Introduction to Project Management

Software ProjectSoftware Project
ManagementManagement
Introduction to ProjectIntroduction to Project
ManagementManagement

Objectives
 Understand what projects are and how
they differ from ongoing operations
 Define and explain several key terms;
Project, Project Management, Software
Project Management
 Understand Organization structures
 Understand Project Management
Processes
 Understand Project Life Cycle

Project FundamentalsProject Fundamentals

 Temporary: Every project has a definite beginning and a definite
end.
 Unique: The product or service is different in some distinguishing
way from all similar products or services.
What is Project?What is Project?
A project is aA project is a temporarytemporary endeavor undertakenendeavor undertaken
to create ato create a uniqueunique product or service.product or service.
A project is a temporarytemporary endeavor undertaken
to create a uniqueunique product or service.

Project Examples…Project Examples…
 Construction of a building
 Development of a new tool / process
 Development of a new software
 Enhancement of an existing software
 Process improvement project
 Campaign for an election / new product launch
 …
 …
 …

Project CharacteristicsProject Characteristics
 Objective
 Temporary
 Unique Product or Services
 Multiple tasks / activities
 Constraints

Project v/s Ongoing OperationsProject v/s Ongoing Operations
Projects Ongoing Operations
Definite beginning and end No definitive beginning and
end
Temporary in nature Ongoing
Produces a unique product
or service
Produces the same product
or service over and over
Resources are dedicated to
the project
Resources are dedicated to
operations
Ending is determined by
specific criteria
Processes are not
completed

Project ManagementProject Management
 Project:
 A temporary endeavor undertaken to create a unique product or service.
 Management:
 The conducting or supervising of something (e.g. project)
 Project Management:
 The conducting or supervising of a temporary endeavor undertaken to
create a unique product or service.

Project Management
• PMBOK
• Management Skills
• Management Tools
• Management Life Cycle
(Process)
Project Management v/s Product DevelopmentProject Management v/s Product Development
Project Development
• SWEBOK
• Engineering Skills
• Engineering Tools
• Engineering Process (SDLC)
 Project Management:Project Management:
 TheThe conducting or supervisingconducting or supervising of a temporaryof a temporary endeavor undertaken to createendeavor undertaken to create aa
unique product or service.unique product or service.
 Project Management:
 The conducting or supervising of a temporary endeavor undertaken to
create a unique product or service.

 Project management is
• the application of knowledgeknowledge, skillsskills, toolstools, and
techniquestechniques to project activities
• in order to meetmeet or exceedexceed stakeholder needsneeds and
expectationsexpectations from a project
Project ManagementProject Management

Project TriangleProject Triangle
Quality
Cost
Schedule
Scope
Performance
Time
Resources

Project Manager PositionsProject Manager Positions
 Project Administrator / Coordinator
 Assistant Project Manager
 Project Manager / Program Manager
 Executive Program Manager
 V.P. Program Development
 Functional Project Manager / Technical Project Manager

Project Management SkillsProject Management Skills
 Leadership
 Communications
 Problem Solving
 Negotiating
 Influencing the Organization
 Mentoring
 Process and technical expertise

PMIPMI’s 9 Knowledge Areas’s 9 Knowledge Areas
 Project integration management
 Scope
 Time
 Cost
 Quality
 Human resource
 Communications
 Risk
 Procurement

Interactions / StakeholdersInteractions / Stakeholders
 As a PM, who do you interact with?
 Project Stakeholders
 Project sponsor
 Executives
 Team
 Customers
 Contractors
 Functional managers

PM Tools: SoftwarePM Tools: Software
 Low-end
 Basic features, tasks management, charting
 MS Excel, Milestones Simplicity
 Mid-market
 Handle larger projects, multiple projects, analysis tools
 MS Project (approx. 50% of market)
 High-end
 Very large projects, specialized needs, enterprise
 AMS Realtime
 Primavera Project Manager

Tools: Gantt ChartTools: Gantt Chart

Tools: Network DiagramTools: Network Diagram

Four Project DimensionsFour Project Dimensions
 People
 Process
 Product
 Technology

Organization Structures Influences onOrganization Structures Influences on
ProjectsProjects

Organizational StructuresOrganizational Structures
 Functional
 Engineering, Marketing, Design, etc
 P&L from production
 Project
 Project A, Project B
 Income from projects
 PM has P&L responsibility
 Matrix
 Functional and Project based
 Program Mgmt. Model
 Shorter cycles, need for rapid development process

Functional OrganizationFunctional Organization
• Pros
– Clear definition of authority
– Eliminates duplication
– Encourages specialization
– Clear career paths
• Cons
– “Walls”: can lack customer
orientation
– “Silos” create longer decisions cycl
– Conflicts across functional areas
– Project leaders have little power

Project OrganizationProject Organization
• Pros
– Unity of command
– Effective inter-project
communication
• Cons
– Duplication of facilities
– Career path
• Examples: defense avionics, construction

Matrix OrganizationMatrix Organization
• Pros
– Project integration across
functional lines
–Efficient use of resources
–Retains functional teams
• Cons
– Two bosses for personnel
– Complexity
– Resource & priority conflicts

Matrix FormsMatrix Forms
 Weak, Strong, Balanced
 Degree of relative power
 Weak: functional-centric
 Strong: project-centric

Organizational Structure Influences on ProjectsOrganizational Structure Influences on Projects
MatrixOrganization Type
Project
Characteristics
Functional Weak Matrix Balanced
Matrix
Strong Matrix Projectized
Project Manager's
Authority
Little or
None
Limited Low to
Moderate
Moderate
To High
High to
Almost Total
Percent of Performing
Organization's
Personnel Assigned Full-
time to Project Work
Virtually
None
0-25% 15-60% 50-95% 85-100%
Project Manager's Role Part-time Part-time Full-time Full-time Full-time
Common Title for
Project Manager's Role
Project
Coordinator/
Project Leader
Project
Coordinator/
Project Leader
Project
Manager/
Project Officer
Project
Manager/
Program Manager
Project
Manager/
Program Manager
Project Management
Administrative Staff Part-time Part-time Part-time Full-time Full-time

Organizational ImpactOrganizational Impact
 Form can greatly impact your role
 Determine what skills you’ll need from which functions
 The new “Project Office”
 A) As centralized project management
 B) As coach and info. office to project teams
 The “Enterprise PMO” (EMPO)

Project Management ProcessProject Management Process

PMI FrameworkPMI Framework

The 5 PMI Process GroupsThe 5 PMI Process Groups
 Project Management Life Cycle is divided into 5
process groups
 1. Initiating
 2. Planning
 3. Executing
 4. Controlling
 5. Closing
 Each process is described by:
 Inputs
 Tools & Techniques
 Outputs

The 5 PMI Process GroupsThe 5 PMI Process Groups

PMI Process GroupsPMI Process Groups
Source: Project Management Institute

PMI Phase InteractionsPMI Phase Interactions
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
Design Phase
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
Implementation Phase
The life cycle can be repeated for each phase

PMI Knowledge AreasPMI Knowledge Areas

PMI: Initiating ProcessPMI: Initiating Process
 Inputs
 Product Description
 Strategic plan
 Project Selection Criteria
 Historical Information
 Outputs
 Project charter
 Project Manager assigned
 Constraints
 Assumptions

 Scope Planning
 Scope Definition
 Activity Definition
 Activity Sequencing
 Activity Duration Estimating
 Resource Planning
 Cost Estimating
 Cost Budgeting
 Risk Planning
 Schedule Development
 Quality Planning
 Communications Planning
 Organization Planning
 Staff Acquisition
 Procurement Planning
 Project Plan Development
Devising and maintaining a workable scheme to accomplish the
business need that the project was undertaken to address
PMI: Planning ProcessPMI: Planning Process

PMI: Executing ProcessPMI: Executing Process
 Project Plan Execution
 Scope Verification
 Quality Assurance
 Team Development
 Information Distribution
 Solicitation
 Source Selection
 Contract Administration
Coordinating people and other resources to carry out the plan

PMI: Controlling ProcessPMI: Controlling Process
 Overall Change Control
 Scope Change Control
 Schedule Control
 Cost Control
 Quality Control
 Performance Reporting
 Risk Response Control
Ensuring that project objectives are met by monitoring and measuring
progress and taking corrective measures when necessary

PMI: Closing ProcessPMI: Closing Process
 Administrative Closure
 Contract Close-out
 Formalizing acceptance of the project or phase and bringing it to
an orderly end

Importance of PhasesImportance of Phases
 Define your management review points
 “Phase exits” or “kill points”
 Ensure continued alignment with goals
 Form of Validation & Verification (V&V)

high level summary of process group interactionhigh level summary of process group interaction

Product-oriented processesProduct-oriented processes

Project PhasesProject Phases
 All projects are divided into phases
 All phases together are known as the Project Life Cycle
 Each phase is marked by completion of Deliverables
 Identify the primary software project phases

Seven Core Project PhasesSeven Core Project Phases

Project Phases A.K.A.Project Phases A.K.A.

Phases VariationPhases Variation
Concept
Exploration
System
Exploration
Requirements
Design
Implementation
Installation
Operations and
Support
Maintenance
Retirement

The Relation between Life CyclesThe Relation between Life Cycles

Introduction to Project Management

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