SE 313A Operating Systems Unit 1
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SE 313A Operating Systems Unit 1 SE 313A Operating Systems Unit 1 Presentation Transcript

  • EP 704 Unit 1 General Introduction to Project Management Dr. J. Michael Bennett, P. Eng., PMP, UNENE, McMaster University, The University of Western Ontario Version 2K4-XI-08
  • Change Record
    • 2K4-XI-01 Initial Creation
    • 2K4-XI-08 trivial cosmetic changes 58,71
  • EP 704 Road Map
    • Unit 1 Introduction to Project Management
    • Unit 2 The Project Management Context
    • Unit 3 Project Management Processes
    • Unit 4 Project Integration Management
    • Unit 5 Project Scope Management
    • Unit 6 Project Cost Management
    • Unit 7 Project Time Management
    • Unit 8 Project Quality Management
    • Unit 9 Project Human Resource Management
    • Unit 10 Project Communications Management
    • Unit 11 Project Risk Management
    • Unit 12 Project Procurement Management
  • Unit 1 RoadMap
    • 1.1 Why We Need Project Management
    • 1.2 The PMI Approach
    • 1.3 What is a Project?
    • 1.4 What is Project Management?
    • 1.5 A Quick Tour of PM
    • 1.6 Relationship of PM to Other Management and Technical Disciplines
    • 1.7 Useful Things
  • What You Should Take Away Today
    • The Importance of Project Management
    • A 30KKi of our world today
    • The Importance of Strategic Alignment
    • The Need for Project Management
    • The PMI process
    • Basic components of Project Management
  • Unit 1 RoadMap
    • 1.1 Why We Need Project Management
    • 1.2 The PMI Approach
    • 1.3 The Project Management Framework
    • 1.4 The Project Management Knowledge Areas
    • 1.5 What is a Project?
    • 1.6 Quick Overview
    • 1.7 Useful Things
  • 1.1 What if we did NOT have PM?
    • Deadlines could not be met.
    • Cost overruns would be the norm
    • No control over quality
    • No way to accumulate and pass on PM knowledge
  • Well it’s not THAT old
    • True. There exist over good examples
    • Roman roads
    • Cathedrals in the Middle Ages
    • Bridges from the beginning of time
    • Ships from the beginning of time
    • The Empire State Building was months early and way under budget (1930s)
  • Hero Example
    • These could be done once but were not repeatable
    • Many odd things happened along the way (flying buttresses)
    • Story of the Wasa
    • Key is repeatability of success
  • Second Reason
    • Were characteristic of stable times,
    • Well-known processes
    • Could learn from very similar processes
    • How about our society today????
  • Formalized by the PMI
    • By-product of the energy of the second World War
    • Gramma always told me “it’s an ill wind that blows no good!”
    • Other “good” WWII examples:
      • PERT
      • Nuclear energy
      • Computers
      • Transistors
      • Jet planes
  • We Live in Interesting Times
    • AT&T has terabit ATM (OC 20K) over 60 miles
    • Metcalf predicted the Death of Internet (1996)
    • Motorola slashes 47,000 jobs
    • Cisco lays off 5K folks
    • Nortel is ¼ its size of 2000
    • Rumors of Lucent’s Bankruptcy (1 of 2 fired!)
    • BigBanks, Telecoms Joining like fury
    • 32 dot-coms die in 2K; The rest, in 2K1!
    • Hershey, PG meltdown of last fall
    • Telecoms commit telecomicide
    • Enronitis a pandemic
  • Interesting Times for Business
    • 15 years ago, had you heard of
      • Walmart?
      • Cisco?
      • Lucent?
    • Where are Digital, Bay, Ungermann-Bass now?
    • Anderson is kaputsky
    • 10 years from now!!!
  • Interesting Times for Technology
    • Terabyte databases are here (1000s today)
    • Gigabit communications commonplace
    • Satellite, ATM, FR, wireless communications networks
    • 100Mbps wireless in alpha
    • Massive inter-connectivity
    • Faster, more powerful computers
    • Internet still maintaining its OOM growth
  • Interesting Times Globally
    • Germany reunites
    • USSR implodes
    • Balkans balkanize
    • Asian markets explode, implode
    • Stock markets rollercoastering
    • 24 Navy crew incarcerated in China were in touch with friends over the Internet!
    • 9-11!
  • Canadian Public Sector Changes
    • A Tory Federal Party Leader becomes a Liberal Provincial Party Leader
    • Toronto debalkanizes
    • School boards are downsized
    • Liquor boards privatized
    • Ontario Hydro headed to privatization
    • Airports, ATC privatized
  • Everywhere...
    • downsizing
    • rightsizing
    • outsourcing
    • shifting governances (New Zealand Post!)
  • A Strange Conjunction
    • We are in the midst of TWO revolutions
    • 1 the digital convergence
    • 2 a fourth turning
  • Digital Convergence
    • Confluence of networking, video, computers, telephony
    • “webbing” of the world
    • Frame Relay-ATM WANs
    • Gigabit LANS; Ubiquitous Satellites
    • is providing an OOM change, like automobiles
  • Fourth Turning
    • Strauss, Howe view history as a sequence of 80-100 year saeculae
    • each has 4 subcycles
      • High
      • Awakening
      • Unravelling
      • Crisis
  • 4th is from Unravelling into Crisis
    • Like the French Revolution
    • characterized by chaos, upheaval, monstrous uncertainty
  • What to Do?
    • We MUST do something, but WHAT?
    • Cannot stay still
    • We need to understand the business that we are in
    • What is our raison d’être?
    • As Red said to Andy: “A person can be in 1 of 2 states; busy livin’ or busy dyin’ ”
  • So What?
    • Since 1997, I have been predicting
      • CHAOS
      • UNCERTAINTY
      • REVOLUTIONS (in the true sense of the word)
      • VAST TECHNICAL UPHEAVALS
      • CONSTANT DECREASE IN MARKET CYCLE TIMES
  • A Core Competency in Troubled Times PROJECT MANAGEMENT
  • Strategic Alignment
    • What is our view
      • of our mission?
      • of our clients?
      • of our strengths?
      • of our weaknesses?
      • of our opportunities?
      • of threats to our organization?
  • Strategic Alignment Model Organizational Infrastructure and Processes IT Infrastructure & Processes Functional Integration BUSINESS Business Strategy IT IT Strategy External Internal Strategic Fit Functional Integration Strategic Fit Internal Processes External Opportunities External IT Environment Internal IT Infrastructures
  • Business Case Questions
    • What is the value to my organization in creating a new Application?
    • What will it cost; what is its ROI?
      • How do I guide my colleagues to enhance our processes?
      • How does my solution compare with legacy computer applications?
      • What kind of organizational infrastructure do I need to support this kind of activity?
  • Business Case Questions
      • Will my solution parallel or replace the paper system?
      • How will it mesh with legacy systems?
      • What training is necessary for users and administrators?
      • Does legislation need to be changed?
      • Does the delivery system need changing?
  • ROI in Government??
    • Everything has a cost
    • We can calculate how much CCRA spends to process a tax return
    • Last year the US army spent 1.5 billion dollars to recover 1 billion owed to them!!!
    • Know your ROI!
  • Information COSTS
    • One-third of the US health care cost is in processing information!
    • Capturing, storing, processing data
  • Identifying Our Value Streams
    • Value streams are a set of activities that we do that to satisfy a customer need
    • any organization must have some
    • typically, an organization has about 10
    • TIP: your Project MUST be aligned to one of your VSs
  • The 5 Components of Reinvention
    • Strategic Visioning
    • Enterprise Redesign
    • Value-Stream Reinvention
    • Procedure Redesign
    • Continuous-Process Improvement (TQM)
  • Strategic Visioning
    • The Strategic Revolution
    • Core Competencies
    • Network the Organization
    • Strategic Value Streams
    • Risk Analysis
  • Strategic Visioning
    • Use SAM to refine your vision
    • make it useable
    • make it known
    • get buy-in from everyone
  • Core Competencies
    • a core competency is a key technology/skill that can be used in many areas
    • competency-carriers are those folks that posses the skills
    • strategic capabilities are the value-streams
    • need both; cannot survive without them
  • Examples
    • Sony
      • miniaturization
        • super-flat little motors, control chips, small batteries
        • disk-drive mechanisms
      • result --> 160 Walkmans in 10 years
    • Black and Decker
      • electric motors
        • standard motors, holders (60-650 watts)
      • result --> Competitors fell from 20 to 3!
    • CCRA can collect money according to a fixed set of rules. Use them!
    • Use HRDC ‘s ubiquity.
    • Learn from the TO megacity trials
    • learn from Québec’s smart cards
  • Networked Organizations
    • Form alliances within your project environment
    • If you don’t have the CC, partner or buy
    • IBM shedding Celestica; buying up Tivoli
    • Compac and Tandem partnering
    • CCRA and Jobs Ontario
    • Don’t outsource CCs!
  • Examples of Who Knew their CCs
    • Wal-Mart not K-Mart
    • Toyota not GM
    • Banc One
    • Kao (cosmetics to floppies)
    • Nokia (P&P to cell-phones)
  • A Survivor’s Guide for the Decade
    • Identify your SVSs
    • Use SAM to look at new technologies to see if they are helpful
    • Use SAM to “box” the model
  • Is your Organization a Dinosaur?
    • Encyclopedia Britannica
    • NCR example of mechanical cash registers
    • Canada Post
    • UWO???
  • Might you Become One?
    • Toys-R-Us, Staples, Amazon might if we get better search engines, direct-to-home delivery
  • Project Management
    • An idea whose time has come
    • A Key Competency for ANY engineer in any discipline
    • Within a year of graduation, you will be on a project team
    • Within 5, you will be a PM
    • Get your PMP after this course and OPG will LOVE you
  • Unit 1 RoadMap
    • 1.1 Why We Need Project Management
    • 1.2 The PMI Approach
    • 1.3 What is a Project?
    • 1.4 What is Project Management?
    • 1.5 A Quick Tour of PM
    • 1.6 Relationship of PM to Other Management and Technical Disciplines
    • 1.7 Useful Things
  • 1.2 The PMI Approach
    • Project Management Institute
    • HQed in USA (Georgetown University, Washington and Pennsylvania)
    • Gives the PMP designation
    • Huge multiple-choice test plus "points"
    • Author of PMBOK
  • The PMI View of Things
    • Views Project Management as 9 key areas
    • Project Integration is one
    • Contract Management is another
    • All interrelated
  • The IPO Model PROCESS OUTPUT INPUT
  • 4 Project Integration Management 4.1 Project Plan Development 4.2 Project Plan Execution 4.3 Overall Change Control 7 Project Cost Management 7.1 Resource Planning 7.2 Cost Estimating 7.3 Cost Budgeting 7.4 Cost Control 10 Project Communications Management 10.1 Communications Planning 10.2 Information Distribution 10.3 Performance Reporting 10.4 Administration Closure 11 Project Risk Management 11.1 Risk Identification 11.2 Risk Qualification 11.3 Risk Response Dev. 11.4 Risk Response Control 8 Project Quality Management 8.1 Quality Planning 8.2 Quality Assurance 8.3 Quality Control 5 Project Scope Management 5.1 Initiation 5.2 Scope Planning 5.3 Scope Definition 5.4 Scope Verification 5.5 Scope Change Control 9 Project Human Resource Man. 9.1 Organizational Planning 9.2 Staff Acquisition 9.3 Team Development 6 Project Time Management 6.1 Activity Definition 6.2 Activity Scheduling 6.3 Activity Duration Est. 6.4 Schedule Development 6.5 Schedule Control 12 Project Procurement Management 11.5.1 Procurement Planning 11.5.2 Solicitation Planning 11.5.3 Solicitation 11.5.4 Source Selection 11.5.5 Contract Administration 11.5.6 Contract Close-out PMI Project Management
  • Process Groups Linkages Controlling Processes Executing Processes Initiating Processes Planning Processes Closing Processes
  • Overlap of Process Groups in a Phase Level of Activity Time  Initiating Phase Planning Processes Controlling Processes Executing Processes Closing Processes
  • Initiating Processes Scope 5.1 Initiation To the Planning Process
  • Planning Processes Integration 4.1 Proj Plan Development Scope 5.2 Scope Planning Scope 5.3 Scope Defn. Quality 8.1 Qual Planning Human Res 9.2 Staff Acquis’n Human Res 9.1 HR Planning Communication 10.1 Com Planning Procurement 12.2 Sol’ Planning Risk 11.5 Risk Response Planning Procurement Core Processes Facilitating Processes IP CP XP Cost 7.1 Res Planning Time 6.3 Act Dur Est’g Time 6.2 Activity Seq’g Cost 7.2 Cost Est’g Risk 11.1 Risk Planning Time 6.1 Activity Defn. Time 6.4 Sched Devel’t Cost 7.3 Cost Budg’g Risk 11.1 Risk ID 12.1 Proc Planning Risk 11.3 Qual R Ana Risk 11.4 Quan R Ana
  • Executing Processes Communications 10.2 Information Distribution Facilitating Processes PPs Integration 4.2 Project Plan Execution Human Res’es 9.3 Team Development Procurement 12.5 Contract Administration Quality 8.2 Quality Assurance Procurement 12.4 Source Selection Procurement 12.3 Solicitation CPs CPs
  • Controlling Processes Time 6.5 Schedule Control Risk 11.6 Risk Monitoring/Control Facilitating Processes XPs Communications 10.3 Performance Reporting Integration 4.3 Integrated Change Control Scope 5.4 Scope Verification Scope 5.5 Scope Change Control Quality 8,3 Quality Control Cost 7.4 Cost Control XPs PPs CLPs
  • Closing Processes Communications 10.4 Administrative Closure Procurement 12.6 Contract Closeout
  • Some PMI Stats
    • There are about 80,000 PMPs in the world today
    • Increasing at about 30% per year
    • There are several Masters PM programs in Canada now (none in 1993)
    • Join the PMI. Costs a hundred dollars a year (tax write-off). About 200,000 people belong.
  • Unit 1 RoadMap
    • 1.1 Why We Need Project Management
    • 1.2 The PMI Approach
    • 1.3 What is a Project?
    • 1.4 What is Project Management?
    • 1.5 A Quick Tour of PM
    • 1.6 Relationship of PM to Other Management and Technical Disciplines
    • 1.7 Useful Things
  • 1.3 What is a Project?
    • 1. Projects are unique , one-time activities. They have a Beginning and an Ending, as opposed to ongoing activities.
    • 2. Projects use limited resources; people, time,
    • computer processing power, workstations, money...
    • 3. Projects have a precise goal , normally stated in one line.
    • 4. Projects involve sequenced activities , which are partially ordered.
    • 5. Projects have a timeline .
  • What is a Project cont.?
    • 1 Examples
    • 2 Historical Examples
    • 3 Non-Examples
    • 4 Hermaphroditic Examples
    • 5 Definition of Project Management
    • 6 The PCTS Approach
    • 7 Quality and PM
    • 8 Categorization of Projects.
  • Examples
    • developing a new product
    • building something (bridge, house, cathedral)
    • writing a piece of software
    • installing a new thing (bathroom, pool)
    • writing a book, article, essay
    • passing this course
    • getting a degree
  • Historical Examples
    • Wars or Battles
    • W.W.II Russian Campaign
    • Building the Eiffel Tower
    • Building Salisbury Cathedral
    • Putting a Human on the Moon
    • Discovering the “Indies”
  • Non-examples
    • Processing claims
    • Manufacturing widgets
    • Cooking in a restaurant
    • Federal express delivery
  • Hermaphroditic examples
    • Software maintenance
    • i.e. non-projects which have distinct project subcomponents
    • Find the biggest integer
    • Find a cure for cancer (note the difference with research projects)
  • Unit 1 RoadMap
    • 1.1 Why We Need Project Management
    • 1.2 The PMI Approach
    • 1.3 What is a Project?
    • 1.4 What is Project Management?
    • 1.5 A Quick Tour of PM
    • 1.6 Relationship of PM to Other Management and Technical Disciplines
    • 1.7 Useful Things
  • PMI Definition
    • Project Management is the application of knowledge, skills, tools and techniques to project activities to meet project requirements
  • Another Definition of PM
    • Project Management
    • is the planning, scheduling and controlling of project activities to achieve project objectives
  • Slick Definition
    • A project is a problem scheduled for solution (J.M. Juran)
  • What is the Goal of Project Management?
    • The GOAL is to COMPLETE the project with the following attributes:
    • ON TIME.
    • ON BUDGET
    • ON PERFORMANCE
    • with EVERYONE HAPPY!
  • Is PM always Appropriate?
    • Many things are not appropriate. Such as:
    • 1. real estate agent call forwarding
    • 2. emergency room operation
    • 3. taxi cab dispatching
    • 4. Mr. BigBucks financial planning
    • 5. provincial budgets
    • Although many of the PM tools may be applicable.
  • Why Do Projects Fail?
    • people misused
    • strategic misalignment
    • unrealistic goals
    • insufficient funding
    • lack of planning
    • too much executive interference
    • incorrect skill-set
    • resources improperly allocated
    • scooped by competition
    • acts-of-God
    • market shift
    • no cost-accounting
    • no team spirit
    • excessive staff mobility
    • cost overruns
    • poor quality control
  • Why Do Projects End?
    • “ mission accomplished”
    • “ mission scrubbed” because: 1. scooped 2. funding CANCELLED 3. change in strategic mission 4. problem too complex for unit 5. time allocated exceeded 6. budget over-run 7. key people leave 8. whims of PHB
    • Issues of Termination 1. planned termination 2. hatchet termination 3. reassignment to other activities 4. sinkholing 5. death by a thousand cuts
  • Why Do Projects Succeed? GOOD PROJECT MANAGEMENT
  • OUR MOTTO IF YOU CAN’T MEASURE IT, YOU CAN’T MANAGE IT!
  • Scope of This Course
    • Foundations course
    • Integrates 2 life cycles
    • You must know both
  • Why You Should Take This Course!
  • In SE, Should We?
    • Best we have to date
    • Seems to make sense
    • If we really believe that we can engineer software.....
  • Or Should We Not?
    • No real proof
    • No one has claimed to have reached the sophistication of Bridge Building
  • The Next 10 Years Will Tell
    • Success stories?
    • Quality control?
    • User happiness?
  • The PCTS Approach
    • P - at a desired performance
    • C - within cost
    • T - on time
    • S - within scope
    • C = f (P,T,S)
  • Project Costs as a Function of Time Time Cost
  • The PCTS Approach
    • Some other factors need to be considered also.
    • environmental
    • governmental
    • quality
    • completion with mutually agreed scope changes
    • completion without disturbing the main work flow
    • of the organization
    • completion without changing the corporate culture
  • Quality and PM
    • TQM is THE buzzword of the 00’s!
    • PM can help enormously here, especially if built-in first.
    • Its goals are:
      • improve competitive position
      • improve productivity and cash flow
      • minimize unproductive demands of engineering changes, reworks and recalls
      • improve planning and control
  • The Costs of (lack of) Quality
    • Prevention costs (visible)
    • Appraisal costs (visible)
    • Internal Failure costs (invisible)
    • External failure costs (invisible)
    • DEC Case Study
  • The Goal of TQM 0 10 20 30 40 50 60 70 80 90 External F. Internal F. Appraisal Prevention External F. Savings Internal F. Appraisal Prevention 100 Cost The TQM Plan
  • Categorization of Projects
    • Normal Projects
    • Composite Projects
    • Mega-Projects
    • Indies-class Projects
    • Death March Projects
  • Death March Projects after Yourdan
    • If at least 1 project parameter exceeds the norm by 50%
      • schedule is compressed
      • staff reduced
      • budget (resources) reduced
      • functionality doubled
  • Another Grisly Definition
    • A DMP is one for which a true risk assessment determines that the likelihood of failure > 50%
  • IT Project Sizes (after Yourdan and Goldilocks)
    • Small (<10 people; 3-12 months)
    • medium (20-30; 1-2 years)
    • large (100-300; 3-5 years)
    • mind-boggling (1000-2000; 7-10 years)
  • Unit 1 RoadMap
    • 1.1 Why We Need Project Management
    • 1.2 The PMI Approach
    • 1.3 What is a Project?
    • 1.4 What is Project Management?
    • 1.5 A Quick Tour of PM
    • 1.6 Relationship of PM to Other Management and Technical Disciplines
    • 1.7 Useful Things
  • 1.5 Organizing the Project
    • 1.5.1 Project Requirements
    • 1.5.2 Project Scoping
    • 1.5.3 Task Decomposition
    • 1.5.4 Sizing the Project
    • 1.5.5 Planning the Project
    • 1.5.6 Risk Analysis
    • 1.5.7 Scheduling
    • 1.5.8 Testing and QC
    • 1.5.9 Project Control
    • 1.5.10 The SW Context
  • 1.5.1 Project Requirements
    • Must specify precisely what the product produced by the project is to accomplish
    • Very difficult to do, especially with SW
  • 1.5.2 Project Scoping
    • making a Distinction
    • set its boundaries
    • what it IS
    • what it is NOT!
  • 1.5.3 Task Decomposition
    • Big fleas have little fleas, Upon their backs to bite ‘em. Little fleas have littler fleas, And so, ad infinitum.
    • Very important
    • Very hard!
    • Rule of Thumb
        • Goal-on-a-Page!
        • Smallest subtask should be “do-able” in your mind.
        • Similar to Design Modularization
  • 1.5.4 Sizing the Project
    • Very difficult
    • Biggest Problem is Estimation!
        • Casual
        • KLOCs
        • Function Points
        • Boehm’s CoCoMo Model
        • Experience
        • Rayleigh Curves
    • Cops and the Donut store metaphor
  • 1.5.5 Planning the Project
    • Done after the Task Decomposition
    • Use Gantt or Pert charts
    • Do Team selection
        • availability of people
        • funding
        • time horizons
    • Size estimation ( = costs)
    • Lots more to come!
  • 1.5.6 Risk Analysis
    • Much more to come
    • Allows us to balance off rewards against risks
    • Identifies “hot” spots
  • 1.5.7 Scheduling
    • Highly dependent on ability to estimate
    • Needs experience
    • Must identify dependencies
  • 1.5.8 Testing and Quality Control
    • Test, test and test. After that, test again!
    • Must be able to “guarantee’ software
    • Unit testing; regression testing
    • Test suites
    • Horrible examples
      • DK school
      • Exlax example
      • Cheque for $0.00
  • 1.5.9 Project Control
    • Necessity
    • When plan is in place, must track
    • Need negative feedback NB, NEGATIVE = GOOD!
  • 1.5.10 The Software Context
    • World Class Software Organizations
    • SEI Capability Maturity Model
    • ISO 10006, 12227
    • SPICE
  • Current Status of SWPM
    • North American State-of-the-Art
    • Examples good and bad
    • The SEI CMM
  • The North American SW Report Card
    • Yourdan reports that 25% of large projects NEVER finish and the average MIS project is one year late and 100% over budget.
    • Standish Group (Chaos Report) reports that (1995)
        • 31.1% projects will be canceled before completion
        • 51.5.7% of them will average 189% overruns
        • only 16.2% are completed on-time, on-budget
        • for Fortune 500, 9% will do so
  • Chaos 1998/20003 Update
    • Overall US success rate has increased form 16% to 26 % BUT
    • 95% of challenged projects were restarted at least once
    • Failures and cost overruns cost $100G in 1998
  • Success by Size
  • People vs. Success
  • Some Very Costly Projects
    • AAT/CAATs
    • CONFIRM
    • Allstate, Denver Airport
    • TAURUS
    • CA DMV
    • Mars Probes
    • Hershey meltdown
  • Some Very Deadly Projects
    • Therac 25
    • The Patriot Missile
    • The LAS Debacle
    • Several Air Bus disasters
  • And the Chernobyl Awards (M. Mische; “Reengineering” Auerbach)
    • Badly managed projects with terrible consequences
    • Florida’s Welfare System Project; $100M
    • IRS “Automation Effort”
      • $3.3Gs wasted
      • No a single line of code
      • cf: CCRA!
  • The Auditor-General’s Report Report to Parliament, October 1995 Chapter 12 analyzed 4 major IT projects, with a total cost (to date of $500,000,000). PSCS (PWGSC) $61M spent when cancelled ISPR (HRC) needs continual corrective action CDFS (PWGSC) used by 1 of 20 users!(95) IDFS (TC) descoped to remain on target
  • The KPMG Report
    • Oct, 1997 (Canadian and the latest)
    • surveyed 1,450 (only 14% responded!) public and private companies
    • 60% reported projects failed
  • KPMG Definition of Failure
    • Budget overrun of >30% and/or
    • Schedule overrun of >30% and/or
    • Project cancelled/deferred because it did not deliver defined benefits
  • Big 3 Reasons
    • Poor project planning
    • Weak business case
    • Lack of top management support
  • And The Usual Suspects
    • Used new/unproven technologies
    • Vendors did not meet commitment
    • Poor estimates
    • Lack of requirements definition
    • No risk management
  • Why Are SEs So BAD?
    • can’t estimate schedule
    • can’t estimate cost
    • can’t estimate quality
    • can’t estimate effects of changes on projects
  • Unit 1 RoadMap
    • 1.1 Why We Need Project Management
    • 1.2 The PMI Approach
    • 1.3 What is a Project?
    • 1.4 What is Project Management?
    • 1.5 A Quick Tour of PM
    • 1.6 Relationship of PM to Other Management and Technical Disciplines
    • 1.7 Useful Things
  • 1.6 PM Relates to Other Management/Technical Disciplines
    • Overlaps with general management
    • Overlaps with application areas. These are usually defined in terms of:
      • Functional departments
      • Technical disciplines
      • Management specializations
      • Industry groups
  • The P Hierarchy
    • Strategic Plan
    • Program
    • Project Portfolio Management
    • Project
    • Subproject
  • Unit 1 RoadMap
    • 1.1 Why We Need Project Management
    • 1.2 The PMI Approach
    • 1.3 What is a Project?
    • 1.4 What is Project Management?
    • 1.5 A Quick Tour of PM
    • 1.6 Relationship of PM to Other Management and Technical Disciplines
    • 1.7 Useful Things
  • 1.7 The Three Curves of PM
    • The Effort Curve
    • The S-Curve
    • The ROI Curve
  • The Effort Curve
  • The S-Curve
  • The ROI Curve
  • 10 Commandments of the PM
    • 1. THOU SHALT manage thine people
    • 2. THOU SHALT estimate accurately
    • 3. THOU SHALT know thine productivity rates
    • 4. THOU SHALT track with an EVA
    • 5. THOU SHALT manage requirement change
    • 6. THOU SHALT talk to thine users
    • 7. THOU SHALT do a risk plan
    • 8. THOU SHALT do a quality plan
    • 9. THOU SHALT avoid large projects
    • 10. THOU SHALT review all that thou doest
  • Prefixes You Should Know
    • Nonillion N 10 30
    • Octillion O 10 27
    • Yotta Y 10 24
    • Zetta Z 10 21
    • Exa E 10 18
    • Peta P 10 15
    • Tera T 10 12
    • Giga G 10 9
    • Mega M 10 6
    • Kilo K 10 3
    • Hecto H 10 2
    • Deka D 10 1
    • deci d 10 -1
    • centi c 10 -2
    • milli m 10 -3
    • micro µ 10 -6
    • nano n 10 -9
    • pico p 10 -12
    • femto f 10 -15
    • atto a 10 -18
    • zepto z 10 -21
    • yocto y 10 -24
  • Useful Physical Constants
    • SOL = 2.997925x10 8 mps
    • SOLiC = 2 x10 8 mps
    • Earth's pop = 4Gigs
    • Earth's langs = 3-5K
    • Earth’s radius = 40KKi
    • Earth’s weight = 6x10 24 kg
    • Analogue = 28.8-57.6Kbps
    • DS0 = 64Kbps
    • T1 = 1.544Mbps
    • T3 = 45Mbps
    • Enet = 10Mbps
    • OC1 = 51.84Mbps
    • Fenet = 100Mbps
    • OC12 = 622Mbps
    • Genet = 1000Mbps
    • OC192 = 9.9Gbps
  • Useful JMB Expressions
    • You’re 404
    • PHB
    • til the cows kum home
    • murf murf murf
    • barforama
    • bizillion
    • explain that to your spouse (parent)
    • beemer, beemerspeak
    • Have you considered Arts?
    • off to the COBOL mines (gross insult)
    • blecherous (of software)
    • bag-o-bits
    • snarf
    • bogosity
    • technodweeb
  • Course Protocol
    • SECOND-SOURCE yourself
    • If you cannot make a deadline, inform me by email of that and when you will deliver
    • We will use WORD 2K, MSP 2K3
    • email is good