Session 1 Introduction, Fundamentals, Classic Mistakes

Principles of Project Manageme
nt, Fall 2008
1
Software Project Management
Session 1: Introduction, Fundamentals,
Classic Mistakes
Principles of Project Manageme
nt, Fall 2008
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Today
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Course basics, administrative items
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Introductions
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Fundamentals
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Classic Mistakes
Principles of Project Manageme
nt, Fall 2008
3
Syllabus Review
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Grades
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Final Exams: 60%
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Project in group: 30%
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Class participation: 10%
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Sessions
Principles of Project Manageme
nt, Fall 2008
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Textbooks
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“Rapid Development”, Steve McConnell
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“Information Technology Project Management”, Kathy
Schwalbe
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“Rita PMP Exam Prep 2005 fifth edition”, Rita Mulcahy,
PMP.
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“Software Project Management in Practice”, Pankaj Jalote.
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“A Guide to the Project Management Body of
Knowledge (PMBOK® Guide)”, Project Management
Institute, 2000
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PMI – Project Management Institute, www.pmi.org
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Related course “ Software Engineering”.
Principles of Project Manageme
nt, Fall 2008
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The Field
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Jobs: where are they?
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Professional Organizations
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Project Management Institute (PMI) (pmi.org)
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Software Engineering Institute (SEI)
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IEEE Software Engineering Group
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Certifications
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PMI PMP
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The “PMBOK” – PMI Body of Knowledge
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Tools
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MS Project
Principles of Project Manageme
nt, Fall 2008
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The Field Part 2
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Average PM salary $81,000
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Contract rates for PM’s can match techies
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PMI certification adds avg. 14% to salary
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PMI certs, 1993: 1,000; 2002: 40,000
Principles of Project Manageme

nt, Fall 2008
7
Job Fundamentals
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Skills required
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PM Positions and roles
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The process
Principles of Project Manageme
nt, Fall 2008
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Project Management Skills
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Leadership
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Communications
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Problem Solving
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Negotiating
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Influencing the Organization
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Mentoring
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Process and technical expertise
Principles of Project Manageme
nt, Fall 2008
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Project Manager Positions
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Project Administrator / Coordinator
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Assistant Project Manager
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Project Manager / Program Manager
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Executive Program Manager
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V.P. Program Development
Principles of Project Manageme
nt, Fall 2008
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Software Project Management

Management
Project
Management
Software
Project
Management
Principles of Project Manageme
nt, Fall 2008
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PM History in a Nutshell
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Birth of modern PM: Manhattan Project (the
bomb)
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1970’s: military, defense, construction industry
were using PM software
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1990’s: large shift to PM-based models
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1985: TQM
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1990-93: Re-engineering, self-directed teams
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1996-99: Risk mgmt, project offices
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2000: M&A, global projects
Principles of Project Manageme
nt, Fall 2008
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Project Management
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What’s a project?
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PMI definition
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A project is a temporary endeavor undertaken
to create a unique product or service
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Progressively elaborated
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With repetitive elements
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A project manager
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Analogy: conductor, coach, captain
Principles of Project Manageme
nt, Fall 2008
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Characteristics of Projects
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Temporary endeavor
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Unique product or service
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Performed by people
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Constrained by limited resources
- Budget, time, staff
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Planned, executed, and controlled
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Have their own organization
Principles of Project Manageme
nt, Fall 2008
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Core Activities and Project Management
Principles of Project Manageme
nt, Fall 2008
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Project Management
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Definition of Project Management (PM):
Project Management is the application of
knowledge, skills, tools, and techniques to project

activities to meet project requirements.
Principles of Project Manageme
nt, Fall 2008
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Typical Core Activities in IT-Projects
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Design of a graphical user interface
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Installation of a local area network
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Integration test of all system components
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Training of users on a new application
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Implementation of a set of Java classes
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Documentation of design decisions and
code
Principles of Project Manageme
nt, Fall 2008
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Typical Project Management Activities
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Communication with team, clients,
management
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Effort estimations
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Planning activities and assigning resources
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Comparing actual performance to plan
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Risk analysis
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Negotiation with subcontractors
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Staff acquisition
Principles of Project Manageme
nt, Fall 2008
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Project vs. Program Management
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What’s a ‘program’?
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Mostly differences of scale
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Often a number of related projects
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Longer than projects
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Definitions vary
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Ex: Program Manager for MS Word
Principles of Project Manageme
nt, Fall 2008
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Interactions / Stakeholders
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As a PM, who do you interact with?
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Project Stakeholders
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Project sponsor
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Executives
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Team
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Customers
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Contractors
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Functional managers
Principles of Project Manageme
nt, Fall 2008
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PM Tools: Software
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Low-end
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Basic features, tasks management, charting
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MS Excel, Milestones Simplicity
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Mid-market
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Handle larger projects, multiple projects, analysis tools
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MS Project (approx. 50% of market)
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High-end
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Very large projects, specialized needs, enterprise
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AMS Realtime
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Primavera Project Manager
Principles of Project Manageme
nt, Fall 2008
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Tools: Gantt Chart
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Tools: Network Diagram
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nt, Fall 2008
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PMI’s 9 Knowledge Areas
Principles of Project Manageme
nt, Fall 2008
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The Triple Constraint
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nt, Fall 2008
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The Triple Constraint