ISM 5316 Project Management

1. ISM 5316Project Management Spring 2002 Introduction

2. Course Structure and Resources • Course Web site • http://ruby.fgcu.edu/courses/cbeise/5316 • Schwalbe text (note Appendices) and CD • Project Management Institute (PMI) BOK • http://www.pmi.org • List of additional resources • E.g.Software Engineering Institute (SEI) http://www.sei.cmu.edu • WebCT

3. Ch 1-2: Learning Objectives You should be able to: • Explain the need for Project Management (PM) • Explain the relationship between PM and organizational change • Compare traditional management to PM structures • Define “project” and explain how projects differ from on-going organizational operations • List and define PM tasks and activities • List skills needed by a Project Manager

4. You should be able to: • List and define the project management knowledge areas • Describe a generic project life cycle and its phases • Distinguish between project organization structures • List and describe project management processes • Summarize the software development (SD) process • Discuss challenges in adapting PM to SD

5. Traditional Organizational Focus • Mass production • Efficiency • Functional organization • specialization to concentrate skills • Hierarchical control • Inflexible • hard to change

6. Organizational Change • Increased competition • Sophisticated, customized products • Faster time-to-market • Globalization • More frequent adapting to change • More flexibility needed • Quality focus

7. Traditional Organization Structures • Hierarchical reporting relationships • Hierarchical communication, coordination • Specialization => efficiency, not flexibility • Pyramid model

8. Pyramid Model Flattening Top Mgt Middle Mgt Operations mgt workers Customers workers Organization Structure Top Mgt Upside Down

9. Project Teams • Diversity of knowledge needed • Cross-functional • Self-directed • Often ad-hoc or temporary • Often distributed (geographically) • Start and end dates

10. Traditional Management Skills Organizing Leading Staffing Controlling Planning

11. Project Management Body of Knowledge Cost Time Integration Communication Coordination People Risk

12. Organizations as Systems • A project takes place within the context of an organization • Organizations are viewed from multiple perspectives: • structure • culture (people and symbols) • politics • All must be considered in managing projects

13. What is a Project? • Performed by people • Constrained by limited resources • Planned, executed, and controlled • Temporary, with a defined start and end • The objective is a unique product or service • progressively elaborated • Has stakeholders with multiple needs

14. Scope: work included and excluded Time: activities, sequencing, estimation, scheduling Cost: budgeting, resource planning Quality: satisfying stated needs and objectives Integration: planning, coordination, change control Communication: storing, retrieving, disseminating project information Risk Management: identifying and responding Procurement Management acquiring external resources Project Management Knowledge Areas • Human Resource Management

15. PM Terms and Definitions • Program • multiple related projects managed and coordinated as a group for increased benefit • Application area: • technology or industry • Deliverable: • tangible, verifiable work product • Fast-tracking: • overlapping project phases • Milestone: • interim checkpoint in project life cycle

16. Project Life Cycle • Defines start and end of project • Divided into phases for control • Each phase has defined work product(s) • Project Life Cycle definitions • feasibility study (may be separate) • what work done in each phase • who should be involved • cyclical risk, staffing, cost

17. Generic Project Life Cycle • Feasibility • Concept • Development • Acquisition • Implementation • Close-out

18. Systems Development Life CycleSDLC • Business Planning • System Analysis • System Design • System Development • System Implementation • Evaluation and Maintenance

19. Variations on SDLC • Waterfall model • linear steps, deliverables after each step • Spiral model • iterative, deliverables after each iteration • Incremental model • progressive development • each increment adds enhancements • (Prototyping: method used in each model)

21. Resources per Phase Intermediate Phases Cost, Staffing Levels Final Phase Initial Phase Time ---------------------->

22. Project manager primary responsibility Customer (users) Performing organization (developers, team) Sponsor financial resources External vs. internal Manage expectations Resolve conflicting objectives Prioritize needs Make customer highest priority Stakeholders

23. Project Organization Structures • Functional • traditional hierarchical management systems • makes project management more difficult • Projectized • derive revenues from projects OR manage operations via projects • systems (financial, etc.) designed for projects • co-located team members (vs. specialization) • Matrix • weak --> strong (functional --> projectized)

24. A Project Process • A Series of actions bringing about a result • Performed by people • Describe and organize work (project process) OR • Specify and create the product (product process) • Project and product processes overlap • Can’t define scope without understanding how product is created or developed

25. Process Group Interactions Initiating Planning Executing Controlling Closing

26. Process Groups • Linked by results they produce • Output of one is input to another • Overlapping activities • Process group interactions go across project phases

27. Process Groups Initiating Planning Executing Controlling Closing

28. Initiating • Commits the organization to begin the next phase of the project • Initiation is repeated at the start of each phase • Business needs are re-examined

29. Process Groups Initiating Planning Executing Controlling Closing

30. Planning Processes • Amount of planning is proportional to scope of project • Core planning processes • scope definition • activity definition, sequencing, documenting • schedule development • resource planning • cost estimating and budgeting

31. Core Processes Interacting Facilitating Processes: Provide Support

32. Facilitating (Supporting)Processes in Planning • Quality: relevant standards • Organizational: • roles, responsibilities, reporting relationships • Staff Acquisition • Communication: stakeholders, needs • Risk: identify, quantify, plan response • Procurement and solicitation planning

33. Process Groups Initiating Planning Executing Controlling Closing

34. Executing Processes • Performing planned activities • Quality assurance • Team development • Information communication • Solicitation and source selection • Contract administration

35. Process Groups Initiating Planning Executing Controlling Closing

36. Controlling Processes • Measure project performance • Identify variances • Adjust plan if needed • Take preventive action • Change control • Schedule, cost, quality control • Performance reporting • Risk response

37. Process Groups Initiating Planning Executing Controlling Closing

38. Closing Processes • Administrative • generate, record, and disseminate information • document what was learned for future use • distribution of leftover resources • re-assignment of project team members • Contract Close-out • contract settlement • resolve open items

39. Project Personnel Skills • Technical • Political • Problem-oriented (vs. discipline-oriented) • Goal-oriented (vs. putting in hours) • Flexibility, adaptability • High self-esteem • can handle failure, risk, uncertainty, unexpected • can share blame and credit

40. PM Characteristics • Leadership: shared commitment • Generalist, facilitator, coordinator • Communicator • Credibility: technical, administrative • Political sensitivity • Conflict: sense, confront, resolve • Can deal with stress, chaos, ambiguity • Planning and follow-through • Ethical dilemmas

41. Software Development (SD) Projects • Software Engineering • application of PM methods to SD • Challenges: • art or science? • time and cost estimation • rapid changes in technology • IT human resources • scarce • costly

42. Object-Oriented (OO) Software Development • Potential benefits: • reusability of software components • faster development of new systems • more flexibility in changing systems (to adapt to organizational change) • Limitations: • new tools and techniques • less experience • more hype

43. Homework • Investigate course resources • Register for WebCT • Forward your eagle mail if needed • Do week 1-2 readings, then take WebCT quiz • Send your classmates an e-mail telling them about yourself: esp. what you could contribute to a team project, at crn10890@eagle.fgcu.edu • Write a 1-2 page narrative explaining the 5 most common reasons for Project Failure. (See “Chaos” reading p. 21.) Due via e-mail Wed. Jan 23 at midnight • Check your e-mail and class Web site daily!