project planning and organisation. 1.0 ulf.bergqvist@nordforce.se

ProjectPlanning and organisation

1.0

ulf.bergqvist@nordforce.se

www.nordforce.se

What is a Project?

Reach a defined goalWith limited resources

Within a fixed time

Planning

To think about:• What are we supposed to achieve?• How do we get there?

Too little planning

• No unified picture of what should be done• Great risk to deliver the wrong thing• Time is lost on rework• Frustration of not having control of the

situation• Badwill, usually the client discovers that

something is wrong

Too much planning

• You never get closer to the goal• Increased risk that taget is moving• Constant re-planning• Never get to know the system • Everyone gets frustrated by not getting to

work

What is the right planning?

Some useful tools

• Mile stone plan• Responsibility matrix• Customer interaction tools• Risk analysis

Sys Mek E&P Tst Berör Sub milstolpe DefinitionVM NF 1 2 3 4 5 6

När alla elmek komponenter är valda samt utrymme

för elektronik bestämt Date: 2003-02-07

När layout vagnkort är klar

Date: 2003-02-12

När VM levererat en tom styrlåda med

elmek komponenter Date: 2003-02-15

När komplett programvara exekverar felfritt på så bra

labbruska som möjligt Date: 2003-02-19

När layout på styrkort är klar

Date: 2003-02-21

När VM tillhandahåller ett system att testa elektronik i,

inklusive modifierad IPEK vagn Date: 2003-02-24

När monterade kretskort kör rätt programvara på bänk

med trummor och via kabeln Date: 2003-03-06

När mekanik, elektronik och programvara är testad

9

10

11

12

13

14

15

16

Milestone plan

10 When the system architecture description isapproved by Product owner andSystem architect

2013-12-12

A good milestone plan

• ”Helicopter view”• State oriented, what not how• 10-15 milestones• Find “soul of the project” i.e. what is special

(difficult / risky) in this particular project?• Promotes communication internal/external• Suitable MS candidates: external events, big

risks (difficult things, not done in the past), natural deliverables

Responsibility matrixRole Role Role Role

Task

Task Resp

Task

Task Resp

Task

Legend

R= Responsible (incl. execution)E=ExecutesD=Makes decision I=Should be informedA=Advisor

Responsibility matrixCTO System

ArchitectProduct owner

System Architecture

I R D

Roles that tend to lead to success

• Project manager• System architect• Client ”nagger”• Integration responsible• Test responsible• CM responsible• Team leads (scrum masters)

A good responsibility matrix

• ”Helicopter view”• Identified all external stakeholders• Identified internal roles in the project• Identified major responsibilities• Contract between the project and its

surroundings e.g. line managers and customers

Customer interaction

One person’s view limited by language

Not the complete Requirements

Customer interaction tools

• System plays• Continuous participation • Fixed meeting times• Nagging

Risk analysis

• Identify risks• Anticipate probability 1-5• Anticipate impact 1-5• Multiply• Sort the list• Follwow up

Risk Proba- bility

Impact Weight

OS version buggy

4 5 20

The flu 4 5 50

Late delivery of compiler 3.1

5 3 15

Planning

Find the soul of this particular project!• What are the unique ”things”? • Where are the greatest risk?• What should we prioritize?• What are the real requirements?

Production DevelopmentRepeat the same thing Do something newOver and over again and different

All Right, so how do I join you?

If you wanna be one of the non-conformists, all you

have to do is dress just like us and listen to the same

music we do

Source: South Park

The execution phase

Work according to the plan

... Improvise a lot

Project manager tasks

Ensure it is always is clear what should be deliveredMake sure there is always up to date plansEnsure that team members are motivatedEnsure that clients and stakeholders "feel good"Make sure the necessary rules are followedMake sure that the momentum is sustainedEnsure that decisions are madeNag, nag and nagFix resourcesReport to Steering Group

(Page 1 of 22)

Leadership in a project

• Client contact• Visualize goals• Fix prerequisites• Ensure decisions are

made• Follow up• Keep up the pace• Motivate

Motivation

Clear goal

Project wanted / anchored

Competence & methodology

reas

onable

chall

enge

EncouragmentTrust

Participation

ClientClient

The ProjectThe Project

Demands Demands

The important interface

LucidityRealism

Behold the turtle, he makes progress only when his neck is out.

-- DR. JAMES B. CONANT, HARVARD UNIV. PRESIDENT

... A few words about testing

I’m gonna make this

work

I’m gonna test that this works

I’m gonna make this

work

I’m gonna test that this works

I’m gonna make this

work

I’m gonna break this!

The bitter truth

If you want to survive you have to deliver on time and with the right quality

... Despite that the customers are always changing their mind... And subcontractors fail... And the computer “says no”

The way to succed

• Focus on client• Make a proper milestone plan• Define responsibilities• Try to follow the plan (PMs responsibility)• Improvise• Work hard

Thank you!