PROJECT MANAGEMENT

1. PROJECT MANAGEMENT

2. Outline • Defining the Project Manager Role • Planning Projects • Managing Risks

3. Software Engineering Roadmap: Management structure - hierarchical, peer,... Risk identification & retirement SPMP Schedule Development process - when to do what phase - document: SPMP Corporate practices Cost estimate Plan project Development phases Analyze requirements Maintain Integrate & test system Design Implement Test units Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

4. Learning Goals • Understand the term “project management” • Learn different ways to organize teams • Identify and manage risks • Create high level project schedules • Estimate costs very early in the life cycle • Create Software Project Management Plan Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

5. UPEDU PM Foci • The UPEDU development process has three mechanisms for tacking the central issues of PM: • Adapting plans to changing project constraints • Managing risk through iterative development • Ensuring progress through use of adequate measurement of: time, cost, capability, and quality

6. Introduction to Project management PM WANTED - Requirements: Technical Organizational People Management Skills

7. Management 101 The four fundamental activities of management: • Planning • Organizing • Controlling • Leading (influencing) http://smallbusiness.chron.com/four-basic-functions-make-up-management-process-23852.html

8. Variables for Project Management cost Target: 100% Target : $70K Can somewhat vary each of these factors capability duration Target : 30 wks Target : 4 defects/Kloc defect density(quality) Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

9. Bullseye Figure for Project Variables cost Target: 100% Target : $70K Actual: $90K Actual: 100% this project capability duration Target : 30 wks Target : 4 defects/Kloc Actual: 20 wks Actual: 1 defect/Kloc defect density Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

10. RoadMap for Project Management 1. Understand project content, scope, & time frame 2. Identify development process (methods, tools, languages, documentation and support) -- section 4 of chapter 1 3. Determine organizational structure (organizational elements involved)-- see section 3 4. Identify managerial process (responsibilities of the participants)-- see section 3 of case study 1 at end of chapter 5. Develop schedule (times at which the work portions are to be performed) -- see section 6 6. Develop staffing plan -- see section 3.5 of case study 1 7. Begin risk management -- see section 4 8. Identify documents to be produced -- see SQAP 4.2 9. Begin process itself -- described in chapters 3-10 Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

11. Managing people “the principal ingredient is people”

12. Project Management Perspectives • Enterprise (Business) Perspective • Effecting the “bottom line” • Management Perspective • “there are no technical failures only management failures” • Get the job done  PM  Keep staff happy • User / Joe Employee Perspective • “we just want management to make our jobs better” • Engineers’ Perspectives • Architecural and design level, implementation level • High quality workmanship, pride

13. Managing Expectations • Managers must have a strong concern for the people they work for and with • They must help people work together • Must be familiar with team building concepts (covered next week) • Must fit personal aspirations to team goals • Communicate expectations affectively • Measurement of project variables is key • Note deviation from plan, take action

14. 3. Options for organizing personnel

15. Optimal Size for Interaction (Approximate) Effectiveness per developer What is the best range of people In a workgroup? Developer communicates regularly with no one. No communication time lost, but developer is too isolated and has no help. 3 Number of people with whom developer must frequently interact Key: = engineer Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

16. Optimal Size for Interaction (Approximate) Effectiveness per developer Approximate optimal range Developer communicates regularly with eleven people. Communication time outweighs benefits of interaction Developer communicates regularly with no one. No communication time lost, but developer is too isolated and has no help. 3 7 Number of people with whom developer must frequently interact Key: = engineer Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

17. Hierarchical Project Management Organizations Smaller Projects: Larger Projects: No separate Marketing dept? No separate QA group? • Subdivide QA into testing, …? • Subdivide Engineering into • system engineering, …? Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

18. Networked Project Management Organizations (A more Organic/Democratic Structure) Ian Corliss Team member Gil Warner Team leader Nel Tremont Team member Team facilitator? Fran Smith Team member Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

19. Peer Organizations for Larger Projects Team of leaders Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

20. Roles versus People

21. Organize a Team One way to ... 1. Select team leader: responsibilities: • ensure all project aspects active • fill all gaps 3. Designate leader roles & document responsibilities team leader: proposes and maintains… SPMP configuration management leader: ... SCMP quality assurance leader: ... SQAP, STP requirements management leader: ... SRS design leader: ... SDD implementation leader: ... code base 2. Leaders’ responsibilities: • propose a strawman artifact (e.g. SRS, design) • seek team enhancement & acceptance • ensure designated artifact maintained & observed • maintain corresponding metrics if applicable 4. Designate a backup for each leader as per One way to ... Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

22. Identifying and managing risks

23. What is a Risk? • What is risk? • Do all projects have risks? • What about software projects?

24. Risk Sources Ordered by Importance (Keil, Cule, Lyytinen, Schmidt) 1. Lack of top management commitment 2. Failure to gain user commitment 3. Misunderstanding of requirements 4. Inadequate user involvement 5. Failure to manage end-user expectations 6. Changing scope and/or objectives 7. Lack of sufficient knowledge/skills

25. What is a Risk? • Two types of project risks • Direct Risk - Can be avoided / controlled • eg. Project member likely to move • Retirement via elimination • eg. job shadowing, replace when necessary • Indirect Risk - Cannot be avoided • eg. Comm. time between NS and BC • Retirement via mitigation (decrease risk as much as possible) • eg. Use client/server arch. to provide some local functionality

26. The Four Risk Activities • Identification – a continual activity • Analysis and Prioritization (see spreadsheet) – RBC = Probability * Impact; RAC = RBC * Cost • Planning – create action plan - to retire or mitigate • Retirement or mitigation – includes tracking and control Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

27. The Risk Management Mindset Identification Retirement 2.“Java skills not high enough.” 2.Retirement by avoidance: Use C++ Project finish Project finish Risk 2 Risk 2 Risk 1 Risk 1 1.Retirement by conquest: Demonstrate image super- imposition 1.“May not be possible to superimpose images adequately.” Project start Project start Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission. Graphics reproduced with permission from Corel.

28. Identify and Retire Risks One way to ... 1.* Each team member spends 10 mins. exploring his or her greatest fears for the project’s success 2.* Each member specifies these risks in concrete language, weights them, writes retirement plans, (see format above) & e-mails to the team leader 3.* Team leader integrates and prioritizes results 4.M Group spends 10 mins. seeking additional risks 5.M Team spends 10 mins. finalizing the risk table • Designates responsible risk retirement engineers 6.** Responsible engineers do risk retirement work 7.M Team reviews risks for 10 mins. at weekly meetings • responsible engineers report progress • team discusses newly perceived risks and adds them *:in advance of first meeting M: at meeting **: between meetings

29. In-Class Exercise • Each group member takes 5 minutes to identify risks to project success • fill in probability, impact, retirememt method and costs on spreadsheet provided • One group member leads all to integrate and rationalize, and add any additional risks • Calculate priority (RBC, RAC) of risks • Rank priorities, determine most important • Suggest methods of retirement or mitigation and assign person responsible for follow-up

30. Creating schedules: High level planning

31. One way to ... Create an Initial Schedule 1. Indicate the deliveables you mustmeet • usually includes delivery date 2. Introduce the milestones you should meet • e.g., begin system testing well before delivery 3. Designate a time at which all requirements frozen The remaining steps depend on the process used. Assume an iterative process. 4. Show first iteration: establishes minimal capability • usually: keep it very modest, even trivial, in capability • benefit: exercises the development process itself 5. Show task of identifying & retiring risks • starting from project inception • Show unassigned time (e.g., week) near middle, consider liberal estimates, add admin tasks/time 7. Complete the schedule Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

32. High Level Task Chart with Fixed Delivery Date:Order of Completion Month 1 Month 2 Month 3 Month 4 Month 5 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 SCMP complete Begin system testing (2) SQAP complete Milestones (1) Delivery SPMP rel. 1 complete (3) Freeze requirements (4) Iteration 1 (6) Iteration 2 Risk identification & retirement (5) Prep. for maintenance * Indicated the order in which the parts of this table were built Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

33. Level Labor Allocation for Fixed Labor Total Month 1 Month 2 Month 3 Month 4 Month 5 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 Milestones Freeze requirements Complete testing Karen vacation Release to production 2 2 2 3 2 2 3 Iteration 1 Hal vacation 4 4 4 3 3 4 4 4 4 4 4 4 Iteration 2 2 2 2 1 1 1 4 To be assigned Risk ID & retire Given team size: 4 4 4 4 4 3 3 4 4 4 4 3 3 4 4 4 4 4 4 4 Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

34. The Software Project Management Plan => UPEDU Software Development Plan

35. IEEE 1058.1-1987 SPMP Table of Contents 3.2 Assumptions, dependencies & constraints 3.3 Risk management 3.4 Monitoring & controlling mechanisms (QA approach) 3.5 Staffing plan 4. Technical process 4.1 Methods, tools & techniques 4.2 Software documentation 4.3 Project support functions 5. Work packages, schedule & budget 5.1 Work packages 5.2 Dependencies 5.3 Resource requirements 5.4 Budget & resource allocation 5.5 Schedule (phases,milestones) 1. Introduction 1.1 Project overview 1.2 Project deliverables 1.3 Evolution of the SPMP 1.4 Reference materials 1.5 Definitions and acronyms 2. Project organization 2.1 Process model 2.2 Organizational structure 2.3 Organizational boundaries and interfaces 2.4 Project responsibilities 3. Managerial process 3.1 Managerial objectives & priorities

36. UPEDU Software Development Plan

37. BONUS MATERIAL FOR PROJECT MEETINGS

38. Plan and Execute Meetings One way to ... 1.* Distribute start time, end time, and agenda with approximate times (important items first) 2.*Ensure “strawman” items prepared 3. Start on time 4. Have someone record action items‡ 5. Have someone track time & prompt members 6. Get agreement on the agenda and timing 7. Watch timing throughout, and end on time • allow exceptions for important discussion • stop excessive discussion; take off line 8. Keep discussion on the subject 9.** E-mail action items & decision summary. * in advance of meeting ‡ actions members must perform ** after meeting Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.

39. Specify Agendas One way to ... 1. Get agreement on agenda & time allocation 2. Get volunteers to … : … record decisions taken and action items … watch time and prompt members (see figure tbd) 3. Report progress on project schedule -- 10 mins 4. Discuss strawman artifact(s) -- x mins 5. Discuss risk retirement -- 10 mins <MORE ITEMS> metrics and process improvement? n. Review action items -- 5 mins Adapted from Software Engineering: An Object-Oriented Perspective by Eric J. Braude (Wiley 2001), with permission.