ANF
DATA
a Siemens Company
Project Management
2005-12-15
Ivan Bradáč, ANF DATA
Project Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Contents
 ANF DATA introduction
 Project Management Definition & Context
 Project Management Activities
 Effort Estimation
 Planning, Scheduling & Controlling
 Managing People
 Risk Management
 Some Special Project Types
 Distributed Projects
 Death March Projects
2005-12-15
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Ivan Bradáč, ANF DATA
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Introduction
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
My Introduction
Ivan Bradáč, ANF DATA KB
In ANF DATA since 2002
Most of the time as Project Manager
Involved also in
 Architecture
 Implementation (Java)
 Requirements Specifications
 Before ANF DATA employed in Sun
Microsystems, AIS Software
 Masaryk University, Faculty of Science
(Mathematical Analysis)
 Ivan.Bradac@siemens.com
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PM Definition & Context
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
What is Project Management
 What is a Project?
 A project is a temporary endeavor to create a
unique product, service, or result.
 Project vs. Operational Work : Operations are ongoing
and repetitive
 What is Project Management?
 Application of knowledge, skills, tools and
techniques to project activities to meet project
requirements
 What is special on software Project Management?
 Intangible product
 Processes not standardised
 Uniqueness of software projects
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PM Definition & Context
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Project Players (Stakeholders)
 Project Manager & Project Team
 Performing Organization
 Owner (Sponsor) – person/organization who accepts
and pays for the project result.
 Customer (User) – person(s)/organization who will use
the project result.
 Other stakeholders (Influencers)
 Individuals and organizations involved in the project
or affected by the project‘s outcome
 Stakeholders can have positive or negative
influence on the project
 Don‘t forget to identify the players, don‘t forget about
the political influences!
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PM Definition & Context
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Organizational Influences
 Organizational systems can be project-based or nonproject based
 Organizational structures
 Functional : No Project Managers
 Projectized : Project manager = Functional
Manager
 Matrix : Project are performed throughout the
functional lines.
 The organizational structure has an influence on the
Project‘s Manager authority
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ANF
PM Definition & Context
Program and
System Engineering
PSE
Project
Coordination
Functional Manager
DATA
a Siemens Company
Chief Executive
Functional Manager
Functional Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Functional Organization (Gray boxes represent staff engaged in project
activities.)
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ANF
PM Definition & Context
Program and
System Engineering
PSE
Project
Coordination
Project Manager
DATA
a Siemens Company
Chief Executive
Project Manager
Project Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Projectized Organization (Gray boxes represent staff engaged in project
activities.)
2005-12-15
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ANF
PM Definition & Context
Program and
System Engineering
PSE
DATA
a Siemens Company
Chief Executive
Functional Manager
Functional Manager
Functional Manager
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Staff
Project Manager
Project
Coordination
Matrix Organization (Gray boxes represent staff engaged in project activities)
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PM Definition & Context
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Project Lifecycle
 In general, the following phases are always present:
 Initial Phase
 Intermediate Phase
 Final Phase
 According to SEM:
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PM Definition & Context
Program and
System Engineering
PSE
Project Lifecycle – Staffing
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DATA
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PM Definition & Context
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Project Management Activities
 Scope Management (Requirements engineering)
 Time Management (Planning, scheduling,
controlling)
 Cost Management (Effort estimation, controlling)
 Quality Management
 Human Resource Management
 Risk Management
 Integration Management (communication,
putting everything together)
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Integration Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Integration Management
 Coordination and integration of all project management
activities and processes in accordance with the proper
development method (e.g. stdSEM)
 Includes e.g. the following activities
 Scheduling meetings with customers and other
stakeholders
 Making choices where to concentrate resources in
the moment
 Anticipating potential issues
 Making trade-offs among competing objectives
 The central project document: Project Plan
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Integration Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Project Plan
 Project Plan is the fundamental project document
dedicated to team members and the management.
 It sets out the available resources, work breakdown
and schedule
 It may reference more detailed documents pertaining to
specific parts, e.g. Test Plan
 Project Plan consists at least of
 Key project data
 Project organization
 Deliverables (software, documentation, everything to be
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delivered)
Project volume planning (efforts and costs)
Work breakdown and schedule
Risk Analysis
Monitoring and reporting
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Integration Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Project Plan - Continued
 The following parts are either included in the Project
Plan directly or in a separate document:
 QM Plan
 CM Plan
 Test Plan
 Effort Estimation and scheduling are typically done
outside of the Project Plan (but the PP must reference
them.
 Keep the Project Plan up to date
 Each team member must know where is the valid
Project Plan
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Integration Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Project Roles
 The typical project roles include:
 Project Manager
 Technical Leader/ Architect
 Quality Assurance Manager
 Test Leader
 Testers
 Developers
 Further project roles: Requirements Manager,
Subproject manager, Team Leader, Documentation
Writer, Configuration Engineer/Manager, ...
 The project organization chart is a hierarchical diagram
depicting the roles.
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Dominant part of Cost
Management
 Cost management : Planning, estimating, budgeting,
and controlling costs
 Goal: Project should be completed within the approved
budget
 Project Costs consist of
 Hardware and SW costs
 Travel and training costs
 Effort costs (paying of the SW engineers)
 Cost Estimation  Effort Estimation
 As effort cost is dominant in SW projects, effort
estimation is the dominant part of cost estimation
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Known Issues
 Effort Estimation is a „black art“!
 “Industry surveys from organizations such as the
Standish Group, as well as statistical data [...] suggest
that the average [software] project is likely to be 6-12
months behind schedule and 50-100 percent over
budget.”
Yourdon, E., Death March, Second Edition, Prentice-Hall, 2004.
 What is special about SW effort estimation?
 Intangible product
 Rapidly emerging new technologies
 Insufficient statistical data
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation - Interpretation
 The effort estimation is often disinterpreted as the
minimum possible time to complete the project (see
next slide for explanation):
2005-12-15
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation - Interpretation
Explanation of the picture before:
 The x-axis is the time (person-hours) necessary to
complete the project.
 The curve is a „probability distribution“:
 Start (theoretically) the same project P many times
independently.
 For distinct points x[i] on the x-axis, set the y-value
to be the nr. of projects, whose real duration was
closest to x[i]
 Create the curve by interpolating  you get a
„skewed“ Gaussian curve
 (For math freaks, integral of the curve over R equals 1; integral
from a to b is the probability that the project will take more personhours than a but less person-hours than b)
2005-12-15
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Interpretation
 The result of an effort estimation is a figure, which
predicts the project duration/necessary completion time
with some probability
 The best effort estimation is in the middle of the
skewed Gaussian curve:
 The probability that the project will be completed
earlier is 50%
 The probability that the project will be completed
later is 50%
 As there is some minimal time necessary, the Gaussian
curve does not start at 0.
 As there is no certainty that the project wil be finished
in a finite time, the Gaussian curve is not limited
2005-12-15
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Techniques Overview
 Standard techniques:
 Expert judgement
 Algorithmic
 Analogy
 Bottom-up approach
 Some other techniques:
 Parkinson‘s law (Work expands to fill the time
available)
 Price to win (Estimate to whatever the customer
has available)
2005-12-15
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Expert Judgement
 Experts on the domain or/and used technology are
consulted and they provide an estimate based on their
experience.
 Theory: The expert‘s estimates are compared; the
estimation process iterates untill an agreed
estimation is reached
 Practice – the project manager alone makes the
effort estimation and is responsible for it. At least, a
review is critically needed!
 Another practice : As there is no time for iterations
of estimation, an average is taken from the
available estimations.
2005-12-15
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation - Algorithmic cost modelling
 Uses a mathematical mode to compute the effort
 Input parameters: Unique Project characteristics like
 Project size
 Project complexity
 Result is computed.
 Most general form: Effort = A * Size^B * M
 A ... Constant for organizational influences
 B ... Magic constant , 1 < B < 1.5
 M ... Combines process, product, development
attributes
 Example : COCOMO model
 Problems: How to define the Size?
 Lines of codes
 Function points
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ANF
Effort Estimation
a Siemens Company
Linear X Exponential dependence Size/Effort
effort
Program and
System Engineering
PSE
DATA
size
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ANF
Effort Estimation
Program and
System Engineering
PSE
DATA
a Siemens Company
Perfectly Partitionable Task (50 person-months)
50
45
40
months
35
30
25
20
15
10
5
0
0
5
10
15
persons
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ANF
Effort Estimation
a Siemens Company
Unpartitionable Task
months
Program and
System Engineering
PSE
DATA
0
5
10
15
persons
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Message from previous slides
 The dependence between size and effort is an
exponential one
 For small projects and partitionable tasks, the
dependence of effort/size is close to a linear one
(exponent ~ 1)
 For bigger projects, complex (less partitionable)
task, the dependence is a exponential one
(exponent ~ 1.5)
 Persons and months are not interchangable: To
accelerate the work in a factor of two, duplicating
the number of persons is not sufficient.
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation by Analogy
 Compare the system to be developed to completed
projects, system or components
 Analyse similarities and differences
 Derive the estimate based on the known price/effort of
the systems used for the comparison
 Recommendations
 Combine with other techniques
 Use more on lower level, not suitable for whole
projects
 Provide an order-of-magnitude assessment
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Bottom-up Approach
 The „not scientific“ approach but most widely used
 Typical steps:
 Decompose the work to subpackages
 Assess the subpackages
 Add contingency allowance for subpackages
 Sum the results
 Add contingency allowance for the whole result
 For a set of similar tasks, a „base task“ can be
identified and thoroughly estimated; the other tasks are
compared to the base task.
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Bottom-up Approach - Traps
 Bottom-up approach has got its pitfalls:
 Dividing the whole work into work packages might
be more difficult than estimating the single
packages
 Some tasks are easily forgotten:
 Development tools – installation, support,
training
 Code not directly attributable to as functionality
like logging, system start-up/shut down, backup,
archiving
 Performance and stress testing
 Meetings, communication
 Technical documentation
 ... And many others
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Function Point Analysis Overview
 Function Point Analysis is a widely adopted and used
estimation method
 Divide the software into modules from the user point of
view
 For each module,
 Compute the Unadjusted Function Points
 According to complexity factors, compute the
Adjusted Function Points
 Summarize the Function Points of the modules
 Transform the Function Points count to the expected
effort.
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Function Point Analysis –
Unadjusted Function Points
 The number of Unadjusted Function Points of a module
is derived from
 External Inputs – File types, data elements that are input as
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parameters to the module
External Outputs – output parameters of the module (as
above)
External Enquiries – Nr. of transactions withim the module
where an input causes an immediate output
Internal Logical Files – Records and their elements internal
within the module
External Interface Files – Records and their elements to be
used by other modules
Each factor is assigned a value according to a table;
results are summed.
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Function Point Analysis – Adjusted Function
Points
 Once the Unadjusted Function Points are computed,
complexity factors are taken into account
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Data Communication
Distributed data processing
Performance
Heavily used configuration
Transaction rate
Online data entry
End user efficiency
Online update
Complex processing
Reusability
Installation ease
Operational ease
Multiple sites
Facilitate change
 Result  Adjusted Function Points
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Tips & Tricks
 Well – known rule of thumb : Estimate the effort to the
best of your abilities and multiply it by two (and add
something...)
 Avoid political estimation (political price is however
acceptable)
 Always introduce a contingency factor
 Contingency of standalone tasks
 Contingency for the whole project
 Acceleration penalty – if the project is to be accelerated
by some factor, the size of the team must be increased
at least by a square of the factor (acc. 2 increase
team by 4!) – but the reasonable team size is limited:
 The length of the project in months should not exceed
the average number of the team
 Example: 180 months project  at most 13 people
working for 14 months
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Effort Estimation
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Effort Estimation – Tips & Tricks II
 Overestimation is not the solution – why?
 Effort is overestimated  Price is too high 
project does not start or the competing company
starts it
 „Bindingly Obvious Rule of Estimation“: There is no
method that works
Paul Coombs, IT Project Estimation – a Practical Guide to the
Costing of Software, Cambridge University Press
 Combine the techniques
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Planning, Scheduling & Controlling
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Overview
 Project planning is an iterative process
 The following activities are done at the beginning:
 Establish project constraints
 Define milestones and deliverables
 Schedule the work packages
 The following activities are iterated (untill project is
completed or cancelled):
 Review project progress
 Revise estimates of project parameters
 Assess and renegotiate (if possible) project
constraints
 Reschedule the project
 Continue with updated schedule
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Planning, Scheduling & Controlling
Program and
System Engineering
PSE
DATA
a Siemens Company
Scheduling
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ANF
Divide the work into subpackages
(Estimate needed effort)
Identify activity dependencies
Allocate people to work packages
Schedule the work packages
Identify the critical path – the longest sequence of
dependent tasks
Identify the critical chain – the longest sequence of
tasks taking the resource dependencies into acount
Introduce project-wide contingency. Two options
 Mutliply each taks by some factor
 Add buffers into the plan
Typically, bar charts and activity networks are used for
the scheduling
Note: The following pictures depict just an abtract
example, the real meaning of tasks is not significant.
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Planning, Scheduling & Controlling
ANF
DATA
a Siemens Company
Program and
System Engineering
PSE
Divide the work to subpackages (Identify Tasks)
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Planning, Scheduling & Controlling
Program and
System Engineering
PSE
Identify Activity Dependencies
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Planning, Scheduling & Controlling
Program and
System Engineering
PSE
Find the critical path
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Planning, Scheduling & Controlling
Program and
System Engineering
PSE
Identify Resource Conflicts
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Planning, Scheduling & Controlling
Program and
System Engineering
PSE
Resolve Resource Conflicts
2005-12-15
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Planning, Scheduling & Controlling
Program and
System Engineering
PSE
Identify Critical Chain
2005-12-15
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Planning, Scheduling & Controlling
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Planning & Controlling Tools
 There is a vast number of PM Tools, but the tools of the
Microsoft world prevail ...
 Excel (or the like) – in pratice, the most used tool
 MS Project (2003)
 Desktop application, part of MS Office suite
 Mostly used features include Gantt charts, resource
sheets, network activity diagrams
 MS Project Server (also reffered to as EPM –
Enterprise Project Management)
 Web solution
 The plan can be accessed from MS Project 2003
(advanced work, mostly for the PM) or via web
(simpler interface, for team members)
 Can be customized and extended for the
company‘s needs
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Managing People
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Managing People – General
 People working in a software organization are its
greatest assets!
 Treat all people in a project in a comparable way
 Take in account different technical and
communication skills and experience
 Let all people contribute and listen to them
 Inform honestly about project status
 Communication – Support proper communication
channels
 Most important activities include
 Selecting the staff
 Team building and development
 Motivating people
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Managing People
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Selecting the Staff
 Information about people to be appointed to the project
comes mostly from the following sources:
 Information provided by the candidates (CVs) –
provides the first hints whether a candidate is likely
to be suitable (Education, practise, certificates, ...)
 Interviews – provides more information about the
communication and social skills - but avoid rapid
subjective judgements
 Recommendations for people who have worked
with the people – very effective if you know and
trust the people making the recommendations
 Beware: Social & communication skills are as
important as the technical ones - a conflicting person
can destroy the project regardless of their technical
skills!
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Managing People
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Selecting the Staff - Limitations
 In an ideal world, the project manager has the option to
select the complete staff for the project – in the real
world, this is mostly not the case:
 The best experts are typically not available as they
work on other projects or they are too expensive
 Pressures to employ less experienced, less
talented or even problematic people in the project
may appear
  You can‘t mostly involve exactly the people you
want but insist on rejecting unacceptable persons
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Managing People
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Team Building
 Stages of team development include
 Forming – Team members define goals, roles, and
direction of the team. Kick-off meeting!
 Storming – The team sets rules and decisionmaking processes, often renegotiates (argues) over
team roles and responsibilities
 Norming – Procedures, standards, and criteria are
agreed on
 Performing – The team begins to function as a
system
 Adjourning – Termination of tasks, disengagement
of relationships
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Managing People
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Motivating people – Hierarchy of Needs
 Maslow‘s human needs hierarchy
2005-12-15
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Managing People
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Motivating People – Hertzberg‘s two Factor
Theory
 The motivation factors can be divided into two groups
 Hygiene Factors – must be present so that people
won‘t become dissatisfied :
 Salary, regular bonuses
 Working conditions, working hours
 Inter-personal relationships, style of leadership
 Motivating Factors – Encourage people to do their
best
 Achievement
 Responsibility
 Recognition
 Challenge
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Managing People
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Motivating People – Some Hints
 Money is a great motivator but keep in mind that
 It is just a „hygienic“ factor (and don‘t forget about
the taxes)
 Size of a bonus does not have a linear relationship
with the productivity of people – if the people e.g.
already work big overtimes, the laws of physics
prevent further increasing the work hours
 Typically, programmers love their work and don‘t need
Draconian measures to keep them working
 The necessity to keep team members informed cannot
be overemphasized
 Non-financial rewards are possible including common
beer evening, extended vacation, cups with the
project‘s logo, etc ...
2005-12-15
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Risk Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Risk Management Overview
 Risk Management is a part of Project Planning
 Risk Management is the process of measuring, or
assessing risk and then developing strategies to
manage the risk
 Risk Management process consists of the following
steps:
 Identification
 Evaluation
 Priorization
 Undertaking preventive and remedial measures
 Following up the impact of measures
 Risk Analysis is to be done periodically throughout the
whole project lifetime
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Risk Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Risk Management - Identification
 Risk types:
 Technology risks – unknown new technologie used,
obsolete technologies used, ...
 People risks – people leaving the team, conflicts
within the team, not enough trained people, ...
 Organizational risks – movements, politics in the
organization
 Tools risks – people not trained or willing to use
some tools, buggy tools, not performant tools, ...
 Requirements risks – Requirements unclear,
requirements ever changing, ...
 Estimation risks – typically understimation
 To ease the risks identification, checklists are available
in SEM
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Risk Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Risk Management - Evaluation
 For each risk
 Create a short description
 List all possible consequences for the project
 Estimate the probability of its occurrence
 Estimate effort (cost) that would be necessary to
eliminate the consequences
 Calculate the risk potential:
Risk = probability x effort (cost) for counter measure
 In pratice, it is difficult to set probabilities for occurence
and effort for elimination of consequences – however,
one always has at least some sense of magnitude of
these variables
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55
Risk Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Risk Management – Priorization, Measures &
Follow up
 Based on the risk evaluation, divide the risks in classes
or simply sort the risks according to the risk potential
 Select approximatelly 10 risks to be followed up
 For each of the selected risks
 Determine preventive and remedial measures
 For each measure
 Create a short description
 Assign responsible person
 Estimate effort and set a deadline
 For each risk that came true and pertinent measures
have been applied
 Sum up the effects of each measure
 Evaluate the effort spent so far
 Assess the effects
 Re-evaluate the corresponding risks
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56
Risk Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Risk Management – Summary
 Risks live: increase, decrease, spring into existence,
die, rise again
 Only a small set of risks can be processed, but this
must be done in a methodological way
 If probability is very high (> 85%)  no more risk, a
“normal“ project event
 Process not only „negative“ risks but also the „positive“
ones  so called Risk-Chance Management
 Remember: Risk Management is Project
Management for Adults (Tom DeMarco)
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57
Distributed Projects
Program and
System Engineering
PSE
Distributed Projects at a Glance
2005-12-15
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ANF
DATA
a Siemens Company
(distribution of a real SIEMENS PSE project)
Ivan Bradáč, ANF DATA
58
Distributed Projects
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Distributed Projects Overview
 Projects, which span multiple organizations and/or
multiple physical locations
 Distribute project types range from
 Strictly separated components being integrated on
a central site to
 Almost integral team just geographically divided
 Why are distributed projects done?
 Shortage of engineering skills
 Intense competition on the market  Using „lowcost“ countries
 Example - Siemens PSE :
 about 6,200 employees
(incl. foreign subsidiaries)
 20 locations
in 7 European countries, Turkey, China and USA
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59
Distributed Projects
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Distributed Project Come at a Cost
 Communication issues
 Lack of unplanned contact
 Knowing who to contact about what
 Difficulty of initiating contact
 Ability to communicate effectivelly
 Lack of trust, or willingness to communicate openly
 Leadership struggles
 Competition between sites
 Cultural incompatibility
 Technical issues (common storage space, configuration
management)
 Time – zone differences
 Travelling costs
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60
Distributed Projects
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Distributed Projects – Best Pratices &
Recommendations
 The PM
 Must be equally respected on all sites
 Must not prefer one location to another
 Must have good (English) language skills; being
able to speak to team members in their native
language is of a big advantage.
 Shoud travel to all locations regularly; know each
team member personally
 State of the art in software development (processes,
CM and bug tracking tools, automated nightly build, ..)
is a must – don‘t even try without it!
 Regular teleconferences of „steering comitee“
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Distributed Projects
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Distributed Projects – Best Pratices &
Recommendations - Continued
 Technical teleconferences on demand
 Use NetMeeting or similar tool to share documents,
pictures, whiteboard, source code
 Each location must have a perfomant development
infrastrucure
 Kick-off and experience workshops at important
milestones  The whole team should meet time to time
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62
Death March Projects
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Death March Projects Overview
 Project, whose parameters exceed the norm by at least
50%:
 The schedule has been compressed to less than
half the amount estimated
 The staff has been reduced to less than half the
number that would normaly be assigned
 The budget and resources have been cut in half
 Another way to characterize: A project whose risk
assessment determines that the likelihood of failure is
greater than 50 %
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63
Death March Projects
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Death March Projects are the Norm
 Remember?
“Industry surveys from organizations such as the
Standish Group, as well as statistical data [...]
suggest that the average [software] project is
likely to be 6-12 months behind schedule and 50100 percent over budget.”
Yourdon, E., Death March, Second Edition, Prentice-Hall, 2004.
Death March Projects are the norm 
This is the project you will be working on!
2005-12-15
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64
Death March Projects
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Why do Death March Projects Happen
 Politics
 Management struggles, getting an important
contract
 Intense competition on the market
 Sheer underestimation
 Naive optimism
 „We can do it over the night!“
 Real programmers don‘t need sleep
 Unexpected crisis
 People unexpectedly leaving the team,
hardware/software vendor just went bankrupt,
... Reasons that might not have be taken into
account in the Risk Analysis
2005-12-15
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Ivan Bradáč, ANF DATA
65
Death March Projects
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Death March Projects – How to Survive
 Keep your mental health. Don‘t get involved too
deep. After all, it‘s you and your family which is
really important.
 Understand who are the stakeholders
 Concentrate on negotiations (see next slide)
 Priorizatition (Triage)
 Among the basic project dimensions
(functionality, deadline, quality, budget), it is
mostly the functionality which can be
renegotiated  be prepared to cut the
functionality to be delivered
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66
Death March Projects
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Death March Projects – Negotiation Games
 Doubling and add some – use whatever estimation
technique, double the result and add something
 Reverse doubling – Reaction on the strategy above –
manager will automatically divide the estimation by 2.
 Spanish inquisition – You are asked unaware for an
„instance“ estimate on a high management meeting
 Gotcha – Reveal the real state of project right before
the deadline
 Chinese Water Torture – Bring the bad news in small
pieces
 Hidden variables of quality : Any project can be
delivered in a zero time unless it does not have to work
and be maintainable.
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67
Project Management
Program and
System Engineering
PSE
ANF
DATA
a Siemens Company
Links & Literature
 Project Management Institute
 Software Engineering Institute
 SW Project Management Resources - Columbia
University
 COCOMO Cost Model
 A Guide to the Project Management Body of
Knowledge, Project Management Institute
 Software Engineering, Ian Sommerville
 Agile Software Development, Alistair Cockburn
 IT Project Estimation, Paul Coombs
 The Mythical Man-Month, Frederick P. Brooks, Jr.
 Death March, Second Edition, Edward Yourdon
2005-12-15
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68
Project Management
ANF
DATA
a Siemens Company
Program and
System Engineering
PSE
Thank you 4 your attention
2005-12-15
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Ivan Bradáč, ANF DATA
69