TODAY:
• The Pre-proposal—due Wed., 9-4-13
• The Software Development Lifecycle
• Some risk-considerations relative to
projects
• Schwalbe, Chapters 1 and 2
Learning Objectives
• Describe the systems view of project
management and how it applies to information
technology (IT) projects
• Understand organizations, including the four
frames, organizational structures, and
organizational culture
• Explain why stakeholder management and top
management commitment are critical for a
project’s success
2
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
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
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
Functions of the Project
Manager
• Leader
• Mentor
• Motivator
• Coach
• Negotiator
• Encourager
• Scheduler
• Problem-solver
• Example-setter
• Role-model
•1–6Visionary
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•
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Scope manager
Quality manager
Cost manager
Schedule manager
Communications manager
Procurement manager
Stakeholder manager
Human resources manager
Risk manager
Schwalbe Chapters 1 & 2:
The Project Management
Context and Processes
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•
•
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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
Why are projects in vogue?
•
•
•
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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
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
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
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…..
Phases of the Project Life Cycle
SSTAGES (Phases): My names
vs. Schwalbe’s names
•
•
•
•
Definition and Conceptualization – Concept
Planning & Budgeting—Development
Execution & Control—Implementation
Termination & Closure – Close-out
STAGE 1:
Conceptualizingand-Defining
STAGE 2:
Planning-andBudgeting
STAGE 3:
Executing
STAGE 5:
Terminatingand-Closing
STAGE 4:
Monitoring-and-Controlling
Steps in Stage 1
• Must be predefined
• Stage 1
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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
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
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
Agile 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 objectoriented technology projects and requires strong
leadership to coordinate the work
Agile Project Management
• Early software development projects often used a waterfall
approach, as defined earlier in this chapter. As technology
and businesses became more complex, the approach was
often difficult to use because requirements were unknown
or continuously changing.
• Agile today means using a method based on
iterative and incremental development, in
which requirements and solutions evolve
through collaboration.
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Agile, the PMBOK® Guide, and a
New Certification
• The PMBOK® Guide describes best practices for what
should be done to manage projects.
• Agile is a methodology that describes how to manage
projects.
• The Project Management Institute (PMI) recognized the
increased interest in Agile, and introduced a new certification
in 2011 called Agile Certified Practitioner (ACP).
• Seasoned project managers understand that they have always
had the option of customizing how they run projects, but that
project management is not easy, even when using Agile.
22
The WaterFall Model
Definition of
Requirements
Analysis
Design
Construction
System Integration
Testing
Acceptance Testing
Implementation
Operation
The Waterfall Model Embedded in the
project lifecycle
• definition and conceptualization
– Definition of Requirements Phase
• planning and budgeting
• execution and control
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–
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–
–
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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
Sometimes the waterfall model is
implemented in two projects
• Analysis project
– Definition
– Analysis
• Development project
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–
–
–
–
Design
Construction
Testing
Acceptance
Installation
Figure 2-3. Spiral Model of Software
Development
Spiral Model
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•
Many revolutions are required to finish a project
Four phases of each revolution are:
1. Determine objectives, alternatives
and constraints
2. Evaluate alternatives, identify and
resolve risks
3. Develop and verify next-level product
4. Plan next phases
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
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 project’s progress,
likely success, and continued compatibility with
organizational goals
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.
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
Figure 2-4. Functional, Project, and
Matrix Organizational Structures
Table 2-1. Organizational Structure Influences
on Projects
35
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
Table 2-2. Fifteen Project
Management Job Functions
• Define scope of project
• Identify stakeholders, decisionmakers, 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
Suggested Skills/Competencies for a
Project Manager
 Communication competencies: listening, persuading,
mentoring, coaching, encouraging, visioning
 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
 Skill in using MS Project
 Skill in using estimating tools, risk assessment tools, etc.
Table 2-3. Most Significant Characteristics of
Effective and Ineffective Project Managers
Effective Project Managers
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Leadership by example
Visionary
Technically competent
Decisive
Good communicator
Good motivator
Good negotiator
Good problem solver
Stands up to upper
management when necessary
• Supports team members
• Encourages new ideas ,
etc.
Ineffective Project Managers
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Sets bad example
Not self-assured
Lacks technical expertise
Poor communicator
• Poor motivator
• Not well organized
• Unfamiliar with
project management
basics
Organizational Culture
• Organizational culture is a set of shared
assumptions, values, and behaviors that
characterize the functioning of an
organization
• Many experts believe the underlying
causes of many companies’ problems are
not the structure nor staff, but the…..
culture
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Ten Characteristics of
Organizational Culture
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Risk tolerance*
Reward criteria*
Conflict tolerance*
Means-ends
orientation
• Open-systems focus*
Member identity*
Group emphasis*
People focus
Unit integration*
Control
*Project work is most successful in an organizational
culture where these items are strong/high and other
items are balanced.
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What kind of Culture do you want
to create?
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High risk tolerance
High reward system
Strong Member identity
Strong Team emphasis
Low-tolerance for lateness
High Unit Integration
Open-systems Focus
Project Management Process
Groups
• Project management can be viewed as a number
of interlinked processes
• The project management process groups include
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initiating processes (Conceptualizing and Defining)
planning processes (Planning & Budgeting)
executing processes (Executing)
controlling processes (Monitoring & Controlling)
closing processes (Termination & Closure)
Figure 2-5. Level of Process
Group Activity Over Time
Our Five stages—not quite the same
as Schwalbe’s processs groups
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Conceptualization and Definition -- Initiating
Planning and Budgeting -- Planning
Execution -- Executing
Monitoring and Controlling -- Controlling
Termination and Closure -- Closing
Integration and Core Knowledge
areas
• INTEGRATION
– Integration Management
• CORE
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–
–
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SCOPE MANAGEMENT
TIME MANAGEMENT
COST MANAGEMENT
QUALITY MANAGEMENT
Facilitating knowledge areas
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Human Resource Management
Risk Management
Procurement Management
Communications Management
Stakeholder Management
Integration Management
Processes– 4th Edition
• Develop Project Charter
– Charter is a formal doc to authorize project
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Develop Project Management Plan
Direct and Manage Project Execution
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Project Scope Management
Processes – 4th Edition
• Collect Requirements
– Define the customers needs
• Define Scope
– Define a detailed description of project deliverables
• Create a WBS
– Decompose project work into smaller components
• Verify Scope
– Review project deliverables to gain formal acceptance by customer
• Control Scope
– Monitoring and updating the status of deliverables and managing
changes to scope baseline
Project Time Management
Processes – 4th Edition
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Define Activities
Sequence Activities
Estimate Activity Resources
Estimate Activity Durations
Develop Schedule
Control Schedule
Project Cost Management
Processes – 4th Edition
• Estimate Costs
• Determine Budget
• Control Costs
Project Quality Management
Processes – 4th Edition
• Plan Quality
• Perform Quality Assurance
• Perform Quality Control
Project Human Resource
Management Processes – 4th Edition
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Develop Human Resource Plan
Acquire Project Team
Develop Project Plan
Manage Project Team
Project Communications
Management Processes – 4th Edition
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Identify Stakeholders
Plan Communications
Distribute Information
Manage Stakeholder Expectations
Report Performance
Project Risk Management Processes
– 4th Edition
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Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Response
Monitor and Control Risks
Project Procurement Management
Processes – 4th Edition
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Plan Procurements
Conduct Procurements
Administer (Control) Procurements
Close Procurements
We can also organize our process
groups by STAGES
Conceptualization and Definition
Stage Processes
• Collect Requirements
• Define Scope
• Create WBS
• Verify Scope
• Identify Stakeholders
• Identify Risks
Planning and Budgeting Stage
Processes
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Develop Project Plan
Define Activities
Sequence activities
Estimate Activity
Duration
• Develop Schedule
• Estimate Activity
Resources
• Estimate Costs
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Determine Budget
Plan Risk Responses
Plan Quality
Plan Organization
Plan Communications
Plan Procurements
Develop Human Resource
Plan
Execution Processes
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Direct and Manage Project Plan Execution
Perform Integrated Change Control
Conduct Procurements
Administer Procurements
Monitoring and Control Stage
Processes
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Control Scope
Control Schedule
Control Costs
Perform Quality Control
Monitor and Control Risks
Termination and Closeout Stage
Processes
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Report Performance
Close Project or Phase
Close Procurements
Document Lessons Learned
Populate History Database
Table 2-4. Relationships Among Project Process Groups,
Project Process Groups
Activities,
and
Knowledge Areas
Project
Process Groups
Knowledge Area Initiating Planning
Executing
Controlling
Closing
Knowledge Area
Integration
Integration
InitiatingProject
Planning
plan
Executing
Controlling Closing
Project
plan
Overall
development
execution
Project plan
Project plan change
Overall
control
development
execution
change
Initiation
Scope planning
Scope
Scope
change
control
Scope
verification
control
Initiation
Scope
planning
Scope
Scope
change
Scope
Activity
Schedule
verification
control
Time
definition
control
Activity
Schedule
Time
Activity
definition
control
sequencing
Activity
Activity
sequencing
duration
Activity
estimating
duration
Schedule
estimating
development
Schedule
Resource
Cost control
development
Cost
planning
Resource
Cost control
Cost
Cost
estimating
planning
Cost
budgeting
Cost
estimating
Quality
planning
Quality
Cost
budgeting Quality
Quality
assurance
control
Quality
planning
Quality
Quality
Quality
Organizational
Team
assurance
control
Human
planning
development
Organizational
Team
Human
resources
Staff
acquisition
planning
development
resources
Communications
Performance
Administrative
Staff acquisition Information
Communications
planning
Communicationsdistribution
Information reporting
Performance closure
Administrative
Communications
Risk
response
planning
distribution Risk
reporting
closure
Risk
identification
control
Risk
Risk response
Risk
Risk
identification
control
quantification
Risk
Risk
response
quantification
development
Risk response
Procurement
Solicitation
Contract closedevelopment
Procurement
planning
outContract closeProcurement
Solicitation
Procurement
solicitation
Source
planning
out
planning
selection
solicitation
Source
Contract
planning
selection
administration
Contract
administration
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?