Topics

Project Management Activities and Techniques

Introduction to Project Project Initiation

Management II

Project Management Activities

and Techniques

What is a project Project Management Skills

A unique venture with specific timeframe Techniques
Conducted by people, often from various Tools
backgrounds People management
Goal oriented, clear target
Constrained by cost, schedule, resources,
functionality and quality
Divisible into phases and iterations
Has a clear priority in the organization
Techniques Tools
Planning the project Planning
Implementation of the project plan Tracking
Tracking, reporting, and control of projects Reporting
as they progress
Project closure and completion of the Ex. MS Project, JIRA, Team Foundation
project Server, Oracle Project Portfolio
Management, SAP RPM etc.

People PM Skill set

Manage people who implement the project
Manage stakeholder expectations
Controlled Project
with Committed
People

Plan Activities Monitor and Control Project

Technical Skills
Organizational structure Project Management
How do we manage a project?
Where do we start?

successful?
How can we avoid failure?
How can we balance control and
encourage creativity?

Project Management Processes

PM process types
(PMBOK)
Scope Management Project Management discipline perspective
Integration Core processes
Time Support processes
Cost
Actual Project Management perspective
Quality
Initiation Processes
Human Resources
Planning Processes
Communication
Executing Processes
Risk
Controlling Processes
Procurement
Closing Processes
 Initiation
Why are we going to perform this project?
Problem statement
Project mission
What are we going to achieve?
Project objectives

Problem statement Project mission why needed?

Right way: Sales have dropped 40
percent in the last year, and a customer
survey identifies poor quality as the
primary reason. Our investors are getting player]
nervous.
Wrong way: We need a TV commercial to
advertise our projects.
Project Mission Project Mission Example [1]
Who is doing the project?
What is the project supposed to design a new infrastructure for the
accomplish?
When will the project be completed? scalable and flexible, and to implement the
new design so that the server farm is
For whom is it done? operational by August 2016 to support the
Why is the project important? new development work planned for the
fall.

Project Mission Example [2] Project Objectives - SMART

The Noah family will build an ark to enable Specific
species to survive the flood. The project Measurable
will be considered completed when the ark Attainable
is floating and a pair from each species
has boarded the ark. The project supports Relevant
the Sponsors desire to reset Earth and Time-bound
start fresh with a new team.
Planning Planning
What are we going to achieve? When will the project start and finish?
Project Scope statement: scope, deliverables, Project schedule
success criteria Who will work on the project
What approach are we going to take? Responsibility assignment matrix
Project strategy Project organization chart
How much will it cost?
What are we going to do? Budget
WBS How good do the results need to be?
Admin processes (managing risk, controlling How you intend to achieve the level of quality the
changes, communicating and managing
quality)

Defining Project boundaries

Project strategy WBS
Is it feasible?
Are the risks acceptable? Identifying the work to do
Does the strategy fit the culture?
Building a project team

Communication Mgmt Change Mgmt

Who needs to know? Submit change requests
What do they need to know? Receive and record change requests
Evaluate the effects of change requests on cost,
When do they need to know it?
schedule, and quality
How should they receive it? Decide whether change requests become part of
the project
Update project documents to incorporate
accepted changes
Track changes as you do other project task work
Risk Mgmt [1] Risk Mgmt [2]
Identifying risks Assessing risks
Risk value = f(impact, probability)
makes an ass out of u and me) Planning risk response
Are your choices limited? Accept
Are constraints significant? Avoid
What level of experience do people have? Control (mitigate)
Does the project depend on factors out of Transfer
your control?
Plan for alternatives (contingency)

Risk Mgmt [3] Project Life Cycle

Tracking risks
Risk log risk, value, planned response,
monitoring person, etc.
Life Cycle - PMBOK

RUP

RUP Development (© RUP) A look at PM in RUP (© RUP)

Project Start::Develop Business
Project Start::Initiate Project
Case
Describe the Product Assign Project Review Authority (PRA)
Define the Business Context Assign project manager
Assign project planning team (Project Manager,
Define the Product Objectives
Software Architect, System Analysts,
Develop the Financial Forecast Development Lead, Test Lead, Configuration
Describe the Project Constraints Management Manager, Customer
representative)
Describe Options
Approve product acceptance criteria

Project Start::Identify and Assess

Project Start::Development Case
Risks
Identify Potential Risks Decide How to Perform Each Discipline
Tailor Artifacts per Discipline
Analyze and Prioritize Risks
Modify Disciplines and Activities
Identify Risk Avoidance Strategies Choose Lifecycle Model
Identify Risk Mitigation Strategies Identify Stakeholders
Identify Risk Contingency Strategies Map Roles to Job Positions
Describe Sample Iterations
Revisit Risks during the Iteration
Document the Development Case
Revisit Risks at the End of an Iteration Maintain the Development Case
Development Planning::Define Development Planning::Plan
Monitoring and Control Phases and Iterations
Define project "indicators" Estimate Project
Define sources for project indicators Define Project Phase Milestones
Define procedure for team status reporting Define Milestone Goals
Define Number, Length, and Objectives of
Define procedure & thresholds for Iterations Within Phases
corrective action Refine Milestones Dates and Scope
Define procedure for project status Determine Project Resourcing Requirements
reporting Develop Project Close-Out Plan

Development Planning::Define Development Planning::Compile

Project Organization and Staffing Software Development Plan
Define Project Organization Develop SDP project management content
Define Staffing Requirements Develop enclosed project management
plans
Coordinate development of supporting
plans
Other Plans::Develop Product Other Plans::Develop Risk
Acceptance Plans Management Plan
Define customer and project Define risk management procedure & tools
responsibilities Create initial risk list
Document the product acceptance criteria Assign risk management team
Identify artifacts and evaluation methods Decide strategies for managing top 10
Identify Required Resources risks
Define product acceptance schedule Define risk indicators for top 10 risks
Define problem resolution process Set schedule for risk reporting and reviews

Other Plans::Develop Other Plans::Develop Problem

Measurement Plan Resolution Plan
Define the Primary Management Goals Define Problem Resolution Procedure(s)
Validate the Goals
Define the Subgoals Select Tracking Tools and Techniques
Identify the Metrics Required to Satisfy the Subgoals Assign Problem Management Team(s)
Identify the Primitive Metrics Needed to Compute the
Metrics Set Schedule for Problem Management
Write the Measurement Plan Activities
Evaluate the Measurement Plan
Put in Place the Collection Mechanisms
Other Plans::Develop Quality Iteration Start End::Develop
Assurance Plan Iteration Plan
Ensure Quality Objectives are Defined for the Determine the Iteration Scope
Project
Define Iteration Evaluation Criteria
Define Quality Assurance Roles and
Responsibilities Define Iteration Activities
Coordinate with Developers of Referenced Assign Responsibilities
Plans
Define Quality Assurance Tasks and Schedule

Iteration Start End::Aquire Staff Iteration Start End::Initiate Iteration

Staff the Project Assign staff to work packages

Map Staff Skills to Roles Acquire and assign non-personnel
Form Teams resources
Train Project Staff Issue work orders
 Iteration Start End::Prepare for
Iteration Start End::Assess Iteration
Phase Closeout
Collect Metrics Check Status of Required Artifacts
Assess the Results of the Iteration Schedule Configuration Audit
Consider External Change Conduct a Phase Post-Mortem Review
Examine the Evaluation Criteria Distribute Artifacts to Stakeholders
Create Change Requests Complete Lifecycle Milestone Review
Action Items

Iteration Start End::Prepare for Routine Management::Monitor

Project Closeout Project Status
Update Project Close-Out Plan and Capture work status
Schedule Activities Derive progress indicators
Schedule Final Configuration Audit Derive quality indicators
Conduct a Project Post-Mortem Review Evaluate indicators vs. plans
Complete Acceptance Action Items
Close Out the Project
Routine Management::Schedule Routine Management::Report
and Assign Work Status
Allocate Change Request to an Iteration Prepare Status Assessment
Assign Responsibility
Describe Work and Expected Outputs
Budget Effort and other Resources
Set Schedule
Re-plan
Issue Work Order

Routine Management::Handle
Agile
Exceptions and Problems
Evaluate exceptions and problems
Determine appropriate corrective actions
Issue Change Requests and/or Work Are the PMBOK processes applicable to
Orders Agile methodologies?
SCRUM Scrum Planning
Scrum Development Plan
Product Backlog
Sprint Backlog
Burndown chart

Distributed Agile Development Not all projects are large

What shall we do?

Tailoring the process &
Tailoring the process
methodologies
Size. The number of control elements in the
methodology. Each deliverable, standard, activity, quality
measure, and technique description is an element of
Optimizing control.
Ceremony. The amount of precision and the tightness of
Quantitatively Managed
Q d tolerance in the methodology. Greater ceremony
corresponds to tighter controls.
Process Weight. The conceptual product of size and ceremony.
Defined
Tailoring Precision. How much you care to say about a topic?
Managed Accuracy. How correct you are when you speak about a
topic?
Ad-hoc Relevance. Whether or not speak about a topic?
Tolerance. How much variation is permitted in the
execution of the methodology?
Formalism

Tailoring Example: Schedule and Tailoring Example: Schedule and

Assign Work Assign Work
Allocate Change Request to an Iteration Activity Definition
Assign Responsibility Merge Change Requests with previous work items
Team provide major task lists for each use
Describe Work and Expected Outputs case/scenario/story for current iteration
Budget Effort and other Resources Add integration, quality assurance and project
Set Schedule management tasks for current iteration
Record on whiteboard Gantt chart
Re-plan
Teams record fine-grain tasks on personal task lists
Issue Work Order
Tailoring Example: Schedule and Tailoring Example: Schedule and
Assign Work Assign Work
Decide activity dependencies and The schedule will come as a natural result
sequences together with the team from the previous activities
Define for the iteration tasks the required Negotiate and agree schedule
outcome: code, binaries, unit test, Freeze iteration scope
documentation, documents Start development
Estimate effort

References
References
Software Project Management: A Unified Framework, Walker
Royce, Addison Wesley
Agile Project Management with SCRUM, Ken Schwaber,
Microsoft Press
A Guide to The Project Management Body of Knowledge
CMMI®: Guidelines for Process Integration and Product
Improvement
Agile Software Development. Cockburn, Alistair. 2002.