SDP Software Development Plan Project Management What is

(SDP) Software Development Plan Project Management

What is Project Management? Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).

management is about people

planning is the process of setting goals and deciding best way to achieve them

organizing is the process of allocating and arranging human and other resources organizing

leading is the process of influencing others

What is controlling about? controlling

Management planning leading organising controlling Management is the process of achieving organizational goals through engaging in the four major functions of planning, organizing, leading and controlling (Bartol et al, 1998).

Figure 1. 1 The functions of management (Bartol et al, 1998, p 7)

What is the goal of a Software Development Plan (SDP)? Team Meeting is the process of achieving SDP goals through engaging in the four major functions of: planning, organizing, leading and controlling Or POMA = Planning, Organizing, Measuring and Adjusting

The process of the Team Meeting in developing the Software Development Plan

Get Started with an agenda (your attack)

Goal: SDP What to do?

Goal: SDP What to do? Goal: I Content Description, Scope, Objectives

Goal: SDP What to do? Goal: I Content Description, Scope, Objectives Goal: II Software Dev Process Lifecycle to follow; IPO for each activity; Work Breakdown Structure with PERT/GANT

Goal: SDP What to do? Goal: I Content Description, Scope, Objectives Goal: II Software Dev Process Lifecycle to follow; IPO for each activity; Work Breakdown Structure with PERT/GANT Goal: III SWE Environment Currently our Environment is the Team Meetings with agendas, minutes, etc.

Goal: SDP What to do? Goal: I Content Description, Scope, Objectives Goal: II Software Dev Process Lifecycle to follow; IPO for each activity; Work Breakdown Structure with PERT/GANT Goal: III SWE Environment Currently our Environment is the Team Meetings with agendas, minutes, etc. Goal: IV Software Change Management Currently the only SCM Teams are doing is “Never Save”

Goal: SDP What to do? Goal: I Content Description, Scope, Objectives Goal: II Software Dev Process Lifecycle to follow; IPO for each activity; Work Breakdown Structure with PERT/GANT Goal: III SWE Environment Currently our Environment is the Team Meetings with agendas, minutes, etc. Goal: IV Software Change Management Currently the only SCM Teams are doing is “Never Save” Goal: V Soft Assessment; VI Standards; VII Appendixes For now -Blank

Roles in the Project Team – Project Manager Requirement Manager Design Manager Test Manager A project manager has many roles and responsibilities

Managing projects is managing complexity

Formulate plans and objectives

Monitor results

Take corrective action

Expedite activities

Solve technical problems

Serve as peacemaker

Make tradeoffs among time, costs, and project scope

Recognize the need to change to keep the project on track

Initiate change

Provide direction and motivation

Innovate and adapt as necessary

Integrate assigned resources

Formulate plans and objectives Monitor results Take corrective action Expedite activities Solve technical problems Serve as peacemaker Make tradeoffs among time, costs, and project scope Recognize the need to change to keep the project on track Initiate change Provide direction and motivation Innovate and adapt as necessary Integrate assigned resources

What are stakeholders?

You can’t do it all and get it all done

Projects usually involve a vast web of relationships

Hands-on work is not the same as leading

More pressure and more involvement

More pressure and more involvement will reduce your effectiveness as a leader

What’s important to you

What’s important to you likely

What’s important to you likely isn’t as important to someone else

Different groups have different stakes

Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project.

Remember

Remember Project management is tough, exciting, and rewarding.

Remember Project management is tough, exciting, and rewarding. so persevere

http: //www. betterprojects. net/2007/05/introduction-to-stakeholder-management. html

Figure 10. 1 Network of stakeholders (Gray & Larson, 2006, p 314)

Project team manages and completes the project work. Most participants want to do a good job, but they are also concerned with other obligations and how their involvement will contribute to their personal goals and aspirations

Project managers naturally compete with each other for resources and support top management. At the same time, they have to share the resources and exchange information.

Functional managers depending upon how the project is organised can play minor or major role toward the project success, for example providing technical input etc.

Top management approves funding of the project and establishes the priorities within the organization. They define success, rewards for the successful completing of the project. Significant adjustments in scope, time and cost

Project sponsors champion of the project and use their influence to gain approval of the project. Their reputation is tied to the success of the project

Customers define the scope of the project, and ultimate project success rests in their satisfaction. Project managers need to be responsive to changing customer needs and requirements and to meeting their expectations

Administrative groups such as human resources, information systems, purchasing agents, maintenance etc. provide valuable support service.

Government agencies Place constrains on project work. Permits need to be secured

Contractors may do the actual work with team members

Mapping Dependencies for social networks

Project team perspective Whose cooperation will be needed? Whose agreement or approval will we need? Whose opposition would keep us from accomplishing the project?

Stakeholders’ perspective What differences exist between the team and those on whom the team will depend? How do the stakeholders view the project? What is the status of our relationships with the stakeholders? What sources of influence does the team have relative to the stakeholders?

Figure 10. 2 Dependencies for financial software installation project (Gray & Larson, 2006, p 320)

Characteristics of Effective Project Managers initiate contact with key players anticipate potential problems provide encouragement reinforce the objectives and vision of the project intervene to resolve conflicts and prevent stalemates

Management by Walking Around (MBWA) A management style that involves managers spending the majority of time outside of their offices in face-to-face interactions with employees building cooperative relationships

Managing Upward Relations Project Success = Top Management Support appropriate budgets responsiveness to unexpected needs a clear signal to the organization of the importance of cooperation Motivating the Project Team influence top management to favor team by withdrawing unreasonable demands providing additional resources recognizing the activities of team members

Figure 10. 3 The significance of a project sponsor (Gray & Larson, 2006, p 324)

Leading by Example Highly visible, interactive management style which allows building and sustaining cooperative relationship and modeling project managers behavior

6 aspects of leading by example 1. Priorities 2. Urgency 3. problem solving 4. standards of performance 5. Ethics 6. Co-operation

Figure 10. 4 Leading by example (Gray & Larson, 2006, p 326)

Industry ethical guidelines www. pmi. org

Ethical dilemmas Situations where it is difficult to determine whether conduct is right or wrong

• • • lagging of cost and time estimations falsely assuring customers that everything is fine being pressured to alter status reports falsifying cost accounts compromising safety standards to accelerate progress approving poor work

Contradictions of Project Management

Contradictions of Project Management Innovator! Maintain stability!

Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork!

Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork! Flexible! Determined!

Contradictions of Project Management Innovator! Maintain stability! Individuals! Teamwork! Flexible! Determined! Team loyalty! Organisational loyalty!

Qualities of an Effective Project Manager Systems thinker Personal integrity Proactive High tolerance for stress General business perspective Good communicator Effective time management Skillful politician Optimist