Bus 340

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Bus 564

• Project Management
• Summer II
• 2005
• Team Type Selection

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What is Project Management Organization?
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Team Types

• Match the objective (and lifecycle) to the type
  of team (McConnell)
• Problem resolution
• Creativity
• Tactical execution

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Project Characteristics v. Lifecycle Approach and
Team Type
Low
Fat Pitch Tactical Execution Carry out a well
defined plan SDLC / Waterfall Hard Approach
Curve Ball Combo Explore possibilities /
alternatives Focus - solving problem then - carry
out plan IE / Waterfall w/ Prototyping Modified
Hard Approach
Complexity of Project
Fast Ball Creativity Explore possibilities /
alternatives then execute Waterfall w/ Sub
Projects Staged Delivery Modified Hard Approach
Wild Pitch Problem Resolution Focus -solving
complex problem Soft Systems Spiral Evolutionary
Prototyping Soft Approach
High
Clarity of Requirements
High
Low
Source Dr. Kevin McCormack - 2002
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Critical Success Factors

• Clear roles and responsibilities
• Monitoring of individual performance and feedback
• Effective communication
• Fact based decision making

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Team Types

• Problem resolution
• Trustworthy, intelligent, pragmatic
• Creativity
• Self motivated, independent, creative, persistent
• Tactical execution
• Soldiers -
• Highly focused tasks, clearly defined roles,
  sense of urgency

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Team Structures

• Business Team
• Peer group headed by technical lead
• Streamlines communication - one point of contact
• Flexible - all types of teams
• Business Team - Client Liaison
• Lead or Co-lead by Client / Business User
• Technical lead may or may not report to Client
  Liaison
• Integrates - good for all types of teams
• Chief Programmer Team
• Surgical team - with assistant surgeon and
  specialists (docs, test)
• Good for creative and tactical projects
• Skunkworks Team
• Black box Organize itself -
• Intense ownership / buy-in
• Lacks visibility -Good for creative projects

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What are Project Management Stakeholders (Ch. 3)?

• PM
• Project Team
• Functional management
• Sponsor (pg. 41)
• Customer (pg. 42)
• It must be done in the beginning of the project

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Making the Project Rules (Ch. 4)?

• Supports the agreement on the goals, control over
  the scope and management support (authority).
• It also must be done in the beginning of the
  project
• A Project Charter
• An SOW (statement of work)
• A Project Proposal
• Roles and Responsibility matrix
• Participation and Involvement matrix
• Communication Plan

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Project Charter Major Check Points Clarity
(Situation, problem, solution, scope) Strategy
(How will it be done?) Commitments (Who, time
allotment, budget) Plan and Milestones
(Lifecycle, Does it make sense? Other
dependencies?) Constraints (, time, use of
current assets, geography, legal)