Understanding Software Project Management PMI fundamentals, Project Selection, Initial documents doc

Planning and Managing Software Projects 2011-12

Class 3

Understanding Software
Project Management
PMI fundamentals, Project Selection, Initial documents
Emanuele Della Valle



Credits

2

§  This slides are largely based on Prof. John Musser
class notes on Principles of Software Project
Management
§  Original slides are available at
/>§  Reuse and republish permission was granted

Planning and Managing Software Projects – Emanuele Della Valle


Today
Đ PMI Fundamentals and Processes
Đ Project Selection
Đ Initial documents

ã Statement of Work (SOW)
•  Project Charter

Planning and Managing Software Projects – Emanuele Della Valle

3


Class 1 and 2 Review
§  Project and Program
§  The field (more today and later)
§  4 Project Dimensions
–  People, process, product, technology

§  Rapid Development Strategy
–  Avoid classic mistakes, development fundamentals, risk
management, schedule-oriented practices

§  Trade-off Triangle
§  Process. One size not fit all.
§  Phases (more today and next week)
§  36 Classic Mistakes

Planning and Managing Software Projects – Emanuele Della Valle

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Class 1 and 2 Review

Trade-off Triangle
§  Know which of these are fixed & variable for every

project

Planning and Managing Software Projects – Emanuele Della Valle

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Class 1 and 2 Review

Project Phases A.K.A.
§ 

Planning and Managing Software Projects – Emanuele Della Valle

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Introduction to class 3

Project Success Rates

7

§  The 2001 Standish Group Report Showed Decided
Improvement in IT Project Success Rates From the
1995
• 
• 
• 
• 

• 

Time overruns: decreased to 63% compared to 222%
Cost overruns were down to 45% compared to 189%
Required features were up to 67% compared to 61%
78,000 U.S. projects were successful vs. to 28,000
28% of IT projects succeeded compared to 16%

Đ Why the Improvements?
ã
ã
ã
ã

Avg. cost reduced by half
Better tools for monitoring and control
More skilled PM s, more process, more user involvement
And The fact that there are processes is significant in
itself.

Planning and Managing Software Projects – Emanuele Della Valle


Introduction to class 3

Why Do Projects Succeed?

1/2

§  How to identify a projects success potential

Đ What metrics could you look at?
ã Project size
•  Project duration
•  Project team size

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Introduction to class 3

Why Do Projects Succeed?

2/2

§  Executive support
§  User involvement
§  Experience project manager
§  Clear business objectives
§  Minimized scope
§  Standard software infrastructure
§  Firm basic requirements
§  Formal methodology
§  Reliable estimates
Standish Group CHAOS 2001: A Recipe for Success

Planning and Managing Software Projects – Emanuele Della Valle

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Introduction to class 3 - Why Do Projects Succeed?

Why Executive Support?
Đ Top management can help to:
ã Secure adequate resources
ã Get approval for unique project needs in a timely
manner
•  Receive cooperation from people throughout the
organization
•  Provide leadership guidance

Planning and Managing Software Projects – Emanuele Della Valle

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Introduction to class 3 - Why Do Projects Succeed?

Stakeholder Triad
1. Function Representative
•  The business person
•  Or SME: Subject Matter Expert

2. Executive Sponsor
•  Project s visionary & champion
•  Also the General , Fall Guy [1], and Minesweeper
•  Not the PM, Santa Claus , or the Tech Guy

3. Project Manager
•  The Linchpin [2]
•  Must be multi-lingual

[1] />[2] />Planning and Managing Software Projects – Emanuele Della Valle

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Introduction to class 3

15 PM Job Functions
§  Define scope of project
§  Identify stakeholders,
decision-makers, and
escalation procedures
§ 
§ 
§ 
§ 
§ 

12

§  Identify and evaluate
risks
§  Prepare contingency plan

§  Identify
interdependencies

Develop detailed task list
(work breakdown
§  Identify and track critical
structures)
milestones
Estimate time
§  Participate in project
requirements
phase review
Develop initial project
§  Secure needed resources
management flow chart
§  Manage the change
Identify required
control process
resources and budget
§  Report project status
Evaluate project
requirements

[source: Northwest Center for Emerging Technologies, "Building a Foundation for
Tomorrow: Skills Standards for Information Technology,"Belleview, WA, 1999]
Planning and Managing Software Projects – Emanuele Della Valle


PMI

PMBOK

13

§  Available on-line

/>
§  Structures PM by
A.  Processes
B.  Knowledge Areas

§  Processes. 2 types

1.  PM processes: describing and organizing the work of the
project
2.  Product-oriented processes: specifying and building the
project s product

Planning and Managing Software Projects – Emanuele Della Valle


PMI

PMI Framework

14

Source: Project Management Institute

Planning and Managing Software Projects – Emanuele Della Valle


PMI

PMI s 9 Knowledge Areas
§  Project integration management
§  Scope
§  Time
§  Cost
§  Quality
§  Human resource
§  Communications
§  Risk
§  Procurement

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PMI

The 5 PMI Process Groups
§ 

Project are composed of process

§ 

Process Groups
1. 
2. 
3. 

4. 
5. 

§ 

§ 

Initiating
Planning
Executing
Controlling
Closing

Each process is described by:

• 
• 
• 

Inputs
Tools & Techniques
Outputs

Note: process are repeated in each each phase

Planning and Managing Software Projects – Emanuele Della Valle

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PMI

Process & Phases

17

Source: Project Management Institute

Planning and Managing Software Projects – Emanuele Della Valle


PMI

Process Links

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PMI

Phase Interactions

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§ 
Design Phase
Initiating
Processes

Planning
Processes

Controlling
Processes

Implementation Phase
Executing
Processes

Closing
Processes

Initiating
Processes

Planning
Processes

Controlling
Processes

Closing
Processes

Planning and Managing Software Projects – Emanuele Della Valle

Executing
Processes

PMI

Initiating Process, e.g. Software Concept Phase

Đ Inputs
ã
ã
ã
ã

Product Description
Strategic plan
Selection Criteria
Historical
Information

Planning and Managing Software Projects Emanuele Della Valle

Đ Outputs
ã
ã
ã
ã

Charter
Manager assigned
Constraints
Assumptions

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PMI

Planning Process, e.g. Software Concept Phase

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•  Devising and maintaining a workable scheme to
accomplish the business need that the phase
was undertaken to address
§  Scope Planning

§  Risk Planning

§  Scope Definition

§  Schedule Development

§  Activity Definition

§  Quality Planning

§  Activity Sequencing

§  Communications Planning

§  Activity Duration

Estimating

§  Staff Acquisition

§  Organization Planning

§  Resource Planning

§  Procurement Planning

§  Cost Estimating

§  Project Plan Development

§  Cost Budgeting
Planning and Managing Software Projects – Emanuele Della Valle


PMI

Executing Process, e.g. mid of the project
•  Coordinating people and other resources to carry
out the plan
§  Plan Execution

§  Information Distribution

§  Scope Verification

§  Solicitation

§  Quality Assurance

§  Source Selection

§  Team Development

§  Contract Administration

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PMI

Controlling Process, e.g. mid of the project
•  Ensuring that pahse objectives are met by
monitoring and measuring progress and taking
corrective measures when necessary
§  Overall Change Control

§  Performance Reporting

§  Scope Change Control

§  Risk Response Control

§  Schedule Control
§  Cost Control

§  Quality Control

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PMI

Closing Process, e.g. end of the project

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§  Formalizing acceptance of the phase and bringing it to
an orderly end
•  Administrative Closure
•  Contract Close-out

Planning and Managing Software Projects – Emanuele Della Valle


PMI

PMI Knowledge Areas
§ 

Planning and Managing Software Projects – Emanuele Della Valle

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