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IS 556 Project Management

IS 556 Project Management

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IS 556 Project Management

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  1. IS 556 Project Management David A. Lash 630.979.5940 dlash@condor.depaul.edu David Lash

  2. What We Will Cover Today • Course Background and Logistics • What is Project Management? • Software Project Management Issues • Starting A Project Team

  3. What This Course Will Cover • How to handle large and small projects successfully • Industry best practices • Issues that can make a project succeed or fail • Corporate culture • Role of the user

  4. More Of What We Will Cover • Resistance to Technological change • External factors, including vendor relations • Proposals and contracts • Tools and techniques for project estimating and scheduling • Project assessment • Project approaches or models • More ????

  5. Materials • On Time, Within Budget, 3rd Ed, E. M. Bennatan, John Wiley • Software Project Survival Guide, Steve McConnell, Microsoft Press • Recommended • The Fast Forward MBA in Project Management: Quick Tips, Speedy Solutions, and Cutting-Edge Ideas.Eric Verzuh (Author). John Wiley & Sons; 1st edition • Course Web Page - Announcements and can find materials (condor.depaul.edu/~dlash)

  6. Case Studies • Creating a Web Site for Medisys, Ivey 98E011. • Xerox Sales Activity Management, Ivey 99E015. • HCL America, HBS 9-396-030. • Concordia Casting Company, HBS 9-192-151. • Timberjack Parts: Software Selection, HBS 9-398-085. • Vandelay Industries, HBS 9-697-037. • Bank of Ireland, HBS 9-399-012. • BellSouth Enterprises, 9-193-150. • Ford Motor Company, 9-198-006

  7. About the Class • Lecture and discussion format • Discussions revolve around case analysis • Grading is based upon: • Case Study Project - 35% • Case Case Presentation/write-up (10%) and individual case write ups (20%) - 30% • Final Exam - 35%

  8. About Business Cases • A case is . . . • a point in time snapshot of a business or IT related issue, problem or situation. • Cases are meant to . . . • stimulate critical thinking and problem solving skills. • Generally speaking, cases consist of 10-20 pages of text and exhibits. • Cases are generally based upon reality, within certain privacy parameters. • Generally speaking, there is not an established ‘right’ or ‘wrong’ answer for any given case, however minimum expectations exist.

  9. Tips About Cases • Not every detail or exhibit contained in a case may be relevant. • Think big picture - The problems or issues w/i a case may not relate directly to a specific class session. • much more likely to relate to the class/subject matter as a whole. • Every case generally includes an array of business, technical and project management related issues.

  10. Case Write-Ups • Students will work in groups of 2-3 and complete: • Case write-ups: • must review the weekly case and prepare a “write-up” based upon the case. (1-2 pages typed). (Due before class.) • Case Presentation: • Each non-distance group must “present” 1 case to class and lead discussion. • Each distance group must select a case to “specialize” in. Write up for that case would be 4-6 pages. • One or two case readings are assigned for every regular class meeting. • Think and write like a business person, not a student completing a homework assignment! • Write in the third person, as a “trusted advisor” to the main actor or character in a case.

  11. Case Write-Ups • As a general rule each case will contain business, technical and project management related issues. • For instance, consider that: • Any software development (or software package selection and implementation) project poses specific risks to business objectives. • Technical challenges pose specific risks to project objectives and to business objectives. • Resource capabilities (such as staff availability, expertise and productivity) pose specific risks to project objectives.

  12. Case HW Write-Ups • The analysis of each case should specifically focus on identifying the challenges faced by the persons and/or organization contained within the context of this course – the project management dimensions are of primary interest. • But do not forget that: • Every software related project is first and foremost a business related project. • Every software related project is also a technical or engineered solution to a business problem.

  13. Case Write-Ups • One possible approach or strategy for analyzing business cases is to a make a “three pass” review: • Quickly read or skim the case – to familiarize yourself with the case and to perhaps also identify any immediately obvious issues at this point in your analysis and understanding. • Then read the case again, this time searching for and noting specific issues or problems – look for the “red flags”. • Now look at the case again and consider what was not said or discussed in the case that perhaps should/could/would improve upon the chain of events unfolding in the case.

  14. Case Presentations • Each group will lead class in discussion in one case. • Presentation should present: • Basic facts of the case • Technical/business/Project management challenges faced • Lead discussion on next steps/recommendations • Case to present and date will be randomly assigned to each group.

  15. About the Class Project • Class projects represent a challenging way to learn about a particular subject on an in-depth basis. • Student groups are expected to apply their research work in the form of recommendations to solving the issues related to a particularly significant issue or problem and in making substantive recommendations. • Think of the classroom audience as an executive steering committee and the instructoras the executive sponsor of your project.

  16. Class Project Deliverables • Project Write-Up • Consists of 15-25 typed pages • An expanded version of a case write-up • Project Management Documentation • (i.e. C/B analysis, Charter, Schedules, Budgets, Org Chart, Resource Plan, WBS Chart, Status Reports, Issues Log) • PowerPoint Presentation • This is an “executive level overview” of the project write-up • Presentations are limited to 30 minutes per team. At 30 minutes, your time will STOP and will be graded upon what was presented.

  17. Class Project Presentations • Each project team will make a presentation of their research findings to the rest of the class. • The last 2 class meetings of the quarter is devoted to student project presentations. • Each project team will consist of both classroom based and “virtual” team members. The virtual team members are the Distance Learning (DL) students enrolled in this class.

  18. Class Project Topics • These topics selected must be germane to project management or to software development (possibly IT), in general. • Class project teams must be formed by our next class meeting. • Your group must submit your group via: • http://condor.depaul.edu/~dlash/extra/IS556/groups.html

  19. Project Topic Approval • Regardless of what topic is selected, students must obtain instructor approval of the topic selected. • Specific topics will be awarded to project teams on a first requested, first approved basis. • An e-mail topic approval request will suffice. • Submit topic request by fourth class meeting. • Presentations on the last 2 nights of class of the quarter.

  20. DL/COL Students • Requirements for both Physical and Virtual (DL) students are identical in this class. • DL Students must collaborate with physical or classroom-based students to assume a role in and accomplish tasks related to the project. • All students must participate in the group project presentation, if a student cannot be present for the last class meeting, their portion of the presentation must be delivered as a voice over in the PowerPoint.

  21. All Students • All assigned case write-ups for this class are to be submitted electronically for review and grading purposes in the COL/DL web site. • Case write-ups are due on the day class meets. • Late work is subject to a loss of up to 50% of its’ assigned point value.

  22. Questions/Feedback • Problems, Questions or Issues: • E-Mail is the best and quickest way to reach me. • I will create an FAQ page for the class as/if questions arise. I will add to this page any questions and any answers that are germane to the class at large.

  23. Week 1 - What we will learn • What are projects, project management and project managers. • What is so special about software projects • Starting with he project team

  24. What is Project Management? • The planning, organizing, directing and controlling of company resources for a relatively short-term objective that has been established to complete specific goals. (Kerzner - PM A systems Approach To Planning, Scheduling & Controlling - 2001.) • “… the art of directing & coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, costs, time quality and participant satisfaction.” (PMI BOK, 1996) • The application of knowledge, skills, tools & techniques to project activities in order to meet or exceed stakeholder needs and exceptions for a project.(Cleland, PM - Strategic Design & Implementation, 1999.)

  25. What Is A Project? • Any undertaking that has a definite, final objectives representing specified values to be used in the satisfaction of some need or desire. (Ralph Currier Davis) • … simply a cluster of activities that is relatively separate and clear cut. Building a plant, designing a new package, soliciting gifts p $500,000 for a men's dormitory are examples. (Newman - The Process of Management: Strategy, Action, Results, 6th Edition. - Prentice Hall, 1987.) • A project is a sequence of tasks with a beginning and end that are bounded by time, resources and desired results. Baker and Baker. The Complete Idiot’s Guide to Project Management., Alpha Books - 1998.)

  26. What Is A Project? • Focused Activities - Usually has definite start & end times, some specific mission or objective and is usually time and cost bound. • Focused Resources - organize resources to create some product or service that is unique in some way. • Focused Objectives - The activities or steps usually have specific objectives completed within a set of specifications. • Characteristics • Goal directed • Collaborative • Planned • Finite

  27. Different Types of Project • Developing a New Release of Software • Running a political campaign • Building a bridge • Development of Italian High-speed train • Re-engineering a business process. • A military campaign. • Executing a surgical procedure

  28. Which projects for your organization? Strategic Fit T I m e C o s t Project Technical Performance Operational Fit • What will the project cost? • What time is required? • What technical performance capability is needed? • Will the project results fit into the organizational strategies?

  29. What is A Project Manager?Kerzner - Project Management a Systematic Approach • “… responsible for coordinating and integrating activities across multiple, functional lines.” • Needs to have • Strong communication skills • familiar with operations of each line organization • management as well as technical skills • “PM may have increasing responsibility, but very little authority. … can force them to “negotiate” with upper-management as well as functional management for control of company resources.”

  30. More On PM Role …Thomas A. Stewart, The Corporate Jungle Spawns a New Species: The Project Manager”, Fortune, July, 10, 1995, pp 179-180. • Project managers are a class of managers that fill niche that used to be filled by mid-level management Thomas A. Stewart, The Corporate Jungle Spawns a New Species: The Project Manager”, Fortune, July, 10, 1995, pp 179-180. • The role tends to include: • dedicated to delivering project on time within cost and performance specification • Interfaces with people doing actual work (e.g., technologists, construction worker, tactical units, etc) • Setting priorities for project team members without direct line-of-management control • Reporting status to management

  31. More On PM Role … • Project Management is industry independent project managers are not: • The techniques and tools of project management are used in many industries • project managers must • know how to operate in the select business and environment • understand the tasks being accomplished • gain respect of project members • must understand the project management, business management and technical aspects of project being managed

  32. SIGs within The PMI Education & Training Risk Management Environmental Management Service & Outsourcing Financial Services Students of PM Global Communications Technologies Troubled Projects Government Utility Industry Hospitality Management Web Information Systems Women in Project Management International Development Aerospace & Defense Manufacturing Automation Systems Marketing & Sales Automotive Metrics Configuration Management New Product Development Consulting Oil, Gas & Petrochemical Design-Procurement-Construction Pharmaceutical Dispute Management Quality in PM Diversity Real Estate Development E-Business Retail

  33. Software Project Manager Role ... • Ensure software is developed • On time • On budget • Meet requirements • Project Manager • Often does not have direct reports • Often has direct software experience • May or may not make time, budget and requirement commitments.

  34. Role of Software Project Manager • Leadership and Guidance • Technical leadership • Planning • Customer Relations • Client management • Senior management liaison

  35. Possible PM Skill Mix For Example an 8 Person R&D Project Project Management Technical Business

  36. Another Possible PM Skill Mix For example, 70 person Software Development. Project Management Technical Business

  37. Project Management Functions • Project Definition, Project Planning, Project Control . . . • Project Definition - What is being done with who • What is the Project’s Objectives • purpose, • goals and • constraints • What are The Basic Project Management Controls • Who is involved and what are their roles. • What is the “chain of command”.

  38. Project Management Functions • Project Planning - Details of how to meet the goals • What Risks Need to Be Managed • What is the Schedule • How long will this all take?

  39. Project Management Functions • Project Control - How to keep project moving towards its goals. • Progress Management • Communication • Corrective Action

  40. Project Management Functions Definition Planning • Sponsor • Stakeholders • Project Rules • Objectives • Risk Management • Detailed Planning • Scheduling • SOW • Responsibility Matrix • Communication Plan • Charter • Risk Plan • Schedule • Budget • Resource Plan Control • Measure Progress • Communication • Corrective Action • Project Closure Corrective Action

  41. What we will learn • What are projects, project management and project managers. • What is so special about software projects • Starting with the project team

  42. Hi-Technology Projects • Hi-tech projects are much more software-based • Track record for industry is not good. % of project

  43. Project Costs • 1995 US spending on IT projects • $250B • 175,000 projects • $50B on cost overruns • $81B on cancelled projects • But look at a success…

  44. Example of a problem • p 11 NCI Phone Co. • What is wrong here from a project management viewpoint? • Other examples?

  45. Some Software Problems Issues • Requirements • Incomplete • Inflexible • Employment issues • Retaining people • People conflicts • Resource contention • Customer issues • Changing requirements • too demanding • Not available

  46. Software Project Issues Continued • Estimate issues • Cost estimates - hardware, software, resources • Time estimates - External/internal deliverables • Development Process Issues • Poor testing • Bad or no documentation • Lack of change management • Inflexible or poor software design • Difficult software integration

  47. Software Project Issues Continued • Release issues • Missing features • Unnecessary features • Misinterpretation of feature operation • Missing necessary features

  48. More Software Problems • Inability to close projects • Feature / contract disputes • Last minute changes • Testing failure • Staff drift • Lack of rollout planning

  49. Bill of Rights pp.7-8 Customer/project team often conflict and not respect eachothers rights. • Customer Bill of Rights VS Project Team’s • Customer • To set project objects (and have them followed) • To know project length and cost • To make reasonable requirement changes and know costs • To clearly know project status • To hear on-going risk assessment affecting cost, schedule and quality. • To have access to project deliverables

  50. Bill of Rights pp.7-8 • Project Team Bill of Rights • To know project deliverables and to clarify priorities • T o know what project to build and a clear product definition • To have access to customer, manager, marketer or others making decisions about functionality • To work project phases in a technically responsible way (in particular, not start coding too soon.) • To approve effort and schedule estimates (to provide cost/schedule estimates, and revise when requirements change.) • To have status accurately reported. • To be free from frequent interruptions and distractions.