Software Project Management (SPM)

Lectures 2 & 3
Programme Management

Dr. Daniel Keret

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Reading Assignment
Software Project Management, Bob Hughes and Mike Cotterell, McGraw-Hill, 3rd Edition. Chapters 2

A Guide to the Project Management Body of Knowledge, PMI Publications, 3rd Edition, 2004 Chapter 4

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Software Project Management

Goals What We Try To Avoid Software Project Manager Competencies Project Management Knowledge Areas Project Management Integration
Initiating Planning Executing Monitoring & Control Change Control Closing
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Software Project Management

Goals
Planning, Organizing, Staffing, Directing, Monitoring, Controlling, Innovating, Representing.

Activities
Feasibility Study, Planning, Project Execution (Requirement Analysis, Specifications, Coding, Implementation/Installation, Maintenance/Support)

Challenges Specific for Software Projects

Invisibility, Complexity, Non Consistency, Flexibility

What We Try To Avoid

Management View: POOR estimates, Plans, Quality Standards and Measures, Guidance, Decision Making, Role Definition, Progress Tracking, Success Criteria Project Team View: POOR Specification, Understanding IT Role, Application/Business Knowledge, Standards, Documentation, Late Deliveries, Communication, Duplicate Work Control, Technical Expertise, Changing Requirements, Changing Software Environment, Quality Control, Hand-On Management, Training, Deadline Setup.

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Software Project Management 3Ps: Product-Project-People

Competencies of Software Project Manager

Product: Reviews Criteria, Process Standards, Product Requirements and Customer Environment, Evaluation of Alternative Approaches, Managing Requirements, Managing Subcontractors, Assess Difficulties Risks Cost and Schedule, Select Methods and Tools, Tailor Processes and Standards, Master Software Development Cycle. Project: Build Work Breakdown Structure (WBS), Identify Key Components, Cost Estimate, Effort Estimate, Managing Risks, Monitor Development, Create Schedule and Key Milestones, Select Progress Monitoring Metrics, Project Management Tools, Track Compliance of all the project teams, Monitor Progress.

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Software Project Management

People: Evaluate Performance, HR legal issues, Effective meeting, Interaction and Communication, Leadership and Coaching, Managing Changes, Conflict Resolution and Negotiations Skills, Planning Careers, Presenting Skills, Recruiting, Selecting Highly Competence Team, Teambuilding

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Project Management Knowledge Areas

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Programme Management/Project Integration Management (in red PMIs 7 Project Integration Management Processes)

Initiating
Project charter Preliminary scope statement

Planning
Project Evaluation Technical Planning and Approach Selection Software Prototyping. Project Stakeholders, Life Cycle and Organizational Influence. Project Management Plan

Monitor and Control Project Execution Monitor and Control Project Work Change Control Close Project
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Project Charter

The Document That Formally Authorizes the Project. Issued by the project sponsor that can authorize the needed funding. Link the project to the ongoing activities of the organization. The Project Charter Will Follow:
Need Assessment, Feasibility Study, Preliminary Plan Selection Criteria ( Cost Benefit, Scoring Model Etc.) Expert Judgment ( Consultants, Professional and Technical Associations, Stakeholders, Etc.) Selection of Project Management Information System and Management Methodology Existing Process Methods in the Organization Enterprise Factors ( HR, Infrastructure, Company Culture, Etc.)

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Preliminary Scope Statement

Main Topics
Characteristics and Boundaries of the project Associated Products and Services. Methods of Acceptance Scope/Change Control

Detailed Content
Objectives, Requirements(functional, Quality, resource), Characteristics, Deliverables Acceptance Criteria, Constrains, Assumptions, Risks Organization, Milestones, WBS(work breakdown structure), Initial Cost Estimate Management Tools, Approval Requirements

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Project Evaluation

Objectives
Select Project against STRATEGIC, TECHNICAL and ECONOMIC criteria. Use Cost Benefit Techniques to choose a project among other projects proposals. Evaluate risks and strategies to minimize potential costs.

Cost: Development, Setup, Operational Benefits: Direct, Assessable Indirect, Intangible

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Cost Benefit Analysis Methods

Cash Flow Forecasting (to secure funding) Net Profit Payback Period Return On Investment (ROI) - (Average annual profit/total investment*100) Net Present Value (NPV)
NPV = sum(PV) PV(t) = value in year t/(1+r) exp(t)

Internal Rate of Return (IRR) The percentage discount that will zero the NPV
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year income expenditure cash flow net profit payback period average annual profit total investment ROI NPV (10%) IRR
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0 0 50 -50 -50

1 0 100 -100 -150

2 50 20 30 -120

3 100 10 90 -30

4 300 10 290 260

5 350 10 340 600 4 years 120 200 60 220 30%

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Risk Evaluation

Identification and Ranking (importance, likelihood) Risk and NPV ( add risk factor to the discount rate) Risk Profile Analysis (change the risk factor and recalculate the costs. Evaluate the the sensitivity to the change. Focus on highly sensitive risks) Decision Trees Evaluate alternatives by multiply the probability of occurrence by expected cost to evaluate expected value.
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Technical Planning and Approach Selection

Technology Planning:
Object Oriented, Structured Programming, Application Builder, Automated Testing Tools, Etc. Parameters to consider: Data/Process Oriented, Standard Operating Environment (SOE), Product/Application Specific, Etc

Approach Selection:
Structured (e.g. OO) VS Rapid Application Development (e.g. Prototyping) Process Model: Waterfall VS V-Process VS Spiral Model Incremental Delivery

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Spiral Software Development Model

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Software Prototyping.

Classification: Throw-away, Evolutionary Advantages: Clarification of Partially Documented Requirements, Improve Communication, Improve Users Involvement, Reduce Needs for Documentation, Increase competence and Reduce Inconsistencies, Rapid Development Tool,Reductions of Changes Requirements during development Disadvantages: Additional Expense, Implies Development One Site, May weaken standards and control, Misunderstanding the role of prototyping by the users.
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Project Stakeholders, Life Cycle and Organizational Influence.

Stakeholders Individuals and Organizations that are actively Involves in the Project, Their Interests may be Effected by the Project or Influence the Project Objectives and Outcomes. Positive and Negative Stakeholders Key Stakeholders Project Manager, Customer/User, Performing Organizations, Project Team Members, Project Management Team, Sponsor(provide budget), Influencers, Project Management Office (PMO)

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Life Cycle
, .

2102/22/4

91

Stakeholders Influence Over Time

Value

influence of stakeholder cost of changes

time

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Project Management Plan

Actions necessary to define, integrate, and coordinate all subsidiary plans into the overall project plan. Define Change Control procedures, Key Management Reviews and Open Issues Resolution, Communication Technique among Stakeholders.

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Monitor and Control Project Execution

Perform activities and Spend funds to accomplish project objectives Train and manage team members Vendors selection and Management Implement Methods and Procedures Obtain and Manage Resources Create, Control and Verify Project Deliverables Manage Risks Manage Changes Report Project Status (cost, schedule, technical and quality progress, forecasting) Implement Improvement Activities and Lessons Learned.
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Monitor and Control Project Work

Compare actual project performance against project plan Monitor risks and appropriate actions needed. Monitor and Document On Going Project Products and Documentation Maintain Information Base in order to Provide Project Status Report, Progress Measurements and Forecasting Update Cost and Schedule Information Monitor Implementation of Approve Change Requests
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Change Control

Verify implementation of approved changes Review and Approve requested Changes Manage the Flow of Change Requests Control and Update the Cost , Budget, Schedule, Staffing and Quality Requirements based upon the Approved Changes. Coordinate Changes Across the Entire Project Document the Impacts Configuration Management Tools with Change Control:
Evaluation of the Value and Effectiveness of the Requested Changes. Communicate All Changes to Stakeholders Identify and Consider The Impact of Each Change to the Project

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Close Project

Administrative Procedure:
Stakeholders Approval Verify that the project met all the requirements and all the deliverables was provided and accepted. Completion and Exit Criteria have been met.

Contract Closure Procedures:

Formally Close all contractual obligations and activities

Final acceptance
Formal acceptance and handover of final product/service

Closure Documentations
Formal Acceptance Document Updates Project Files Project Closure Document (Completion, Transfer or Termination Reasons) Historical Information (Lessons Learned, Update Corporate Knowledge Repository for use in future projects)

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