Build your project plan, by allocating realistic efforts to task

      • Track progress and costs (both are linked)

    • The purpose of cost tracking is to exercise control on your budget/efforts by telling

      • a) how much budget you still have, b) how much you will spend, c) what is the difference

      • In order to detect issues and take corrective actions to bring your project back on track

    • To answer that question the Project Manager needs two views of its budget

      • The initial budget or baseline, which cannot be changed by the project manager himself.

      • The actual cost Estimate At Completion (EAC): the current estimate of what the total cost will be

    • Estimating requires to break down the project into tasks, and count efforts

      • Size of the tasks must be small enough to do that, but not too small (e.g. a few man-days)

    • Estimates should be refined after requirements and after analysis/architecture.

    Fundamentals in project management


    Example of estimating method partial

    Use Case Points (Schneider & Winters, 2001)

    Based on Universal Modeling (UML) approach;distinguishes actors, use cases

    Use Case Points = Total * corrective factors (technology, experience)

    Efforts= Use Case Points * Effort Rate (e.g. 20 mh / point)

    Example of estimating method (partial)

    Fundamentals in project management


    Cost control and financial indicators

    Cost Control and Financial indicators

    EAC

    At each review, the PrMgrre-evaluates the Estimate to Complete (ETC) based on plan and status.What is still needed is not simply budget minus actual costs.

    BAC

    ETC

    Budget

    Variance

    CR

    InitialBudget

    ACWP(recognized

    revenue)

    Cost

    Variance

    WIP

    ACWP/EAC =% completion

    Billed

    Earned

    Value = BAC * % completion

    Budget

    Actuals

    Billing

    Fundamentals in project management


    Main financial indicators

    Main Financial Indicators

    • BACBudget At Completion

    • BCWSBudgeted Cost of Work Scheduled

    • ACWPActual Cost of Work Performed

    • ETCEstimate To Complete

    • EACEstimate At Completion

    • PCPercentage complete (ACWP/EAC)

    • BCWPBudgeted Cost of Work Performed -Earned Value(can be estimated as BAC*PC)

    • BVBudget Variance (BAC-EAC)

    • SVSchedule Variance

    • CVCost Variance (BCWP-ACWP)

    Fundamentals in project management


    Reviewing estimates basic example

    Reviewing estimates – basic example

    Planning Baseline and status

    Action plan definition

    Implementation

    Assessment

    27/03action plan draft

    13/03assessment draft

    20/03

    31/03

    21/02

    Actual status 22/3

    Budget baseline and status

    Schedule variance: 7 days (assessment completion estimate: 22/03 + 5 = 27/03)Budget variance: 9 person-daysEarned value (pd rate 1000 euro): 72%*15=10.8 person/days or 10800 euro

    Fundamentals in project management


    Estimating i ntegrated software project

    Estimating: Integrated software project

    • You can’t challenge the budget (300 h per person)

    • You can’t challenge the deadline

    • Estimation still need to be done to

      • Allocate efforts to tasks and build an appropriate project plan

      • Track efforts, detect deviations and take counter-measures

        To track efforts, each team member must keep track of how much effort is spent on each task

      • Be able to explain budget deviation at end of project

    Fundamentals in project management


    P roject manager deliverables in the delivery cycle execution

    Project manager deliverables in the delivery cycle: Execution

    Project tracking

    Consistent approach to reduce mistakes and increase efficiency (standards, templates, coaching)

    • Start in orderly fashion

    • Avoid cost leakage

    • Avoid costly mistakes

    Approval based on accurate estimates

    Project proposal

    Project initialization

    Project

    office

    Student teams

    Project execution

    Delivery control

    Delivery coach

    OrganizationalLearning cycle

    Project review cycle

    At each cycle (at least monthly):

    - review status and risks

    - reassess planning and estimates

    Project closing

    Deliver on time, on budget, with quality

    Improve efficiency

    (estimates, reuse, KPIs…)

    Orderly close projectPresent results

    Reflect on lessons learned

    Fundamentals in project management


    A ctivities deliverables execution phase

    Activities & deliverables : execution phase

    Activities

    • Assign tasks, monitor project plan and performances, detect deviations and take counter-measures

    • Manage project costs against budget, make forecast of cost evolution, detect deviations and take counter-measures

    • Periodically report on project status (in project review)

    • Identify risks and issues and take counter-measures

    • Implement and follow-up needed actions

    • Realise functional analysis and architecture

    • Realise coding

    Deliverables (mandatory in red)

    • Project plan (actual status)

    • Project costs (actual status)

    • Project status report

    • Risks & issues status register

    • Tracking of decisions and actions (action list, minutes of meetings …)

    • Functional & architecture document(s)

    • Application code

    ProjectManager

    ProjectOfficer

    Team

    Fundamentals in project management


    What is a project review

    Whatis a projectreview ?

    A template is provided

    A Project Review is a meeting between the project team and the delivery coach, where

    • The whole team attends and may contribute

    • The project manager presents and explains the Project Status Reportthat he has prepared with support of the team

    • The project manager brings also any other useful document, such as the current Project Plan, details of project costs, drafts of deliverables, etc.

    • Each point of the Project Status Report may be the opportunity of questions, clarification, advise, request for actions or modifications for next review…

    • The meeting is an exchange of information, and also an opportunity for the project to bring up issues and receive assistance and coaching

    Fundamentals in project management


    P roject manager deliverables in the delivery cycle closing

    Project manager deliverables in the delivery cycle: Closing

    Project tracking

    Consistent approach to reduce mistakes and increase efficiency (standards, templates, coaching)

    • Start in orderly fashion

    • Avoid cost leakage

    • Avoid costly mistakes

    Approval based on accurate estimates

    Project proposal

    Project initialization

    Project

    office

    Student teams

    Project execution

    Delivery control

    Delivery coach

    OrganizationalLearning cycle

    Project review cycle

    At each cycle (at least monthly):

    - review status and risks

    - reassess planning and estimates

    Project closing

    Deliver on time, on budget, with quality

    Improve efficiency

    (estimates, reuse, KPIs…)

    Orderly close projectPresent results

    Reflect on lessons learned

    Fundamentals in project management


    A ctivities deliverables closing phase

    Activities & deliverables : closing phase

    Activities

    • Make sure all tasks are properly done, summarize project results (deliverables, schedule, cost), reflect on lessons learned

    • Deliver application, with evidence of (acceptance) testing

    • Present final project results to stakeholders, management, steering commitee

    Deliverables (mandatory in red)

    • Project completion report

    • Working application softwarewith test results

    • Final defense

    Team (PMcoordinates)

    Team

    Team

    Fundamentals in project management


    Phases roles and deliverables

    Phases, roles and deliverables

    • Responsibility does not mean “doing alone”. Team members are expected to contribute their input

    Project Management


    What does it take to be a good project manager

    What does it take to be a good project manager ?

    According to survey by ESI International of project managers following their training

    • Inspires a Shared Vision

    • Good Communicator

    • Integrity

    • Enthusiasm

    • Empathy

    • Competence

    • Ability to Delegate Tasks

    • Cool Under Pressure

    • Team-Building Skills

    • Problem Solving Skills

    • I would add:

    • Anticipation

    • Strength of character

    Fundamentals in project management


    Conclusion

    Conclusion

    • Project Management is a management role

      • not a leading content / expert one

      • not an administrative one

    • As such it is well suited for IT engineers

    • This project should offer each of you the opportunity to experience it

    • Do not hesitate to request advice

    • Best success to all of you

    Fundamentals in project management


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