Project

What is a project

A temporary endeavor undertaken to create a unique product, service or result

What is a Project?

Temporary

Goal-directed

Collaborative

Constrained

Endeavor

What is Project Management?

Project management is the application of knowledge, skills, tools and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.

PM Development Objective

On Schedule

Within Budget

According to specification

Project Management Process

Initiating Processes

Planning Processes

Executing Processes

Controlling Processes

Closing Processes

Project Management Problems

RequirementsIncomplete

Unclear

Inadequate

External dependencies

Project Management Problems

Poor estimates

Inadequate tracking or supervision

Uncontrolled changes

Inadequate testing procedures

Inadequate documentation

Politics

Role of the Project Manager

Leadership and Guidance

Planning

Customer Relations

Technical Leadership

Senior Management Liaison

Handling Large Projects

Project Decomposition

Stepwise RefinementFunctional Decomposition

Design Decomposition

Work Breakdown Structures (WBS)

Why to Project Decomposition

Project DecompositionF(xyz)q = F(x)q + (y)q + (z)q

A complex project can be divided into simpler components. Each component is easier to handle.

System development projects are decomposed into smaller components in order to provide better estimates of the amount of the amount of work involved and to monitor and manage the various activities of the development team.

Stepwise RefinementStepwise Refinement

Stepwise refinement are iterative methods because each iteration decomposes the system further.

Systems

Component 1 Component 2 Component 3

2.1 2.2 2.3

2.1.1 2.2.12.1.2 2.3.12.2.2 2.3.2

Functional Decomposition

Functional DecompositionFunctional decomposition of a software project is a division of the system into its operational components as they are seen by the user.

The objective is to define all the characteristics of the system from the user’s perspective.

Functional Decomposition

U se rS e rv ices

C e n te rC o m p u ter

Q U e ary a ndU p da tes

A u tom atic B a nkT e lle r

S e rv ices

T e lle r m a ch inein te rfa cefu n ction

R e p o rtg e ne ra to r

C u s to m erD B M an a g er

C e n te rC o m p u terS e rv ices

C e n te rC o m p u terS e rv ices

A u tom atic B a nkT e lle r

S ys tem

Design Decomposition

Design DecompositionIs a division of the system into lower level components that coincide with the actual software components of the systems.

In a full design decomposition of a software system, the lowest components correspond to programming modules (e.g. procedures, subroutines, or program functions)

Requirement Functional decomposition Design Decomposition.

Design Decomposition

T e lle rco m m u n ica tio ns

in te rfa ce

C e n tra l co m p u terco m m u n ica tio ns

in te rfa ce

W id e a rean e tw o rkin te rfa ce

K e ybo a rdd rive

D isp la yd rive r

P rin te rd rive

b e ep erd rive r

H a rd w a rein te rfa ce

te lle rlo g ic

A u tom a ticte lle r

co m pu terd a ta ba sem a na g er

te lle rin te rfa ce

lo g ic

C e n tra lco m pu ter

A u tom a ticb a n k te lle r

sys tem

The best design would strive to produce independent software components or modules.

Good design will strive for low coupling, high cohesion and information hiding.

Work Breakdown structure

WBSThis is the division of the IT project into basic work components

The sum total of these work components covers all the tasks that need to be performed in order to complete the project successfully.

MaterialsFunctionsPeople

WBS

Project DecompositionDevelopment tasks

Managerial tasks

Support tasks

Administrative tasks

WBS

M a na ge m e nta nd

a d m in is tra tion

S o ftw a rere q u ire m e nt

a n a lys is

C o n tro l lo g ic C o m m a ndin te rfa ce

D isp la y fo rm a tte r S c re e n d rive r S ha peg e ne ra to r

D isp la yu tilit ie s

C o m m u n ica tio ns

S o ftw a red e sign

S o ftw a reco d ing

S o ftw a re in te g ra tion

S o ftw a red e ve lop m e nt

p ro cu re m e nta nd

d e ve lop m e nt

P ro je ct W B SC o m m an d a nd

C o n tro lS ys tem

WBSTask ID Description Status Assigned to Comments

1. Management and Administration

2. Software development

2.1 Software requirement analysis

2.2 Software design

2.2.1 Control logic

2.2.2 Command interface

… …

2.3.3.1 Display formatter Completed Joe Smith

…

2.3 Software coding

2.4 Software integration

…

3 Procurement and development support

Managing Large Projects

S e c re ta ry

In teg ra tio n g ro up In de pe nd en t te sting

T e am 1 T e am 2 T e am 3

S o ftw a re g ro up H a rd w a re g ro up Q A

D e p u ty P MT yp e t it le h e re

P ro je ctM a n a ge r (P M )

Project Reporting Techniques

Period written status report

Verbal reports

Status meetings

Product demonstrations (demo)

Status ReportsStatus Reports Format

Red flagsProblems that require the immediate attention of the PM.

Activities during the report period (2 weeks). This should be linked to WBS

Planned activities for the next report periodMajor activity planned for the next report period

Problems and general issuesIssues not yet resolved from the last periodHolidays, Vacation, New project members, etc.

Date, report period, Name of report, Who is submitting the report.

Some Basic Problems(management errors)

Poor estimatesBudget, Schedule, development resources, technical estimates

Inadequate tracking and supervision

Uncontrolled changes

Poor testing procedures

Poor development documentation

Risk

Foresight is an excellent PM qualityAbility to anticipate problem

What is Risk?

An uncertain event or condition that, if it occurs, has a positive or negative effect on a project’s objectives.

• PMI (project management institute)

Risk Analysis

Risk analysis includes estimating its probability, evaluating its impact and preparing for solution in advance.

Risk analysis is not free

Project size/complexity vs. risk

Risk and system complexity

RiskTechnical

Cost Schedule

System Complexity

Successful Risk ManagementSEI summaries successful risk management as follows

A successful risk management practice is one in which risks are continuously identified and analyzed .

Risks are mitigated, tracked, and controlled to effectively use program resources.

Problems are prevented before they occur and personnel consciously focus on what could affect product quality and schedules

Common risk factors

Risk factorsLack of top management commitment to the projectFailure to gain user commitmentMisunderstanding the requirementLack of adequate user involvementFailure to manage end user expectation Changing scope and objectivesLack of required knowledge/skill in the project personnelNew technologyInsufficient / inappropriate staffingConflict between user departments

Anticipating Problems

Step OneDo a review of all project technical and administrative plans

Project development planRequirement specificationsDesign specificationPersonnelExternal sourcesEtc

Step twoCompile a list of all anticipated problems and describe the potential effect of each problem on the project.

Problem and DescriptionLate delivery of hardware

Communication and Networks problem

Staff

…

….

If vendor don’t deliver the system by date the integration will be delayed and it will have effect on cost and schedule.

Too slow to support the new system upgrade must be completed before testing

Problem with so and so with respect to bla bla. Especially the resources from other the “side”

Risk Analysis Stage

Evaluation of the anticipated riskEstimate the probability that the risk will occur

Estimate the impact of the problem on the project

Attribute a measure of severity to the problem

Contingency plan