CSc 233 Fall 2009 Scott Adams DILBERT Manage

CSc 233 Fall 2009 Scott Adams DILBERT Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 1

CSc 233 Fall 2009 Scott Adams DILBERT Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 2

CSc 233 Fall 2009 Scott Adams DILBERT Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 3

CSc 233 Fall 2009 Chapter 14 – Managing Programs Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 4

CSc 233 Fall 2009 Chapter 14 – Managing Programs Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 5

CSc 233 Fall 2009 Chapter 14 – Managing Programs Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 6

CSc 233 Fall 2009 Program Management “Coordinating several subprojects or a series of projects to meet specific business objectives” Program Manager ensures projects are meeting objectives: • If objectives change… Program Manager decides how projects should change • Project Manager then decides how to implement the change Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 7

CSc 233 Fall 2009 Program Plan Template • • • Overview Features Program Requirements Program Goals Market evaluation & Marketing plan • Sales plan Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman • ROI and product lifetime • Schedule overview • Staffing curve • Training plan • Service / support plan • Other plans 8

CSc 233 Fall 2009 Return On Investment There are four commonly used formulas to determine ROI. Formula 1: ROI: Costs = X; Benefits = Y Gives Management information and lets them make an intelligent comparison; the math obscures the magnitude and importance of the numbers in the ROI calculation Formula 2: Formula 3: Formula 4: Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 9

CSc 233 Fall 2009 Net Present Value (NPV) of Benefits - Costs • NPV compares the value of a dollar today to the value of that same dollar in the future, taking inflation into account. • If the NPV of a prospective project is positive, it should be accepted. However, if NPV is negative, the project should probably be rejected because cash flows will also be negative. Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 10

CSc 233 Fall 2009 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 11

CSc 233 Fall 2009 The Math Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 12

CSc 233 Fall 2009 Organizing Multiple Related Projects How to track which requirements are in which release? Release Trains Plan to “organize features into a quarterly timebox” … to facilitate scheduling of periodic multiple releases of the product. Agile reminder: “Product” is releasable at the end of each iteration. http: //www. jivesoftware. com/community/blogs/jivetalks/2007/08/01/the-release-train Next slide Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 13

Release Train CSc 233 Fall 2009 Open Source commercial products: Clearspace and Jive Forums Adopted a release train model for their projects. Why the change? … to "move as fast as possible with high quality". For end users of their products, the key thing to know was that there would be a new release every three weeks. Each version contains bug fixes and new features and we're committed to maintaining high quality for every release (no more rushed bug fixes a week after a release). Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 14

CSc 233 Fall 2009 Making Release Trains Work… • Program Manager manages the product release criteria… managing the Trains. • Project Managers manage their project… their “part”. Only what is needed … avoiding YAGNI work! "You Aren't Gonna Need It" is the principle in extreme programming that programmers should not add functionality until it is necessary. Ron Jeffries writes, "Always implement things when you actually need them, never when you just foresee that you need them. " • SW Configuration Management – a must! • “Good” estimation needed to meet release dates. • Automated regression testing… a must! Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 15

CSc 233 Fall 2009 Software Configuration Management (SCM) • The task of tracking and controlling changes in the software. Configuration management practices include revision control and the establishment of baselines • SCM answers the question "Somebody did something, how can one reproduce it? “ Often the problem involves not reproducing "it" identically, but with controlled, incremental changes. Answering the question thus becomes a matter of comparing different results and of analyzing their differences. Traditional SCM focused on controlled creation of relatively simple products. Now, implementers of SCM face the challenge of dealing with relatively minor increments under their own control, in the context of the complex system being developed. Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 16

CSc 233 Fall 2009 Release Trains requires Great SCM GOALS: • Configuration identification - Identifying configurations, configuration items and baselines • Configuration control - Implementing a controlled change process. This is usually achieved by setting up a CHANGE CONTROL BOARD whose primary function is to approve or reject all change requests that are sent against any baseline. • Configuration status accounting - Recording and reporting all the necessary information on the status of the development process. • Configuration auditing - Ensuring that configurations contain all their intended parts and are sound with respect to their specifying documents, including requirements, architectural specifications and user manuals. • Build management - Managing the process and tools used for builds. • Process management - Ensuring adherence to the organization's development process. • Environment management - Managing the software and hardware that host our system. • Teamwork - Facilitate team interactions related to the process. • Defect tracking - Making sure every defect has traceability back to the source. Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 17

CSc 233 Fall 2009 Scaling Software Agility: Best Practices for Large Enterprises (The Agile Software Development Series) (Paperback) by Dean Leffingwell Addison-Wesley Professional Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 18

CSc 233 Fall 2009 Let’s do Agile Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 19

CSc 233 Fall 2009 Let’s do Agile Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 20

CSc 233 Fall 2009 Let’s do Agile Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 21

CSc 233 Fall 2009 Managing Project Managers • • • Manage “by deliverable”. Follow “Management by Exception”. Review each project’s dashboard. Review each project’s risk list. Rely on feedback. Status checks… Program Gantt Chart (all Projects) Schedule of “handoffs” … all interdependencies visible! Weekly status reports (each Project) Review risks’ list with each Project Manager Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 22

CSc 233 Fall 2009 For Agile Projects review: • Velocity Charts • Iteration Content Charts Iteration Content Chart Velocity Chart Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 23

CSc 233 Fall 2009 Program Dashboard Program Managers design their own… • Need to represent interdependencies of resources and deliverables. • The author’s “storyboard-like mechanism” to describe program’s progress… pictures on the wall ? ? ? Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 24

CSc 233 Fall 2009 Testing… • Page 280 - last paragraph. “I’ve use a template… “ • Page 286 - 8 lines from the bottom “Your job is too look for obstacles…” Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 25

CSc 233 Fall 2009 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 26

CSc 233 Fall 2009 Manage It! Your Guide to Modern, Pragmatic Project Management. Johanna Rothman 27