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Software Project Management. Session 1: Introduction, Fundamentals, Classic Mistakes. Today. Course basics, administrative items Introductions Fundamentals Classic Mistakes. Syllabus Review. Grades Exams Assignments Project Class participation Sessions Class web site

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software project management

Software Project Management

Session 1: Introduction, Fundamentals, Classic Mistakes

Q7503 Principles of Project Management, Fall 2002

today
Today
  • Course basics, administrative items
  • Introductions
  • Fundamentals
  • Classic Mistakes

Q7503 Principles of Project Management, Fall 2002

syllabus review
Syllabus Review
  • Grades
  • Exams
  • Assignments
  • Project
  • Class participation
  • Sessions
  • Class web site
    • http://www.columbia.edu/~jm2217

Q7503 Principles of Project Management, Fall 2002

textbooks
Textbooks
  • Required texts
    • “Rapid Development”, Steve McConnell
    • “Information Technology Project Management”, Kathy Schwalbe
  • These provide two very different viewpoints
      • In-the-trenches vs. PMI textbook perspective
  • Recommended reading
    • “Quality Software Project Management”, D. Shafer
    • “Software Project Survival Guide”, Steve McConnell
    • “Peopleware”, T. DeMarco and T. Lister

Q7503 Principles of Project Management, Fall 2002

basics
Basics
  • Essential elements of software project management
  • Practical, rapid development focus
  • Real-world case studies
    • And other examples like job interviews
  • Highly interactive
  • Dry as toast?

Q7503 Principles of Project Management, Fall 2002

my background
My Background
  • 20 years, 70 projects
  • Bell Labs, Hughes Aircraft, Solomon, Electronic Arts, MTV, numerous startups
  • Projects of all shapes and sizes
  • Technical questions allowed (after class)

Q7503 Principles of Project Management, Fall 2002

your background
Your Background
  • Name
  • Day Job or Equivalent
  • Final Project
  • Project Management Experience
  • Industry Experience
  • Optional: Expectations & goals from the class

Q7503 Principles of Project Management, Fall 2002

the field
The Field
  • Jobs: where are they?
  • Professional Organizations
    • Project Management Institute (PMI) (pmi.org)
    • Software Engineering Institute (SEI)
    • IEEE Software Engineering Group
  • Certifications
    • PMI PMP
  • The “PMBOK” – PMI Body of Knowledge
  • Tools
    • MS Project

Q7503 Principles of Project Management, Fall 2002

the field part 2
The Field Part 2
  • Average PM salary $81,000
  • Contract rates for PM’s can match techies
  • PMI certification adds avg. 14% to salary
  • PMI certs, 1993: 1,000; 2002: 40,000
  • Other cert: CompTIA Project+
  • Links: See class web site

Q7503 Principles of Project Management, Fall 2002

job fundamentals
Job Fundamentals
  • Skills required
  • PM Positions and roles
  • The process

Q7503 Principles of Project Management, Fall 2002

project management skills
Project Management Skills
  • Leadership
  • Communications
  • Problem Solving
  • Negotiating
  • Influencing the Organization
  • Mentoring
  • Process and technical expertise

Q7503 Principles of Project Management, Fall 2002

project manager positions
Project Manager Positions
  • Project Administrator / Coordinator
  • Assistant Project Manager
  • Project Manager / Program Manager
  • Executive Program Manager
  • V.P. Program Development

Q7503 Principles of Project Management, Fall 2002

software project management1
Software Project Management

Q7503 Principles of Project Management, Fall 2002

pm history in a nutshell
PM History in a Nutshell
  • Birth of modern PM: Manhattan Project (the bomb)
  • 1970’s: military, defense, construction industry were using PM software
  • 1990’s: large shift to PM-based models
    • 1985: TQM
    • 1990-93: Re-engineering, self-directed teams
    • 1996-99: Risk mgmt, project offices
    • 2000: M&A, global projects

Q7503 Principles of Project Management, Fall 2002

project management
Project Management
  • What’s a project?
  • PMI definition
    • A project is a temporary endeavor undertaken to create a unique product or service
  • Progressively elaborated
    • With repetitive elements
  • A project manager
    • Analogy: conductor, coach, captain

Q7503 Principles of Project Management, Fall 2002

project vs program management
Project vs. Program Management
  • What’s a ‘program’?
  • Mostly differences of scale
  • Often a number of related projects
  • Longer than projects
  • Definitions vary
  • Ex: Program Manager for MS Word

Q7503 Principles of Project Management, Fall 2002

interactions stakeholders
Interactions / Stakeholders
  • As a PM, who do you interact with?
  • Project Stakeholders
    • Project sponsor
    • Executives
    • Team
    • Customers
    • Contractors
    • Functional managers

Q7503 Principles of Project Management, Fall 2002

pm tools software
PM Tools: Software
  • Low-end
    • Basic features, tasks management, charting
    • MS Excel, Milestones Simplicity
  • Mid-market
    • Handle larger projects, multiple projects, analysis tools
    • MS Project (approx. 50% of market)
  • High-end
    • Very large projects, specialized needs, enterprise
    • AMS Realtime
    • Primavera Project Manager

Q7503 Principles of Project Management, Fall 2002

tools gantt chart
Tools: Gantt Chart

Q7503 Principles of Project Management, Fall 2002

tools network diagram
Tools: Network Diagram

Q7503 Principles of Project Management, Fall 2002

pmi s 9 knowledge areas
PMI’s 9 Knowledge Areas
  • Project integration management
  • Scope
  • Time
  • Cost
  • Quality
  • Human resource
  • Communications
  • Risk
  • Procurement

Q7503 Principles of Project Management, Fall 2002

first principles
First Principles
  • One size does not fit all
  • Patterns and Anti-Patterns
  • Spectrums
    • Project types
    • Sizes
    • Formality and rigor

Q7503 Principles of Project Management, Fall 2002

why rapid development
Why Rapid Development
  • Faster delivery
  • Reduced risk
  • Increased visibility to customer
  • Don’t forsake quality

Q7503 Principles of Project Management, Fall 2002

strategy
Strategy
  • Classic Mistake Avoidance
  • Development Fundamentals
  • Risk Management
  • Schedule-Oriented Practices

Q7503 Principles of Project Management, Fall 2002

four project dimensions
Four Project Dimensions
  • People
  • Process
  • Product
  • Technology

Q7503 Principles of Project Management, Fall 2002

trade off triangle
Trade-off Triangle
  • Fast, cheap, good. Choose two.

Q7503 Principles of Project Management, Fall 2002

trade off triangle1
Trade-off Triangle
  • Know which of these are fixed & variable for every project

Q7503 Principles of Project Management, Fall 2002

people
People
  • “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting”
  • Developer productivity: 10-to-1 range
  • Improvements:
    • Team selection
    • Team organization
    • Motivation

Q7503 Principles of Project Management, Fall 2002

people 2
People 2
  • Other success factors
    • Matching people to tasks
    • Career development
    • Balance: individual and team
    • Clear communication

Q7503 Principles of Project Management, Fall 2002

process
Process
  • Is process stifling?
  • 2 Types: Management & Technical
  • Development fundamentals
  • Quality assurance
  • Risk management
  • Lifecycle planning
  • Avoid abuse by neglect

Q7503 Principles of Project Management, Fall 2002

process 2
Process 2
  • Customer orientation
  • Process maturity improvement
  • Rework avoidance

Q7503 Principles of Project Management, Fall 2002

product
Product
  • The “tangible” dimension
  • Product size management
  • Product characteristics and requirements
  • Feature creep management

Q7503 Principles of Project Management, Fall 2002

technology
Technology
  • Often the least important dimension
  • Language and tool selection
  • Value and cost of reuse

Q7503 Principles of Project Management, Fall 2002

planning
Planning
  • Determine requirements
  • Determine resources
  • Select lifecycle model
  • Determine product features strategy

Q7503 Principles of Project Management, Fall 2002

tracking
Tracking
  • Cost, effort, schedule
  • Planned vs. Actual
  • How to handle when things go off plan?

Q7503 Principles of Project Management, Fall 2002

measurements
Measurements
  • To date and projected
    • Cost
    • Schedule
    • Effort
    • Product features
  • Alternatives
    • Earned value analysis
    • Defect rates
    • Productivity (ex: SLOC)
    • Complexity (ex: function points)

Q7503 Principles of Project Management, Fall 2002

technical fundamentals
Technical Fundamentals
  • Requirements
  • Analysis
  • Design
  • Construction
  • Quality Assurance
  • Deployment

Q7503 Principles of Project Management, Fall 2002

project phases
Project Phases
  • All projects are divided into phases
  • All phases together are known as the Project Life Cycle
  • Each phase is marked by completion of Deliverables
  • Identify the primary software project phases

Q7503 Principles of Project Management, Fall 2002

lifecycle relationships
Lifecycle Relationships

Q7503 Principles of Project Management, Fall 2002

seven core project phases
Seven Core Project Phases

Q7503 Principles of Project Management, Fall 2002

project phases a k a
Project Phases A.K.A.

Q7503 Principles of Project Management, Fall 2002

phases variation
Phases Variation

Q7503 Principles of Project Management, Fall 2002

36 classic mistakes
36 Classic Mistakes
  • McConnell’s Anti-Patterns
  • Seductive Appeal
  • Types
    • People-Related
    • Process-Related
    • Product-Related
    • Technology-Related
  • Gilligan’s Island

Q7503 Principles of Project Management, Fall 2002

people related mistakes part 1
People-Related Mistakes Part 1
  • Undermined motivation
  • Weak personnel
    • Weak vs. Junior
  • Uncontrolled problem employees
  • Heroics
  • Adding people to a late project

Q7503 Principles of Project Management, Fall 2002

people related mistakes part 2
People-Related Mistakes Part 2
  • Noisy, crowded offices
  • Customer-Developer friction
  • Unrealistic expectations
  • Politics over substance
  • Wishful thinking

Q7503 Principles of Project Management, Fall 2002

people related mistakes part 3
People-Related Mistakes Part 3
  • Lack of effective project sponsorship
  • Lack of stakeholder buy-in
  • Lack of user input

Q7503 Principles of Project Management, Fall 2002

process related mistakes part 1
Process-Related Mistakes Part 1
  • Optimistic schedules
  • Insufficient risk management
  • Contractor failure
  • Insufficient planning
  • Abandonment of plan under pressure

Q7503 Principles of Project Management, Fall 2002

process related mistakes part 2
Process-Related Mistakes Part 2
  • Wasted time during fuzzy front end
  • Shortchanged upstream activities
  • Inadequate design
  • Shortchanged quality assurance

Q7503 Principles of Project Management, Fall 2002

process related mistakes part 3
Process-Related Mistakes Part 3
  • Insufficient management controls
  • Frequent convergence
  • Omitting necessary tasks from estimates
  • Planning to catch-up later
  • Code-like-hell programming

Q7503 Principles of Project Management, Fall 2002

product related mistakes
Product-Related Mistakes
  • Requirements gold-plating
    • Gilding the lily
  • Feature creep
  • Developer gold-plating
    • Beware the pet project
  • Push-me, pull-me negotiation
  • Research-oriented development

Q7503 Principles of Project Management, Fall 2002

technology related mistakes
Technology-Related Mistakes
  • Silver-bullet syndrome
  • Overestimated savings from new tools and methods
    • Fad warning
  • Switching tools in mid-project
  • Lack of automated source-code control

Q7503 Principles of Project Management, Fall 2002

reading
Reading
  • McConnell: Chapters 1-4
    • We covered most of Ch 3 today
  • Schwalbe: chapters 1-2, 11 (344-345)

Q7503 Principles of Project Management, Fall 2002

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