Introduction to Project

Management
Lecture 3
Learning Objectives for Today

• Recap of understanding what a project is and its attributes.

• Defining the discipline called project management.

• Describe the role and impact IT projects have on an organization.

• Identify the different roles and interests of project stakeholders.

What? A project is a temporary endeavor undertaken to create a unique product, service, or result.
 Project v/s
Process
A process is a
repetitive activity
like a plant turning
over and producing
the same product.
 Project Objectives

• An objective is defined as an outcome towards which work is to be

directed, a strategic position to be attained, a purpose to be
achieved, a result to be obtained, a product to be produced, or a
service to be performed.

• Projects end when their objectives have been reached or the

project has been terminated.

• Projects can be large or small and take a short or long time to

complete.
Project
Limitations
What is Software Project Management?

Its is a sub-division of
SPM is the art and science project management in
of planning and leading which software projects
software projects. are planned, implemented,
monitored and controlled
Common Examples of SW Projects

• A team of students creates a smartphone application and sells it

online.

• A company develops a driverless car.

• A government group develops a system to track child immunizations.

• A global bank acquires other financial institutions and needs to

consolidate systems and procedures.
 Project Deliverables
• Projects are undertaken to fulfill objectives by producing deliverables
• A deliverable is defined as any unique and verifiable product, result, or capability to
perform a service that is required to be produced to complete a process, phase, or
project.
• Deliverables may be tangible or intangible.
• A deliverable is a tangible or intangible good or service produced as a result of
a project that is intended to be delivered.
• Fulfillment of project objectives may produce one or more of the
following deliverables:
✔A unique product that can be either a component of another item, an
enhancement or correction to an item, or a new end item (e.g., the correction
of a defect in an end item).
✔A unique service or a capability to perform a service (e.g., a business function
that supports production or distribution);
✔A unique result, such as an outcome or document (e.g., a research project
that develops knowledge that can be used to determine whether a trend exist
or a new process will benefit society).
 Deliverable Types

• External deliverables
• are those you would deliver as an outcome of a project.
• It would be something that would meet the customer’s demand.
• This is the actual business or purpose for what the project is being executed.
• Internal deliverables
• are those which would assist in accomplishing the project objectives.
• These are created as part of the execution of the project.
• These are required to run the business or project.
• Creating documents, government or statutory reports, keeping accounts, etc. are some
examples.
• Project deliverables can be created for both external and internal
stakeholders.
• An example of the external stakeholders:
• would be the website you make for a client.
• An example of the internal stakeholders:
• A design requirements document.
 • Project Charter:
Examples of • This is the most important project deliverable.
• The project does not exist without a project charter.
Project • It has the main objective of the project.
Deliverables • It provides an overview of roles and responsibilities.
• It identifies the main stakeholders and specifies the project
objectives.
• It gives the project manager his authority.
 • Project management is the application of
knowledge, skills, tools, and techniques
to project activities to meet the project
requirements.
Why We Need
• Project management is accomplished
Project through the appropriate application and
Management? integration of the project management
processes identified for the project.
• Project management enable
organizations to execute projects
effectively and efficiently.
 Benefits of Project Management

Business value in projects

• refers to the benefit that the results of a specific project provide to its
stakeholders.

• The benefit from projects may be tangible, intangible, or both.

Business Value can be defined as

• the net quantifiable benefit derived from a business endeavor.

• may be tangible, intangible, or both.

• In business analysis, business value is considered the return, in the

form of elements such as time, money, goods, or intangibles in return
for something exchanged
State Transition
at
Organizational
Level using a
Project
 Types of Project Benefits
• Tangible Benefits are those that can be measured and quantifiable in financial terms, while
intangible benefits cannot be quantified directly in economic terms, but still have a very
significant business impact.
• The tangible benefits of a process are unlikely to fluctuate such as paid time off, insurance
costs, salary and profit sharing.
Types of Project Benefits
• Intangible Benefits, sometimes also called “soft benefits”, are the profits referred
towards the project improvement that cannot be reported or measured for formal
accounting purposes.

• Intangible benefits can increase or decrease over time.

• Intangible benefits are much harder to measure because of their subjectivity. e.g.,
Job satisfaction is a main bench marker of an intangible benefit.

• These benefits cannot be included in financial calculations, as they are not monetary or
are difficult to quantify and calculate.
Effective project management helps individuals, groups, and public and private
organizations to:
1. Meet business objectives
2. Satisfy stakeholder expectations
3. Be more predictable
4. Increase chances of success
5. Deliver the right products at the right time
6. Resolve problems and issues
7. Respond to risks in a timely manner
8. Optimize the use of organizational resources
9. Identify, recover, or terminate failing projects
10. Manage constraints (e.g., scope, quality, schedule, costs, resources
11. Balance the influence of constraints on the project (e.g., increased scope may increase cost or
schedule)
12. Manage change in a better manner.
Who Will Handle
The Project
Then?
 Project Manager
• 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.
Responsibilities of Project Manager

PROJECT ORGANIZATION LEADING TIME RISK

PLANNING MANAGEMENT MONITORING

STAKEHOLDER MONITORING &

COMMUNICATIONS CONTROL
Project Stakeholders

Individuals and organizations who are actively involved in

the project, or whose interests may be positively or
negatively affected as a result of project execution or
successful project completion.
A stakeholder is anyone with an interest or investment in
your project.
 Types of
Stakeholders
• Internal stakeholders:
These stakeholders are coming from within
the house!!! Internal stakeholders are
people or groups within the business, such
as team members, managers, executives,
and so on.
• External stakeholders:
External stakeholders are — as you can
probably guess — people or
groups outside the business. This includes
customers, users, suppliers, and investors.
Project Management
• Software project management is an umbrella activity within software
engineering.
• It begins before any technical activity is initiated and continues
throughout the definition, development, and support of computer
software.
The Management Spectrum

4
People

Product

P’s
Process

Project
4 P’s
• People — the most important element of a successful project
• Product — the software to be built
• Process — the set of framework activities and software engineering
tasks to get the job done
• Project — all work required to make the product a reality
People
• People must be organized into effective teams, motivated to do high-
quality software work, and coordinated to achieve effective
communication.
• The product requirements must be communicated from customer to
developer, partitioned (decomposed) into their constituent parts, and
positioned for work by the software team.
• The process must be adapted to the people and the problem.
• A common process framework is selected, an appropriate software
engineering paradigm is applied, and a set of work tasks is chosen to
get the job done.
• The project must be organized in a manner that enables the software
team to succeed.
1. Players
• Senior managers
• Define business issues
• Project (technical) managers
• Plan, motivate, organize, and control the practitioners
• Practitioners
• Deliver technical skills to engineer a product
• Customers
• Specify requirements
2. End-users
• Who interact with the software once it is released for production use.
• Every software project is populated by people who fall within this
taxonomy.
• To be effective, the project team must be organized in a way that
maximizes each person’s skills and abilities.
• And that’s the job of the team leader.
3. Team Leaders
• Project management is a people-intensive activity, and for this reason,
competent practitioners often make poor team leaders.
• They simply don’t have the right mix of people skills. And yet, as
Edgemon states: “unfortunately and all too frequently it seems,
individuals just fall into a project manager role and become accidental
project managers.”
• The cultivation of motivated, highly skilled software people has been
discussed since the 1960s.
• In fact, the “people factor’ is so important that the Software
Engineering Institute has developed a people management capability
maturity model (PM-CMM),
• “to enhance the readiness of software organizations to undertake increasingly
complex applications by helping to attract, grow, motivate, deploy, and retain
the talent needed to improve their software development capability”.
• The people management maturity model defines the following key
practice areas for software people:
• Recruiting
• Selection
• performance management
• Training
• Compensation
• career development
• organization and work design
• team/culture development.
• Organizations that achieve high levels of maturity in the people
management area have a higher likelihood of implementing effective
software engineering practices.
• The PM-CMM is a companion to the software capability maturity
model that guides organizations in the creation of a mature software
process.
Process
• When you build a product or system, it’s important to go through a
series of predictable steps – a road map that helps you create a
timely, high-quality result
• The road map that you follow is called a ‘software process’.
• Software engineers and their managers adapt the process to their
needs and then follow it.
• In addition, the people who have ties defined by the process
requested the software play a role in the software process.
• A software process provides the framework from which a
comprehensive plan for software development can be established.
• A small number of framework activities are applicable to all software
projects, regardless of their size or complexity.
• A number of different task sets-tasks, milestones, work products and;
quality assurance points-enable the framework activities to be
adapted to the characteristics of the software project and the
requirements of the project team.
• Finally, umbrella activities – such as software quality assurance,
software configuration management, and measurement – overlay the
process model.
• Umbrella activities are independent of anyone framework activity and
occur throughout the process.
Product
• Product and Technology
• The 80:20, rule
• about 80% of the wealth in most countries was controlled by a consistent
minority -- about 20% of the people.
• Pareto called this a "predictable imbalance."
• His observation eventually became known as either the "80:20 rule" or
"Pareto's Principle."
• 20% of the repair parts normally account for 80 percent of the total inventory
• 80% of production volume usually comes from 20% of the producers
• Generalized as "the 80-20 Rule":
• The "80:20 rule" has become one of the best known "leadership shorthand
terms" reflecting the notion that most of the results (of a life, of a program, of
a financial campaign) come from a minority of effort (or people, or input).
• The Rule, states that a small number of causes (20%) is responsible for a large
percentage (80%) of the effect.
• It means that in anything a few (20 percent) are vital and many (80 percent)
are trivial.
• There is an inherent imbalance between cause and effect, effort and reward,
inputs and outputs, etc; and that imbalance tends to the ratio of 80:20.
How It Can Help You?
• The value of the Pareto Principle for a manager is that it reminds you
to focus on the 20 percent that matters.
• Of the things you do during your day, only 20 percent really matter.
Those 20 percent produce 80 percent of your results.
• Identify and Characteristic focus on those things.
• Pareto's Principle, the 80/20 Rule, should serve as a daily reminder to
focus 80 percent of your time and energy on the 20 percent of you
work that is really important.
• Don't just "work smart", work smart on the right things.
Size
• The larger product, there will be more requirements and features to
deliver, eventually it will take more time in its production.
• So if you cut the size of the produce to half it will save you 60% of the
effort.