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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