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Project Management
Session 1: Introduction to Project
Management
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Today
Introduction
Administrative items
Fundamentals
Classic Issues
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Syllabus Review
Grades
Exams
Assignments
Class web site
http://kehk.wordpress.com
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Textbooks
text
Bob Hughes, Mike Cotterell, Software
Project Management, 3
rd
Edition,
McGrawHill
Kathy Schwabe, An Introduction to Project
Management, Course Technology
Recommended reading
All related books, articles, research papers
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Basics
Essential elements of software project
management

Real-world case studies

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Format
Essentials of software project
management
Research readings and writing
Real-world case studies

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Project Manager Positions
V.P. Program Development
Executive Program Manager
Program Manager
Project Administrator
Project Coordinator
Project Manager
Assistant Project Manager
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SPM

Management
Project
Management
Software
Project
Management
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Project Management
Whats a project?
A Project involves getting a new, complex activity
accomplished
Involve new activities, typically involve high level of
uncertainty and risk
Unique
One Time (First Time Activity)
To Achieve Specific Objectives

PMI definition
A project is a temporary endeavor undertaken to create a
unique product or service
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Project Management Skills
Leadership
Communications
Problem Solving
Negotiation Skills
Influencing the Organization
Time Management
Mentoring
Budgeting and cost skills
Process and technical expertise
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Examples of Project
Developing a new Software
Implementing a new Decision Support System
Developing a new office plan/layout
Introducing a new product to the market
Designing an airplane or a supercomputer
Opening a new restaurant
Constructing a bridge, dam, highway, or building
Relocating an office or a factory
Performing major maintenance or repair
Producing or directing a movie

Construction of Egyptian Pyramids
Launching Windows XP, Yukon
Implementing SAP in PIA
Development of US Space Station
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Project as a System
What are Systems?
Systems are collections of interrelated parts
working together to accomplish one or more
objectives
The value of viewing Information System
Project as a system
Total View of the project in light of its intended
purpose is clear
Dimensions of Complexity
Individual, Group, Organization, Multiorganization
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Project Success / Failure
Why Project Fails?
Does not conform to the design
Late
Over Budget
Lack of User Involvement
Lack of top-management support
Unclear Objectives

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Project Critical Success Factors
Project mission
Top management support
Plan/Schedule
Client consultation
Personnel
Technical Tasks
Client acceptance
Monitoring and Feedback
Communication
Troubleshooting


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Interactions / Stakeholders
Project Stakeholders
Project sponsor
Executives
Team
Customers
Contractors
Functional managers
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PMIs 9 Knowledge Areas
Project integration management
Scope
Time
Cost
Quality
Human resource
Communications
Risk
Procurement
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6 basic functions by PMI
1. Manage the projects scope by defining the goal and
work to be done in sufficient details to facilitate
understanding and corrective action, should the need
arise
2. Manage the human resource involved in the project
3. Manage communication to see that the appropriate
parties are informed and have sufficient information to
keep the project on track
4. Manage time by planning and meeting a schedule
5. Manage quality so that the project results are
satisfactory
6. Manage costs so that the project is performed at the
minimum practical cost and with budget, if possible
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Four Project Dimensions
People
Product
Technology
Tools
Management
Structure
Business
Environment
Process
Methods
One solution!
People
Process
Product
Technology
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Some Challenges
Its always a people problem Gerald Weinberg, The Secrets of
Consulting
Developer productivity: 10-to-1 range
- Improvements:
Motivation
Team selection
Team organization
Commitment
Matching people to tasks
Career development
Balance: individual and team
Clear communication
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People-Related Issues
Undermined motivation
Weak personnel
Weak vs. Junior
Uncontrolled problem employees
Heroics
Adding people to a late project
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People-Related Issues Cont
Noisy, crowded offices
Customer-Developer friction
Unrealistic expectations
Politics over substance
Wishful thinking
Lack of effective project sponsorship
Lack of stakeholder buy-in
Lack of user input
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Process-Related Issues
Optimistic schedules
Insufficient risk management
Contractor failure
Insufficient planning
Abandonment of plan under pressure
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Process-Related Issues Cont
Wasted time during fuzzy front end
Shortchanged upstream activities
Inadequate design
Shortchanged quality assurance
Insufficient management controls
Omitting necessary tasks from estimates
Planning to catch-up later
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Product-Related Issues
Requirements gold-plating
Feature creep
Developer gold-plating
Push-me, pull-me negotiation
Research-oriented development
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Technology-Related Issues
Overestimated savings from new tools
and methods
Switching tools in mid-project
Lack of automated source-code control
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Trade-off Triangle
Fast, cheap, good. Choose two.
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Trade-off Triangle
Know which of these are fixed &
variable for every project
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Tracking
Cost, effort, schedule
Planned vs. Actual
How to handle when things go off plan?
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Measurements
To date and projected
Cost
Schedule
Effort
Product features
Alternatives
Earned value analysis
Defect rates
Productivity
Complexity
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Technical Fundamentals
Requirements
Analysis
Design
Construction
Quality Assurance
Deployment
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Project Phases
All projects are divided into phases
All phases together are known as the
Project Life Cycle
Each phase is marked by completion of
Deliverables
Identify the primary software project
phases
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Project Life Cycle
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Major Processes in Project Management
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Project Phases

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Major Components of a
Project
Project Initiation Selection, and Definition
Identification of need
Evaluation of alternatives
Risk assessment
Identification of stakeholders
Project Organization
Developing WBS
Developing project organizational structure
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Major Components of a
Project
Analysis of Activities
Defining the project major tasks
Developing the list of activities
Precedence relationship among activities
Developing Network Model
Identifying milestones
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Major Components of a
Project
Project Scheduling
Development of a calendar
Estimation of activity duration
Estimation of activity performance dates
Monitoring actual progress and milestone
Updating the schedule
Resource Management
Defining resource requirements
Acquisition of resources
Allocation of resources among project activities
Monitoring of actual resource use and cost
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Major Components of a
Project
Technological Management
Identification of technological risks
TQM
Risk Management and Controls
Working on Complexity
Project Budgeting
Estimation of direct and indirect cost
Development of cash flow forecast
Development of budget
Monitoring actual cost
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Major Components of a
Project
Project Execution and Control
Development of data collection and analysis system
Execution of activities
Tracking deviation in cost, configuration, schedule
and quality
Update plan
Forecasting
Project Termination
Evaluation of project success
Recommendation for improvements in PM practices
Post Project Review