Software Project Management

Chapter 2
Basics of Software Project Management
Learning Objectives:
1- Understand the basics of software project
management
2- Understanding of professional and ethical
responsibility

SWE-466 Software Project Management

 Outline of Talk
2

 What are the ways to define project success?

 What helps Projects Succeed?
 Why Projects Fail? Understand failure reasons.
 What is the goal of Project Management?
 What are the Project Management Knowledge Areas?
 Understanding Project Management Tools and
Techniques.
 What are the main duties of a Project Manager?

SWE-466 Software Project Management

 Outline of Talk
3

 Understanding good Project Manager’s Skills?

 Most Important Skills and Competencies for Project
Managers.
 Understanding Soft Skills and Hard Skills.
 Understanding Organizational Structure.
 What are the Project Roles?
 Understanding Ethics in Project Management.

SWE-466 Software Project Management

 Project Success
4

 There are several ways to define project

success:
 The project met scope, time, and cost goals
 The project satisfied the customer/sponsor

 The results of the project met its main objective,

such as making or saving a certain amount of
money, providing a good return on investment, or
simply making the sponsors happy

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 What Helps Projects Succeed?
5

1. Executive support
2. User involvement
3. Experienced project manager
4. Clear business objectives
5. Minimized scope
6. Standard software infrastructure
7. Firm basic requirements
8. Formal methodology
9. Reliable estimates
10. Other criteria, such as small milestones, proper planning,
competent staff, and ownership

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 Why Projects Fail?
6

 Not enough resources are available for project

completion.
 Not enough time has been given to the project.
 Project expectations are unclear.
 Changes in the scope are not understood or agreed
upon by all parties involved.
 Stakeholders disagree regarding expectations for
the project.
 Poor project planning
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 Goal of Project Management
7

 To finish the project:

 within budget
 on time
 according to scope (feature-complete)
 with high quality

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 Within Budget
8

 Software projects being over budget is a

major problem
 Project Management helps us to:

 estimate the budget needed to complete a project

before it starts
 monitor the progress and, at any given time, find out
how much a project has cost and how much more it will
cost until completion.

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 On Time
9

 Software projects are often delayed

 Project Management helps us to:

 estimate the time needed to complete a project before
it starts
 monitor the progress and find out how much time
remains to completion.

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 Scope (feature-complete)
10

 Software delivered at the end must provide all

the features specified in its requirements
(feature-complete).
 Project Management helps us to:
 estimate what features can be developed in the given
time and cost frame
 monitor the progress and find out what features have
been completed, and which ones will be completed
before the end of the project:
 enable manager to re-negotiate features

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 Quality
11

 Software users are among the worst-treated

customers in engineering!
 It is taken for granted that software has bugs,
crashes from time to time, doesn’t work
occasionally, is too complicated to install and
to use, and yet we don’t complain much.
 Quality is a “given” part of scope: features

that are complete must be of high quality.

SWE-466 Software Project Management

 10 Project Management Knowledge Areas
12

 Knowledge areas describe the key competencies

that project managers must develop
4 core knowledge areas lead to specific project
objectives (scope, time, cost, and quality)
 4 facilitating knowledge areas are the means through
which the project objectives are achieved (human
resources, communication, risk, and procurement
management)
 2 knowledge area (project integration management)
affects and is affected by all of the other knowledge
areas, (project stakeholder management)

SWE-466 Software Project Management

 Project Management Tools and Techniques
13

 Project management tools and techniques assist

project managers and their teams in various
aspects of project management
 Some specific ones include
 Project Charter, scope statement, and WBS (work
breakdown structure) (scope)
 Gantt charts, network diagrams, critical path
analysis, critical chain scheduling (time)
 Cost estimates and earned value management (cost)

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 PM Tools and Techniques (2)
14

 “Super tools” are those tools that have high use and
high potential for improving project success, such as:
 Software for task scheduling (such as project management software)
 Scope statements
 Requirements analyses
 Lessons-learned reports
 Tools already extensively used that have been found to
improve project performance include:
 Progress reports
 Kick-off meetings
 Gantt charts
 Change requests
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 Duties of Project Manager
15

 Proposal writing
 Project planning and scheduling
 Project costing
 Project monitoring and reviews
 Personnel selection and evaluation
 Report writing and presentations
 Conflict resolution
 Adjust to change and risks

SWE-466 Software Project Management

 Good Project Manager’s Skills
16

 Communication skills
 Organizational and Planning Skills
 Budgeting Skills
 Problem Solving and Decision making
 Negotiating and Influencing
 Leadership Skills
 Team Building and Human Resources
 NOT to please everyone!!!

SWE-466 Software Project Management

 10 Most Important Skills and
17
Competencies for Project Managers
1. People skills*
2. Leadership
3. Listening
4. Integrity, ethical behavior, consistent
5. Strong at building trust
6. Verbal communication
7. Strong at building teams
8. Conflict resolution, conflict management
9. Critical thinking, problem solving
10. Understands, balances priorities
 [*The ability to communicate effectively with people in a friendly way, especially in business]
SWE-466 Software Project Management
 Soft Skills and Hard Skills
18

 Soft skills include communication and leadership

activities.
 Hard skills include risk analysis, quality control,
scheduling, and budgeting work
 A successful project manager needs both soft and hard
skills along with the judgment of when each is more
necessary.
 Training, experience, and mentoring/coaching are
instrumental in developing necessary skills.

SWE-466 Software Project Management

 Project Organizational Structure
19

 There are 3 major types of organizations:

 Functional Organizations
 Projectized Organizations

 Matrix Organizations

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 Functional Organization
20

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 Functional Organization (2)
21

 Organization is centered on specialties and grouped

by function.
 Each department will do its project work independent
of others.
 Each employee reports to only one manager.
 It is important to know and respect the chain of
command.
 Project managers have little to no formal authority.
 Good communication, interpersonal, and influencing
skills on the part of the project manager are required
to bring about a successful project under this structure.
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 Projectized Organization
22

SWE-466 Software Project Management

 Projectized Organization (2)
23

 Projectized organizations are nearly the opposite of

functional organizations. It aims to develop loyalty to
the project, not to a functional manager.
 The focus of this type of organization is the project
itself.
 Most of the organization’s resources are involved in
project work
 Team members are often co-located*
 Project managers have a great deal of independence
and authority.
* Co-located: close together to share common facilities
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 Matrix Organization
24

SWE-466 Software Project Management

 Matrix Organization (2)
25

 Matrix organizations are a blend/mixture of functional and

projectized characteristics.
 Employees in a matrix organization report to one functional
manager and at least one project manager.
 It’s possible that employees could report to multiple project
managers if they are working on multiple projects at one time.
 Functional managers pick up the administrative portion of the
duties and assign employees to projects. They also monitor the
work of their employees on the various projects.
 Project managers are responsible for executing the project and
giving out work assignments based on project activities.
 Project managers and functional managers share the
responsibility of performance reviews for the employee.
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 Project Roles
26

 Project Executive-Level Roles

 Project Management-Level Roles
 Project Associate-Level Roles

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 Project Executive-Level Roles
27

 The steering team (board) (committee)

 The top leader (CEO) and his/her direct reports
 Select, prioritize, and resource projects in
accordance with the organization’s strategic
planning
 Ensure that accurate progress is reported and
necessary adjustments are made.
Steering Team that provides guidance, direction
and control to a project within an organization.
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 Project Executive-Level Roles (2)
28

 The chief projects officer

 Keeper, facilitator, and improver of the project
management system
 Responsible for project standards, methods,
training, documentation
 Either on the leadership (steering) team or one
rung down in the organization

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 Project Executive-Level Roles (3)
29

 The sponsor
 The sponsor is often a member of the leadership team
 Has a strong interest in having the project succeed
 Some financial control
 Clout in the organization (the power of influence)
 Takes an active role in chartering the project and reviewing
progress reports
 Takes a behind-the-scenes role in mentoring and assisting
the project manager throughout the project life.
Sponsor – “the person or group that provides the financial
resources, in cash or in kind, for the project.”

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 Project Management-Level Roles
30

 Project manager
 Directly accountable for the project results, schedule, and
budget
 The main communicator
 Responsible for the planning and execution of the project
 Works on the project from start to finish.
 The project manager often must get things done through
the power of influence since his or her formal power may
be limited.
Project manager – “the person assigned by the performing
organization to achieve the project objectives.”

SWE-466 Software Project Management

 Project Associate-Level Roles
31

 Core team member

 People assigned to a project from start to finish
 The core team does most of the planning and makes
most of the project level decisions.
 A small core team is ideal since people will then be
less likely to fight.
 Projects often require help from other people during
busy times.

SWE-466 Software Project Management

 Project Associate-Level Roles (2)
32

 Subject matter experts

 Temporary members that are brought on board during
busy times
 Used on as-needed basis.

 Not present during the charter development and signing

 May have neither dedication to nor detailed knowledge

of the project.

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 Rational Unified Process (RUP) Roles
33

SWE-466 Software Project Management

 Rational Unified Process (RUP) Roles
34

Rational Unified Process (RUP):

• It is an iterative software development
process framework.
• It is an object-oriented and Web-enabled program
development methodology.
• It provides guidelines, templates, and examples for all
aspects and stages of program development.
• RUP establishes four phases of development, each of
which is organized into a number of separate iterations
that must satisfy defined criteria before the next phase is
undertaken.

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 Rational Unified Process (RUP) Roles
35

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 Ethics in Project Management
36

• Ethics, is a set of principles that guide our decision making

based on personal values of what is “right” and “wrong”.

• What is PMI Code of Ethics and Professional Conduct?

• The four main principles are Responsibility, Respect, Fairness,

and Honesty:

1. Responsibility:
“Responsibility is taking responsibility for your own actions and
decisions you make or fail to make, and the consequences
that result”
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 Ethics in Project Management (2)
37

2. Respect:
“Respect is our duty to show a high regard for ourselves, others,
and the resources entrusted to us. Resources entrusted to us
may include people, money, reputation, the safety of others,
and natural or environmental resources.
3. Fairness:
“Fairness is our duty to make decisions and act impartially and
objectively. Our conduct must be free from competing self
interest, prejudice, and favoritism.
4. Honesty:
“Honesty is our duty to understand the truth and act in a
truthful manner both in our communications and in our
conduct. SWE-466 Software Project Management
 Summary
38

 A project is a temporary endeavor undertaken to create a

unique product, service, or result
 Project management is the application of knowledge, skills,
tools, and techniques to project activities to meet project
requirements
 Successful project management means meeting all three goals
(scope, time, and cost) – and satisfying the project’s sponsor
 Project managers play a key role in helping projects and
organizations succeed
 Organizations are usually structured in some combination of
the following: functional, projectized, and matrix
 Ethics are fundamental principles which define values and
determine moral duties and obligations.
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 Few more terms related to PM
39

Project:
A project is “a temporary endeavor undertaken to create a
unique product, service, or result”

Project Attributes:
A project
• has a unique purpose
• is temporary
• is developed using progressive elaboration
• requires resources, often from various areas
• should have a primary customer or sponsor
• involves uncertainty
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 Project managers vs Program managers
40

• Project managers work with project sponsors, project team, and

other people involved in a project to meet project goals.
• Program managers oversee programs; often act as bosses for
project managers. Further, they provides leadership and
direction for the project managers heading the projects within
the program. They are change agents responsible for the success
of products/processes developed by those projects.
• Program: group of related projects managed in a coordinated
way to obtain benefits and control not available from managing
them individually.
• Examples of common programs in the IT field include
infrastructure, applications development, and user support.
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 Project managers
41

Project managers strive to meet the triple

constraint (project scope, time, and cost goals)
and also facilitate the entire process to meet the
needs and expectations of project stakeholders

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 Top Three Reasons Why Project Succeed
42

• Adequate funding
• Staff expertise
• Engagement from all stakeholders

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 Project Portfolio Management
43

• As part of project portfolio management,

organizations group and manage projects and
programs as a portfolio of investments that
contribute to the entire enterprise’s success

• Portfolio managers help their organizations make

wise investment decisions by helping to select and
analyze projects from a strategic perspective

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 Project Management Compared to
44
Project Portfolio Management

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 10 Project Management Knowledge Areas
45

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 Best practice
46

A best practice is “an optimal way recognized

by industry to achieve a stated goal or
objective”

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 Importance of Leadership Skills
47

• A leader focuses on long-term goals and big-

picture of the objectives while inspiring
people to reach those goals
• A manager deals with the day-to-day details
of meeting specific goals
• Project managers often take on the role of
both leader and manager

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 Project Management Office - PMO
48

• In the 1990s, many companies began creating

Project Management Offices (PMOs) to help
them handle the increasing number and
complexity of projects
• PMO is an organizational group responsible
for coordinating the project management
function throughout an organization.
• A 2010 study found that 84% of U.S.
companies have PMOs
SWE-466 Software Project Management
 PMI Certifications
49

PMI's 2014 Pulse of the Profession® study finds that

organizations with more than 35% PMP certified project
managers have better project performance.

1. Certified Associate in Project Management (CAPM)®

2. Project Management Professional (PMP)®
3. Program Management Professional (PgMP)®
4. Portfolio Management Professional (PfMP)®
5. PMI Agile Certified Practitioner (PMI-ACP)®
6. PMI Professional in Business Analysis (PMI-PBA)SM
7. PMI Risk Management Professional (PMI-RMP)®
8. PMI Scheduling Professional (PMI-SP)®
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http://www.pmi.org