Software Project Management

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Software Project ManagementSoftware Project Management
Faisal Shafique ButtFaisal Shafique Butt

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Course titleCourse title
Software Project ManagementSoftware Project Management
Instructor:Instructor: Faisal Shafique ButtFaisal Shafique Butt SemesterSemester
Fall 2015Fall 2015
Credit hours:Credit hours: 33
Instructor’s Office NumberInstructor’s Office Number
051-9272614051-9272614
Ext. 265Ext. 265
Visiting hoursVisiting hours
By appointmentBy appointment
Instructor’s emailInstructor’s email
faisalshafique@yahoo.comfaisalshafique@yahoo.com
Mode of lectureMode of lecture
delivery:delivery: MultimediaMultimedia

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Class ParticipationClass Participation
 Active participation is very important.Active participation is very important.
Attendance will count for students.Attendance will count for students.

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Software Project ManagementSoftware Project Management

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AcknowledgementAcknowledgement
Lectures slides are prepared from the PM books, materialLectures slides are prepared from the PM books, material
from public domain, the Internet, and from lecture slides/notesfrom public domain, the Internet, and from lecture slides/notes
from other professors with their permission.from other professors with their permission.
Acknowledgement:Acknowledgement:
1.1. Mr. Doug Gardner of Digital Lightwave, Florida, USAMr. Doug Gardner of Digital Lightwave, Florida, USA
2.2. Mr. Mike Chancey, Ravian Enterprises, Richardson, TexasMr. Mike Chancey, Ravian Enterprises, Richardson, Texas
3.3. Mr. John Musser, Columbia University, USAMr. John Musser, Columbia University, USA
4.4. Dr. Ali Ahsan, CASE IslamabadDr. Ali Ahsan, CASE Islamabad

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LeadershipLeadership
Communication across various functionsCommunication across various functions
Problem SolvingProblem Solving
Process EngineeringProcess Engineering
Technical knowledgeTechnical knowledge
Management SupportManagement Support
Successful Project Management RequiresSuccessful Project Management Requires

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LeadershipLeadership

ManagementManagement
•Project managementProject management

Software/Hardware Project managementSoftware/Hardware Project management
Project Management HierarchyProject Management Hierarchy

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 Software/HardwareSoftware/Hardware
 ProjectProject
 Management (Project Management)Management (Project Management)
Elements of Project ManagementElements of Project Management

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SoftwareSoftware
 What is it?What is it?
 Software EngineeringSoftware Engineering
 Management ChallengesManagement Challenges

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Software EngineeringSoftware Engineering
Software Engineering is the establishmentSoftware Engineering is the establishment
and use of sound engineering principles inand use of sound engineering principles in
order to economically obtain software thatorder to economically obtain software that
is reliable and works efficiently on realis reliable and works efficiently on real
machines (Fritz Bauer)machines (Fritz Bauer)

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Project ManagementProject Management
 A project is a non-repetitive activityA project is a non-repetitive activity
achieved by a finite, time-ordered andachieved by a finite, time-ordered and
interrelated set of tasks.interrelated set of tasks.
 The activity is the projectThe activity is the project
 The set of tasks is called the projectThe set of tasks is called the project
sequencesequence
 Project management is the identificationProject management is the identification
of tasks and the management of theirof tasks and the management of their
sequencesequence

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Software Project ManagementSoftware Project Management
 SPM is the application of knowledge, skills,SPM is the application of knowledge, skills,
tools, techniques to project activities totools, techniques to project activities to
meet project requirements. SPM ismeet project requirements. SPM is
accomplished through the use ofaccomplished through the use of
processes like planning, controlling,processes like planning, controlling,
executing, closing, initiating, cost, time, riskexecuting, closing, initiating, cost, time, risk
(control, forecasting, evaluation etc),(control, forecasting, evaluation etc),
quality, requirements etc.quality, requirements etc.

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Project Vs ProcessProject Vs Process
 A process is a repetitive activity like aA process is a repetitive activity like a
plant turning over and producing the sameplant turning over and producing the same
productproduct

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Project, program, task, work packageProject, program, task, work package
 Program:Program:

Refers to a an exceptionally large, longRefers to a an exceptionally large, long
range objective that is broken down into arange objective that is broken down into a
set of projects.set of projects.
 Projects are further divided into tasksProjects are further divided into tasks
 Tasks are split into work packagesTasks are split into work packages
 Work packages are composed of workWork packages are composed of work
unitsunits
Military is the source of most these termsMilitary is the source of most these terms

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ProjectProject
 A project is a specific finite task to beA project is a specific finite task to be
accomplished.accomplished.
 It could be large or small scaleIt could be large or small scale
 It could be long range or short rangeIt could be long range or short range
 Project:Project:

It is a set of interrelated activities that are directedIt is a set of interrelated activities that are directed
towards a goal or purpose and are unique, complex andtowards a goal or purpose and are unique, complex and
must be completed within time, within budget andmust be completed within time, within budget and
according to specificationsaccording to specifications

Projects are the building blocks of an investment planProjects are the building blocks of an investment plan

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Attributes/CharacteristicsAttributes/Characteristics
 Purpose:Purpose:

One time activity with a well defined set ofOne time activity with a well defined set of
desired end resultsdesired end results

Divided into subtasks that must be completed toDivided into subtasks that must be completed to
achieve project goalsachieve project goals
 Complex:Complex:

Coordination and control in terms of timing,Coordination and control in terms of timing,
precedence, cost and performance are requiredprecedence, cost and performance are required
 Interdependencies:Interdependencies:

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Project Life-CycleProject Life-Cycle
Percent
Project
Completed
100 %
TIME
Slow
start
Quick
momentum
Slow finish

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Project Life CyclesProject Life Cycles
 Variation With Work StylesVariation With Work Styles
 Variation With RisksVariation With Risks

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Attributes/CharacteristicsAttributes/Characteristics
 Uniqueness:Uniqueness:

Projects are never alikeProjects are never alike

Projects by their nature cannot be completelyProjects by their nature cannot be completely
reduced to routinereduced to routine
 Conflict:Conflict:

PMs live in a world characterized by conflictPMs live in a world characterized by conflict

Projects compete with functional departmentsProjects compete with functional departments
for resourcesfor resources

Main stake holders areMain stake holders are
• Client, parent organization, project team,Client, parent organization, project team,
publicpublic

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Why Project Management?Why Project Management?
 Basic purpose of a project is to accomplishBasic purpose of a project is to accomplish
certain goalscertain goals
 Reason to organize a task as a project isReason to organize a task as a project is
to focus the responsibility and authority toto focus the responsibility and authority to
attain the goalsattain the goals
 Systematic undertaking of the projectsSystematic undertaking of the projects

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Skills Needed to Manage aSkills Needed to Manage a
ProjectProject
 Identify outcomes and deliverablesIdentify outcomes and deliverables
 Devise a sequence to achieve the goalsDevise a sequence to achieve the goals
 Continuous controllingContinuous controlling
 Recognize if and when the outcomes have been achievedRecognize if and when the outcomes have been achieved
 Deal skillfully with peopleDeal skillfully with people
 Manage unfamiliar complex systems and technicalManage unfamiliar complex systems and technical
specialistsspecialists
 Enhance your software modeling skillsEnhance your software modeling skills
 PM must have a strong hold on implementation environmentPM must have a strong hold on implementation environment
 Identify key issuesIdentify key issues
 Respond to contingent situationsRespond to contingent situations

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Skills Needed to Manage aSkills Needed to Manage a
Project (cont)Project (cont)
 Identify and manage interfacesIdentify and manage interfaces
 Manage time and costManage time and cost
 Setup Software Project Management InformationSetup Software Project Management Information
SystemSystem
 Manage political and community issuesManage political and community issues
(Management of stakeholders)(Management of stakeholders)
 Manage contractual mattersManage contractual matters
 Maintain a sense of urgencyMaintain a sense of urgency
 Cope with riskCope with risk
 Keep good recordsKeep good records

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India’s Software Exports (Millions Of US
Dollars)
1985
1986
1987
1988
1989
1990
1991
1992
1993
1994
1995
1997
6
10
39
52
67
100
128
164
225
360
483
1,000

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ReasonsReasons
 Government support in terms of tariff, restrictions,Government support in terms of tariff, restrictions,
subsidized STP and export zonessubsidized STP and export zones
 5 year Software exemption of tax5 year Software exemption of tax
 Cost of software is labor and it is cheap in IndiaCost of software is labor and it is cheap in India
($125 per unit of software vs. $925 in US)($125 per unit of software vs. $925 in US)
 Quality (Process Maturity – Capability MaturityQuality (Process Maturity – Capability Maturity
Model)Model)
American companies are the largest customers of Indian SoftwareAmerican companies are the largest customers of Indian Software

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CMMCMM
 Level 1: InitialLevel 1: Initial (ad hoc)(ad hoc)
 Level 2: RepeatableLevel 2: Repeatable (basic processes in place)(basic processes in place)
 Level 3: DefinedLevel 3: Defined (Processes documented, standardized . . .(Processes documented, standardized . . .
 Level 4: ManagedLevel 4: Managed (detailed measurements)(detailed measurements)
 Level 5: OptimizingLevel 5: Optimizing (continuous process improvements)(continuous process improvements)

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What does it all mean to us?What does it all mean to us?
 Financial impactFinancial impact
 National security riskNational security risk
What can we do?What can we do?

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Back to Project ManagementBack to Project Management
 What’s a project?What’s a project?
 PMI definitionPMI definition

A project is a temporary endeavor undertakenA project is a temporary endeavor undertaken
to create a unique product or serviceto create a unique product or service
 A project managerA project manager

Analogy: conductor, coach, captainAnalogy: conductor, coach, captain

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Interactions / StakeholdersInteractions / Stakeholders
 As a PM, who do you interact with?As a PM, who do you interact with?
 Project StakeholdersProject Stakeholders

Project sponsorProject sponsor

ExecutivesExecutives

TeamTeam

CustomersCustomers

ContractorsContractors

Functional managersFunctional managers

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Why Rapid DevelopmentWhy Rapid Development
 Faster deliveryFaster delivery
 Reduced riskReduced risk
 Increased visibility to customerIncreased visibility to customer
 Don’t forsake qualityDon’t forsake quality

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Successful StrategySuccessful Strategy
 Classic Mistake AvoidanceClassic Mistake Avoidance
 Risk ManagementRisk Management
 Schedule-Oriented PracticesSchedule-Oriented Practices

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Four Project DimensionsFour Project Dimensions
 PeoplePeople
 ProcessProcess
 ProductProduct
 TechnologyTechnology

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PeoplePeople
 ““It’s always a people problem”It’s always a people problem” Gerald Weinberg,Gerald Weinberg,
“The Secrets of Consulting”“The Secrets of Consulting”
 Improvements:Improvements:
-
Team selectionTeam selection
-
Team organizationTeam organization
-
Team motivationTeam motivation

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People (contd.)People (contd.)
 Other success factorsOther success factors

Matching people to tasksMatching people to tasks

Career developmentCareer development

Balance: individual and teamBalance: individual and team

Clear communicationClear communication

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ProcessProcess
 Is process stifling?Is process stifling?
 Two Types: Management & TechnicalTwo Types: Management & Technical
 Quality assuranceQuality assurance
 Risk managementRisk management
 Lifecycle planningLifecycle planning

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Process (contd.)Process (contd.)
 Customer orientationCustomer orientation
 Continuous ImprovementContinuous Improvement
 Rework avoidanceRework avoidance

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ProductProduct
 The “tangible” dimensionThe “tangible” dimension
 Product size managementProduct size management
 Product characteristics and requirementsProduct characteristics and requirements
 Feature creep managementFeature creep management

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TechnologyTechnology
 Often the least important dimensionOften the least important dimension
 Language and tool selectionLanguage and tool selection
 Value and cost of reuseValue and cost of reuse

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PlanningPlanning
 Determine requirementsDetermine requirements
 Determine resourcesDetermine resources
 Select lifecycle modelSelect lifecycle model
 Determine product features strategyDetermine product features strategy

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TrackingTracking
 Cost, effort, scheduleCost, effort, schedule
 Planned vs. ActualPlanned vs. Actual
 How to handle when things go off plan?How to handle when things go off plan?

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MeasurementsMeasurements
 To date and projectedTo date and projected

CostCost

ScheduleSchedule

EffortEffort

Product featuresProduct features

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Technical FundamentalsTechnical Fundamentals
 RequirementsRequirements
 AnalysisAnalysis
 DesignDesign
 ConstructionConstruction
 Quality AssuranceQuality Assurance
 DeploymentDeployment

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Project PhasesProject Phases
 All projects are divided into phasesAll projects are divided into phases
 All phases together are known as theAll phases together are known as the
Project Life CycleProject Life Cycle
 Each phase is marked by completion ofEach phase is marked by completion of
DeliverablesDeliverables
 Identify the primary software projectIdentify the primary software project
phasesphases

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Seven Core Project PhasesSeven Core Project Phases

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Project PhasesProject Phases

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Phases VariationPhases Variation
Concept
Exploration
System
Exploration
Requirements
Design
Implementation
Installation
Operations and
Support
Maintenance
Retirement

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Classic MistakesClassic Mistakes
 TypesTypes

People-RelatedPeople-Related

Process-RelatedProcess-Related

Product-RelatedProduct-Related

Technology-RelatedTechnology-Related

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People-Related Mistakes Part 1People-Related Mistakes Part 1
 Undermined motivationUndermined motivation
 Weak personnelWeak personnel

Weak vs. JuniorWeak vs. Junior
 Uncontrolled problem employeesUncontrolled problem employees
 BurnoutBurnout
 Adding people to a late projectAdding people to a late project

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People-Related Mistakes Part 2People-Related Mistakes Part 2
 Noisy, crowded officesNoisy, crowded offices
 Customer-Developer frictionCustomer-Developer friction
 Unrealistic expectationsUnrealistic expectations
 Politics over substancePolitics over substance

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People-Related Mistakes Part 3People-Related Mistakes Part 3
 Lack of effective project sponsorshipLack of effective project sponsorship
 Lack of user inputLack of user input

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Process-Related Mistakes Part 1Process-Related Mistakes Part 1
 Optimistic schedulesOptimistic schedules
 Insufficient risk managementInsufficient risk management
 Contractor failureContractor failure
 Insufficient planningInsufficient planning
 Abandonment of plan under pressureAbandonment of plan under pressure

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Process-Related Mistakes Part 2Process-Related Mistakes Part 2
 Wasted time during fuzzy front endWasted time during fuzzy front end
 Inadequate designInadequate design
 Shortchanged quality assuranceShortchanged quality assurance

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Process-Related Mistakes Part 3Process-Related Mistakes Part 3
 Insufficient management controlsInsufficient management controls
 Omitting necessary tasks from estimatesOmitting necessary tasks from estimates
 Planning to catch-up laterPlanning to catch-up later
 Code-like-hell programmingCode-like-hell programming

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Product-Related MistakesProduct-Related Mistakes
 Feature creepFeature creep
 Developer gold-platingDeveloper gold-plating

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Technology-Related MistakesTechnology-Related Mistakes
 Silver-bullet syndromeSilver-bullet syndrome
 Overestimated savings from new tools andOverestimated savings from new tools and
methodsmethods
 Switching tools in mid-projectSwitching tools in mid-project

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Questions?Questions?