R&D System Development
Management 1
Theo Schouten
2010
GiPHouse
Radboud University Nijmegen
Lectures
• 9 lectures of 2 hour
– some by guest speakers
• 2 hour written examination
– no books or documentation
• based on:
– Software Engineering – A practitioner’s Approach:
European Adaptation, sixth edition , Roger S.
Pressman, changing to seventh
– sheets of the presentations
– extra treated concepts and theories
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GiPHouse
• practical work of R&D SDM1 (4 ec)
– management of the software house and its
projects
• serious participation needed
– individual grade
– 50% of final grade
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Aim
• SDM1 has the aim that the student obtains all the
professional skills of an IT project leader.
• SDM1 resembles the phase in an IT career in which
the project leader takes responsibility for the
management of a software development project.
• and/or responsibility for the management of the
company
• Within GiPHouse students aim at two goals:
– realizing their own personal development goals, and
– delivering a high quality system.
– focus on teamwork
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Role
• Role differentiation, typical for knowledge
workers
• control by reviewing against quality criteria
– judged by other students and customers
• teachers are more at a “distance”
– CEO, following all email
– design of SDM1, GiPHouse
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Scope
• Within SDM1 we address the project
management aspects of the whole life cycle of
a system development project:
• from definition study through system design,
system development and system
implementation all the way to the
maintenance of a system in an operational
environment.
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other managers
• Improving the company
– handbooks, activity templates, intra-net, etc
– PR, customer contact
– different team members (IK, IC, KI, HBO-students)
– collaboration software facilities
– differentiated grading
• Preparing the future
– projects for the next semester
– GiP International
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Course Subjects
• Project management
• Project planning
– Business Planning, Technical Planning
• Rolls of
– Project manager, Quality manager, Contract Owner,
Public Relations Manager, Director
• Planning methods
– PERT, CPM, Work Breakdown structure, Gantt-charts
•
•
•
•
Quality Management
Risk Management
Metrics
Component Based Development
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Project management
• What is project management?
• What makes management of software
development so special?
• Which roles are there?
• Which steps do you have to take?
• What is a project?
Chapter 1 and 21 of book, (24 in 7th)
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What is project management
• ‘ ..it involves the planning, monitoring and control of
the people, process and events that occur as
software evolves from a preliminary concept to an
operational implementation. ’ (Dilbert)
• ‘ .. The role of the ‘manager’ is to plan, organize,
staff, direct and control. He or she deals with ideas,
things and people.’ (Tomayko and Hallman, 1989)
• Care that every stakeholder stays happy
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North Sea Project Cost History
• Brent C
10,0
Final or forecast cost/estimate
8,0
4,0
2,0
• Dunlin
• Brent B
• Brent C
• Frigg I&II
• Statfjord A
• Brent D
• Frigg
• Ekofisk
IV IV
• Ekofisk II
• Valhall
• Murchison
• Ekofisk III
• Statfjord B• Leman
• Fulmar Gas
•
Odin
• Fulmar
• Inde M&N
• Eider
• N. Cormorant • Clyde • Tern
1,0
0,8
0,6
0,5
‘71 ‘72 ‘73 ‘74 ‘75 ‘76 ‘77 ‘78 ‘79 ‘80 ‘81 ‘82 ‘83 ‘84 ‘85 ‘86 ‘87 ‘89 ‘90
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Year of appropriation estimate
11
Challenges
Late Delivery
Cost Overruns
Rarely
Never12%
4%
Always
4%
Sometimes
43%
Sometimes
Usually
Always
Never
Rarely
Usually
37%
Reasons?
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Radboud University Nijmegen
Rarely
15%
Never
2%
Always
1%
Sometimes
51%
Usually
31%
Sometimes
Usually
Always
Never
Rarely
(Van Genuchten 1991)
12
Reasons for cost/delay overrun
• Human capacity:
– Not available due to: overruns in previous or other
projects, needed for unplanned activities
• Human related:
– too little experience with e.g. development environment
– more inexperienced then experienced people, wrong mix
• Input-requirements related:
– requirements too late, too little quality
– specifications for COTS or other hardware too late, too
little quality
– changing requirements during the project
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further
• Product (technology) related
–
–
–
–
–
changing interfaces with environment
software complexity underestimated
more problems with performance of memory limitations
more software failures (bugs) than planned
product wrongly designed, redesign is needed
• Organization related
–
–
–
–
less continuity in project team members
more interruptions than planned
more influence/interruption of quality assurance activities
bureaucracy
• Tools related
– Development or test tools too late or not adequate
– Needed releases too late or with too many errors
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Implementation benchmarks
Obstacles until “go-live”
Obstacles after “go-live”
Change Management
Change Management
Internal Staff Adequacy
Training
Project Team
Internal Staff Adequacy
Training
Prioritization/Resource Allocation
Prioritization/Resource Allocation
Top Management Support
Project Team
Consultants
Discipline
Ownership (of Benefits and Other)
People 51%
Ownership (of Benefits and Other)
People 62%
Discipline
Ongoing Support
Program Management
Process Reenigineering
Stage/Transition
Stage/Transition
Business Performance
Process 16%
Benefit Realization
Process 19%
Process Reengineering
Software Functionality
Software Functionality
Application Portfolio Management
Enhancements/Upgrades
Enhancements/Upgrades
Data
Application Portfolio Management
Technology 12%
Reporting
0
2
% of Mentions
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Radboud University Nijmegen
Technology 19%
Reporting
4
6
8
10
12
14
16
0
2
4
6
8
10
12
14
16
% of Mentions
15
People, Process & Technology
Technology requires skills
and new roles in
organisations
Processes based on
the skills of people
People
The ideal process
requires a skilled
organisation
People need to know how
to manage the system
Technology
Process
Processes require a well fitting and
performing system
Systems limit but also challenge
processes
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specific to software management?
• Software is a creative product based on human ideas,
concepts and models; it has no natural limits
• Software develops during the process
• Software engineering is relative young; measuring is difficult
• Developed software needs acceptance by users in their
environments
• User requirements change during the development
• Fixing the design is a balancing act between user acceptance
and project control possibilities
• Design is based on concepts and ideas, not on fixed or well
known building blocks
• It is difficult to detect bugs during the development process
• Communication and interaction with legacy systems and COTS
increases
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The Four P’s
• People — the most important element of a
successful project
• Product — the software to be built
• Process — the set of framework activities and
software engineering tasks to get the job done
• Project — all work required to make the
product a reality
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MOI model of leadership
• Motivation. The ability to encourage (by “push or
pull”) technical people to produce to their best
ability.
• Organization. The ability to mold existing processes
(or invent new ones) that will enable the initial
concept to be translated into a final product.
• Ideas or innovation. The ability to encourage people
to create and feel creative even when they must
work within bounds established for a particular
software product or application
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Team Coordination & Communication
• Formal, impersonal approaches include software engineering
documents and work products (including source code), technical
memos, project milestones, schedules, and project control tools,
change requests and related documentation, error tracking
reports, and repository data.
• Formal, interpersonal procedures focus on quality assurance
activities applied to software engineering work products. These
include status review meetings and design and code inspections.
• Informal, interpersonal procedures include group meetings for
information dissemination and problem solving and “collocation
of requirements and development staff.”
• Interpersonal networking includes informal discussions with
team members and those outside the project who may have
experience or insight that can assist team members.
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Projects get into trouble when …
•
•
•
•
•
•
•
•
•
•
Software people don’t understand their customer’s needs.
The product scope is poorly defined.
Changes are managed poorly.
The chosen technology changes.
Business needs change [or are ill-defined].
Deadlines are unrealistic.
Users are resistant.
Sponsorship is lost [or was never properly obtained].
The project team lacks people with appropriate skills.
Managers [and practitioners] avoid best practices and lessons
learned.
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Project organization and roles
Project Sponsor
Steering Committee
Project Steering Committee
Project Manager(s)
Functional/Process Groups
(User Focal Points)
User Group 1
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User Group 2
…..
Technical Project
Leader
Analysts
Designers
Programmers
User Group n
22
inzet in %: fase 1b
Fase 1b: ontwerp
Fase 1b: realisatie
Fase 1b: invoering
inzet in %: fase 2
Fase 2: ontwerp
Fase 2: realisatie
Fase 2: invoering
35
1
10 60%
1 1%
30
2
45
1
12
2
10
10
40
30
30
20
20
0
5
14
14
56
42
42
28
28
0
7
4
4
16
12
12
8
8
0
2
0
10
15
20
20
30
30
0
5
0
15
23
30
30
45
45
0
8
0
5
7
10
10
14
14
0
2
10
50
14
70
4
20
10
50
15
75
12
60
Management
Projectmanager
Steering committee
6 40%
1 1%
16
1
26
1
Consultants
Consultant Financieel sr GL / AP / AR / FA
Consultant Financieel jr AP / AR / FA
Consultant Logistiek sr PO / INV / config
Consultant Logistiek jr BOM / WIP
Consultant sr OM / advanced pricing / WMS
Consultant sr CRM
Consultant jr Sales / Contracts
Database specialist testmachine
Coördinatie bouw
0
0
0
0
0
0
0
0
0
16
24
0
0
0
0
0
16
4
26
39
0
0
0
0
0
26
7
8
12
0
0
0
0
0
0
2
8
40
13
65
4
20
Fase 0
Fase 1a: realisatie
25
1
Fase 1a: ontwerp
8 50%
1 1%
inzet in %: fase 1a
Fase 1a: invoering
people, phases, time
Fase / Stap
40%
60%
0%
0%
0%
0%
0%
40%
10%
20%
20%
80%
60%
60%
40%
40%
0%
10%
0%
20%
30%
40%
40%
60%
60%
0%
10%
T otaal Management / Consultants
doorlooptijd in weken (per fase / stap)
doorlooptijd in dagen (per fase / stap)
Definition
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Design
Construction
Implementation
23
Which plans ?
•Business planning
–Goals and vision
–Requirements Analysis
–Project plan
•Technical Planning
–Program Master plan
–Management plan
–Development plan
–Configuration Management
plan
–Quality Assurance plan
–Maintenance plan
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–Test plan
–Integration plan
–Documentation plan
–Transition plan
–Firmware development plan
24
Common-Sense Approach to Projects
• Start on the right foot. This is accomplished by working hard (very hard) to
understand the problem that is to be solved and then setting realistic
objectives and expectations.
• Maintain momentum. The project manager must provide incentives to
keep turnover of personnel to an absolute minimum, the team should
emphasize quality in every task it performs, and senior management
should do everything possible to stay out of the team’s way.
• Track progress. For a software project, progress is tracked as work
products (e.g., models, source code, sets of test cases) are produced and
approved (using formal technical reviews) as part of a quality assurance
activity.
• Make smart decisions. In essence, the decisions of the project manager
and the software team should be to “keep it simple.”
• Conduct a postmortem analysis. Establish a consistent mechanism for
extracting lessons learned for each project.
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End remarks
•
•
•
•
Project management has to do with human factors
People, process en technology influence the success
Project tracking & tracing is important
Project management is not a science, it is based on
experience
• There are different
– methods to plan and manage
– ways to organize projects
– ways to guard the quality of projects
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