Project Management

Project Management Tools

• Aids in creating workplans
• Identify all tasks, their sequence and estimate the
time to complete each one
• Work breakdown structures (WBS): a hierarchy of
tasks to identify:
– Duration of each task
– Current status of each task
– Task dependencies (shows which tasks must be
completed before others can begin)
• Gantt charts: horizontal bar chart that shows the
WBS graphically
• Network diagrams: PERT and CPM
 Project Effort Estimation
• Estimation involves trade-offs between
functionality, time and cost
• It is the process of assigning projected
values for time and effort
• Most accurate estimates come from
experience
• Use-case point method; based on:
– Technical complexity factors (13)
– Environmental factors (8)
 Use-case Estimation Example
• Actors & Use-cases:
 Use-case Estimation Example
• Technical complexity factors:
 Use-case Estimation Example
• Environmental factors & final estimate:
 Creating & Managing the
Workplan
• Workplan: a dynamic and sequential list of all tasks
needed to complete a project
• Approaches:
– Modify existing or completed projects
– Derive the tasks from the methodology being used
• Unified Process:
– Iterative & incremental
– Workplan is also iterative & incremental
• Tasks and time intervals follow the phases
• Different tasks executed for each workflow
 Evolutionary
Work Breakdown Structures
• Organized in a standard manner across all projects
• Created in an incremental & iterative manner
• Generality supports learning from past mistakes and
successes
• Unified Process:
– Workflows are the major divisions
– Workflows are decomposed along the phases
– Phases are decomposed along the required tasks
– Tasks are added as each iteration is completed
 Scope Management
• Scope “creep”
– Occurs after the project is underway
– Results from adding new requirements to the project
– Can have a deleterious effect on the schedule
– Project Manager is responsible to manage changes to reduce
scope creep
• Techniques to manage the project scope:
– Identify all requirements at the outset
– Allow only those changes deemed absolutely necessary
– Carefully examine the impact of suggested changes
– Delay some changes for “future enhancements”
– Time boxing
 Staffing the Project
• Goals:
– Determine how many people are required
– Match skill sets to required activities
– Motivate the team to meet the objectives
– Minimize conflicts
• Deliverable—The staffing plan, which includes:
– Number & kind of people assigned
– Overall reporting structure
– The project charter (describes the project’s objectives
and rules)
 Creating a “Jelled” Team
• A team of people so strongly knit that the
whole is greater than the sum of its parts
• Characteristics of a jelled team:
– Very low turnover rate
– Strong sense of identity
– A feeling of eliteness
– Team vs. individual ownership of the project
– Team members enjoy their work
 The Staffing Plan
• Calculate the number of people needed:

• Lines of communication increase exponentially as

people are added to a project
• Create a reporting structure for projects with large
numbers of people assigned
• Form sub-teams as necessary
• Assign the Project Manager, Functional lead &
Technical lead
• Pay attention to technical and interpersonal skills
 Motivating People
• Motivation is the greatest influence on performance
• Monetary rewards usually do not motivate
• Suggested motivating techniques:
– 20% time rule
– Peer-to-peer recognition awards
– Team ownership (refer to the team as “we”)
– Allow members to focus on what interests them
– Utilize equitable compensation
– Encourage group ownership
– Provide for autonomy, but trust the team to deliver
 Handling Conflict
• Preventing or mitigating conflict:
– Cohesiveness has the greatest effect
– Clearly defining roles and holding team members accountable
– Establish work & communications rules in the project charter
• Additional techniques:
– Clearly define plans for the project
– Make sure the team understands the importance of the project
– Develop detailed operating procedures
– Develop a project charter
– Develop a schedule of commitments in advance
– Forecast other priorities and their impact on the project
 Environment & Infrastructure
Management
• Environment—Choose the right set of tools
– Use appropriate CASE tools to:
• Increase productivity and centralize information
(repository)
• Utilize diagrams—more easily understood
– Establish standards to reduce complexity
• Infrastructure—Document the project appropriately
– Store deliverables & communications in a project binder
– Use Unified Process standard documents
– Don’t put off documentation to the last minute
 Summary
• Project Initiation
• Feasibility Analysis
• Project Selection
• Traditional Project Management Tools
• Estimating Project Effort
• Create and manage the workplan
• Staff the project
• Manage the environment and infrastructure
work flows of the project