TODAY:

1
TODAY

• The Pre-proposaldue Tuesday
• Slides 48-66 of lecture 1.ppt
• Schwalbe, Chapter 2
• The General Project Lifecycle
• The Software Development Lifecycle
• Some risk-considerations relative to projects

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The Pre-proposal

• A way to allow everyone to submit project
  suggestions
• A short, crisp information piece for review by
  managers who decide what projects to fund
• No technical jargon

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The Pre-proposal

• States what is to be done
• Why it should be done
• What business value it will provide to the
  enterprise
• Endeavors to secure senior management approval
  and the resources to develop a detailed plan

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Pre-proposal should consist of

• Discussion of problem or opportunity
• Purpose or goal of project
• Objectives
• Success criteria
• Assumptions/Risks/Obstacles
• ALL ON A SINGLE PAGE

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Schwalbe Chapter 2The Project Management
Context and Processes
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What is a project??

• A definite beginning, ending
• An objective or goal
• Made up of tasks (activities)
• Consumes a budget
• Has limited resources
• Must be completed by a certain date
• Accomplished by a team
• Has a client or customer
• Involves risk

Requires Courage
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Why are projects in vogue?

• Companies are more cost conscious
• They want to know who did what for how long
• The work is getting more complex
• They want each employee assigned to a specific
  cost code
• A better way to do cost accounting
• Instead of being perpetual, jobs are assigned to
  projects

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Projects Cannot Be Run In Isolation

• Projects must operate in a broad organizational
  environment
• Project managers need to take a holistic or
  systems view of a project and understand how it
  is situated within the larger organization
• See example in opening and closing case

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A Systems View of Project Management

• A systems approach emerged in the 1950s to
  describe a more analytical approach to management
  and problem solving
• Three parts include
• Systems philosophy View things as systems
  interacting components working within an
  environment to fulfill some purpose
• Systems analysis problem-solving approach
• Systems management Address business,
  technological, and organizational issues before
  making changes to systems

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Figure 2-1. Three Sphere Model for Systems
Management
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Project Stages and the Project Life Cycle

• A project life cycle is a collection of project
  stages
• Project stages generally include..

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Conceptualization and Definition
Planning and Budgeting
Executing and Controlling
Termination and Closure
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Steps in Stages 1 and 2

• Must be predefined
• Stage 1
• Submit SOW/get approval
• Determine who stakeholders are
• Conduct some interviews/visits with stakeholders
• Hold Joint Requirements Definition Meeting
• Create/present requirements Doc
• Obtain stakeholder signatures

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PHASES My names vs. Schwalbes names

• Definition and Conceptualization Concept
• Planning BudgetingDevelopment
• Execution ControlImplementation
• Termination Closure Close-out

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Phases of the Project Life Cycle
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Product Life Cycles

• Products also have life cycles
• The Systems Development Life Cycle (SDLC) is a
  framework for describing the phases involved in
  developing and maintaining information systems
• Typical SDLC phases include planning, analysis,
  design, implementation, and support

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Predictive Life Cycle Models

• The waterfall model has well-defined, linear
  stages of systems development and support
• The spiral model shows that software is developed
  using an iterative or spiral approach rather than
  a linear approach
• The incremental release model provides for
  progressive development of operational software
• The prototyping model is used for developing
  prototypes to clarify user requirements
• The RAD model is used to produce systems quickly
  without sacrificing quality

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Adaptive Life Cycle Models

• Extreme Programming (XP) Developers program in
  pairs and must write the tests for their own
  code. XP teams include developers, managers, and
  users
• Scrum Repetitions of iterative development are
  referred to as sprints, which normally last
  thirty days. Teams often meet every day for a
  short meeting, called a scrum, to decide what to
  accomplish that day. Works best for
  object-oriented technology projects and requires
  strong leadership to coordinate the work

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The WaterFall Model
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The Waterfall Model Embedded in the project
lifecycle

• definition and conceptualization
• Definition of Requirements Phase
• planning and budgeting
• execution and control
• Analysis Phase
• Design Phase
• Construction Phase
• Testing Phase
• Acceptance Phase
• Installation, conversion, cutover Phase
• termination and closeout

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The Seven Phases of the Waterfall Model

• Definition -- 10
• Analysis -- 15
• Design -- 15
• Programming -- 15
• Preparation and programming--10
• module testing--5
• System Test -- 25
• Acceptance Testing -- 5
• Operation -- 15
• At the end of every phase, a deliverable is
  expected and a phase exit or kill point is put in
  place

22
Sometimes the waterfall model is implemented in
two projects

• Analysis project
• Definition
• Analysis
• Development project
• Design
• Construction
• Testing
• Acceptance
• Installation

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Figure 2-3. Spiral Model of Software Development
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Spiral Model

• Many revolutions are required to finish a project
• Four phases of each revolution are
• Determine objectives, alternatives and
  constraints
• Evaluate alternatives, identify and resolve risks
• Develop and verify next-level product
• Plan next phases

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Distinguishing Project Life Cycles and Product
Life Cycles

• The project life cycle applies to all projects,
  regardless of the products being produced
• Product life cycle models vary considerably based
  on the nature of the product
• Most large IT products are developed as a series
  of projects

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Why Have Project stages and Management Reviews?

• A project should successfully pass through each
  of the project phases in order to continue on to
  the next
• Management reviews (also called phase exits,
  quality gates, or kill points) should occur
  after each phase to evaluate the projects
  progress, likely success, and continued
  compatibility with organizational goals

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What Went Right?
"The real improvement that I saw was in our
ability to?in the words of Thomas Edison?know
when to stop beating a dead horse.Edison's key
to success was that he failed fairly often but
as he said, he could recognize a dead horse
before it started to smell...as a result he had
14,000 patents and was very successfulIn IT we
ride dead horses?failing projects?a long time
before we give up. But what we are seeing now is
that we are able to get off them able to reduce
cost overrun and time overrun. That's where the
major impact came on the success rate. Cabanis,
Jeannette, "'A Major Impact' The Standish
Group's Jim Johnson On Project Management and IT
Project Success," PM Network, PMI, September
1998, p. 7
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Understanding Organizations
Structural frame Focuses on roles and
responsibilities, coordination and control.
Organization charts help define this frame.
Human resources frame Focuses on providing
harmony between needs of the organization and
needs of people.
Political frame Assumes organizations are
coalitions composed of varied individuals and
interest groups. Conflict and power are key
issues.
Symbolic frame Focuses on symbols and meanings
related to events. Culture is important.
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Many Organizations Focus on the Structural Frame

• Most people understand what organizational charts
  are
• Many new managers try to change organizational
  structure when other changes are needed
• 3 basic organization structures
• functional
• project
• matrix

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Figure 2-4. Functional, Project, and Matrix
Organizational Structures
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What Went Wrong?
The Superconducting Super Collider (SSC) provides
an excellent example of a project that failed
primarily due to politics. The objective of the
11 billion SSC project was to provide answers to
fundamental questions about the formation of the
universe. SSC managers campaigned for good will
and support at universities, schools, and
scientific meetings. This "preaching to the
choir" failed to convey the benefits of the
project to the real decision makers the Clinton
administration and members of Congress. One SSC
attempt to gain political support backfired when
an assembly of scientists and Nobel laureates
took the back seat to the historic Rabin-Arafat
handshake signaling the possibility of peace in
the Middle East. All press coverage focused on
the Rabin-Arafat meeting. On October 19,1993,
Congress--after spending more than 2 billion on
the SSC project--ended the project after 11 years
of effort and put 2,000 people out of work. SSC
management failed to focus on and gain support
from the most influential stakeholders on the
project.
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Recognize the Importance of Project Stakeholders

• Recall that project stakeholders are the people
  involved in or affected by project activities
• Project managers must take time to identify,
  understand, and manage relationships with all
  project stakeholders
• Using the four frames of organizations can help
  meet stakeholder needs and expectations

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Table 2-2. Fifteen Project Management Job
Functions

• Define scope of project
• Identify stakeholders, decision-makers, and
  escalation procedures
• Develop detailed task list (work breakdown
  structures)
• Estimate time requirements
• Develop initial project management flow chart
• Identify required resources and budget

• Evaluate project requirements
• Identify and evaluate risks Prepare contingency
  plan
• Identify interdependencies
• Identify and track critical milestones
• Participate in project phase review
• Secure needed resources
• Manage the change control process
• Report project status

"Building a Foundation for Tomorrow Skills
Standards for Information Technology," Northwest
Center for Emerging Technologies, Belleview, WA,
1997
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Suggested Skills for a Project Manager

• Communication competencies listening,
  persuading
• Organizational competencies planning,
  goal-setting, analyzing
• Team Building competencies empathy, motivation,
  esprit de corps
• Leadership competencies sets example,
  energetic, vision (big picture), delegates,
  positive
• Coping competencies flexibility, creativity,
  patience, persistence
• Technological competencies experience, project
  knowledge
• SKILLS VS. COMPETENCIES

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Table 2-3. Most Significant Characteristics of
Effective and Ineffective Project Managers
Effective Project Managers Ineffective
Project Managers

• Leadership by example
• Visionary
• Technically competent
• Decisive
• Good communicator
• Good motivator
• Stands up to upper management when necessary
• Supports team members
• Encourages new ideas

• Sets bad example
• Not self-assured
• Lacks technical expertise
• Poor communicator
• Poor motivator
• Not well organized
• Unfamiliar with project management basics

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Project Management Process Groups

• Project management can be viewed as a number of
  interlinked processes
• The project management process groups include
• initiating processes
• planning processes
• Executing and controlling processes
• closing processes

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Figure 2-5. Level of Process Group Activity Over
Time
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Our Four stagesnot quite the same as Schwalbes
processs groups

• Definition and Conceptualization
• Planning and Budgeting
• Execution and Control
• Termination and Closure

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Knowledge areas

• INTEGRATION
• Integration Management
• CORE
• SCOPE MANAGEMENT
• TIME MANAGEMENT
• COST MANAGEMENT
• QUALITY MANAGEMENT

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Facilitating knowledge areas

• Human Resource Management
• Risk Management
• Procurement Management
• Communications Management

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Integration Management Processes

• Project Plan development
• Project Plan execution
• Overall Change control

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Project Scope Management Processes

• Initiation
• Scope Planning
• Construction of the WBS
• Scope Definition
• Product scope
• Project scope
• Scope Verification
• Scope Change Control

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Project Time Management Processes

• Activity Definition
• Activity Sequencing
• Activity Duration Estimating
• Schedule Development
• Schedule Control

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Project Cost Management Processes

• Resource Planning
• Cost Estimating
• Cost Budgeting
• Cost Control

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Project Quality Management Processes

• Quality Planning
• Quality Assurance
• Quality Control

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Project Human Resource Management Processes

• Organizational Planning
• Staff Acquisition
• Team Development

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Project Communications Management Processes

• Communications Planning
• Information Distribution
• Performance Reporting
• Administrative Closure

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Project Risk Management Processes

• Risk Identification
• Risk Quantification
• Risk Response Development
• Risk Response Control

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Project Procurement Management Processes

• Procurement Planning
• Solicitation Planning
• Solicitation
• Source Selection
• Contract Administration
• Contract Closeout

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Definition and Conceptualization

• Scope Management
• WBS
• Integration Management
• Human Resource Management
• Risk Management
• Procurement Management

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Definition and Conceptualization

• Initiation
• SOW, based on strategy meetings,
• Risk Identification
• Risk Quantification
• Scope Planning
• Scope Definition
• WBS
• Scope Verification

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Planning and Budgeting in Total

• Project Plan Development
• Activity Definition
• Activity Sequencing
• Activity Duration Estimating
• Schedule Development
• Resource Planning
• Cost Estimating

• Cost Budgeting
• Risk Response Development
• Quality Planning
• Organizational Planning
• Communication Planning
• Procurement Planning
• Solicitation Planning

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Planning and Budgeting

• Project Plan Development
• Activity Definition
• Activity Sequencing
• Activity Duration Estimating
• Schedule Development
• Resource Planning
• Cost Estimating

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More Planning and Budgeting

• Cost Budgeting
• Risk Response Development
• Quality Planning
• Organizational Planning
• Communication Planning
• Procurement Planning
• Solicitation Planning
• Solicitation
• Source Selection

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Execution and Control

• Project Plan Execution
• Overall Change Control
• Scope Change Control
• Schedule Control
• Cost Control
• Quality Control
• Risk response Control
• Contract Administration

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Termination and Closeout

• Administrative Closure
• Contract Close-out
• Signatures
• Lessons Learned
• History Database

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Table 2-4. Relationships Among Project Process
Groups, Activities, and Knowledge Areas
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Discussion Questions

• Review the example of applying systems management
  to the opening case (see Figure 2-1). Think of an
  issue relevant to your organization or from
  current events and analyze it to identify its key
  business, organizational, and technological
  aspects.
• Which skills do you think are most important for
  an IT project manager? Can they all be learned,
  or do you think some are innate?
• Briefly describe what happens in each of the five
  process groups (initiating, planning, executing,
  controlling, and closing). On which processes
  should most team members spend the most time?
  What are some of the deliverables of each process?