Professional Development (300578)
Lecture 6 – Project Management
Project Management
Professional Development (300578)
Lecture 6 – Project Management
Outline – Module 2
Module 2 consists of:
• Lecture: IT Project Management
• Lecture: Business Case/Project Proposal Preparation • Lecture: Software Teams
• Module 2 Tutorial questions
2
Professional Development (300578)
Lecture 6 – Project Management
Outline
• Different aspects of Project Management
• Scope, Time, Cost, People, Quality, Communication, Risk
• IT Project Management Life Cycle • Role of Project Manager
• Issue with Software Projects
• Tools and Techniques for Managing Projects
• Project Charter, WBS, Gantt Charts, Network Diagrams, PERT and CPM
3
Professional Development (300578)
Lecture 6 – Project Management
What is Project Management?
• Quick Pitch
• https://www.youtube.com/watch?v=9LSnINglkQA
4
Professional Development (300578)
Lecture 6 – Project Management
Core aspects
Processes Groups
• Initiating
• Planning
• Executing
• Monitoring and Controlling
• Closing
Knowledge Areas
• Integration Management • Scope Management
• Time Management
• Cost Management
• Quality Management
• Human Resource Management • Communications Management • Risk Management
• Procurement Management
• Stakeholder Management
5
Professional Development (300578)
Lecture 6 – Project Management
Generic IT Project Lifecycle
6
Professional Development (300578)
Lecture 6 – Project Management
Scope
Time
Note: Changing any one of these attributes will almost certainly force a change in one (or more) of the others!
Cost
Quality
Curry & Stanford (2005)
7
Professional Development (300578)
Lecture 6 – Project Management
Some Issues with Software Projects
• Unlike construction projects which have tangible objects, software is intangible, and end users do not easily perceive the end product
• It is often hard for end users to express their requirements in a language that the analyst can capture without ambiguity
• The scope of software projects tend to expand as the system design progresses
• It is hard to estimate cost and time for projects where there is scope creep
8
Professional Development (300578)
Lecture 6 – Project Management
Why use formal techniques?
• Justification of work and changes – Important!
• Improved tracking of critical variables
• Identify tasks at different levels of complexity
• Decrease projects costs
• Everyone knows how they fit in
• Improved client reporting
• Opportunities to decrease development time/cost and increase productivity and reusability
9
Professional Development (300578)
Lecture 6 – Project Management
Those who fail to plan, plan to fail
10
Professional Development (300578)
Lecture 6 – Project Management
Those who fail to plan,
plan to fail Planning is the project managers role
11
Professional Development (300578)
Lecture 6 – Project Management
Role of Project Manager (PM)
• Accept project Assignments & Responsibilities
• Plan, monitor and control the project through to
completion
• Deliverable Tracking & Change Management
• Report to Program Director / Steering Committee
12
Professional Development (300578)
Lecture 6 – Project Management
Role of Project Manager (PM)
• Balance time/cost/functionality constraints
• Identify Risks and Plan Mitigation Strategies
• Build and Motivate Project Team
• Resource Identification, Recruitment and Replacement
13
Professional Development (300578)
Lecture 6 – Project Management
Role of Project Manager (PM)
• Provide single and responsible point of contact for the team
• Chair Project Meetings
• Ensure adherence to Methodologies and Standards
• Close the Project
14
Professional Development (300578)
Lecture 6 – Project Management
Project Management Tools and Techniques
• Project management tools and techniques assist project managers and their teams in various aspects of project management
• Some specific ones include
• Project Charter, scope statement, and WBS (scope)
• Gantt charts, network diagrams, critical path analysis, critical chain scheduling (time)
• Cost estimates and earned value management (cost)
15
Professional Development (300578)
Lecture 6 – Project Management
Scope
• The Scope Statement and Project Charter set the scope of the project (Documents)
• The Work Breakdown Structure (WBS) breaks the scope down into logical tasks and sub tasks, preparing for estimation (Decomposition – remember programming fundamentals)
16
Professional Development (300578)
Lecture 6 – Project Management
WBS – General Examples
17
Professional Development (300578)
Lecture 6 – Project Management
Adding Estimates
18
Professional Development (300578)
Lecture 6 – Project Management
Project Details to
Project Time
19
Professional Development (300578)
Lecture 6 – Project Management
WBS–IT
20
Professional Development (300578)
Lecture 6 – Project Management
Network Planning
• Identify tasks in a project
• Order tasks in the sequence they must be done
• Estimate each task
• Identify critical and non critical activities
• Two well known techniques are:
• Program Evaluation and Review Technique (PERT) • Critical Path Method (CPM)
21
Professional Development (300578)
Lecture 6 – Project Management
Sample Network Diagram
Each box is a project task from the WBS. Arrows show dependencies
between tasks. The bolded tasks are on the critical path. If any tasks on the
critical path take longer than planned, the whole project will slip
unless something is done. Network diagrams were first used in 1958 on the Navy Polaris project, before project management software was available.
22
Professional Development (300578)
Lecture 6 – Project Management
Critical Path Method
•Is a project network analysis technique used to predict total project duration and help the PM combat project schedule overruns
•The critical path for a project is the series of tasks that determine the earliest time by which the project can be completed.
•It is the longest path through the network diagram and has the least amount of slack or float.
•Slack or float is the amount of time an activity may be delayed without delaying the next activity or the overall project finish time
• (Adapted from Kathy Schwalbe, IT PM)
23
Professional Development (300578)
Lecture 6 – Project Management
CPM Example
A simple example without resource consideration
Activity
Preceding Activity
Succeeding Activity
Est. Dura- tion (days)
A
–
E, B
2
B
A
C
4
C
B
D
6
D
C
G
3
E
A
F
5
F
E
G
4
G
F, D
–
2
Where’s the critical path?
Project a EF
AG
BCD
© Bhuvan Unhelkar
24
5
4
2
2
4
6
3
Professional Development (300578)
Lecture 6 – Project Management
CPM Example
A simple example without resource consideration
Activity
Preceding Activity
Succeeding Activity
Est. Dura- tion (days)
A
–
E, B
2
B
A
C
4
C
B
D
6
D
C
G
3
E
A
F
5
F
E
G
4
G
F, D
–
2
4
Where’s the critical path?
If this is affected the timeline changes
Project a EF
AG
BCD
2
2
© Bhuvan Unhelkar
25
4
5
6
3
Professional Development (300578)
Lecture 6 – Project Management
• CPM forward and backwards pass example
• To calculate earliest start/finish and latest start/finish as well as determine the critical path
Watch on YouTube (Engineer4Free): https://www.youtube.com/watch?v=4oDLMs11Exs
Professional Development (300578)
Lecture 6 – Project Management
CPM Calculation examples
(note that there are many different ways to do the notation)
• https://www.youtube.com/watch?v=b2eKBP77P1I • https://www.youtube.com/watch?v=4oDLMs11Exs
Professional Development (300578)
Lecture 6 – Project Management
Program Evaluation and Review Technique (PERT)
• Network analysis technique used to estimate task duration when there is a high degree of uncertainty about the task itself (ie: complexity, skills available)
• PERT Weighted Average =
Optimistic time + (4 * most likely time) + pessimistic time
6
29
Professional Development (300578)
Lecture 6 – Project Management
PERT Example
• Someone thinks it might take 10 days to complete a task. At best you could do it in 8 days and at worst 24 days. Therefore:
• PERT WA =
8 days + (4 * 10 days) + 24 days 6
• Equals 12 workdays to complete • Can be used as input to the CPM
30
Professional Development (300578)
Lecture 6 – Project Management
Gantt Chart or Bar Chart
Activity
G
Est. Dura- tion (days)
Early start
Early finish
Late start
Late finish
17
Float
0
Project a Day
A
B
2
1
2
6
1
3
2
6
0
4
3
0
C
6
7
12
7
12
0
D
3
13
15
13
15
0
E
F
5
3
7
7
12
11
15
4
4
8
11
4
2
16
17
16
Activity
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
A B C D E F G
Activity plan (based on early dates)
Activity slack
31
17
Professional Development (300578)
Lecture 6 – Project Management
The WBS is on the left, and each task’s start and finish date are shown on the right using a calendar timescale. Early Gantt Charts, first used in 1917, were drawn by hand.
32
Professional Development (300578)
Lecture 6 – Project Management
Duration) Early)start)(ES)) Early)finish)(EF))
Late)start)(LS)) Late)finish)(LF)) Float)or)slack)
Elapsed(time(to(do(the(activity( Earliest(an(activity(can(start(
Earliest(an(activity(can(finish( (EF=ES+duration)(
Earliest(an(activity(should(start(without( delaying(the(project(
Latest(an(activity(should(finish(without( delaying(the(project((LF=LS+duration)(
Duration(by(which(an(activity(can(be(deA layed(without(delaying(the(project((Float(
Forward Pass
Backward Pass
determines the earliest start and finish dates for each task
determines the latest start and finish dates for a task
or(slack=LSAES(or(LFAEF)((
Critical activity Critical path
Event, Node or milestone
Earliest Event Time (EET)
Latest Event Time (LET)
Dummy activity Lag
Activity with zero float
Path joining the critical activities
A point in time, for example the start or finish time of an activity
Earliest time an event can take place
Latest time an event should take place without delaying the project
An activity of zero duration
Duration between the start or finish of an activity and the start or finish of fol- lowing activity
Network Planning Terms
33
Professional Development (300578)
Lecture 6 – Project Management
Shortening a Project Schedule
• Common for stakeholders to want to shorten project schedule estimate- but how?
1. 2.
Determine critical path
Reduce Critical Path task durations by CRASHING or FAST TRACKING
them OR reducing their scope
• Crashing involves adding resources to the project for least cost to speed up the timeline
• Fast Tracking is the process of moving tasks so they are performed in parallel.
34
Professional Development (300578)
Lecture 6 – Project Management
Resource Leveling
oAfter creating the WBS and activity network diagram, the PM needs to allocate resources to the work to complete the schedule
oWhat happens if you have an unequal distribution of work amongst team members?
oWhat happens if only one resource has the skills to execute two concurrent tasks?
35
Professional Development (300578)
Lecture 6 – Project Management
Resource Leveling
oResource levelling is a strategy used to correct resource over-allocation by either delaying or splitting tasks (or a combination of both)
oTasks on CP can only be SPLIT (any delay would delay whole project) oTasks not on CP can be delayed (but only by maximum amount of slack)
36
Professional Development (300578)
Lecture 6 – Project Management
Sample Enterprise Project Management Tool
In recent years, organizations have been taking advantage of software to help manage their projects throughout the enterprise.
(IBM Rational’s Dashboard)
© Bhuvan Unhelkar
37
Professional Development (300578)
Lecture 6 – Project Management
Project Management Software
IBM Rational’s Dashboard
Telerik TeamPulse
OnTime
o Overall though, 100’s of tools utilised:
o Low end range ($200 per user) o Mid range ( $250-500 per user) o High end range (enterprise
grade per user)
Microsoft Project
You may want to investigate other PM tools
38
Professional Development (300578)
Lecture 6 – Project Management
Project Management Certification
• PMI provides certification as a Project Management Professional (PMP)
• A PMP has documented sufficient project experience, agreed to follow a
code of ethics, and passed the PMP exam
• The number of people earning PMP certification is increasing quickly
• PMI and other organizations are offering new certification programs (e.g www.4PMTI.com)
You may be certified in technique, but if your interpersonal skills or communications are poor you cannot be an effective manager
39
Growth in PMP Certification 2008 -2011
Professional Development (300578)
Lecture 6 – Project Management
http://blog.sukad.com/20120919/pmp-certification-growth/
40
Professional Development (300578)
Lecture 6 – Project Management
Summary
• Introduction to Project Management • Scope of IT Project Management
• Role of Project Manager
• Pitfalls of software projects
• Project Management Tools and Techniques
41
Professional Development (300578)
Lecture 6 – Project Management
Essential Reading – Now onto second textbook
• Project Management for Information Systems
• Chapter: Project Planning: Understanding the Work • Chapter: Project Planning: Estimating
• Chapter: Project Planning: Scheduling and resources
42
Professional Development (300578)
Lecture 6 – Project Management
Questions ?
43