Project Management

Introduction
Prof. Dr. Joachim Hering Faculty of Computer Science

Joachim Hering, Hochschule Ulm

Goals
Goal(s) of this lecture:

Brief introduction to project management A few basics required for the project management simulation

Joachim Hering, Hochschule Ulm

Contents
Motivation What is a project Project goals/constraints What is project management A few helpful tools

Joachim Hering, Hochschule Ulm

Motivation
Software projects fail at an alarming rate Quantitative evaluations show that every fifth

project is cancelled before completion wasting all the time, money, and effort spent on them Surviving projects often fail to deliver the full initial project scope, or they deliver late and/or overrun the budget

Joachim Hering, Hochschule Ulm

Standish Group Report, 2006

Software Development is not easy

customer requires...

Joachim Hering, Hochschule Ulm

Software Development is not easy

customer requires...

analyst thinks...

Joachim Hering, Hochschule Ulm

Software Development is not easy

customer requires...

analyst thinks...

written in the spec...

Joachim Hering, Hochschule Ulm

Software Development is not easy

customer requires...

analyst thinks...

written in the spec...

programmed...

Joachim Hering, Hochschule Ulm

Software Development is not easy

customer requires...

analyst thinks...

written in the spec...

programmed...

after some testing and bug fixing...

Joachim Hering, Hochschule Ulm

Software Development is not easy

customer requires...

analyst thinks...

written in the spec...

programmed...

after some testing and bug fixing...

customer has to pay the equivalent of...

Joachim Hering, Hochschule Ulm

10

Software Development is not easy

customer requires...

analyst thinks...

written in the spec...

programmed...

after some testing and bug fixing...

customer has to pay the equivalent of...

customer gets delivered...

Joachim Hering, Hochschule Ulm

11

What is a Project?
A project is a temporary endeavor undertaken to create a unique product, service, or result (Project Management Institute, 2004)

Joachim Hering, Hochschule Ulm

12

Another Example: Toll-Collect: Realistic Planning?

Toll Collect GmbH is a German company that has developed and is running the toll billing system for trucks on German motorways. The development of the system started in September 2002 with hundreds of engineers and programmers being involved. The rollout was first scheduled for the end of August 2003, but was delayed repeatedly, causing the government to forfeit toll collection on trucks using the Autobahn. The deadline was first shifted by 2 months, then by at least one year. The system was finally opened two years behind schedule on January 1, 2005. The delay resulted in an abandonment of estimated 2.8 billion euros additional tax revenues every year

Joachim Hering, Hochschule Ulm

13

Question
What do you think are the main goals that all

projects have in common?

Joachim Hering, Hochschule Ulm

14

Project Goals/Constraints
At the highest level, three project goals/constraints

exist

Time Amount of time available to complete a project Cost The budgeted amount available for the project Scope What must be done to produce the projects end result

Joachim Hering, Hochschule Ulm

15

Project Management Triangle

Those constraints may be

visualized as a triangle

Each side represents a constraint One side cannot be changed without impacting the others

Ti m e

st st st st st st Co Co Co Co Co Co

Scope

Joachim Hering, Hochschule Ulm

16

Question
When do you think is a project considered to be

successful?

Joachim Hering, Hochschule Ulm

17

Project Success Factors

A project is considered to be successful, if it has

been performed

within time, cost, scope, quality (see project constraints) with acceptance by the customer

Ti m e

st st st st st st Co Co Co Co Co Co

Scope
Joachim Hering, Hochschule Ulm 18

Question
What does managing projects include?

Joachim Hering, Hochschule Ulm

19

What is Project Management?

Managing projects includes

Identifying requirements Establishing clear achievable objectives Balancing the competing demands for time, cost, scope and quality (see project constraints) Adapting the specifications, plans, and approach to the different concerns and expectations of the various stakeholders Initiating, planning, executing, controlling, monitoring, and closing down a project
20

Joachim Hering, Hochschule Ulm

Project Management Institute (PMI) Process Groups

Joachim Hering, Hochschule Ulm

2008 Prentice Hall

21

PMI Project Management Overview

Project Management Process Groups Project Management Knowledge Area Project integration management Planning Process Initiating Process Group Group Develop project charter Develop preliminary Develop project project scope statement management plan Scope planning Scope definition Create Work Breakdown Structure (WBS) Activity definition Activity sequencing Activity resource estimating Activity duration estimating Schedule development Cost estimating Cost budgeting Quality planning Executing Process Group Direct and manage project execution Monitoring & Controlling Process Group Closing Process Group Monitor and control project work Integrated change control Close project

Project scope management

Scope verification Scope control

Project time management Project cost management Project quality management Project human resource management Project communication management

Schedule control Cost control Perform quality assurance Perform quality control

Acquire project team Human resource planning Develop project team

Manage project team Performance reporting Manage stakeholders

Project risk management Project procurement Joachim Hering, Hochschule Ulm management

Communications planning Information distribution Risk management planning Risk identification Qualitative risk analysis Quantitative risk analysis Risk response planning Plan purchase and acquisitions Request seller responses Plan contracting Select sellers

Risk monitoring and control

Contract administration

Contract closure22

Question
What skills do you think a project manager should have?

Joachim Hering, Hochschule Ulm

23

Project Manager
A person with a diverse set of skills management, leadership, technical, conflict management, and customer relationship who is responsible for initiating, planning, executing, controlling, monitoring, and closing down a project

Joachim Hering, Hochschule Ulm

24

Question
What will be your role in the next days?

Joachim Hering, Hochschule Ulm

25

You as Project Manager

Your focus

Joachim Hering, Hochschule Ulm

26

A Few Helpful Tools Gantt Chart

Joachim Hering, Hochschule Ulm

27

A Few Helpful Tools Activity Network

Joachim Hering, Hochschule Ulm

28

A Few Helpful Tools Question

Which project tasks should you particularly keep a close eye on?

Joachim Hering, Hochschule Ulm

29

A Few Helpful Tools Critical Path

Critical path

The sequence of project tasks/activities with the longest overall duration, determining the shortest time to complete the project The duration of the critical path determines the duration of the entire project Each activity on the critical path is time-critical because delays will have an impact on the overall project completion

Joachim Hering, Hochschule Ulm

30

A Few Helpful Tools Critical Path

Joachim Hering, Hochschule Ulm

31

A Few Helpful Tools Gantt of Resources

Joachim Hering, Hochschule Ulm

32

A Few Helpful Tools High-level Project Goals and EVA

Figures for Costs and Schedule come from the Earned

Values Analysis. Interpretation: Costs 132% "The project created 1.32 dollars in value for every dollar it spent" Schedule 83% "The project is completing work at 83% the rate planned" "The project is 17% behind schedule"
Joachim Hering, Hochschule Ulm 33

A Few Helpful Tools High-level Project Goals and EVA

Costs
100% 67% 150% 100% 125% 133% 83%

Schedule
100% 50% 75% 75% 125% 100% 125%

Interpretation
Optimal case Near worst case: Too expensive and behind schedule Lower costs, but behind schedule. Why have the costs been overestimated? Costs are as planned, but behind schedule Lower costs and ahead of schedule (Suspicious! Too much buffer used in estimates?) Lower costs and schedule as planned Too expensive, but ahead of schedule

Joachim Hering, Hochschule Ulm

34

Things To Avoid

Brief exercise

Joachim Hering, Hochschule Ulm

35

Things To Avoid Can you see a problem here?

Joachim Hering, Hochschule Ulm

36

Things To Avoid Resource dependencies

Joachim Hering, Hochschule Ulm

37

Things To Avoid Can you see a problem here?

Note: Fred, Sue, and Tim are members of the core team

Joachim Hering, Hochschule Ulm

38

Things To Avoid Idle time for core team members

Joachim Hering, Hochschule Ulm

39

Things To Avoid Can you see a problem here?

Joachim Hering, Hochschule Ulm

40

Things To Avoid Too many resources for a task

Joachim Hering, Hochschule Ulm

41

Things To Avoid Can you see a problem here?

Joachim Hering, Hochschule Ulm

42

Things To Avoid Early tasks without assigned resources

Joachim Hering, Hochschule Ulm

43

Things To Avoid Can you see a problem here?

Assumption: Only Livio is available yet

Activity 4:

Joachim Hering, Hochschule Ulm

44

Things To Avoid Unavailability of sufficient resources

Joachim Hering, Hochschule Ulm

45

What next...
Project Management Simulation (SimulTrain)

Joachim Hering, Hochschule Ulm

46

Recommended Literature
Project Management Institute, A guide to the Project Management Body of Knowledge: Third edition, PMI, 2004 H. Kerzner, Project Management A systems approach to planning, scheduling, and controlling, Wiley, 2006

Joachim Hering, Hochschule Ulm

47