IS 556 Project Management David A Lash 630

IS 556 Project Management David A. Lash 630. 979. 5940 dlash@condor. depaul. edu IS 556 Fall 2003 David Lash 1

What We Will Cover Today z. Course Background and Logistics z. What is Project Management? z. Software Project Management Issues z. Starting A Project Team CS 556 - Fall David Lash 2

What This Course Will Cover z. How to handle large and small projects successfully z. Industry best practices z. Issues that can make a project succeed or fail z. Corporate culture z. Role of the user CS 556 - Fall David Lash 3

More Of What We Will Cover z. Resistance to Technological change z. External factors, including vendor relations z. Proposals and contracts z. Tools and techniques for project estimating and scheduling z. Project assessment z. Project approaches or models z. More ? ? CS 556 - Fall David Lash 4

Materials z. On Time, Within Budget, 3 rd Ed, E. M. Bennatan, John Wiley z. Software Project Survival Guide, Steve Mc. Connell, Microsoft Press z. Recommended y. The Fast Forward MBA in Project Management: Quick Tips, Speedy Solutions, and Cutting-Edge Ideas. Eric Verzuh (Author). John Wiley & Sons; 1 st edition z. Course Web Page - Announcements and can find materials (condor. depaul. edu/~dlash) CS 556 - Fall David Lash 5

Case Studies z Creating a Web Site for Medisys, Ivey 98 E 011. z Xerox Sales Activity Management, Ivey 99 E 015. z HCL America, HBS 9 -396 -030. z Concordia Casting Company, HBS 9 -192 -151. z Timberjack Parts: Software Selection, HBS 9 -398 -085. z Vandelay Industries, HBS 9 -697 -037. z Bank of Ireland, HBS 9 -399 -012. z Bell. South Enterprises, 9 -193 -150. z Ford Motor Company, 9 -198 -006 CS 556 - Fall David Lash 6

About the Class z. Lecture and discussion format z. Discussions revolve around case analysis z. Grading is based upon: y. Case Study Project - 35% y. Case Presentation/write-up (10%) and individual case write ups (20%) - 30% y. Final Exam - 35% CS 556 - Fall David Lash 7

About Business Cases y. A case is. . . xa point in time snapshot of a business or IT related issue, problem or situation. y. Cases are meant to. . . xstimulate critical thinking and problem solving skills. y. Generally speaking, cases consist of 10 -20 pages of text and exhibits. y. Cases are generally based upon reality, within certain privacy parameters. y. Generally speaking, there is not an established ‘right’ or ‘wrong’ answer for any given case, however minimum expectations exist. CS 556 - Fall David Lash 8

Tips About Cases y. Not every detail or exhibit contained in a case may be relevant. y. Think big picture - The problems or issues w/i a case may not relate directly to a specific class session. xmuch more likely to relate to the class/subject matter as a whole. y. Every case generally includes an array of business, technical and project management related issues. CS 556 - Fall David Lash 9

Case Write-Ups y. Students will work in groups of 2 -3 and complete: x. Case write-ups: • must review the weekly case and prepare a “write-up” based upon the case. (1 -2 pages typed). (Due before class. ) x. Case Presentation: • Each non-distance group must “present” 1 case to class and lead discussion. • Each distance group must select a case to “specialize” in. Write up for that case would be 4 -6 pages. y. One or two case readings are assigned for every regular class meeting. y. Think and write like a business person, not a student completing a homework assignment! y. Write in the third person, as a “trusted advisor” to the main actor or character in a case. CS 556 - Fall David Lash 10

Case Write-Ups y. As a general rule each case will contain business, technical and project management related issues. y. For instance, consider that: x. Any software development (or software package selection and implementation) project poses specific risks to business objectives. x. Technical challenges pose specific risks to project objectives and to business objectives. x. Resource capabilities (such as staff availability, expertise and productivity) pose specific risks to project objectives. CS 556 - Fall David Lash 11

Case HW Write-Ups z. The analysis of each case should specifically focus on identifying the challenges faced by the persons and/or organization contained within the context of this course – the project management dimensions are of primary interest. y. But do not forget that: x. Every software related project is first and foremost a business related project. x. Every software related project is also a technical or engineered solution to a business problem. CS 556 - Fall David Lash 12

Case Write-Ups y. One possible approach or strategy for analyzing business cases is to a make a “three pass” review: x. Quickly read or skim the case – to familiarize yourself with the case and to perhaps also identify any immediately obvious issues at this point in your analysis and understanding. x. Then read the case again, this time searching for and noting specific issues or problems – look for the “red flags”. x. Now look at the case again and consider what was not said or discussed in the case that perhaps should/could/would improve upon the chain of events unfolding in the case. CS 556 - Fall David Lash 13

Case Presentations y. Each group will lead class in discussion in one case. x. Presentation should present: • Basic facts of the case • Technical/business/Project management challenges faced • Lead discussion on next steps/recommendations y. Case to present and date will be randomly assigned to each group. CS 556 - Fall David Lash 14

About the Class Project y. Class projects represent a challenging way to learn about a particular subject on an in-depth basis. y. Student groups are expected to apply their research work in the form of recommendations to solving the issues related to a particularly significant issue or problem and in making substantive recommendations. x Think of the classroom audience as an executive steering committee and the instructor as the executive sponsor of your project. CS 556 - Fall David Lash 15

Class Project Deliverables y. Project Write-Up x. Consists of 15 -25 typed pages x. An expanded version of a case write-up y. Project Management Documentation x(i. e. C/B analysis, Charter, Schedules, Budgets, Org Chart, Resource Plan, WBS Chart, Status Reports, Issues Log) y. Power. Point Presentation x. This is an “executive level overview” of the project write-up x. Presentations are limited to 30 minutes per team. At 30 minutes, your time will STOP and will be graded upon what was presented. CS 556 - Fall David Lash 16

Class Project Presentations z. Each project team will make a presentation of their research findings to the rest of the class. y. The last 2 class meetings of the quarter is devoted to student project presentations. y. Each project team will consist of both classroom based and “virtual” team members. The virtual team members are the Distance Learning (DL) students enrolled in this class. CS 556 - Fall David Lash 17

Class Project Topics z These topics selected must be germane to project management or to software development (possibly IT), in general. z Class project teams must be formed by our next class meeting. y. Your group must submit your group via: x http: //condor. depaul. edu/~dlash/extra/IS 556/groups. html CS 556 - Fall David Lash 18

Project Topic Approval z Regardless of what topic is selected, students must obtain instructor approval of the topic selected. z Specific topics will be awarded to project teams on a first requested, first approved basis. z An e-mail topic approval request will suffice. x. Submit topic request by fourth class meeting. z Presentations on the last 2 nights of class of the quarter. CS 556 - Fall David Lash 19

DL/COL Students z Requirements for both Physical and Virtual (DL) students are identical in this class. z DL Students must collaborate with physical or classroom-based students to assume a role in and accomplish tasks related to the project. z All students must participate in the group project presentation, if a student cannot be present for the last class meeting, their portion of the presentation must be delivered as a voice over in the Power. Point. CS 556 - Fall David Lash 20

All Students z. All assigned case write-ups for this class are to be submitted electronically for review and grading purposes in the COL/DL web site. z. Case write-ups are due on the day class meets. z. Late work is subject to a loss of up to 50% of its’ assigned point value. CS 556 - Fall David Lash 21

Questions/Feedback z. Problems, Questions or Issues: y. E-Mail is the best and quickest way to reach me. y. I will create an FAQ page for the class as/if questions arise. I will add to this page any questions and any answers that are germane to the class at large. CS 556 - Fall David Lash 22

Week 1 - What we will learn z. What are projects, project management and project managers. z. What is so special about software projects z. Starting with he project team CS 556 - Fall David Lash 23

What is Project Management? • The planning, organizing, directing and controlling of company resources for a relatively short-term objective that has been established to complete specific goals. (Kerzner - PM A systems Approach To Planning, Scheduling & Controlling - 2001. ) • “… the art of directing & coordinating human and material resources throughout the life of a project by using modern management techniques to achieve predetermined objectives of scope, costs, time quality and participant satisfaction. ” (PMI BOK, 1996) • The application of knowledge, skills, tools & techniques to project activities in order to meet or exceed stakeholder needs and exceptions for a project. (Cleland, PM - Strategic Design & Implementation, 1999. ) CS 556 - Fall David Lash 24

What Is A Project? • Any undertaking that has a definite, final objectives representing specified values to be used in the satisfaction of some need or desire. (Ralph Currier Davis) • … simply a cluster of activities that is relatively separate and clear cut. Building a plant, designing a new package, soliciting gifts p $500, 000 for a men's dormitory are examples. (Newman The Process of Management: Strategy, Action, Results, 6 th Edition. - Prentice Hall, 1987. ) • A project is a sequence of tasks with a beginning and end that are bounded by time, resources and desired results. Baker and Baker. The Complete Idiot’s Guide to Project Management. , Alpha Books 1998. ) CS 556 - Fall David Lash 25

What Is A Project? • Focused Activities - Usually has definite start & end times, some specific mission or objective and is usually time and cost bound. • Focused Resources - organize resources to create some product or service that is unique in some way. • Focused Objectives - The activities or steps usually have specific objectives completed within a set of specifications. CS 556 - Fall Characteristics Goal directed Collaborative Planned Finite David Lash 26

Different Types of Project • Developing a New Release of Software • Running a political campaign • Building a bridge • Development of Italian High-speed train • Re-engineering a business process. • A military campaign. • Executing a surgical procedure CS 556 - Fall David Lash 27

Which projects for your organization? Strategic Fit T I m e Project Technical Performance C o s t Operational Fit • What will the project cost? • What time is required? • What technical performance capability is needed? • Will the project results fit into the organizational strategies? CS 556 - Fall David Lash 28

What is A Project Manager? Kerzner - Project Management a Systematic Approach z “… responsible for coordinating and integrating activities across multiple, functional lines. ” z Needs to have y. Strong communication skills yfamiliar with operations of each line organization ymanagement as well as technical skills z “PM may have increasing responsibility, but very little authority. … can force them to “negotiate” with upper-management as well as functional management for control of company resources. ” CS 556 - Fall David Lash 29

More On PM Role … Thomas A. Stewart, The Corporate Jungle Spawns a New Species: The Project Manager”, Fortune, July, 10, 1995, pp 179 -180. z Project managers are a class of managers that fill niche that used to be filled by mid-level management Thomas A. Stewart, The Corporate Jungle Spawns a New Species: The Project Manager”, Fortune, July, 10, 1995, pp 179 -180. z The role tends to include: ydedicated to delivering project on time within cost and performance specification y. Interfaces with people doing actual work (e. g. , technologists, construction worker, tactical units, etc) y. Setting priorities for project team members without direct line-of-management control y. Reporting status to management CS 556 - Fall David Lash 30

More On PM Role … z. Project Management is industry independent project managers are not: y. The techniques and tools of project management are used in many industries yproject managers must xknow how to operate in the select business and environment xunderstand the tasks being accomplished xgain respect of project members xmust understand the project management, business management and technical aspects of project being managed CS 556 - Fall David Lash 31

SIGs within The PMI Aerospace & Defense Manufacturing Automation Systems Marketing & Sales Automotive Metrics Configuration Management New Product Development Consulting Oil, Gas & Petrochemical Design-Procurement-Construction Pharmaceutical Dispute Management Quality in PM Diversity Real Estate Development E-Business Retail CS 556 - Fall Education & Training Risk Management Environmental Management Service & Outsourcing Financial Services Students of PM Global Communications Technologies Troubled Projects Government Utility Industry Hospitality Management Web Information Systems Women in Project Management International Development David Lash 32

Software Project Manager Role. . . z. Ensure software is developed y. On time y. On budget y. Meet requirements z. Project Manager y. Often does not have direct reports y. Often has direct software experience y. May or may not make time, budget and requirement commitments. CS 556 - Fall David Lash 33

Role of Software Project Manager z. Leadership and Guidance z. Technical leadership z. Planning z. Customer Relations z. Client management z. Senior management liaison CS 556 - Fall David Lash 34

Possible PM Skill Mix For Example an 8 Person R&D Project Management Technical Business CS 556 - Fall David Lash 35

Another Possible PM Skill Mix For example, 70 person Software Development. Project Management Technical Business CS 556 - Fall David Lash 36

Project Management Functions z. Project Definition, Project Planning, Project Control. . . z. Project Definition - What is being done with who y. What is the Project’s Objectives xpurpose, xgoals and xconstraints y. What are The Basic Project Management Controls x. Who is involved and what are their roles. What is the “chain. David of command”. CS 556 x - Fall Lash 37

Project Management Functions z. Project Planning - Details of how to meet the goals y. What Risks Need to Be Managed y. What is the Schedule y. How long will this all take? CS 556 - Fall David Lash 38

Project Management Functions z. Project Control - How to keep project moving towards its goals. y. Progress Management y. Communication y. Corrective Action CS 556 - Fall David Lash 39

Project Management Functions Definition • Sponsor • Stakeholders • Project Rules • Objectives Planning • SOW • Responsibility Matrix • Communication Plan • Charter • Risk Management • Detailed Planning • Scheduling • Risk Plan • Schedule • Budget • Resource Plan Control Corrective Action CS 556 - Fall David Lash • Measure Progress • Communication • Corrective Action • Project Closure 40

What we will learn z. What are projects, project management and project managers. z. What is so special about software projects z. Starting with the project team CS 556 - Fall David Lash 41

Hi-Technology Projects z. Hi-tech projects are much more software-based y. Track record for industry is not good. % of project CS 556 - Fall David Lash 42

Project Costs z 1995 US spending on IT projects y$250 B y 175, 000 projects z$50 B on cost overruns z$81 B on cancelled projects z. But look at a success… CS 556 - Fall David Lash 43

Example of a problem zp 11 NCI Phone Co. z. What is wrong here from a project management viewpoint? z. Other examples? CS 556 - Fall David Lash 44

Some Software Problems Issues z. Requirements y. Incomplete y. Inflexible z. Employment issues y. Retaining people y. People conflicts y. Resource contention z. Customer issues y. Changing requirements ytoo demanding y. Not available CS 556 - Fall David Lash 45

Software Project Issues Continued z. Estimate issues y. Cost estimates - hardware, software, resources y. Time estimates - External/internal deliverables z. Development Process Issues y. Poor testing y. Bad or no documentation y. Lack of change management y. Inflexible or poor software design y. Difficult software integration CS 556 - Fall David Lash 46

Software Project Issues Continued z. Release issues y. Missing features y. Unnecessary features y. Misinterpretation of feature operation y. Missing necessary features CS 556 - Fall David Lash 47

More Software Problems z. Inability to close projects y. Feature / contract disputes y. Last minute changes y. Testing failure y. Staff drift y. Lack of rollout planning CS 556 - Fall David Lash 48

Bill of Rights pp. 7 -8 Customer/project team often conflict and not respect eachothers rights. z. Customer Bill of Rights VS Project Team’s y. Customer x. To set project objects (and have them followed) x. To know project length and cost x. To make reasonable requirement changes and know costs x. To clearly know project status x. To hear on-going risk assessment affecting cost, schedule and quality. x. To have access to project deliverables CS 556 - Fall David Lash 49

Bill of Rights pp. 7 -8 z. Project Team Bill of Rights x. To know project deliverables and to clarify priorities x. T o know what project to build and a clear product definition x. To have access to customer, manager, marketer or others making decisions about functionality x. To work project phases in a technically responsible way (in particular, not start coding too soon. ) x. To approve effort and schedule estimates (to provide cost/schedule estimates, and revise when requirements change. ) x. To have status accurately reported. x. To be free from frequent interruptions and distractions. CS 556 - Fall David Lash 50

What We Will Cover Today z. Course Background and Logistics z. What is Project Management? z. Software Project Management Issues z. Starting A Project Team CS 556 - Fall David Lash 51

Kinds of Stakeholders • Five key areas to think about: • Project Manager • Project Team • Functional Management • Sponsor • Customer • How are all these stakeholders involved and how satisfy them all? CS 556 - Fall David Lash 52

Ident Your Stakeholders? • Project Stakeholders - Anyone having a stake in the success of the project • Customers, engineers, vendors, technicians, management • Sometimes they are easy to identify. Other times need to ask • Who are the customers? • Who will make a contribution? • Who has a stake in the project? • A Primary task when starting a project • Who are the project stakeholders? • What political/technical/organization issues do they bring? • Do they all agree on the goals of the project? • Do they agree that there is a project? CS 556 - Fall David Lash 53

Stake. Holder: Project Manager • Need to assess your own role. • What is the extent of you authority • How clear is your role? • How clear are other responsibilities with relationship to this one? • Who controls your priorities? • Project manager leads project even when working with people with more formal authority. CS 556 - Fall David Lash 54

Stake. Holder: Project Team • Who will do the tasks of project? • How clear are roles? • How solid is their commitment? • How will inform major & minor players? (can be large numbers? ) • Will need to identify tasks, dependencies & roles. • May be people wanting to be on team that’s not proper. • PM may need to recruit the team CS 556 - Fall David Lash 55

Stakeholder: Sponsor • The person with formal authority who is ultimately responsible for the project. • Typically has authority to stop the project • May be a senior executive or junior manager • Their support is key since • They empower the PM to manage the project • The sponsor’s authority can greatly help the PM in projects that cross function lines. CS 556 - Fall David Lash 56

Sponsor Duties • A Champion for the Project! • Issue the Project Charter • Assist in building the responsibility matrix • Review and Approve the SOW • Review Project Status • Advise the PM • Help Management The Projects Priority VS other projects • Advises Project manager and helps overcome organization obstacles • From a fortune 500 study. . . Having a known and active sponsor was the number 1 reason for success (Example, SPOC project) CS 556 - Fall David Lash 57

Stakeholder: Functional Management • More likely to have area responsibility instead of 1 project. • E. g. , engineering, testing, internal auditing • Their support a critical success factor for: • Assembly of team • Helping with political resources • Timely decision making - may have decision power for portions of the project that effect project • E. g. , DB rollout requirements required cooper of people at diverse sites CS 556 - Fall David Lash 58

Stakeholder: The Customer • Typically the persons or group paying for the project. • Get final say on the requirements for project • Must differentiate between vital few and significant many • Who will make final decisions? • There may be only 1 or 2 easily identified customers(e. g. , a contract job) • There may be 1000 s of contractors (e. g. , car manufacture, consumer software). May need customer reps. CS 556 - Fall David Lash 59

Stakeholder Management • Project manager must carefully look at stakeholders • identify the proper stakeholders • understand the nature of stakeholder interest • evaluate the impact of stakeholder behavior on the project • What do you need them to do? • How will ensure they will do it? CS 556 - Fall David Lash 60

Stakeholder Management - II • Politics and stakeholder concerns definitely effect projects: • “communicate” project so all stakeholders understand rationale • appropriately identify sponsors and assure they fully endorse the project • “sell” project to stakeholders (particularly nonbelievers) • Concentrate on benefits and sponsorship backing. CS 556 - Fall David Lash 61

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Example Stakeholder Management • Example - multi-organizational project to develop a “single point of contact” for people moves • “real-estate starts move (space management) • porters physically move, • networking and desktop team set up PC • Phone team adjusts number • Desktop/networking department head wants singleseamless process for moves. • Real-estate DH supports but does not have “time” for project reviews but provides a engineer. CS 556 - Fall David Lash 63

Some Final Stakeholder Thoughts y. PM Sometimes Can Control Who Becomes a stakeholder x. Question different roles if it is appropriate y. Manage Upward - Need to lead your stakeholders (including sponsor - what do you need out of the sponsor? ) y. Consider Assembly Of “Project Board Of Directors” x. Review status x. Help With Key Decisions x. Key Communication y. E. g. , Program management For Consultant Deployment. x. Board of director meeting each month. CS 556 - Fall • David Lash Review costs, schedule, decisions and $. 64

How can we fix the problems? z. Iterative approach z. Continuous change z. Flexibility z. Client/user buy-in z. Realistic planning z. Adherence to some basic principles CS 556 - Fall David Lash 65

Summary z. What are projects, project management and project managers. z. What is so special about software projects z. Starting with the project team CS 556 - Fall David Lash 66