Take minutes, post minutes, track action items
Responsible for inter-group communication
Liaison with other teams
Coordinate interfaces
Responsible for quality of work products
Enforce standards and guidelines
Review work products before delivery
Responsible for team motivation and morale
Responsible for resource allocation within the team
Responsible for risk management within the team
Responsible for scope management within the team
Responsible for schedule management within the team
Responsible for budget management within the team
Responsible for configuration management within the team
This document outlines a 10-step process called Step Wise for project planning. It involves selecting the project, identifying objectives and scope, analyzing project characteristics, identifying products and activities, estimating effort, identifying risks, allocating resources, reviewing and publishing the plan, and executing the plan through lower levels of detailed planning. Project planning establishes objectives, analyzes the project, and identifies an infrastructure, products, activities, resources, and quality controls to guide successful execution.
The document provides an overview of software project management concepts including what constitutes a project and program, factors that determine project success or failure, differences between software and other projects, types of software, common problems with software projects, and why projects need management. It also outlines the key activities in software project management including preplanning, planning, scheduling and control, and implementation/termination. Finally, it presents a 10 step process for project planning.
Primavera P6 and MS Project are both project management software, but they differ in key features. Primavera P6 allows for unlimited baselines and multiple users to work on a project simultaneously. It also features issue and risk tracking, as well as expense tracking. Primavera P6 is better suited for large, complex projects with many details, while MS Project is simpler and better for smaller, less complex projects. Reviews praise Primavera P6's control and flexibility for sophisticated, large-scale projects, but note the web client can be slow.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Finally, it defines important terms related to metrics and measurements for software projects.
Planning Phase Part I - Project Phases and Lifecycle PlanningEmanuele Della Valle
This document provides an overview of the planning phase and project lifecycles for software projects. It discusses the typical phases of a project including concept exploration, requirements, analysis and design, development, integration and testing, and deployment. It also describes different lifecycle models like waterfall and iterative development. The document is intended to teach project managers about establishing a project plan and selecting an appropriate lifecycle model.
The document provides templates and checklists for managing projects using the IS&T Project Management Framework. It includes checklists for project startup, planning, and engaging with sponsors. The checklists contain questions to confirm key project details are defined, such as goals, scope, resources, milestones and managing stakeholder expectations.
Software project managers face unprecedented challenges including a shortage of resources, evolving development paradigms, and changing standards. They must plan, control, and organize projects to deliver on time and on budget by breaking large projects into smaller steps, using techniques to meet customer requirements, and understanding project management methods. Effective project management requires defining objectives and success criteria, creating detailed project plans, estimating costs and resources, involving users, managing risks and changes, testing thoroughly, controlling documentation, and ensuring successful implementation and project closure.
The document discusses various software project metrics that can be used at different stages of development. It describes function-oriented metrics like function points which measure functionality delivered and are language independent. It also discusses object-oriented, use-case oriented and quality metrics like defects per KLOC and maintainability. Defect removal efficiency is introduced as a measure of quality assurance activities in filtering defects.
This document outlines a 10-step process called Step Wise for project planning. It involves selecting the project, identifying objectives and scope, analyzing project characteristics, identifying products and activities, estimating effort, identifying risks, allocating resources, reviewing and publishing the plan, and executing the plan through lower levels of detailed planning. Project planning establishes objectives, analyzes the project, and identifies an infrastructure, products, activities, resources, and quality controls to guide successful execution.
The document provides an overview of software project management concepts including what constitutes a project and program, factors that determine project success or failure, differences between software and other projects, types of software, common problems with software projects, and why projects need management. It also outlines the key activities in software project management including preplanning, planning, scheduling and control, and implementation/termination. Finally, it presents a 10 step process for project planning.
Primavera P6 and MS Project are both project management software, but they differ in key features. Primavera P6 allows for unlimited baselines and multiple users to work on a project simultaneously. It also features issue and risk tracking, as well as expense tracking. Primavera P6 is better suited for large, complex projects with many details, while MS Project is simpler and better for smaller, less complex projects. Reviews praise Primavera P6's control and flexibility for sophisticated, large-scale projects, but note the web client can be slow.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Finally, it defines important terms related to metrics and measurements for software projects.
Planning Phase Part I - Project Phases and Lifecycle PlanningEmanuele Della Valle
This document provides an overview of the planning phase and project lifecycles for software projects. It discusses the typical phases of a project including concept exploration, requirements, analysis and design, development, integration and testing, and deployment. It also describes different lifecycle models like waterfall and iterative development. The document is intended to teach project managers about establishing a project plan and selecting an appropriate lifecycle model.
The document provides templates and checklists for managing projects using the IS&T Project Management Framework. It includes checklists for project startup, planning, and engaging with sponsors. The checklists contain questions to confirm key project details are defined, such as goals, scope, resources, milestones and managing stakeholder expectations.
Software project managers face unprecedented challenges including a shortage of resources, evolving development paradigms, and changing standards. They must plan, control, and organize projects to deliver on time and on budget by breaking large projects into smaller steps, using techniques to meet customer requirements, and understanding project management methods. Effective project management requires defining objectives and success criteria, creating detailed project plans, estimating costs and resources, involving users, managing risks and changes, testing thoroughly, controlling documentation, and ensuring successful implementation and project closure.
The document discusses various software project metrics that can be used at different stages of development. It describes function-oriented metrics like function points which measure functionality delivered and are language independent. It also discusses object-oriented, use-case oriented and quality metrics like defects per KLOC and maintainability. Defect removal efficiency is introduced as a measure of quality assurance activities in filtering defects.
This document provides an overview of key concepts in IT project management, including: the role of the project manager and project management profession; understanding organizations and stakeholder management; and project phases and the project life cycle. It discusses projects and what defines them, management functions, why projects fail and how to improve success rates. It also outlines typical project phases from initiation to planning to execution to closure.
The document discusses concepts related to software project scheduling, including:
- Software project scheduling involves distributing estimated effort across the planned project duration by allocating effort to specific tasks.
- There are two perspectives on software scheduling - either working within a prescribed end date or setting the end date based on the software team's estimates.
- Basic principles of software scheduling include compartmentalizing tasks, determining dependencies, allocating time estimates, validating effort, and defining responsibilities, outcomes, and milestones.
- Tracking project schedules involves comparing actual progress to planned schedules through status meetings, reviews, and milestone completions.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
What is Software project management?? , What is a Project?, What is a Product?, What is Project Management?, What is Software Project Life Cycle?, What is a Product Life Cycle?, Software Project, Software Triple Constraints, Software Project Manager, Project Planning,
Software Project Management | An Overview of the Software Project ManagementAhsan Rahim
Management is the process of getting things done through others, it is the process of coordinating people & other resources to achieve the goals of the organization. A project is a set of related tasks that are coordinated to achieve a specific objective in a given time limit. A project is well-defined task, which is a collection of several operations done in order to achieve a goal. Software is the program & all associated documentation & configuration data which is needed to make these programs operate correctly.
A Software Project is the complete procedure of software development from requirement gathering to testing & maintenance, carried out according to the execution methodologies, in a specified period of time to achieve intended software product.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
This document outlines a proposed software project management tool. It describes modules for business development officers, project managers, developers, HR managers, and clients. It identifies common problems like underqualified staff, unclear requirements, and changing tools mid-project. The proposed system would allow online project status inquiries, manage projects and validate requirements. It would generate reports on clients, employees, projects, and tasks. The system aims to improve project management and be user friendly.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Key activities covered in depth include effort estimation, metrics, and measurements.
The document discusses the use of a DACUM (Developing A Curriculum) process to develop a curriculum for software engineering at NASA. It provides details on the multi-phase DACUM process used, including conducting workshops with expert software engineers to identify key job tasks and requirements, and subsequent workshops to develop a curriculum map that specifies where various topics should be taught. It summarizes the history of applying this process for NASA's software engineering curriculum.
The document discusses software project management and challenges. It notes that on average, software projects experience 45% cost overruns, 63% time overruns, and only deliver 67% of planned functionality. Common reasons for project failures include a lack of integrated tools, poor communication, and inflexible processes. The document then covers topics like software development lifecycles, management processes, development methodologies, team management best practices, and tools that can help with project management like Microsoft Project and Visual Studio ALM.
The document discusses software quality assurance plans and methods. It defines quality, describes quality control and assurance activities like inspections, reviews and testing. It explains factors that affect quality like correctness, reliability, maintainability. Methods to assure quality discussed are verification and validation, inspections, reviews, and static analysis. The document also covers project monitoring plans and tools, software design fundamentals, objectives of design, design principles and strategies.
This document provides an overview of software project management and processes at Infosys. It discusses how Infosys uses a project database, process capability baseline, process assets, and body of knowledge to build an infrastructure for project planning and management. This infrastructure aims to capture lessons learned from past projects to help plan and execute new projects more effectively. The document also describes Infosys' standard development process and how projects tailor this process.
The document discusses conventional software management and its challenges. It provides three key points:
1. Only 10% of software projects were delivered successfully on time and budget in the 1990s due to software development being unpredictable and management discipline being a bigger factor in success than technology.
2. The waterfall model was the conventional approach but had issues like late risk resolution, requirements-driven decomposition, and adversarial stakeholder relationships.
3. Modern practices from the 2000s onward used more repeatable processes, off-the-shelf tools, and commercial products for improved economics compared to custom approaches of the 1960-1990 period.
The document discusses the history and concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), which are network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, while PERT was developed by the US Navy for the Polaris missile program. Both techniques use network diagrams of activities and their dependencies to analyze the critical path and schedule of a project. CPM uses deterministic activity times while PERT uses probabilistic times to account for uncertainty. The techniques help answer questions about project completion dates, schedules, budgets, and how to finish early.
The document discusses various topics related to software project management including:
1. Definitions of projects, jobs, and exploration and how software projects have more characteristics that make them difficult than other types of projects.
2. Typical project phases like initiating, planning, executing, controlling, and closing.
3. Distinguishing between different types of software projects and their approaches.
4. Key activities in project management like planning, organizing, staffing, directing, monitoring, and controlling.
The document discusses software risk management and project scheduling. It defines risk as potential problems that could threaten a project's success but have not occurred yet. Risk management identifies, addresses, and eliminates these risks proactively. The document also discusses typical software risks, strategies to reduce risks, and tools for project scheduling like PERT charts, timeline charts, and Gantt charts. These tools help compartmentalize tasks, determine dependencies and allocate time to create a project schedule.
The document discusses personnel planning and team structures for software engineering projects. It describes staffing as involving hiring personnel, defining requirements, recruiting, compensating, and developing employees. Personnel planning involves estimating effort and schedules for subsystems and modules to determine staffing needs over the project duration. Different team structures are also outlined, including ego-less teams, chief programmer teams, and controlled decentralized teams. Advantages and disadvantages of each structure are provided.
Project management involves planning, monitoring, and controlling software development from initial concept to deployment. Effective project management focuses on people, product, process, and project. There are five categories of stakeholders and four types of software development teams. The product scope and problem are decomposed and mapped to framework activities and work tasks. Process models are chosen based on project size and priorities. Common signs of potential project failure and a commonsense approach are discussed.
The document discusses software project management. It defines what a project and project management are, and describes the key characteristics of a software project. It outlines several software development lifecycles and methodologies including waterfall, prototype, spiral, agile, Scrum, extreme programming (XP), and rapid application development (RAD). It also discusses software project roles, risk management, project monitoring, defining a lifecycle model, software team organization structures, communication and coordination practices, and factors to consider when selecting a lifecycle model.
The document provides a project charter and plan for upgrading Middlesex School's Sage Millennium fundraising software from version 7.7 to 7.9 Service Pack 2. The project has 7 phases: 1) planning, 2) analyzing the current system, 3) implementing and testing a new system, 4) reviewing new functionality, 5) training users, 6) going live with the new system, and 7) optimizing post go-live. The project aims to have the new system online by the end of the fiscal year on July 15, 2012.
SE - Lecture 12 - Software Project Management (1).pptxTangZhiSiang
The document discusses software project management and scheduling. It defines a software project as the complete process from requirements to maintenance. It then discusses project planning, including defining activities, sequencing them, estimating durations, developing a schedule, and using tools like Gantt charts and critical path analysis to schedule the project.
The document discusses several key concepts in project management:
1) Projects often remain 90% complete for a long time as completion approaches, and things that can go wrong often do.
2) Software project management plans specify the technical and managerial approaches to develop software and include functions, tasks, activities, and a hierarchical structure.
3) Project structures can be hierarchical or project-based; project-based structures reduce bureaucracy but can be harder to manage.
This document provides an overview of key concepts in IT project management, including: the role of the project manager and project management profession; understanding organizations and stakeholder management; and project phases and the project life cycle. It discusses projects and what defines them, management functions, why projects fail and how to improve success rates. It also outlines typical project phases from initiation to planning to execution to closure.
The document discusses concepts related to software project scheduling, including:
- Software project scheduling involves distributing estimated effort across the planned project duration by allocating effort to specific tasks.
- There are two perspectives on software scheduling - either working within a prescribed end date or setting the end date based on the software team's estimates.
- Basic principles of software scheduling include compartmentalizing tasks, determining dependencies, allocating time estimates, validating effort, and defining responsibilities, outcomes, and milestones.
- Tracking project schedules involves comparing actual progress to planned schedules through status meetings, reviews, and milestone completions.
The document discusses various aspects of software project management including project planning activities like estimation, scheduling, staffing, and risk handling. It describes different project organization structures like functional organization and project organization. It also discusses different team structures like chief programmer teams, democratic teams, and mixed teams. The document emphasizes the importance of careful project planning and producing a software project management plan document. It also discusses considerations for staffing a project team and attributes of a good software engineer.
What is Software project management?? , What is a Project?, What is a Product?, What is Project Management?, What is Software Project Life Cycle?, What is a Product Life Cycle?, Software Project, Software Triple Constraints, Software Project Manager, Project Planning,
Software Project Management | An Overview of the Software Project ManagementAhsan Rahim
Management is the process of getting things done through others, it is the process of coordinating people & other resources to achieve the goals of the organization. A project is a set of related tasks that are coordinated to achieve a specific objective in a given time limit. A project is well-defined task, which is a collection of several operations done in order to achieve a goal. Software is the program & all associated documentation & configuration data which is needed to make these programs operate correctly.
A Software Project is the complete procedure of software development from requirement gathering to testing & maintenance, carried out according to the execution methodologies, in a specified period of time to achieve intended software product.
This document provides a template for a project plan that includes sections on the planning basis, project plan details, and appendix. The planning basis section outlines the project scope, milestones, phases, activities, tasks, effort required for each task, and resources allocated. The project plan section provides a summarized schedule, lists dependencies between phases and activities, and outlines any assumptions and constraints. An appendix can include additional relevant documents like a detailed project schedule.
This document outlines a proposed software project management tool. It describes modules for business development officers, project managers, developers, HR managers, and clients. It identifies common problems like underqualified staff, unclear requirements, and changing tools mid-project. The proposed system would allow online project status inquiries, manage projects and validate requirements. It would generate reports on clients, employees, projects, and tasks. The system aims to improve project management and be user friendly.
This document discusses software project management. It begins by defining project management and its goals of supporting smooth development and reducing problems. It then discusses the four key aspects of effective software project management: people, product, process, and project. For each of these, it provides details on important considerations and best practices. It also discusses project planning, monitoring and control, termination. Key activities covered in depth include effort estimation, metrics, and measurements.
The document discusses the use of a DACUM (Developing A Curriculum) process to develop a curriculum for software engineering at NASA. It provides details on the multi-phase DACUM process used, including conducting workshops with expert software engineers to identify key job tasks and requirements, and subsequent workshops to develop a curriculum map that specifies where various topics should be taught. It summarizes the history of applying this process for NASA's software engineering curriculum.
The document discusses software project management and challenges. It notes that on average, software projects experience 45% cost overruns, 63% time overruns, and only deliver 67% of planned functionality. Common reasons for project failures include a lack of integrated tools, poor communication, and inflexible processes. The document then covers topics like software development lifecycles, management processes, development methodologies, team management best practices, and tools that can help with project management like Microsoft Project and Visual Studio ALM.
The document discusses software quality assurance plans and methods. It defines quality, describes quality control and assurance activities like inspections, reviews and testing. It explains factors that affect quality like correctness, reliability, maintainability. Methods to assure quality discussed are verification and validation, inspections, reviews, and static analysis. The document also covers project monitoring plans and tools, software design fundamentals, objectives of design, design principles and strategies.
This document provides an overview of software project management and processes at Infosys. It discusses how Infosys uses a project database, process capability baseline, process assets, and body of knowledge to build an infrastructure for project planning and management. This infrastructure aims to capture lessons learned from past projects to help plan and execute new projects more effectively. The document also describes Infosys' standard development process and how projects tailor this process.
The document discusses conventional software management and its challenges. It provides three key points:
1. Only 10% of software projects were delivered successfully on time and budget in the 1990s due to software development being unpredictable and management discipline being a bigger factor in success than technology.
2. The waterfall model was the conventional approach but had issues like late risk resolution, requirements-driven decomposition, and adversarial stakeholder relationships.
3. Modern practices from the 2000s onward used more repeatable processes, off-the-shelf tools, and commercial products for improved economics compared to custom approaches of the 1960-1990 period.
The document discusses the history and concepts of Critical Path Method (CPM) and Program Evaluation and Review Technique (PERT), which are network analysis techniques used for project management. CPM was developed by DuPont in the 1950s for chemical plant projects, while PERT was developed by the US Navy for the Polaris missile program. Both techniques use network diagrams of activities and their dependencies to analyze the critical path and schedule of a project. CPM uses deterministic activity times while PERT uses probabilistic times to account for uncertainty. The techniques help answer questions about project completion dates, schedules, budgets, and how to finish early.
The document discusses various topics related to software project management including:
1. Definitions of projects, jobs, and exploration and how software projects have more characteristics that make them difficult than other types of projects.
2. Typical project phases like initiating, planning, executing, controlling, and closing.
3. Distinguishing between different types of software projects and their approaches.
4. Key activities in project management like planning, organizing, staffing, directing, monitoring, and controlling.
The document discusses software risk management and project scheduling. It defines risk as potential problems that could threaten a project's success but have not occurred yet. Risk management identifies, addresses, and eliminates these risks proactively. The document also discusses typical software risks, strategies to reduce risks, and tools for project scheduling like PERT charts, timeline charts, and Gantt charts. These tools help compartmentalize tasks, determine dependencies and allocate time to create a project schedule.
The document discusses personnel planning and team structures for software engineering projects. It describes staffing as involving hiring personnel, defining requirements, recruiting, compensating, and developing employees. Personnel planning involves estimating effort and schedules for subsystems and modules to determine staffing needs over the project duration. Different team structures are also outlined, including ego-less teams, chief programmer teams, and controlled decentralized teams. Advantages and disadvantages of each structure are provided.
Project management involves planning, monitoring, and controlling software development from initial concept to deployment. Effective project management focuses on people, product, process, and project. There are five categories of stakeholders and four types of software development teams. The product scope and problem are decomposed and mapped to framework activities and work tasks. Process models are chosen based on project size and priorities. Common signs of potential project failure and a commonsense approach are discussed.
The document discusses software project management. It defines what a project and project management are, and describes the key characteristics of a software project. It outlines several software development lifecycles and methodologies including waterfall, prototype, spiral, agile, Scrum, extreme programming (XP), and rapid application development (RAD). It also discusses software project roles, risk management, project monitoring, defining a lifecycle model, software team organization structures, communication and coordination practices, and factors to consider when selecting a lifecycle model.
The document provides a project charter and plan for upgrading Middlesex School's Sage Millennium fundraising software from version 7.7 to 7.9 Service Pack 2. The project has 7 phases: 1) planning, 2) analyzing the current system, 3) implementing and testing a new system, 4) reviewing new functionality, 5) training users, 6) going live with the new system, and 7) optimizing post go-live. The project aims to have the new system online by the end of the fiscal year on July 15, 2012.
SE - Lecture 12 - Software Project Management (1).pptxTangZhiSiang
The document discusses software project management and scheduling. It defines a software project as the complete process from requirements to maintenance. It then discusses project planning, including defining activities, sequencing them, estimating durations, developing a schedule, and using tools like Gantt charts and critical path analysis to schedule the project.
The document discusses several key concepts in project management:
1) Projects often remain 90% complete for a long time as completion approaches, and things that can go wrong often do.
2) Software project management plans specify the technical and managerial approaches to develop software and include functions, tasks, activities, and a hierarchical structure.
3) Project structures can be hierarchical or project-based; project-based structures reduce bureaucracy but can be harder to manage.
This document discusses various topics related to software project management. It begins by outlining the topics to be covered, including the role of a project manager, project development phases, activities, and organization. It then discusses the key responsibilities and skills required of a project manager. Various project management functions are defined, including planning, organizing, controlling, and terminating a project. Software project phases and activities like planning, scheduling, and team assembly are explained. The document also covers topics like project organization structures, risk management, and common software project risks.
Stepwise Project planning in software developmentProf Ansari
The following activities are:
Identify objectives and practical measures of the effectiveness in meeting those objectives.
Establish a project authority
Stakeholder analysis – identify all stakeholders in the project and their interests
Modify objectives in the light of stakeholder’s analysis
Establish methods of communication with all parties
2.4
Primavera P6.0 is a project management software that provides tools for planning, scheduling, resource allocation, monitoring and controlling projects. Some key features include an Organizational Breakdown Structure (OBS) that represents the project management hierarchy, an Enterprise Project Structure (EPS) to organize projects across an organization, unlimited baselines for comparison, and enhanced calendar capabilities. Primavera P6.0 offers a centralized database for collaborative project planning and increased efficiency of project management.
This document provides information about a software project management course taught by Jing Zhang. It includes details about the instructor, course content, textbook, assessment, and a project paper assignment. Students will learn about the key aspects of software project management, including defining the scope, understanding factors the project manager must consider, elaborating the planning, supervision, and control required. The course covers principles of software project management and factors that influence their success or failure.
The document discusses key concepts in project management including concerns managers have around quality, risk, cost, schedule, resources, and communication. It identifies reasons why projects fail such as changing requirements or unrealistic deadlines. Effective project management focuses on people, product, process, and project. Key players include stakeholders, team leaders, and software teams. The document provides guidance on organizing teams, defining product scope, decomposing problems, defining processes, and monitoring projects.
This chapter discusses project management techniques for systems analysis and design projects. It covers creating a work breakdown structure and identifying task patterns to develop a schedule. It explains calculating the critical path and using tools like Gantt charts and PERT/CPM charts to schedule and monitor projects. The chapter also discusses risk management, project monitoring and control, reporting, and managing projects for success within budget and schedule.
The document discusses project management and summarizes key aspects of the role of a project manager. It outlines that a project manager is responsible for overseeing the project scope, timeline, budget, quality, and team. A project manager must manage communications, risks, and changes, and guide the project through typical phases from initiation to planning, execution, monitoring, and closing. Project management involves using tools like Gantt charts, dashboards, and templates to help define the project plan and track progress.
This document discusses key aspects of managing information systems projects, including:
- The importance of project management in meeting expectations and constraints.
- Using a System Service Request form to propose new systems development work.
- Conducting feasibility studies to determine if proposed systems make economic sense.
- Dividing projects into phases of initiation, planning, execution, and closeout with key activities in each phase like creating plans and monitoring progress.
- Techniques for representing and scheduling projects like Gantt charts, network diagrams, and critical path scheduling.
The document discusses key concepts for managing software projects including the four Ps of project management: People, Product, Process, and Project. It describes stakeholders and team structures, and emphasizes establishing clear objectives and scope, tracking progress, and learning lessons through post-mortem reviews. Metrics are discussed as a way to assess ongoing projects, risks, and quality, with a focus on process, product, and effort metrics.
The document discusses key concepts for managing software projects including the four Ps of project management: People, Product, Process, and Project. It describes stakeholders and team structures, and emphasizes establishing clear objectives and scope, tracking progress, and learning lessons through post-mortem reviews. Metrics for both processes and products are discussed to assess status, risks, and quality in order to guide improvement.
The document discusses various aspects of project management for software development projects. It covers topics like project planning, estimation techniques, scheduling, risk analysis, quality management planning, change management planning, and plan-driven versus agile development approaches. Project planning involves breaking work into tasks, scheduling, and anticipating potential problems. Estimation considers factors like costs, resources, complexity, and historical data from similar projects. Scheduling graphically represents the project plan timeline. Agile methods use iterative development and flexible planning compared to plan-driven approaches.
2004 Team Center Training Presentation On ProjectSam Ha
The document discusses Teamcenter's Program Execution Management solution. It provides an agenda for the presentation which includes an overview of Program Execution Management, solution scenarios, use cases, collaborative scheduling, PLM integration, resource management, visibility and decision support, workplace creation, and MS Project integration. It then goes into more detail on various features like collaborative scheduling, PLM integration through lifecycle tasks, resource management, dashboards for visibility, workplace templates, and the 2004 roadmap.
The document discusses various techniques for developing work breakdown structures (WBS), estimating activity durations, and improving estimates for projects. It describes defining and sequencing activities, estimating resources and durations, and developing schedules. Methods covered include top-down, bottom-up, analogy, and parametric modeling approaches. Factors that can impact estimates and ways to enhance estimating accuracy are also outlined.
The document discusses various aspects of managing IT projects, including:
1) It describes the typical phases of a systems development life cycle (SDLC) including planning, analysis, design, implementation, and support.
2) It explains how project scheduling tools like PERT charts and Gantt charts are used to plan and track tasks and dependencies.
3) It discusses how project teams are staffed with different roles at each phase, and the responsibilities of the project manager in leading the team.
This document discusses managing computing projects. It defines what a project and software project are, and explains the need for software project management. It describes triple constraints for software projects involving quality, cost, and schedule. Key software project management activities are outlined, including planning, scope management, estimation, scheduling, resource management, risk management, execution and monitoring. Common project management tools like Gantt charts, PERT charts, and resource histograms are also summarized.
What is project? Software Project Vs. Other Types. Activities by
Software Project Mgt. Plans, Methods and Methodologies. Problems with Software Projects.
Cs8092 computer graphics and multimedia unit 5SIMONTHOMAS S
This document discusses multimedia authoring tools and techniques. It covers several topics:
1. Types of multimedia authoring tools including card/page based tools, icon based tools, and time based tools. Popular examples are discussed.
2. Key features and capabilities of authoring tools including editing, programming, interactivity, playback, delivery, and project organization.
3. Authoring system metaphors like hierarchical, flow control, and different technologies focused on like hypermedia.
4. Considerations for multimedia production, presentation, and automatic authoring. Professional development tools are also outlined.
Cs8092 computer graphics and multimedia unit 4SIMONTHOMAS S
This document provides an overview of multimedia system design and multimedia file handling. It discusses multimedia basics and system architecture. Key topics covered include defining objects for multimedia systems, multimedia data interface standards, compression and decompression, data and file format standards, and multimedia I/O technologies. It also examines digital voice and audio, video, image and animation, and full motion video. Storage and retrieval technologies are also mentioned.
Cs8092 computer graphics and multimedia unit 3SIMONTHOMAS S
The document discusses various methods for representing 3D objects in computer graphics, including polygon meshes, curved surfaces defined by equations or splines, and sweep representations. It also covers 3D transformations like translation, rotation, and scaling. Key representation methods discussed are polygonal meshes, NURBS curves and surfaces, and extruded and revolved shapes. Transformation operations covered are translation using addition of a offset vector, and rotation using a rotation matrix.
Cs8092 computer graphics and multimedia unit 2SIMONTHOMAS S
This document discusses two-dimensional graphics transformations and matrix representations. It covers topics such as translation, rotation, scaling, reflections, shearing, and representing composite transformations using matrix multiplication. Homogeneous coordinates are also introduced as a way to represent 2D points using 3-dimensional vectors and matrices for transformations.
Cs8092 computer graphics and multimedia unit 1SIMONTHOMAS S
This document discusses illumination models and color models in computer graphics. It begins by introducing illumination models which determine the perceived color and intensity at points on a surface given lighting conditions. It then covers various lighting models including point light sources, damping of light intensity over distance, and the Phong illumination model for specular reflection. It also discusses surface illumination factors like reflection, transmission and absorption of light. Basic illumination models are presented combining ambient, diffuse and specular reflection. The document concludes by covering rendering of polygons using constant, Gouraud and Phong shading to interpolate colors across surfaces.
The document discusses the project management process and inspection process. It provides details on the typical roles and responsibilities of a project manager, including planning, monitoring, communication facilitation, and postmortem analysis. It also outlines the steps for risk management, including identification, analysis, planning, and review. Finally, it describes the inspection process for reviewing work products, including planning, individual review, group review meetings, rework, and roles like moderator and scribe.
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2. Outline
Concepts and terminology
Purpose of Software Project Management Plans
Structure of a Project Management Plan
Project responsibilities
Team structures
Project planning
Work breakdown structure
Communication Management
Dependencies
Schedule
Project Management Tools
3. Laws of Project Management
Projects progress quickly until they are 90% complete.
Then they remain at 90% complete forever.
When things are going well, something will go wrong.
When things just can’t get worse, they will. When things
appear to be going better, you have overlooked something.
If project content is allowed to change freely, the rate of
change will exceed the rate of progress.
Project teams detest progress reporting because it
manifests their lack of progress.
4. How it should go
Requirements
Analysis
Implementation
Design
System Testing
Delivery and Installation
5. How it often goes
Requirements
Analysis
D
E
L
A
Y
Vaporware
6. Software Project Management Plan
Software Project:
All technical and managerial activities required to deliver
the deliverables to the client.
A software project has a specific duration, consumes
resources and produces work products.
Management categories to complete a software project:
Tasks, Activities, Functions
Software Project Management Plan:
The controlling document for a software project.
Specifies the technical and managerial approaches to
develop the software product.
Companion document to requirements analysis document:
Changes in either may imply changes in the other
document.
SPMP may be part of project agreement.
7. Project Agreement
Document written for a client that defines:
the scope, duration, cost and deliverables for the project.
the exact items, quantities, delivery dates, delivery location.
Can be a contract, a statement of work, a business plan, or a
project charter.
Client: Individual or organization that specifies the
requirements and accepts the project deliverables.
Deliverables (= Work Products that will be delivered to the
client):
Documents
Demonstrations of function
Demonstration of nonfunctional requirements
Demonstrations of subsystems
8. Project Agreement vs Problem Statement
Manager Project Team
Client
(Sponsor)
Problem
Statement
Project
Agreement
Software Project
Management Plan
9. Project Management Activities
(continued on next slide)
Initiation
Project kickoff
Team formation Communication
infrastructure setup
Problem statement
definition
Initial milestones
planning
Initial top-level
design
12. Functions
Activity or set of activities that span the duration of the project
p:Project
f1:Function
f2:Function
a1:Activity a2:Activity a3:Activity
a2.1:Activity a2.2:Activity a2.3:Activity
t1:Task t2:Task t3:Task t4:Task
13. Functions
Examples:
Project management
Configuration Management
Documentation
Quality Control (Verification and validation)
Training
Question: Is system integration a project function?
Mapping of terms: Project Functions in the IEEE 1058
standard are called Integral processes in the IEEE 1074
standard. We call them cross-development processes
14. Tasks
• Smallest unit
of work subject
to management
• Small enough for
adequate planning
and tracking
• Large enough
to avoid micro
management
p:Project
f1:Function
f2:Function
a1:Activity a2:Activity
a2.1:Activity a2.2:Activity
t1:Task t2:Task t3:Task
15. Tasks
Smallest unit of management accountability
Atomic unit of planning and tracking
Finite duration, need resources, produce tangible result (documents,
code)
Specification of a task: Work package
Name, description of work to be done
Preconditions for starting, duration, required resources
Work product to be produced, acceptance criteria for it
Risk involved
Completion criteria
Includes the acceptance criteria for the work products
(deliverables) produced by the task.
16. Task Sizes
Finding the appropriate task
size is problematic
Todo lists from previous
projects
During initial planning a
task is necessarily large
You may not know how to
decompose the problem into
tasks at first
Each software development
activity identifies more tasks
and modifies existing ones
Tasks must be decomposed
into sizes that allow
monitoring
Work package usually
corresponds to well defined
work assignment for one
worker for a week or a
month.
Depends on nature of work
and how well task is
understood.
17. Examples of Tasks
Unit test class “Foo”
Test subsystem “Bla”
Write user manual
Write meeting minutes and post them
Write a memo on NT vs Unix
Schedule the code review
Develop the project plan
Related tasks are grouped into hierarchical sets of functions and
activities.
Action item
18. Action Item
Definition: A task assigned to a person that has to be done
within a week or less
Action items
Appear on the agenda in the Status Section (See lecture on
communication)
Cover: What?, Who?, When?
Example of action items:
Florian unit tests class “Foo” by next week
Marcus develops a project plan before the next meeting
Bob posts the next agenda for the Simulation team meeting before
Sep 10, 12noon.
The VIP team develops the project plan by Sep 18
19. Activities
• Major unit of work
with precise dates
• Culminates in project
milestone.
• Consists of smaller
activities or tasks
p:Project
f1:Function
f2:Function
a1:Activity a2:Activity
a2.1:Activity a2.2:Activity
t1:Task t2:Task t3:Task
20. Activities
Major unit of work
Culminates in major project
milestone:
Internal checkpoint should
not be externally visible
Scheduled event used to
measure progress
Milestone often produces
baseline:
formally reviewed work product
under change control (change
requires formal procedures)
Activities may be grouped
into larger activities:
Establishes hierarchical
structure for project (phase,
step, ...)
Allows separation of
concerns
Precedence relations often
exist among activities (PERT
Chart)
21. Examples of Activities
Major Activities:
Planning
Requirements Elicitation
Requirements Analysis
System Design
Object Design
Implementation
System Testing
Delivery
Activities during
requirements analysis:
Refine scenarios
Define Use Case model
Define object model
Define dynamic model
Design User Interface
22. Structure of a Software Project Management Plan
Front Matter
1. Introduction
2. Project Organization
3. Managerial Process
4. Technical Process
5. Work Elements, Schedule, Budget
Optional Inclusions
23. SPMP Part 0: Front Matter
Title Page
Revision sheet (update history)
Preface: Scope and purpose
Tables of contents, figures, tables
24. SPMP Part 1: Introduction
1.1 Project Overview
Executive summary: description of project, product summary
1.2 Project Deliverables
All items to be delivered, including delivery dates and location
1.3 Evolution of the SPMP
Plans for anticipated and unanticipated change
1.4 Reference Materials
Complete list of materials referenced in SPMP
1.5 Definitions and Acronyms
25. SPMP Part 2: Project Organization
2.1 Process Model
Relationships among project elements
2.2 Organizational Structure
Internal management, organization chart
2.3 Organizational Interfaces
Relations with other entities
2.4 Project Responsibilities
Major functions and activities; nature of each; who’s in charge
26. Process Model
Shows relationships among
Functions, activities, tasks
Milestones
Baselines
Reviews
Work breakdown structure
Project deliverables
Sign-offs
Visualization of process
model
Project Management Aids
MS Project (Microsoft)
MAC Project (Claris)
EasyTrak (Planning Control
International)
27. Example of an Organization Chart
Client Management Consultants
Cross-functional Teams
Logbook
Maintenance
Vehicle
Travel
VIP
Development Teams
Infrastructure Team
Architecture
HCI
Web Master
Documentation
Configuration Mgt
29. Project Roles
Management roles
Organization and execution of the project within constraints.
Examples: project manager, team leader.
Development roles
Specification, design and construction of subsystems. Examples:
Analyst, system architect, implementor.
Cross functional roles
Coordination of more than one team. Example: API Engineer,
configuration manager, tester
Consultant roles
Support in areas where the project participants lack expertise.
Examples: End user, client, application domain specialist ( problem
domain), technical consultant (solution domain).
Promoter roles
Promote change through an organization.
30. Promoter Roles
Promoters are self appointed individuals who identify
themselves with the outcome of the project.
They are member of the corporate organization and may not
necessarily be directly involved with the project. Instead, they
are interfaces to the rest of the corporate organization.
Because of the power, knowledge of technology, or familiarity
with the project’s processes, they are able to promote and push
specific changes through the organization.
31. Power Promoter
Also called executive champion
Pushes the change through the existing organizational hierarchy.
not necessarily at the top of the organization, but must have
protection from top level management, otherwise project
opponents might be able to prevent the success of the project.
Tasks:
constantly identify difficulties, resolve issues, and
communicate with the project members, especially with the
developers.
Example at project level: Project Manager.
Example at corporate level: Chief Executive Officer (CEO).
32. Knowledge Promoter
Also called the technologist,
Promotes change arising in the application domain or the solution
domain. Usually associated with the power promoter.
Tasks: Acquire information iteratively, understand the benefits
and limitations of new technologies, and argue its adoption with
the other developers.
Example at project level: System architect.
Reports to project manager
Does not have any direct subordinate in the reporting hierarchy
Has final say over all technical decisions in the system.
Example at corporate level: Chief Technical Officer (CTO).
33. Process Promoter
The process promoter has intimate knowledge of the projects
processes and procedures.
The process promoter is in constant interaction with the power
promoter to get consensus on the overall goals.
Tasks: Bridge between the power and knowledge promoters,
who often do not speak or understand the same language.
Example at project level: Development lead. Responsible for
the administrative aspects of a project, including planning,
milestones definition, budgeting and communication
infrastructure.
Example at corporate level: Chief Information Officer (CIO
34. Project Management: Hierarchical Project
Organization
Chief Executive
First Level Manager
(“Front-Line Manager”)
Project Members
Basis of organization:
Complicated information and control flow
across hierarchical boundaries
A B
A wants to talk to B: Complicated Information Flow
A wants to make sure B does a certain change: Complicated Controlflow
Information Flow
Control Flow
35. Example of Hierchical Organization:
Chief Programmer Team
Chief Programmer
Librarian Administration Tester
Junior Programmer
Assistant
Chief Programmer
Senior Programmer
38. Associations in organizational structures
Reporting association:
Used for reporting status information
Decision association
Used for propagating decisions
Communication association
Used for exchanging information needed for decisions (e.g.,
requirements, design models, issues).
39. Observations on Management Structures
Hierarchical structures
“Reports”, “Decides” and “Communicates-With” all mapped on the
same association
Do not work well with iterative and incremental software
development process
Manager is not necessarily always right
Project-based structures
“Reports”, “Decides” and “Communicates-With”are different
associations
Cut down on bureaucracy reduces development time
Decisions are expected to be made at each level
Hard to manage
40. Hierarchical Structure
Projects with high degree of certainty, stability, uniformity and
repetition.
Requires little communication
Role definitions are clear
When?
The more people on the project, the more need for a formal
structure
Customer might insist that the test team be independent from the
design team
Project manager insists on a previously successful structure
41. Project-Based Structure
Project with degree of uncertainty
Open communication needed among members
Roles are defined on project basis
When?
Requirements change during development
New technology develops during project
42. Assigning Responsibilities To People
“To Do” List for the Project
• Item 1
• Item 2
• Item 3
• Item 4
• Item 5
• Item 6
• Item 7
• Item 8
• Item 9
Item 1
Item 2
Item 9
Role 1
Item 4
Item 5
Item 7
Role 2
Item 3
Item 6
Item 8
Role 3
Person A
Role 1
Role 2
Person B
Role 3
Team A
43. Possible Mappings of ToDos to People
One-to-One
Ideal but often not worth to be called a project
Many-to-Few
Each project member assumes several roles ("hats")
Danger of overcommittment
Need for load balancing
Many-to-"Too-Many"
Some people don't have significant roles
Bystanders
Loosing touch with project
44. Team Formation
Top level Design
“Rough” Subsystem Decomposition (before requirements analysis)
Done during Predevelopment phase
Team Formation done after Top Level Design
Heuristics:
One team for each subsystem
One cross-functional task per team
5-7 members per team
Be prepared to iterate the team formation after system design
when the subsystem decomposition is baselined
45. Project Roles: Coach
Listen to gripes from individual teams
Review weekly team reports
Attend weekly project meetings
Schedule and prepare meetings with client
Insist that guidelines are followed
Assign presentations (in-class project meetings, client review,
client acceptance test)
Resolve conflicts if they cannot be resolved otherwise
46. Project Role: Group leader
Responsible for intra-group communication (Meeting
Management: Primary Facilitator)
Run the weekly project meeting
Post agenda before meeting
Define and keep track of action items (who, what, when)
Measure progress (Enforce milestones)
Deliver work packages for the tasks to the project management
Present problems and status of team to project manager
The group leader has to be rotated among members of the team.
47. Group Leader: Create an Agenda
Action Items
(Check Previous
Meeting)
Issues
(Check Previous
Meeting & BBoards)
Purpose of Meeting
Desired Outcome
Information Sharing
Information Processing
Meeting Critique
48. Project Role: Liaison
Responsible for inter-group communication
Make available public definitions of subsystem developed by the
team to the architecture teams (ensure consistency, etc)
Coordinate tasks spanning more than one group with other teams
Responsible for team negotiations
Examples: API Engineer, Configuration manager
49. Project Role: Planner
Plans and tracks the activities of an individual team and has
the following responsibilities.
Define project plan for team:
PERT chart, resource table and GANTT chart showing work
packages
Enter project plan into project management tool
Make project plan available to management
Report team status to project manager
No explicit planner in PAID. Responsibilities assumed by
coaches
50. Project Role: Document Editor
Collect, proofread and distribute team documentation
Submit team documentation to architecture team
Collect agendas
Take minutes at meetings
51. Web Master
Maintain team home page
Keep track of meeting history
Keep track of design rationale
52. Date
9/9/96
Agenda Minutes Action Items Issues
Agenda Minutes Action Items Issues
9/16/96 Agenda Minutes Action Items Issues
Web Master:
Publish Meeting Information on Team Homepage
Must contain Agenda, minutes, action items and issues
Possibilities:
One HTML document per meeting, with anchors (maintained by one
role)
Separate HTML documents for Agenda, Minutes, etc (maintained by
several roles)
http://cascade1.se.cs.cmu.edu/
15-413/homePagesTeams/UserInterface/www/index.htm
53. SPMP Part 3: Managerial Processes
3.1 Management Objectives and Priorities
Philosophy, goals and priorities
3.2 Assumptions, Dependencies, Constraints
External factors
3.3 Risk Management
Identifying, assessing, tracking, contingencies for risks
3.4 Monitoring and Controlling Mechanisms
Reporting mechanisms and formats, information flows, reviews
3.5 Staffing Plan
Needed skills (what?, how much?, when?)
54. Examples of Assumptions
There are enough cycles on the development machines
Security will not be addressed
There are no bugs in Together-J, the CASE Tool recommended
for the project
A demonstration of the Starnetwork system will be given by the
client
55. Examples of Dependencies
The database team depends on the EPC database provided by
DaimlerChrysler
The automatic code generation facility in the CASE tool
depends on JDK. The current release of Together-J supports
only JDK 1.1.6
56. Examples of Constraints
The length of the project is 3 months. limited amount of time to
build the system
The project consists of beginners. It will take time to learn how
to use the tools
Not every project member is always up-to-date with respect to
the project status
The use of UML and a CASE tool is required
Any new code must be written in Java
The system must use Java JDK 1.1.6
57. Risk Management
Risk: Members in key roles
drop the course.
Contingency: Roles are
assigned to somebody else.
Functionality of the system is
renegotiated with the client.
Risk: The project is falling
behind schedule.
Contingency: Extra project
meetings are scheduled.
Risk: One subsystem does
not provide the
functionality needed by
another subsystem.
Contingency: ?
Risk: Ibutton runs only
under JDK 1.2
Contingency: ?
58. SPMP Part 4: Technical Process
4.1 Methods, Tools and Techniques
Computing system, development method, team structure, etc.
Standards, guidelines, policies.
4.2 Software Documentation
Documentation plan, including milestones, reviews and baselines.
4.3 Project Support Functions
Plans for functions (quality assurance, configuration management).
59. SPMP Part 5: Work Elements
5.1 Work Packages (Work breakdown structure)
Project decomposed into tasks; definitions of tasks
5.2 Dependencies
Precedence relations among functions, activities and tasks
5.3 Resource Requirements
Estimates for resources such as personnel, computer time, special
hardware, support software.
5.4 Budget and Resource Allocation
Connect costs to functions, activities and tasks.
5.5 Schedule
Deadlines, accounting for dependencies, required milestones
60. Creating Work Packages
Work Breakdown Structure (WBS) (Section 5.1)
Break up project into activities (phases, steps) and tasks.
The work breakdown structure does not show the interdependence
of the tasks
The identification of the work breakdown structure is an
instance of object identification and associating these objects
61. WBS Schedule
Cost
(Time, $$)
Source: Software Engineering
Economics, Barry W. Boehm
p. 47, Prentice Hall, N.J., 1981
WBS Trade-offs
Work breakdown structure influences cost and schedule
Thresholds for establishing WBS in terms of percentage of total
effort:
Small project (7 person-month): at least 7% or 0.5 PM
Medium project (300 person-month): at least 1% or 3 PMs
Large project (7000 person-month): at least 0.2 % or 15 PMs
Determination of work breakdown structure is incremental and
iterative
62. Dependencies and Schedule
(SPMP Section 5.2 + 5.5)
An important temporal relation: “must be preceded by”
Dependency graphs show dependencies of the tasks
(hierarchical and temporal)
Activity Graph:
Nodes of the graph are the project milestones
Lines linking the nodes represent the tasks involved
Schedule Chart (MS-Project):
Nodes are tasks and milestones
Lines represent temporal dependencies
Estimate the duration of each task
Label dependency graph with the estimates
63. Project Management Tools for Work Packages
Visualization Aids for Project Presentation
Graphs (Schedule), Trees (WBS)
Tables (Resources)
Task Timeline
Gantt Charts: Shows project activities and tasks in parallel. Enables
the project manager to understand which tasks can be performed
concurrently.
Schedule Chart (PERT Chart)
Cornerstone in many project management tools
Graphically shows dependencies of tasks and milestones
PERT: Program Evaluation and Review Technique
– A PERT chart assumes normal distribution of tasks durations
– Useful for Critical Path Analysis
CPM: Critical Path Method
64. Project: Building a House
Activity 1: Landscaping the lot
Task 1.1: Clearing and grubbing
Task 1.2: Seeding the Turf
Task 1.3: Planting shrubs and trees
Activity 2: Building the House
Activity 2.1 : Site preparation
Activity 2.2: Building the exterior
Activity 2.3: Finishing the interior
Activity 2.1 : Site preparation
Task 2.1.1: Surveying
Task 2.1.2: Obtaining permits
Task 2.1.3: Excavating
Task 2.1.4: Obtaining materials
65. Activity 2: Building a House, ctd
Activity 2.2: Building the exterior
Task 2.2.1: Foundation
Task 2.2.2: Outside Walls
Task 2.2.3: Exterior
plumbing
Task 2.2.4: Exterior
electrical work
Task 2.2.5: Exterior siding
Task 2.2.6: Exterior painting
Task 2.2.7: Doors and
Fixtures
Task 2.2.8: Roof
Activity 2.3 : Finishing the Interior
Task 2.3.1: Interior
plumbing
Task 2.3.2: Interior electrical
work
Task 2.3.3: Wallboard
Task 2.3.4: Interior painting
Task 2.3.5: Floor covering
Task 2.3.6: Doors and
fixtures
68. Slack Time and Critical Path
Slack Time
Available Time - Estimated (“Real”) Time for a task or activity
Or: Latest Start Time - Earliest Start Time
Critical Path
The path in a project plan for which the slack time at each task is
zero.
The critical path has no margin for error when performing the
tasks (activities) along its route.
69. How do you become a good project planner?
Establish a project plan
Start with the plan based on your experience with the last project(s)
Keep track of activities and their duration
Determine difference between planned and actual performance
Make sure to do a post-mortem
Lessons learned
Ask developers for feedback
Write a document about what could have been improved
70. Writing the SPMP
Example full SPMPs
OWL project
http://cascade1.se.cs.cmu.edu/15-413/courseDocs/spmpF96.html
JAMES project
http://cascade1.se.cs.cmu.edu/JAMES/J_courseDocs/SPMP/SPMP1.
0.html
71. Project Management Heuristics
Make sure to be able to revise or dump a project plan
Complex system development is a nonlinear activity
If project goals are unclear and complex use team-based project
management. In this case
Avoid GANTT charts and PERT charts for projects with changing
requirements
Don’t look too far into the future
Avoid micro management of details
Don’t be surprise if current project management tools don’t
work:
They were designed for projects with clear goals and fixed
organizational structures
72. Project Management Summary
Get agreement among customers, managers and teams
Problem statement
Software project management plan
Project agreement
Make sure agreement allows for iteration
Organization Structures
SPMP
Project planning
Start with work breakdown structure (WBS)
Identify dependencies and structure: Tasks, activities, functions
Tools and Techniques
GANTT, Dependency graph, Schedule, Critical Path Analysis
Be careful with tools in projects with a lot of change
73. Hackman & Oldham’s Job
Characteristics Model
Core Dimensions Psychological States Outcomes
Skill Variety
Task Identity
Task Signif.
Autonomy
Feedback
Meaningfulness
of Work
Responsibility
for outcomes
Knowledge of
Results
High intrinsic
motivation
High job per-
ormance
High job satis-
faction
Low absentee
ism & turnover
74. Moderating Variables for the
Job Characteristics Model
• Growth need strength
– job is a vehicle for personal growth, sense of
achievement, avenue for feeling success
• Knowledge and skills
• Satisfaction with extrinsic aspects of
work
76. Implementing Concepts for the
Job Characteristics Model
• Combine tasks: Effects skill variety, task
identity, & task significance
• Group tasks into natural work units:
Effects task significance and task identity
• Give workers contact with customers:
Effects skill variety, autonomy, feedback
• Vertically load jobs: Effects autonomy
• Open feedback channels: Effects
feedback
77. Designing Jobs for Teams
• Team has to be an identifiable group,
doing a specified piece of work, and be
self-managing
• Key behaviors: Ask for ideas, give
suggestions,. listen to others, share
information, help others
• Manager’s role: Make alterations needed
for effective group performance, consult
78. Goals That Motivate
• Specific Goals
• Difficult Goals
• Goal Acceptance
• Goal Feedback
79. Why Goals Motivate
• Mobilize energy in relation to goal
• Focus attention towards goals attainment
• Encourages setting of action plans or
strategies for goal attainment
• Encourages persistence until goal is
attained
83. Where Pay Fails to Motivate
• Bonuses or merit pay is too small
• Non-existent link between pay and
performance
• Performance appraisal is done poorly
• Effect of unions
• Adaptation problems
84. Effective Reward Systems
• Set high goals for performance
• Develop accurate ways to measure
performance
• Train supervisors in performance
appraisal
• Link pay to performance
• Make increases noticeable and
meaningful
85. Backwards & Forwards
• Summing up: Examined how Hackman’s
& Oldhams Job characteristics Model
can be used to redesign jobs to engage
motivation; studied how and why goals
setting works & looked at ways to use pay
as a motivator
• Next time we begin our study of groups in
the organization looking at how they
function and the role of cohesiveness