Project Management Introduction

1
Project ManagementIntroduction

• Yuriy V. Silvestrov
• Ciklum
• The high-level introduction into a
• Project Management world

2
Introduction

• Describe the subject to be treated
• Define the learning objective
• Determine what previous experience the
  participants have
• Take their experience into account when teaching

3
Agenda

• Project, Program, Product
• Software Development Processes
• Starting the project
• Finishing/Escaping the project
• Project Management in practice
• Recommended reading

4
Overview

• Give an overview of the contents to be covered
• Mention the connections between the various
  topics and their importance
• Establish a practical context for the audience

5
Program, Project and Product

• Program includes a lot of inter-connected
  Projects
• Product includes a lot of contiguous Projects
• Managing of Program, Product and Project involves
  different skills and techniques

6
Manager Positions

• Product Manager
• Manage product functionality
• Deals with projects and features
• Program Manager
• Coordinate interconnected projects
• Deals with projects

• Project Manager
• Makes a Project Plan
• Manage software development
• Deals with resources and achievements
• Team Leader
• Creates the team
• Lead the team to success
• Deals with people

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Program

• Input
• Management vision
• Strategic plan
• Business policy
• Output
• Benefits
• Duration
• Ongoing

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Product

• Input
• Marketing Vision
• Output
• Market Share
• Duration
• Life cycle

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Project

• A project is a finite endeavor - having specific
  start and completion dates - undertaken to create
  a unique product or service which brings about
  beneficial change or added value.
• Input
• Specification - more or less formal
• Output
• Delivery
• Duration
• Definite

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Project Characteristics

• 4 Main Characteristics
• Scope
• Time
• Cost
• Quality
• 5th Additional
• Risk

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3 of 4 Rule. Project Triangle

• In ideal situation, you could choose not more
  then 3 of 4 characteristics
• In practice, changing of one dimension could
  change up to 3 others

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Software Development Processes

• Waterfall
• Iterative
• "Google" way
• Open-Source

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Waterfall

• The oldest and the most well-defined process
  kind.
• Pros
• Could be planned with very high details
• Contras
• Hard to implement the plans
• Market needs could change faster then the project
  itself
• Variations
• Time
• Cost

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Iterative

• Concrete processes
• Agile
• XP
• Pros
• Fast reaction to changes
• Contras
• Less formal and documented
• Stakeholders could feel themselves unsafe
• Variations
• Scope

15
Google way

• Permanent beta
• Variations
• Quality

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Open Source

• Kind of Bazaar structure
• Except from biggest projects getting donations,
  programmers implements the features they'd like
  to, not the features are needed

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Starting the Project

• Identify Goals
• Project Documentation
• Depends on methodology chosen

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Before Start Goals Identification

• Having a tool to measure progress
• Clean and positive vision
• Having a "compass"
• Tool for finding right direction
• Accessibility
• Ecological compatibility
• PM
• Team
• Company
• Stakeholders

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Starting a Project - Documentation

• Depends on process kind chosen
• Most common documentation includes
• Specification of different kinds
• Internal documentation (analysis/design etc.)?
• QA documentation
• Test plan
• Test result
• Release documentation
• Release notes
• User documentation
• User guide
• Help

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Finishing the Project

• Delivery
• Planned
• Running application
• Documentation
• User documentation
• Process documentation
• Testing documentation
• After delivery activities
• Project finishing analysis
• Positives and negatives
• Project planning errors
• Achievements and reusable components

21
Escaping the Project

• Mission Impossible projects
• Hard to identify from the very beginning
• Project parameters exceed the norm by 100.
• Risk of failure gt 50.
• Often, the best choice is not to finish the
  project, but to escape just in time

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How to deal with MI project

• Key players stakeholders, shareholders, loser
  users
• Cutting off the project functionality or
  splitting the project up
• Finding a compromise between stakeholders
• Commitment level chicken or pigs

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Project Management

• Time Management
• Risk Management
• Quality Management
• Resource Management
• Team Management
• ...

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Time Management

• Project Plan
• Project stages
• Milestones
• Work Breakdown Structure (WBS)?
• Gantt chart
• Resources leveling
• Critical path

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Project Stages

• Project should be divided to several stages
• Common stages
• Initiation
• Planning and design
• Executing
• Monitoring and Controlling
• Closing

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Milestones

• Internal
• Track and measure project progress
• External
• Track external events that are vital for project
• Specification releases
• 3rd party libraries release
• Integration of all kinds
• Deadline
• Time limit the project to be finished before
• Should not exists in ideal world
• But really is one of the project characterics

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WBS

• Work-breakdown structure
• Breaks a project into smaller, more manageable
  components, organized in a tree-like structure
• WBS design principles
• The 100 Rule
• Planned outcomes, not planned actions
• Mutually exclusive elements
• OK level of details
• 8/80 Rule
• Terminal elements should be not less then 8 hrs
  and not more then 80 hrs
• Depend on project needs this could be changed

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WBS Example
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Gantt chart

• Popular type of bar chart that illustrates a
  project schedule
• Gantt chart elements are WBS terminal elements,
  thus Gantt chart should be created after WBS
• Then Gantt chart could be used for resource
  leveling and project tracking

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Gantt example
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Resource leveling

• Procedure to manage conflicts when resources are
  overloading
• Use automatic resource leveling, if available
• Otherwise level resources by starting date
• Do not use linking tasks for resource leveling

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Critical path

• Is the sequence of project network activities
  which add up to the longest overall duration.
• Determines the shortest time possible to complete
  the project.
• Any delay of an activity on the critical path
  directly impacts the planned project completion
  date (i.e. there is no float on the critical
  path).
• Remove all risky tasks from CP

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Risk Management

• Risks Identification
• Managing identified risks
• Project plan to include risks

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Risk Management - Identification

• Risk Matrix
• List of the risks
• List all the risks you could imagine
• Make brainstorming
• Risks probability
• Numerical or enumerate (like low-moderate-high-ext
  reme)?
• Risk impact
• Numerical or enumerate
• Risks categorization
• Multiply impact and probability

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Risk Management taking care

• Risk prevention (avoidance)?
• To modify project plan in such a way that risk is
  eliminated
• Risk reduction (reduce the risk impact)?
• To plan activities to be taken if risk is
  materialized
• Risk retention (accepting the loss when occurs)?
• Kind of self-insurance
• for risks with low probability and low impact
• Cancellation of the project
• for risks with low probability and high impact
• Risk transfer (another party to accept the risk)?
• Insurance
• Outsourcing

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Risk Management in Project Plan

• The main idea is to modify Project Plan to
  include identified risks
• Risks probability and impact differs between
  project stages
• Ideal task/project finish date
• is the date to finish task or project if no risks
  are materialized. The probability of this
  situation is 0.
• Risks are moving finish date up in time
• The move could be statistically calculated
• Average/worst finish date

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Quality Management

• Quality Improvement
• Quality Control
• Quality Assurance
• Quality Standards
• Coding Standards
• Issue tracking

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Resource Management

• Human Resources

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Team Management

• Roles
• Management and Leadership
• Organization structure
• Creating successful team

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Team Management - Roles

• Differ by the methodology chosen
• Most common roles are
• Project Manager
• Developer
• Business Analyst
• Quality Assurance
• Technical Writer

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Management and Leadership

• Manager and leader could be different persons
• Example with fire
• Manager to manage chain of people transmitting
  water
• Leader to take a water bucket crying Follow me
• Formal and informal leader
• Do not try to overrule informal leaders. Better
  to collaborate with.

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Organization Structure

• Centralization
• Centralized
• Decentralized
• Flatness
• Flat
• Hierarchical
• Orientation
• Vertical
• Horizontal
• Matrix structure - group by
• function
• project

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Successful Teams

• Successful Projects are made by Successful Teams.
• Find the right people and put them to the right
  places
• You can't create the team, but you could
  eliminate obstacles and hope the team to be
  successful

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Summary

• Summarize the material covered
• Refer to the practical context again
• Clarify any remaining questions
• Ask for audience feedback about the training
  seminar

45
Further reading

• Classical
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• Project Management
• Project Management Step by Step How to Plan and
  Manage a Highly Successful Project by Richard
  Newton