MIS Practicum BUS119A: PM Overview - 1 8/7/2006 S. Yoon and D.Gasich Project Management: Overview A....

MIS Practicum

BUS119A: PM Overview - 1 8/7/2006 S. Yoon and D.Gasich

Project Management: Overview

A. What Is Project Management (PM)?

B. Why Is Project Management Needed?

C. What Skills Does Project Management Require?

D. When Does Project Management Occur and ends?• Project ends shortly after the Product ships• Product End of Life occurs when Product Service is terminated by

manufacturer

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A. What Is Project Management?

• A systematic approach to PRODUCT development

• A set of activities to PLAN, MONITOR, COORDINATE, and REVIEW/Change/Rework a product development project

• Management activities:1. Estimation of project cost

2. Preparation of development schedules

3. Application of effective development process

• Development process consists of numerous steps starting with Identifying Requirements step and ending with Delivery of Product step (three to fifteen steps).

4. Preparation and evaluation of proposals

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PM Constraints • T=On Time – To meet and/or beat competition

• B=Within Budget – Project Cost to make it profitable

• F=Provide Function (FN) – To be attractive to customer must have CAPABILITIES that customer wants and needs.

• Effect of TBF on QUALITY (Q) of the Product:

Time Time

Budget (FN)

(Q)

(Q)

(FN)

(Q)Budget

Fewer Functions => “Less Quality”

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IPO and IPOSC Diagram Refresher

• IPO – Input Process Output block diagram:

InputProcess

Output

IPOSC – is an IPO diagram that has two additional elements:•Storage and•Control

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IPOSC Diagram (a refresher)

• IPOSC – Input, Process, Output, Storage and Control:

InputProcess

Output

Control

Storage

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Functional Requirements

• Input: The system must accept the following inputs -- employee timecards, ....

• Processing: The system must perform the following processes -- calculate gross wage, ....

• Output: The system must generate the following outputs: weekly paychecks, payroll tax report, ....

• Storage: The system must maintain the following files: employee payroll file, tax rate file, ....

• Control: The system must enforce the following policies -- pay overtime for hours > 40, ....

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Project Management Sub-goals

The “Three legged” stool model.

• On time– On-target estimate of project schedule and effective

monitoring and tracking of project activities.

• Within budget– On-target estimate of project budget and effective

monitoring and tracking of project costs.

• With a high degree of user commitment (FN)– Effective client relations, including involving users,

documenting requirements, and managing change.

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All 3 PM Sub-goals are critical ...

• But, ultimately, the success or failure of a project is determined by the satisfaction of the person(s) who requested the project (that is CUSTOMER SATISFACTION)!

On-timeWithin budget

Function

T B F On time, Within Budget, Function

On-time

Function

Budget

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Project Management ….

• An effective project manager must be able to– understand the system objectives

– identify system functional requirements (IPOSC)

– recognize project constraints and scope

– identify project tasks and estimate project schedule

• in order to meet the objectives and satisfy the requirements while staying within the constraints.

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System Objectives

• Statements of the business benefits the proposed system will provide

– Efficiency: improve accuracy, timeliness; reduce costs, personnel; increase productivity

– Effectiveness: make accurate, timely information available for management decision making; improve communication; support collaboration

– Competitiveness: increase market share, customer satisfaction; lock-in customers and suppliers

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Constraints

• State limitations on the resources available for the project

– Time (schedule): calendar time to complete the project

– Money (budget): $$$ available to pay developers, purchase HW/SW, convert data, train users, etc.

– Personnel: number assigned, skills, availability

– “Options”: must use firm’s existing HW/SW, can’t hire any additional staff, etc.

– Development tools: 3GL vs. 4GL, prototyping or CASE tools, DBMS

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Scope

• Statements describing what will/will not be addressed in the project

– Organizational boundaries: Which divisions or locations?

– Functional area boundaries: Which functional areas?

– Process boundaries: Which processes? e.g.,

– Generate weekly payroll checks

– Maintain W-2 data

– Generate payroll reports

– Generate annual W-2 forms

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PD PM Methodology

A/K/A Development Process

• A framework for solving technical challenges

• Focus: Define the attributes of the desired product

• Who: What are the technical roles and responsibilities?

• Measurement: progress against the technical requirements

• A framework for planning and managing work

• Focus: Plan how to deliver product on time/within budget

• Who: What are the manage-ment roles/responsibilities?

• Measurement: progress against the project plan

Product Development Methodology

Project Management

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Product Attributes

Product Abilities, Attributes, Function, Capabilities

Function example: “Product will provide Web interface to a Database that will be user updateable.”

An extensive list of “Abilities” is on next slide

From “Wired” Magazine 05/2006

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Product Abilities – Function and Quality are the key

Acceptability - Interest and need of customers to get a product and use it.Adaptability - Change in one component does not require extensive changes in others.Applicability - Match between functional claims that product offers and customer needs.Assistability - Degree to which a product helps customers in doing certain tasks.Availability - Percent of time that a product is able to run out of all required timeCapability - Functionality or Ability (FUNCTION) This is the key abilityFeasibility - Likelihood of achieving objectives (or requirements)Flexibility - System's ability to adapt to changing requirements.Functionality - Systems scope of functions it can perform (ex. Sort, Print etc.)Installability - How easy it is to install the productInteroperability - Ability of the different HW and SW to work in unisonMaintainability - Ability to modify, understand and test when changes are needed.Modularity - Product built in a way where change in one module has minimal impact on others.Performance - Primarily speed of transfer or processing. It may mean all "abilities".Reliability - Time or frequency that the system or program failing (QUALITY)Reusability - Ability of products to be used in new systems or with heavy modifications.Portability - Ability of a product to run on different hardware and different operating systemsProfitability - Ratio of (Revenue-Cost)/CostServiceability - Ease of repair. Depends on built in debugging facilities and documentation.Usability - Nature of the product where user can easily install, learn and use the product.Upgradeability - Ease of adding an increase in a resource. Example going from 1 GBY to 2 GBY.Viability – Likelihood of making the product a successA special “Trio” popular in industry: RAS = Reliability, Availability, and Serviceability

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B. Why Project Management?What will happen if you do not plan or planning is inadequate.

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On-Budget Completion Rates

On Budget40%

Over (average of

30%)37%

Under7%Unsure

16%

Historical Experience (statistics) of numerous projects.

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On-Time Completion Rates

Unsure7%

Early2%

On Time35%

Late (avg = 5 months)

56%

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Observations and Quips

• No major project is ever installed on time, within budget, or with the same staff that started it. Yours will not be the first.

• Projects progress quickly until they become “90% complete”. Then it takes them as long to complete that last 10%.

• One advantage of fuzzy project? -- You can avoid the embarrassment of estimating the corresponding costs.

• When things are going well, something will go wrong.

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Laws of Project Management

• If PRODUCT content is allowed to change freely, the rate of change will be greater than the rate of progress. Control “added functions”.

• No system is ever completely debugged. The debug inevitably introduce new bugs that are even harder to remove (secondary and masked defects).

• “A carelessly planned project may take 3X times longer to complete than expected; a carefully planned project will take 2X longer.

• Project teams detest progress reporting b/c it vividly manifests their lack of progress.

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Major Reasons for Project Failure

• Incomplete, ambiguous, inconsistent Requirements and Specifications

• Poor (NO!) planning and/or estimating

• No clear assignment of authority and responsibility

• Inadequate “End User" involvement during development

• Lack of adequate experience, tools and techniques

• Dependencies on external sources (vendors, subcontractors, counting on inventions)

• High staff turnover or inadequate training

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Major Interactions of PR Participants

ProjectManager

Government Agencies:Patents, Copyrights,

Trademarks, Environment Impact

Other OrganizationsHR, Facilities (office space)

FunctionalManagers

Client, Customers,

Sponsor

$$ TopManagement

Consultants(professors)

Project Team(teamwork)

Subcontractors

Outsourcing

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C. PM Skills Needed1. Planning: predicting the sequence of activities and resources needed for a

project

2. Sizing: predicting deliverables in terms QUANTIFIABLE METRICS. Metrics for VOLUME is LOC. Specifications pages, documentation, test cases, etc. have metrics. Estimating: predicting the future outcome of a project in terms of size, schedule, effort, cost, quality, value, and risk

3. Estimating: predicting the future outcome of a project in terms of size, schedule, effort, cost, quality, value, and risk. Example: It takes a Year to one Programmer to write 1000 lines of code. How many programmers does the project need to complete 5 KLOC in 6 months?

4. Tracking: monitoring costs and resources over time. Project Plan predicts when certain MILESTONES will be reached (ex. Testing Complete) and management expects to see it by that date.

(continued on next slide)

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PM Skills ….

5. Measuring: collecting hard data (schedules, resources, deliverable size) and soft data (opinions on tool usefulness, constraints, creeping requirements) to assess the process and product of development. Using collected data from previous projects in order to develop “rules of thumb”

6. Assessing: reviewing processes used to develop systems to evaluate how closely project comes to its planned rate of progress and how well product meets requirements (A/K/A Checkpoints).

(continuation from previous slide)

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Important Skills for the PR Manager

Technicalskills

Leadershipskills

Resource management,human relationship

skills

Communicationsskills

Negotiating skills

Marketing,contracting,

customerrelationship

skills

Budgetingskills

Scheduling andtime

managementskills

“A Well Rounded” Project Manager

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D. When Does PM Occur?

• For Project Proposal– Estimate time, resources, costs to evaluate risks/benefits;

size project deliverables• At Project Inception

– Prepare more detailed estimate of time, resources, costs– Prepare detailed schedule of early activities, broad

schedule of later activities– Establish development team

• During Project – Track costs and resources used– Coordinate and monitor activities, personnel, resources

• For Post-Implementation Review (learn from experiences)– Measure/assess process and product. “Lessons Learned”

and “Post Mortem Analysis”.

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Success of a Product Depends on:

1. Develop a sellable product (right abilities).2. Develop it on schedule, within budget and with right

capabilities (do PROJECT PLANNING).3. Deliver it on time to beat competition4. Nurture financing sources5. Expect unplanned events, provide BUFFER(s)6. Recognize and identify potential exposures to

potential negative impacts, take Risk.7. Handle risk by having “Risk Plan” in the back pocket

in order to Alleviate (relieve, lessen impact) of potential negative factors if and when they occur.

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MIS Practicum BUS119A: PM Overview - 1 8/7/2006 S. Yoon and D.Gasich Project Management: Overview A....

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