lect02.ppt

SE 477
Software and Systems Project Management
Dennis Mumaugh, Instructor
dmumaugh@depaul.edu
Office: CDM, Room 428
Office Hours: Wednesday, 4:00 – 5:30
January 11, 2017 SE 477: Lecture 2 1 of 105

Administrivia
 Comments and feedback
 PDF version of the Virtual case file exists here
<http://condor.depaul.edu/dmumaugh/readings/handouts/SE477/FBI-
VCF.pdf>.
 See HW1 write-up and reading list for more VCF links, some were dead.
 Tips for students
(http://condor.depaul.edu/dmumaugh/common/Tips_for_Non-
CDM_Students.pdf)
 Mail
 Mailing list is enabled and active
 Access to tools [See notes or class web page for more info]:
 MicroSoft Project is accessible for students as part of the MSDNAA
for DePaul students. There is an entry on the MyCDM page under
resources.
 ProjectLibre is accessible for both Windows and Macintosh

Team Project
 Team Project
 Project is to develop a Recreation and Wellness Intranet Project.
 Write a Project Plan for the project (Wellness Intranet)
 Initial Phase Project Document (combines elements of Project
Charter and Preliminary Project Scope Statement)
 Project Plan
» Goals and milestones
» Deliverables
» Schedule, tasks and activities
» Costs and estimations
 Size limit: 25 pages maximum!
 You will be graded on participation and contributions. A peer review will
be used to determine this.

Project
 Spend some time organizing and establishing a schedule:
 Need to have a means to meet – Skype, Google hangout, ???
 Set regular meetings,
 Have rules for email responding
 Build a mini Project Plan for your team
» Set Goals and milestones for the team
» Decide on Deliverables
» Plan Schedule, tasks and activities
 Get organized and start planning

Team Project
 I have assigned teams and set up groups.
 I have formed teams of four and five people; Teams are mixed with
each having least one Distance Learning student and one in-class
student.
 Each team has been assigned a group.
 Each group has a “locker” for storing and share documents.
 There is a suggested template for the Project Plan/Report:
http://condor.depaul.edu/dmumaugh/se477/handouts/ProjectPlanTemplate.d
oc
 I will announce teams this weekend.
 Look at the paper
 How to lose in SE 477

Project
 Team assignments will be posted on D2L > Course
Documents
 Team Project assignment is on D2L > Assignments
 Team Project Report template on D2L > Course
Documents and on class web site (assignments page)
 Use template provided or adapt it as desired.

SE 477 – Class 2
 Software Project Management
 Software project management overview
» Project managers
 Project and System Development Life Cycles I
 The Project Lifecycle
 An Overview of Systems Development Life Cycle Methodologies
» Sequential Methodologies
» Iterative/Evolutionary Methodologies
» Agile Methodologies
» Selecting a Systems Development Methodology
 Integrating Evolutionary Project Methodologies
 5,000 foot view of PM processes

SE 477 – Class 2
 Software Project Management
 Project organization
» Putting a process in place
» Software process
» Phases for software project management
 Project management tools
Reading:
 PMBOK-SWE Ch. 2, 3 Intro, 3.5, 3.6, 3.7
 Scrum Primer (all)
 Other texts on Reading List page

Thought for the day
I am going to give you one advice about Project
Management … Projects Are About Humans.
Now Deal With That!

Last time
 Roadmap for Software Project Management;
 Fundamentals;
 4 Project Dimensions
 People, process, product, technology
 Software Process or What is a project?
 Project characteristics;
 Trade-off Triangle
 36 Classic Mistakes

The Growth of Project
Management as a Profession

PM History in a Nutshell
 Birth of modern PM: Manhattan Project (the bomb)
 1970's: military, defense, construction industry
were using PM software
 1990's: large shift to PM-based models
 1985: TQM – Total Quality Management
 1990-93: Re-engineering, self-directed teams
 1996-99: Risk mgmt, project offices
 2000: M&A, global projects

Project Managers
 Growing demand for software project managers
 Organizations have become customer-driven.
 Organizations have evolved from function to process
structures.
 Organizations are using task forces more frequently.
 Organizations have become more project-oriented.
 From the organization perspective, project managers are
needed to:
 Gain market share
 Be first to market
 Stay profitable
 Maintain Quality

Project Managers
 Project Managers are mainly responsible for all issues
related to the software project; issues may vary depending
on the project scale, some of the common issues are:
 Schedule
 Budget
 Quality
 Delivery of products
 Locking in resources
 Bottom line, as a project manager you will notice that most
of your time is consumed chasing and collecting the status
of project tasks.

The Field
 Jobs: where are they?
 Professional Organizations
 Project Management Institute (PMI) (pmi.org)
» The Project Management Institute (PMI) is an
international professional society for project managers
founded in 1969
 Software Engineering Institute (SEI)
 IEEE Software Engineering Group
 Tools
 MS Project

PMI & the PMP certification
 The Project Management Institute (PMI: http://www.pmi.org/) is the
leading organization in advancing the project management profession
 Certifications
 PMI PMP
 The “PMBOK” – PMI Body of Knowledge
 PMI has more than 450,000 (as of 2013) members in 185 countries
 Provides support in:
 Education and training—seminars, program certification
 Professional development and networking—Global Congresses
 Professional standards and certification—standards for project-
related activities (the PMBOK, scheduling, portfolios)
 The Project Management Professional (PMP) certification is amongst
the most valuable certifications in the IT field

The Field Part 2
 Average Entry Level PM salary $69,000
 In San Jose, an Entry Level Project Manager can make
$88,568, which is 20.9% higher than the national median.
 The median annual Program Manager salary is $120,195,
as of March 24, 2016, with a range usually between
$103,414-$138,009.
 Contract rates for PM's can match techies
 PMI certification adds avg. 14% to salary
 PMI certificates, 1993: 1,000; 2002: 40,000; 2017: 450,000

The Project Manager
The Role of the Project Manager
Job descriptions vary, but most include responsibilities like
planning, scheduling, coordinating, and working with people
to achieve project goals
Remember that 97% of successful projects were led by
experienced project managers, who can often help influence
success factors
Skills for Project Managers
Project managers need a wide variety of skills
They should:
 Be comfortable with change
 Understand the organizations they work in and with
 Be able to lead teams to accomplish project goals

Competencies for Project Managers
1. People skills
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
11. Negotiating
12. Influencing the Organization
13. Mentoring
14. Process and technical expertise

Software Project Management
Fundamentals

Formal Project Management
Advantages of Using Formal Project
Management
 Better control of financial, physical, and human resources
 Improved customer relations
 Shorter development times
 Lower costs
 Higher quality and increased reliability
 Higher profit margins
 Improved productivity
 Better internal coordination
 Higher worker morale (less stress)
 Less “death marches”
 Less overworked personnel

What Helps Projects Succeed?*
1. Executive support
2. User involvement
3. Experienced project
manager
4. Clear business
objectives
5. Minimized scope
6. Standard software
infrastructure
7. Firm basic
requirements
8. Formal methodology
9. Reliable estimates
10.Other criteria, such
as small milestones,
proper planning,
competent staff, and
ownership
*The Standish Group, “Extreme CHAOS,” (2001).

Conventional Software Management Performance
Barry Boehm's “Industrial Software Metrics Top 10 List”:
 Finding and fixing a software problem after delivery costs
100 times more than finding and fixing the problem in early
design phases
 You can compress software development schedules 25%,
but no more
 For every $1 you spend on development, you will spend $2
on maintenance
 Software development and maintenance costs are primarily
a function of source lines of code.
 Variations among people account for the biggest difference
in software productivity; hire good people to succeed.

Conventional Software Management Performance
Barry Boehm's “Industrial Software Metrics Top 10 List”:
 The overall ratio of software to hardware costs is still
growing.
 Only about 15% of software development effort is devoted
to programming
 Software systems and products typically cost 3 times as
much per SLOC as individual software programs. Software
system products (system of systems) costs 9 times as much
 Walkthroughs catch 60% of the errors
 80% of the contributions comes from 20% of the
contributors.

First Principles
 One size does not fit all
 Spectrums
 Project types
 Sizes
 Formality and rigor

Strategy
Hope is not a strategy.
So what is our strategy?
 Classic Mistake Avoidance
 Development Fundamentals
 Risk Management
 Schedule-Oriented Practices

PMI's 9 Knowledge Areas
 Project integration management
 Scope
 Time
 Cost
 Quality
 Human resource
 Communications
 Risk
 Procurement

Project Management Framework

What is a project life cycle?
 The project life cycle is a collection of sequential or
overlapping project phases
 The phases divide the project into logical blocks of
related activities
 This division into phases simplifies management,
planning, and control
 Phases within the project are defined by technical
information transfer or technical component hand-off
 Example: Inception and elaboration phases in the Unified
Process
 Example: Releases in Agile life cycles

Phases
 The completion and approval of one or more deliverables
(defined as measurable, verifiable work products) defines
the endpoint of a project phase
 Different phases can have different relationships among
themselves, even within the same project
 Sequential relationship. A phase starts only when the previous
phase is complete
 Overlapping relationship. A new phase can be planned and started
before the previous phase is complete
 This class focuses on sequential phases with iterative and
incremental or adaptive sub-phases

PMBOK project life cycles
 In a predictive life cycle:
 Product and deliverables are defined at the beginning of the project
 Changes to scope are carefully–and restrictively–managed
 In an iterative and incremental life cycle:
 Project phases repeat one or more project activities, taking
advantage of increased understanding of the product
 Each phase (and each iteration within a phase) successively adds to
the functionality of the product
 Scope is usually well-defined early in the project life cycle, but can
be changed with relatively low overhead as project proceeds
 In an adaptive life cycle [Agile]:
 Product is developed over multiple phases, each with several
iterations
 Detailed scope is defined for each phase only as the phase begins

IT project life cycles
 IT projects have two concurrent life cycles:
 Project life cycle (PLC) encompasses all activities of project,
including the System/Software Development Life Cycle (SDLC)
 PLC is directed toward achieving project requirements
 SDLC is directed toward achieving product requirements
 Both life cycle models are needed to manage an IT project
 PLC alone will not adequately address system development
concerns
 SDLC alone will not adequately address business and product
integration concerns
 Effective integration of the two life cycle models is essential to
improving the likelihood of project success
 In effect, the PLC and the SDLC should be so closely
interwoven that they need not be distinguished from each
other

 Consists of a number of generally sequential phases
 Phases are defined by technical information transfer or technical
component hand-off
 Cost and staffing levels vary as a function of time according to the
following qualitative schematic diagram:

 Risk of failure is greatest at start of project when the level of
uncertainty is highest
 Stakeholder influence over project product decreases as
project continues
 Project life cycles define:
 Technical work to be done in each phase
 When deliverables are to be generated in each phase
 How each deliverable is reviewed, verified, and validated
 Who is involved in each phase
 How to control each phase
 How to approve each phase

Phases in project life cycle
 The completion and approval of one or more deliverables (measurable,
verifiable work product) defines a project phase
 In iterative systems development, new phase can be started without
closing the previous phase
 A phase can be closed without initiating subsequent phase

Project & product life cycles

The systems development lifecycle
 “The systems development life cycle (SDLC) is the process
of understanding how an information system (IS) can
support business needs by designing a system, building it,
and delivering it to users”*
 A methodology is a formalized approach to implementing
the SDLC
 What differentiates one methodology from another:
 The specific activities that must be performed
 When, how, and how often the activities are performed
 Who performs the activities
 The amount of emphasis placed on an activity at a specific point in
time
* Dennis, Alan (2012-05-01). Systems Analysis and Design with UML, 4th Edition (Page 2). Wiley. Kindle Edition.

Software Development Process
 Ad hoc
 Code and Fix
 Rapid Prototyping
 Prescriptive
 Linear/sequential (Classic and Waterfall)
 Evolutionary (Iterative/incremental or spiral)
 Unified Process
 Adaptive
 Lean and agile methods

Sequential (‘waterfall’) methodology
 The term waterfall was coined by Winston Royce in a 1970
paper titled Managing the Development of Large Software
Systems, in the Proceedings of IEEE WESCON
 The paper used the sequential waterfall approach as an
example of an ill-conceived, risk-prone practice for
developing large systems
 Royce advocated a series of iterative feedback loops among
the development stages, incrementally gaining learning
value from working software
 Instead of adopting the approach Royce advocated,
managers and practitioners adopted its anti-form, without
feedback loops

Waterfall SDLC
 Each phase is marked by completion of Deliverables
 The primary software project phases:
 Requirements
 Analysis
 Design
 Construction
 Quality Assurance (aka Testing)
 Deployment

Waterfall SDLC

Project Phases A.K.A.

Waterfall system development model
 Highly-sequential process
 Failure symptoms:
 Protracted integration and late design breakage
 Late risk resolution
 Requirements-driven functional decomposition
 Adversarial stakeholder relationships
 Focus on documents and review meetings
 Still followed (in name or practice) by many organizations,
usually a modified version

Waterfall system development model
Sequential: suitable projects and management approaches
 A sequential SDLC is suitable for projects with:
 Clear, unambiguous, and stable user requirements
 Familiar, proven technology
 Low complexity
 Adequate time
 Stable schedule
 A project meeting most of these criteria can use
conventional project management practices, such a big, up-
front planning and conventional risk assessment

Evolutionary methodologies
 An evolutionary methodology follows an iterative and incremental
approach that allows the start of development with incomplete, imperfect
knowledge
 An iterative and incremental process is like solving a jigsaw puzzle:
neither top-down nor bottom-up but accretionary and convergent
 An iterative and incremental process offers these advantages:
 Logical progress toward evolving a robust architecture
 Effective management of changing requirements
 Effective means to address changes in planning
 Ability to perform continuous integration
 Early understanding of the system (the ‘Hello world!’ effect)
 Ongoing risk assessment
 Evolutionary methodologies are incremental at both the macro (project-
scale) and micro (working team) process levels

Iterative system development model
 Non-linear approach to system development
 Incorporates top five principles of modern development
processes:
 Architecture first. Provides the central design element
 Iterative life-cycle process. Provides the essential risk
management element
 Component-based development. Provides the
technology element
 Change management environment. Provides the control
element
 Round-trip engineering. Provides the automation element

5,000 foot view of Iterative SDLC
 Iterative SD model
defines four life-cycle
phases:
 Inception
 Elaboration
 Construction
 Transition
 We iterate through each
phase, and repeat as
needed.
 Now, for a quick survey of
the phases…

Inception phase
 Essential activities
 Formulate product scope. Capture requirements and
operational concept
 Perform feasibility analysis. Determine whether the
organization has the resources and technical capabilities
to meet customer's needs
 Synthesize the system architecture. Evaluate essential
system design constraints and trade-offs, as well as
available solutions
 Plan and prepare business case. Address risk
management, staffing, iteration plans, cost, and
infrastructure

Elaboration phase
 Most critical phase of the four
 Elaborate the vision. Detail elements of the vision that
drive architectural or planning decisions
 Elaborate the process and infrastructure. The
construction process and environment are established
here
 Elaborate the architecture and select reusable (internal
or COTS) components. Baseline the architecture as
quickly as possible and demonstrate that the architecture
will support the vision at reasonable cost in reasonable
time

Construction phase
 Achieve useful versions (intermediate, alpha, beta, and
other test releases)
 Perform resource management, control, and process
optimization
 Complete component development and test
 Assess product releases against acceptance criteria

Transition phase
 Perform deployment-specific engineering tasks.
Commercial packaging and production, sales kit
development, field personnel training
 Assess deployment baselines against complete vision
and acceptance criteria. Examine and compare what is
being delivered to what was envisioned and delineated
by acceptance criteria
 Plan for next iteration

Comparative expenditure profiles
Waterfall Iterative
Activity Cost Cost Activity
Management 5% 10% Management
Requirements 5% 10% Requirements
Design 10% 15% Design
Code & Unit Testing 30% 25% Implementation
Integration & Test 40% 25% Assessment
Deployment 5% 5% Deployment
Environment 5% 10% Environment
Total 100% 100% Total
Based on and adapted from Tables 1-1 and 10-1 in
Software Project Management: A Unified Approach by Walker Royce

Suitable Projects And Management Approaches
 An evolutionary SDLC is suitable for projects with:
 Reasonably–but not perfectly–clear user requirements
 Unfamiliar or unproven technology
 High complexity
 Short time schedule
 Schedule variability
 Such a project would use rolling wave planning rather than
big, up-front planning and use a continuous, adaptive
approach to risk assessment and management

Agile Project Management

Agile Projects
 Lean methodology. Only as much process as necessary.
 'Agile' is an umbrella term used for identifying various
models used for agile development, such as Scrum.
 Since agile development model is different from
conventional models, agile project management is a
specialized area in project management.

Agile Projects
 Agile project management is an iterative approach to
planning and guiding project processes.
 An agile project is completed in small sections called
iterations, or, in scrum, sprints.
 Each iteration is reviewed and critiqued by the project team,
which may include representatives of the client business as
well as employees.
 Insights gained from the critique of an iteration are used to
determine what the next step should be in the project.
 Each project iteration is typically scheduled to be completed
within two weeks.

Agile Project Steps
1. The product owner identifies the product vision.
2. The product owner creates a product roadmap.
3. The product owner creates a release plan.
4. The product owner, the (scrum) master, and the
development team plan sprints, also called iterations, and
start creating the product within those sprints
5. During each sprint, the development team has daily
meetings [called scrums].
6. The team holds a sprint review.
7. The team holds a sprint retrospective.

Agile Project Artifacts
1. Product vision statement: An elevator pitch, or a quick summary, to
communicate how your product supports the company's or
organization's strategies. The vision statement must articulate the goals
for the product. Revisit once a year.
2. Product roadmap: The product roadmap is a high-level view of the
product requirements, with a loose time frame for when you will
develop those requirements. Revisit twice a year.
3. Release plan: A high-level timetable for the release of working
software.
4. Product backlog: The full list of what is in the scope for your project,
ordered by priority. Once you have your first requirement, you have a
product backlog.
5. Sprint backlog: The goal, user stories, and tasks associated with the
current sprint.
6. Increment: The working product functionality at the end of each sprint.

Agile Project Roles
1. Development team: The group of people who do the work of creating
a product. Programmers, testers, designers, writers, and anyone else
who has a hands-on role in product development is a member of the
development team.
2. Product owner: The person responsible for bridging the gap between
the customer, business stakeholders, and the development team. The
product owner is sometimes called a customer representative.
3. Scrum master: The person responsible for supporting the
development team, clearing organizational roadblocks, and keeping the
agile process consistent. A scrum master is sometimes called a project
facilitator.
4. Stakeholders: Anyone with an interest in the project.
5. Agile mentor: Someone who has experience implementing agile
projects and can share that experience with a project team. The agile
mentor can provide valuable feedback and advice to new project teams
and to project teams that want to perform at a higher level.

Agile Project Events
1. Project planning: The initial planning for your project.
 includes creating a product vision statement and a product
roadmap,
 can take place in as little time as one day.
2. Release planning: Planning the next set of product features to release
3. Sprint: A short cycle of development, in which the team creates
potentially shippable product functionality.
4. Sprint planning: A meeting at the beginning of each sprint where the
scrum team commits to a sprint goal.
5. Daily scrum: A 15-minute meeting held each day in a sprint, where
development team members state what they completed the day before,
what they will complete on the current day, and whether they have any
roadblocks.

Agile Project Events
6. Sprint review: A meeting at the end of each sprint, where the
development team demonstrates the working product functionality it
completed during the sprint.
7. Sprint retrospective: A meeting at the end of each sprint where the
scrum team discusses what went well, what could change, and how to
make any changes.

Selection considerations: guiding questions
 Organizational characteristics
 What are the characteristics of the organizational culture? What are
the management comfort levels with the various methodologies?
 How open is management and the organization to change?
 Is the organization risk-tolerant or risk-adverse?
 What is the organization's tolerance for real risk vs. perceived risk?
 Project characteristics
 How large is the project?
 What is the project's estimated duration?
 Are teams co-located or distributed?
 Is regulatory compliance a signiﬁcant factor?
 How ﬂexible are documentation requirements?

Selection considerations: guiding questions
 People and management characteristics
 What are the experience levels of team members?
 Are team members self-motivated or command-driven?
 What sort of management style is employed? Laissez-faire,
micromanagement, or somewhere in-between?
 What sort of social dynamics govern project efforts within the
organization? Cooperative and problem-solving, adversarial, or
blaming?

Methodology characteristics compared

Examples: Applying the table
1. Short time schedule + shifting user requirements
 Agile
2. Complex + short time schedule
 Iterative
3. Clear user requirements + long time schedule + command-
driven team
 Water-fall
4. Reliable + complex + schedule variability
 Agile
5. Unfamiliar technology + short time schedule + schedule
variability
 Either Agile or Iterative

Software Project Management
Project organization
Putting a process in place
Software process
Phases for software project management

Process
 A process encapsulates an organization's experience in form of
successful recipes.
 Process descriptions, generally, contain the sequence of steps to be
executed, who executes them, the entry/exit criteria for major steps, etc.
 Guidelines, checklists, and templates provide support to use the
processes.
Processes
Checklists Guidelines
Activity
Templates
Review

Putting a Process in Place
 Choosing a Process.
 All projects have a process, unfortunately some don’t specify and
implement their process.
 Projects with no specified process end up thrashing.
 Thrashing, unproductive work, can quickly cripple a project.
 Generally, there are two choices for choosing a process:
1. Tailor the organizational process to your project.
» Used when most of the people are from the same group as
before
» Used when the last project was successful.
2. Specify a process for your project.
» Good when people are from different organizations using
different processes

Tailoring a Process
 Steps to Tailoring an Organizational Process:
1. Determine how your project differs from the typical
organizational project.
2. Form two lists: activities your project needs from the
organizational process and tasks your project doesn’t
need from the process
3. Propose changes to the organizational process
4. Circulate the tailored process within the team and other
key personnel for review and input.
5. Integrate the changes and move quickly for closure.

Assessing the Process
 Assessing should be an ongoing process through out the project.
 Both the project and the process should lend themselves to assessment
and improvement.
 Make gathering measurements part of concurrent documentation.
 Gather data to answer the following:
 Were the tasks and supporting activities effective?
 How much effort did each task and activity require?
 What tasks and activities were performed but weren’t in the process
specification?
 How did the products change over time?
 When did tasks and activities start and stop?
 How did tasks and activities integrate?
 When in the project did we spend effort doing what?
 Repeat this during project close out.

The Project Manager: Responsibilities
 Project planning
 Managing the project
 Lead project team
 Building client partnerships
 Targeting to the business

Few Rules Before We Embark
And finally, communicate, communicate, and communicate!
Richness of communication channel
C
o
mmunication
Effectiveness
people in a
conference
room with
whiteboard
phone
email
Videotape
Paper
people
on Video
Conferencing

Recap
Definition of a Project
 A project is a sequence of unique, complex, and connected
activities having one goal or purpose and that must be
completed by a specific time, within budget, and according
to specification.
What is a Program?
 A program is a collection of projects.
 The projects must be completed in a specific order for the
program to be considered complete. Because they
compromise multiple projects, they are larger in scope than
a single project.

Project Parameters
 Five constraints operate on every project:
 Scope
 Quality
 Cost
» Time
» Resources
 A change in one of these constraints can cause a change in
another constraint to restore the equilibrium of the project
 Let's discuss each one of these in detail …

Scope

Project Parameters
Scope
 Scope is a statement that defines the boundaries of the project. It tells
not only what will be done but also what will not be done.
 In the information systems industry, scope is often referred to as a
functional specification.
 In the engineering profession, it is generally called a statement of work.
Quality
 Two types of quality are part of every project:
 The first is product quality. This refers to the quality of the
deliverable form of the project.
 The second type of quality is process quality, which is the quality of
the project management itself. The focus is on how well the project
management process works and how can it be improved.
Continuous quality improvement and process quality management
are the tools used to measure process quality.

Project Parameters
Cost – The X-amount of dollars that it will cost to do the project is another
variable that defines the project; the budget that has been established
for the project.
 This is an important factor for projects that create deliverables that
are sold to external customers
Time – The customer specifies a timeframe within which the project must
be completed.
 Cost and time are inversely related to one another. The time a
project takes to be completed can be reduced, but cost increases as
a result.
Resources – Resources are assets, such as people, equipment, physical
facilities, or inventory, that have limited availabilities, can be scheduled,
or can leased from an outside party. Some are fixed, others are variable
only in the long term. In any case, they are central to the scheduling of
project activities and the orderly completion of the project.

5,000 foot view of PM processes
 PMBOK Guide collects the forty-
four defined PM processes into
five Project Management
Process Groups
 Initiating
 Planning
 Executing
 Monitoring & Controlling
 Closing
 Now, we’ll take a quick survey
of the processes in each group
…

Phases of the Project Management
 There are five phases of the project management life cycle:
 Scope/Define/Initiate – Scope the project
 Plan – Develop the project plan
 Execute – Launch the plan
 Monitor – Monitor/control project progress
 Close – Close out the project
 Note: these can be repeated for each phase
 Each process/phase/activity is described by:
 Inputs
 Tools & Techniques
 Outputs

Initiating Process
 Develop project charter
 State the problem/opportunity.
 Concerned with authorizing a project
 May be used for a whole project
 May be used for a single project phase in a large, multiphase project
 Develop preliminary project scope statement
 Concerned with producing a preliminary, high-level definition of
project
 Broadly defines what is and what is not part of the project
 Establish the project plan.
 Define the project objectives.
 Identify the success criteria.
 List assumptions, risks, obstacles

Initiating Process
 Inputs
 Product Description
 Strategic plan
 Project Selection Criteria
 Historical Information
 Outputs
 Project Charter
 Project Manager assigned
 Constraints
 Assumptions

 Scope Planning
 Scope Definition
 Activity Definition
 Activity Sequencing
 Activity Duration
Estimating
 Resource Planning
 Cost Estimating
 Cost Budgeting
 Schedule Development
 Quality Planning
 Communications Planning
 Organization Planning
 Staff Acquisition
 Risk Planning
 Procurement Planning
 Project Plan Development
Devising and maintaining a workable scheme to accomplish the business
need that the project was undertaken to address
Planning Process

Develop the project plan
 Develop project management plan
 Concerned with creating and integrating all sub-plans into a single
source of information
 Identify the project activities.
 Scope planning
 Concerned with how the project scope statement will be created
 Create WBS
 Scope definition
 Concerned with actual creation of project scope statement
 Activity definition
 Activity sequencing
 Activity duration estimating
 Activity resource estimating
 Determine resource requirements.

Planning processes
 Schedule development
 Concerned with analyzing activity outputs (definition, etc.) to create
project schedule
 Construct/analyze the project network.
 Cost estimating **
 Cost budgeting
 Concerned with aggregating costs of individual activities to establish
cost baseline
 Quality planning *
 Concerned with quality standards and how to achieve them
 Human resource planning *
 Communications planning *
* indicates minimal or no coverage
** indicates optional coverage

Planning processes
 Risk management planning
 Concerned with how to carry out risk management activities
 Risk identification
 Qualitative risk analysis
» Concerned with prioritizing risks based on probability of
occurrence and impact
 Quantitative risk analysis *
 Risk response planning
» Concerned with mitigating risks to project objectives
 Plan purchases and acquisitions *
 Concerned with what, when, and how of purchases and acquisitions
 Plan contracting *
 Prepare the project proposal.

Executing Process
 Project Plan Execution
 Scope Verification
 Quality Assurance
 Acquire project team
 Identify and organize
the project team.
 Establish team
operating rules.
 Team Development
 Solicitation
 Information Distribution
 Source Selection
 Contract Administration
 Level project resources.
 Schedule work packages.
 Document work packages.
Coordinating people and other resources to carry out the plan

Monitoring & Controlling Process
Monitor and control project work
 Ensuring that project objectives are met by monitoring and
measuring progress and taking corrective measures when necessary
 Concerned with acquiring and assessing performance information to
effect process improvements
 Integrated change control
 Overall Change Control
 Scope Change Control
 Schedule Control
 Scope control – Concerned with changes to project scope
 Scope verification – Concerned with acceptance of project
deliverables
 Schedule control – Concerned with changes to project
schedule

Monitoring & Controlling Process
 Cost control * – Concerned with changes to the project budget
 Quality Control – Concerned with monitoring quality compliance of
project results and correcting unsatisfactory results
 Manage project team – Concerned with tracking performance, providing
feedback, and coordinating changes
 Define problem-escalation process.
 Monitor project progress versus plan.
 Establish progress reporting systems.
 Performance reporting * – Concerned with status, progress, and
forecasting
 Install change control tools/process.
 Risk monitoring and control
 Manage stakeholders
 Contract administration *
☛ Revise project plans.

Close out the project
Formalizing acceptance of the project or phase and bringing it to an orderly
end
 Administrative Closure
 Concerned with finalizing all activities across all Process Groups
 Complete project documentation.
 Complete post-implementation audit.
» Lessons learned
 Issues final project report.
 Contract Close-out
 Concerned with completing and settling all contracts
 Obtain client acceptance.
 Install project deliverables.

Phases of the Project Management
Level of Activity and Overlap of Process Groups Over Time

Project Processes & Their Integration
 Project Management Processes (Principles of Project Management)
 Initiating processes (Defining)
 Planning processes
 Executing processes
 Monitoring & controlling processes
 Closing processes
 System Development Processes (Iterative/evolutionary)
 Inception phase
 Elaboration phase
 Construction phase
 Transition phase
 Integrating IT Project Processes
 PM/IT project integration tactics

PM/IT process integration tactics
 Wherever possible, establish common policies, processes,
and procedures between IT and PM groups
 Identify an integration manager to link IT and PM groups
 Use a common, integrated, consistent vocabulary that is
continuously updated to facilitate inter- (as well as intra-)
group communications
 Ensure that project manager possesses suitable process
integration skills and is familiar with IT risks
 Involve IT analysts in development of business
requirements
 Identify an ombudsman to quickly resolve issues that arise
between PM and IT groups

Project & SDLC integration
waterfall development model
Initiating Closing
Planning Executing
Monitoring & Controlling
PM
Process
Groups
Concept Requirements Design Code & Unit Testing Integration & Test
Deployment
Waterfall
SDLC
Phases

Phases in iterative* system life cycle
Engineering Stage Production Stage
Inception Elaboration Construction Transition
Idea Architecture
Intermediate
Releases
Product
Establish that the
system is viable
Establish the
ability to
build the system
within
constraints
Build the
intermediate
internal releases
of the
system
Roll out a fully-
functional
system to the
customer
Phases
* I often interchange iterative & evolutionary
January 11, 2017 SE 477: Lecture 2
The stages below are repeated (iterative) – see notes
94 of 105

Project & SDLC integration
iterative/incremental development model
Product
Release
Milestone
Engineering Stage Production Stage
Inception Elaboration Construction Transition
Idea Architecture
Intermediate
Releases
Product
Establish that the
system is viable
Establish the
ability to
build the system
within
constraints
Build the
intermediate
internal releases
of the
system
Roll out a fully-
functional
system to the
customer
Objectives
Milestone
Architecture
Milestone
Initial Operational
Capability Milestone
Initiating Closing
Planning Executing
Monitoring & Controlling
PM
Process
Groups

Project & SDLC integration iterative development model
 Planning in the iterative development model
 Needs to take into consideration the iterations
 See PMBOK-SWE Ch. 2.4.2.3
 See also: Kruchten, P (2002, Oct 15) Planning an
Iterative Project:
http://www.ibm.com/developerworks/rational/library/2831.
html

Project Management Tools

Project Management Tools
There are many tools available
 MS-Project is an example of these tools
 Basic requirements
 Develop a Work Breakdown Structure
 Build network diagram (aka PERT chart)
 Build Gantt chart
 Assign resources
 Calculate critical path and critical chain
 What is the difference between critical path and critical
chain?
 Critical chain also manages buffer activity durations and
resources

PM Tools: Software
 Low-end
 Basic features, tasks management, charting
 MS Excel, Milestones Simplicity
 Mid-market
 Handle larger projects, multiple projects, analysis tools
 MS Project (approx. 50% of market)
 High-end
 Very large projects, specialized needs, enterprise
 AMS Realtime
 Primavera Project Manager

1. Breaks project into a hierarchy.
2. Creates a clear project structure.
3. Avoids risk of missing project
elements.
4. Enables clarity of high level planning.
Work Breakdown Structure

Tools: Gantt Chart

Tools: Network Diagram

Next Class
Topic:
 Project Management – Initial Phase:
 Developing the project charter
» Agile Perspective: The Product Overview Document
 Stakeholders
» Organizational Structures & Influences
 The Project Management Plan;
 Initial documents
 Project Charter – Statement of Work (SOW)
 Project plans

Next Class
Reading:
 PMBOK-SWE Ch. 3.3, 4 Intro, 4.1, 4.2, 13 Intro, 13.1
 Other texts on Reading List page
Assignment: due next week
 Paper: case study on the FBI's Virtual Case File

Journal Exercise
 What is the difference between a technical manager
(supervisor) and a project manager.
 Can a project have both (or possibly several technical
managers)?
 Is it possible for a technical manager to be the project
manager as well (and do a good job with both roles)?

lect02.ppt

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