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02.pptx
- 1. Software Project Management 1 PMI Knowledge Areas
- 2. Project Management Institute Project Integration Management Project Scope Management Project Time Management Project Cost Management Project Quality Management Project Risk Management Project Human Resources Management Project Communications Management Project Procurement Management 2 Project Stakeholder Management
- 3. Project Integration Management Processes required to ensure that the various elements of the project are Properly coordinated. Making tradeoffs among competing Objectives and alternatives to meet or exceed stakeholder needs and expectations. •Plan Development •Plan Execution •Integrated Change Control •Project Charter •Life Cycle and Milestones •Project Stakeholders 3 Needs vs. Expectation
- 4. Project Scope Management Processes required to ensure that the project includes the work requires and only the work requires, to complete the project successfully. •Initiation •Scope Planning, Definition and Verification •Scope Change Control •Requirements Definition •Work Breakdown Structure •Product Baseline Control •Project Baseline Control 4
- 5. Project Time Management Processes required to ensure timely completion of the project. •Activity Definition •Activity Sequencing •Activity Duration Estimating •Project Schedule Development •Schedule Control •Schedule Estimating •Critical Path Analysis •Schedule Tracking 5
- 6. Project Cost Management Processes required to ensure that the project is completed within the approved budget. •Resource Planning •Cost Estimating •Cost Budgeting •Cost Control •Cost and Schedule Control System •Cost Analysis 6
- 7. Project Quality Management Processes required to ensure that the project will satisfy the needs for which it was undertaken. •Quality Assurance Plan •Quality Management •Quality Metrics, Measurements and Controls •Continuous Quality Improvement 7
- 8. Project Human Resource Management Processes required to make the most effective use of the people involved with the project. Includes all of the project stakeholders – sponsors, customers, and individual contributors. •Organizational Planning •Staff Acquisition and Development •Project Leadership •Staffing Plan •Project Organization •Project Team Building 8
- 9. Project Communication Management Processes required to ensure timely and appropriate generation, collection, dissemination, storage and ultimate disposition of project information. It provides the critical links among people, ideas, and information that are necessary for success. •Communications Planning •Information Distribution •Program Reviews, Design Reviews and Reporting •Project Documentation and Records 9
- 10. Project Risk Management The systematic process of identifying, analyzing, and responding to project risk. It includes maximizing the probability and consequences of positive events and minimizing the probability and consequences of adverse events to project Objectives. •Risk Management Plan •Risk Identification •Risk Element Analysis & Metrics •Risk Avoidance & Mitigation •Qualitative Risk Analysis •Quantitative Risk Analysis 10
- 11. Project Procurement Management Processes required to acquire goods and services, to attain project scope, from outside the performing organization. •Procurement Planning •Solicitation Planning •Solicitation •Source Selection •Contract Administration •Contract Closeout 11
- 12. Project Stakeholder Management (added in 2013) Processes required to identify all individuals or organizations impacted by the project, analyzing stakeholder expectations and impact on the project, and developing the appropriate management strategies for effectively engaging stakeholders in project decisions and execution. • Identification of Stakeholders • Planning Stakeholder Management • Managing Stakeholder Engagement • Controlling Stakeholder Engagement
- 14. What is going to be our Approach for the Project? • The first decision made on any project is what methodology/approach is best suited for that type of project • One size/type Project Management approach does not fit all projects…comfortably What are some choices?
- 15. Taxonomy of Project Management Approaches • Traditional/Waterfall Approach – In play for 50 years….Origin in engineering / construction – Projects will follow a very detailed plan that is built before any work is done on the project…plan is linear – “Best Practices”…… PMI doctrine • Traditional Approach works well when: – The project goal and solution are clearly defined – You do not expect many scope change requests – The projects are often routine, repetitive and linear • NOTE: The completed project can be deployed incrementally: – To start harvesting business value – To deal with the likelihood of some change requests
- 16. Linear and Incremental Plan Define Execute Close Monitor Control Define Plan Execute Monitor Control Monitor Control Partition the Solution Close .....
- 17. Taxonomy of Project Management Approaches • Adaptive (Agile) Approach – What if the goal is clear but the solution is not clear? – Project will follow a very detailed plan (not built at the beginning of the project)…the plan is built in stages at the completion of each project cycle/phase… it is iterative. – The budget and time line is specified at the outset of the project • Adaptive Approach works well: – If you feel the requirements are apt to change – If you feel you will learn about remaining requirements during the course of doing the project – If the project is oriented to new product development or process improvement – If the development schedule is tight and you can’t afford rework or planning – Requires that empowered individuals are readily available for input.
- 18. Adaptive Approach (Iterative) Define Customer Feedback High end Planning Closing Monitor & Control Incorp. Feedback Detailed Planning Launching
- 19. Taxonomy of Project Management Approaches • Extreme Approach – The goal is not clear…solution is not clear – Projects do not follow a plan in the manner deployed with the traditional or adaptive approaches – The project proceeds based on informed, non-specific “guesses” of what the final goal (or solution) will be – At the conclusion of each cycle, what was learned or discovered is factored into a newly specified goal – Uses an open, elastic, undeterministic approach. Best fitted for R&D Projects
- 20. Measuring and Reporting – Metrics (Can build trust, communicate progress, expose problems and illustrate effectiveness of the Process) Traditional/Waterfall Adaptive/Agile • Focus is on tracking efforts on each activity • GANTT Chart • Percent complete • Time per team member per task • Actual time versus estimated time • Focus on tracking what has been incrementally delivered • Velocity • Burn Down – what features have been completed • Burn Up – what features have been promised • Running tested features • Defect density • Cycle time • Code quality • Earned Business Value