project management - softwareresearch.net€¦ · dr. e. wallmüller, project management, spring...
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Dr. E. Wallmüller, Project Management, Spring 2006 1
Project Management
Session 1: Introduction, Fundamentals, Classic Mistakes
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Dr. E. Wallmüller, Project Management, Spring 2006 2
Today
• Course basics, administrative items • Introductions • Fundamentals • Classic Mistakes
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Dr. E. Wallmüller, Project Management, Spring 2006 3
Syllabus Review
• Exame - yes we do one! • Exercises - yes we do • Class participation • Sessions, 45 minutes • Class web site
– http://www.softwareresearch.net/site/teaching/SS2005/PM.html
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Dr. E. Wallmüller, Project Management, Spring 2006 4
Textbooks 1 • Required texts
– PMI textbook (class web site) – “Software Project Survival Guide”, Steve McConnell – Rapid Development”, Steve McConnell – “Management: Tasks, Responsibilities, Practices“, P. F.
Drucker – „Was ist Management“ Econ-Verlag, P. F. Drucker – „Führen Leisten Leben - Wirksames Management für
eine neue Zeit“ (Taschenbuchausgabe), Fredmund Malik
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Dr. E. Wallmüller, Project Management, Spring 2006 5
Textbooks 2 • Recommended reading
– “Peopleware”, T. DeMarco and T. Lister – “In Search of Excellence in Project Management”, Kerzner H.,Van
Nostrand Reinhold, 1998 – “The Software Project Manager’s Handbook”, Phillips D., IEEE, 1998 – “Bärentango”, TomDeMarco, Hanser, 2003 – „Risikomanagement für IT- und Software-Projekte - Leitfaden für die
Implementierung“, Wallmüller E., Hanser, 2004 – „Software-Qualitätsmanagement in der Praxis“, Wallmüller E., Hanser,
2001 – “Software Project Management. A Unified Framework“ Walker Royce – „Projektmanagement - Das Wissen für eine erfolgreiche Karriere“,
Bruno Jenny, vdf – „Projektmanagement in der Wirtschaftsinformatik“, Bruno Jenny, vdf – „Happy Projects !“, Gareis R., Manz, 2005
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Dr. E. Wallmüller, Project Management, Spring 2006 6
Basics • Essential elements of (software) project management • Practical, rapid development focus • Guests:
– Dipl.-Ing. Franz Mayrhofer (wüstenrot) – Dipl.-Ing. Peter Mittendorfer (Landesinformatik
Salzburg) – Dipl.-Ing. Franz Hölzl (SPAR) – Dr. Walter Wintersteiger (Management & Informatik)
• Real-world case studies • Highly interactive • Have fun!
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Dr. E. Wallmüller, Project Management, Spring 2006 7
My Background
• 24 years, • projects at SBG, ATAG Ernst & Young, Unisys,
Qualität & Informatik as a executive manager / project manager
• Client projects such as swiss control, atraxis, DaimlerCrysler, WINCOR Nixdorf, UBS, Generali, Axpo Informatik, ….. as a project manager and senior consultant
• Projects of all shapes and sizes
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Dr. E. Wallmüller, Project Management, Spring 2006 8
Your Background
• Name • Age • Job or Equivalent • Final Project • Project Management Experience • Industry Experience • Expectations & goals from the class Home work: => as a EXCEL-file til next date!
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Dr. E. Wallmüller, Project Management, Spring 2006 9
The Field • Jobs: where are they? • Professional Organizations
• Project Management Institute (PMI) • PMI Chapters Austria • International Project Management Association (IPMA) • Project Management Austria (PMA) • Software Engineering Institute (SEI)
• Certifications – PMI and IPMA
• The “PMBOK” – PMI Body of Knowledge • Tools
– MS Project
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Dr. E. Wallmüller, Project Management, Spring 2006 10
PMI Austria Mission • Eine aktive PM Gemeinde zu schaffen • Networking, networking, networking! • Synergien innerhalb der Gemeinde zu schaffen • Einen Austausch zwischen PMユs zu ermöglichen • Professionelles PM nach aussen zu leben • Professionelles PM Standards zu fördern • Förderung des PMI Gedankens im deutschsprachigen Raum • Global denken, lokal agieren, regional zusammen schliessen • Lobbying innerhalb der PMI • Wissensmanagement zu betreiben • Den PMI Gedanken zu fördern
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Dr. E. Wallmüller, Project Management, Spring 2006 11
The Field Part 2
• Average PM salary 32 - 45 - 72.000 Euro • Certification adds avg. 15% to salary • Links: See class web site and www.itq.ch/links/ProjectManagement
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Dr. E. Wallmüller, Project Management, Spring 2006 12
Job Fundamentals
• Skills required • PM Positions and roles • The process
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Dr. E. Wallmüller, Project Management, Spring 2006 13
Project Management Skills
• Leadership • Communications • Problem Solving • Negotiating • Influencing the Organization (OCM) • Mentoring • Process and technical expertise
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Dr. E. Wallmüller, Project Management, Spring 2006 14
Project Manager Positions
• Project Administrator / Coordinator • Assistant Project Manager • Part Project Manager • (Senior) Project Manager • Program Manager / Director • Executive Program Manager • V.P. Program Development
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Dr. E. Wallmüller, Project Management, Spring 2006 15
(Software) Project Management
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Dr. E. Wallmüller, Project Management, Spring 2006 16
Der Management - “Papst“
• Peter F. Drucker (1909-2005) österreichisch-amerikanischer Ökonom und Autor
• 1955: "Management by objectives (MBO)/
Führen durch Zielvereinbarung“ • „The essence of management is to make
knowledge productive!“
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Dr. E. Wallmüller, Project Management, Spring 2006 17
Zitate von Drucker • "Es geht nicht nur darum, dass man die richtigen
Dinge tut, sondern man muss die Dinge auch richtig tun."
• "Nicht Arbeit, nicht Kapital, nicht Land und Rohstoffe sind die Produktionsfaktoren, die heute in unserer Gesellschaft zählen, sondern das Wissen der Mitarbeiter in den Unternehmen."
• "Wann immer du ein erfolgreiches Geschäft siehst, hat jemand einmal eine mutige Entscheidung getroffen."
• "Was du nicht messen kannst, kannst du nicht lenken."
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Dr. E. Wallmüller, Project Management, Spring 2006 18
Fredmund Malik • 1944 in Lustenau, Vorarlberg geboren • Wirtschaftswissenschaftler, Forschungsschwerpunkt
Managementlehre, Gründer und Leiter des Managementzentrums St. Gallen
• systemtheoretische und kybernetische Ansätze zur Analyse und Gestaltung von Managementsystemen
• lehrte an Uni.St. Gallen, Titularprofessor für Betriebswirtschaft mit besonderer Berücksichtigung der Unternehmensführungslehre.
• zusammen mit Hans Ulrich: St. Galler Management-Modell
• Home Work: „The Essence of ...“
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Dr. E. Wallmüller, Project Management, Spring 2006 19
Zitate von Malik • „Die einzige Realität der Wirtschaft ist der Preis.˝ • „Wissen ist etwas, was beim derzeitigen Stand nichts mit
Computern und IT zu tun hat, sondern mit Gehirnen und mehr noch mit Verstand und Vernunft.“
• „Bemerkenswert viele Manager haben eine Abneigung gegen Schriftlichkeit. Sie assoziieren sie mit Bürokratie. Das mag in manchen Fällen seine Berechtigung haben, bei der Zielformulierung jedoch ist sie nicht angebracht. Die Ziele jeder Person müssen schriftlich dokumentiert sein, und zwar so präzise wie nur irgend möglich. Das bedeutet keineswegs Mehrarbeit, wie immer wieder eingewendet wird, sondern es spart im Gegenteil zusätzliche Arbeit, nämlich die spätere Mühe des Ausräumens von Missverständnissen, Irrtümern und Kommunikationsproblemen. Außerdem ist die schriftliche Dokumentation von Zielen eine unabdingbare Voraussetzung für eine spätere Leistungsbeurteilung.“
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Dr. E. Wallmüller, Project Management, Spring 2006 20
Meine Management-Kurzformel
• „Getting things done!“ • „Vereinbarungen schliessen, prüfen und
einhalten!“ • „(Kooperation und Kommunikation)3“ • „ Wer kommuniziert gewinnt!“ • „Führung ist eine Sache der
Beziehungsgestaltung!“
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Dr. E. Wallmüller, Project Management, Spring 2006 21
PM History in a Nutshell
• Birth of modern PM: Manhattan Project (the bomb)
• 1970’s: military, defense, construction industry were using PM software
• 1990’s: large shift to PM-based models – 1985: TQM – 1990-93: Re-engineering, self-directed teams – 1996-99: Risk mgmt, project offices – 2000: M&A, global projects
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Dr. E. Wallmüller, Project Management, Spring 2006 22
Excursus PM-based models / approaches
• PRINCE II • OPM 3 • PM in CMMI • PM in ISO 15504 (SPICE) Home Work: „The Essence of ...“ Kurzreferat mit max. 5 Folien, Dauer 15
min. vorbereiten.
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Dr. E. Wallmüller, Project Management, Spring 2006 23
Project Management
• What’s a project? • PMI definition
– A project is a temporary endeavor undertaken to create a unique product or service
• Progressively elaborated – With repetitive elements
• A project manager – Analogy: conductor, coach, captain,
“Seelsorger”, “Kümmerer”, ...
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Dr. E. Wallmüller, Project Management, Spring 2006 24
Project vs. Program Management
• What’s a ‘program’? • Mostly differences of scale • Often a number of related projects • Longer than projects • Definitions vary • Example: Health care program of T-Systems or
UNISYS Health & Human Services
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Dr. E. Wallmüller, Project Management, Spring 2006 25
Interactions / Stakeholders
• As a PM, who do you interact with? • Project Stakeholders
– Project sponsor – Executives – Team – Customers – Contractors – Functional managers
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Dr. E. Wallmüller, Project Management, Spring 2006 26
Ziel: - identifizieren von Anspruchsgruppen und - personen, - deren Einstellung zu den Projektzielen beurteilen - projektfördernde Massnahmen erarbeiten
Stakeholderanalyse
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Dr. E. Wallmüller, Project Management, Spring 2006 27
Begriff Stakeholder
Anspruchsgruppen und -personen, die unmittelbaren Einfluss auf den Projektfortschritt haben und/oder von den Projektzielen direkt oder indirekt betroffen sind Beispiel: SAP-Einführungsprojekt, Finanzchef
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Dr. E. Wallmüller, Project Management, Spring 2006 28
Stakeholder-Modell
Promotoren, Sponsoren
Supporters, Change Agents Opponents, Change Barriers
Hoppers, Change Advocates
Change, Innovation
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Dr. E. Wallmüller, Project Management, Spring 2006 29
Promotors, Sponsoren
- aktive Unterstützung - Erfolg sicherstellen - Committment - positive Energie, Macht - Geld, Ressourcen bereitstellen - bei Verlust, schwerwiegende Folgen für Projektfortschritt
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Dr. E. Wallmüller, Project Management, Spring 2006 30
- inhaltliche Unterstützung - breite Abstützung in Organisation - punktuell Ressourcen bereitstellen
Supporters, Change Agents
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Dr. E. Wallmüller, Project Management, Spring 2006 31
Opponents, Change Barriers
- offener oder heimlicher Widerstand gegen das Projekt - wesentlicher negativer Einfluss auf Projektziele - Ziel: -- Projektabruch, -- Umbesetzung von Schlüsselfunktionen, -- Aneignung des Projekts
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Dr. E. Wallmüller, Project Management, Spring 2006 32
Hoppers, Change Advocates
- unentschlossen, neutral - Stellung wechselnd, labil - kein direkter Machteinfluss, aber Meinsbildung möglich - durch Massnahmen ==> Supporters
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Dr. E. Wallmüller, Project Management, Spring 2006 33
Abbilden auf Stakeholdermap Promotoren, Sponsoren
Supporters Hoppers
Opponents
direkt betroffen
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Dr. E. Wallmüller, Project Management, Spring 2006 34
Stakeholdertabelle
Rolle Name, Funktion
Auftrag, Ziele
Chancen, Interessen
Risiken, Konfliktpotentiale
(Coaching-) Massnahmen
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Dr. E. Wallmüller, Project Management, Spring 2006 35
Vorgehen
- Identifizieren der Stakeholder -- nach Rolle, Name, Funktion -- nach Betroffenheit (H-M-L) -- nach seinen persönlichen Chancen/Interessen -- nach seinen persönlichen Risiken/Konfliktpotentiale -- Massnahmen -- Ergebnis: Stakeholderliste (tabelle), Stakeholdermap - Beziehungsanalyse - wer kann mit wem wie - Ergebnis: Stakeholdermap mit Beziehungen
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Dr. E. Wallmüller, Project Management, Spring 2006 36
Beziehungen
- Allianzen (----) -- offene Absprache/implizite Zustimmung -- gleiches Verhalten -- selbe Entscheidungen/Empfehlungen - Abhängigkeiten (==>) -- Verhalten und Entscheidungen immer von einem anderen Faktor (z.B. Stakeholder) abhängen - Konflikt (<==!!!==>) -- gegenseitig bekämpfen -- Chancen/ Interessen gegenseitig ausschliessen
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Dr. E. Wallmüller, Project Management, Spring 2006 37
Home Work: Stakeholderanalyse
- Wählen Sie in der Gruppe ein Beispiel für eine Veränderungssituation oder Veränderungsprojekt. - Bestimmen Sie gemeinsam die Stakholder und ihre Beziehungen. - Definieren Sie Coachingmassnahmen. - Ergebnis: Stakeholdermap und -tabelle.
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Dr. E. Wallmüller, Project Management, Spring 2006 38
PM Tools: Software
• Low-end – Basic features, tasks management, charting – MS Excel, …
• Mid-market – Handle larger projects, multiple projects, analysis tools – MS Project (approx. 50% of market), …
• High-end – Very large projects, specialized needs, enterprise wide – RPLAN, AMS Realtime, Primavera Project Manager,
Clarity, Projectile, …
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Dr. E. Wallmüller, Project Management, Spring 2006 39
Tools: Gantt Chart
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Dr. E. Wallmüller, Project Management, Spring 2006 40
Tools: Network Diagram
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Dr. E. Wallmüller, Project Management, Spring 2006 41
PMI’s 9 Knowledge Areas
• Project integration management • Scope • Time • Cost • Quality • Human resource • Communications • Risk • Procurement
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Dr. E. Wallmüller, Project Management, Spring 2006 42
First Principles
• One size does not fit all • Patterns and Anti-Patterns • Spectrums
– Project types – Sizes – Formality and rigor
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Dr. E. Wallmüller, Project Management, Spring 2006 43
Why Rapid Development
• Faster delivery • Reduced risk • Increased visibility to customer • Don’t forsake quality
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Dr. E. Wallmüller, Project Management, Spring 2006 44
Strategy
• Classic Mistake Avoidance • Development Fundamentals • Risk Management • Schedule-Oriented Practices
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Dr. E. Wallmüller, Project Management, Spring 2006 45
Four Project Dimensions
• People • Process • Product • Technology
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Dr. E. Wallmüller, Project Management, Spring 2006 46
Trade-off Triangle
• Fast, cheap, good. Choose two.
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Dr. E. Wallmüller, Project Management, Spring 2006 47
Trade-off Triangle
• Know which of these are fixed & variable for every project
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Dr. E. Wallmüller, Project Management, Spring 2006 48
People
• “It’s always a people problem” Gerald Weinberg, “The Secrets of Consulting”
• Developer productivity: 10-to-1 range - Improvements:
- Team selection - Team organization – Motivation
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Dr. E. Wallmüller, Project Management, Spring 2006 49
People 2
• Other success factors – Matching people to tasks – Career development – Balance: individual and team – Clear communication
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Dr. E. Wallmüller, Project Management, Spring 2006 50
Process
• Is process stifling? • 4 Types: Management, Engineering,
Support, organisation wide • Development fundamentals • Quality assurance/Verification & Validation • Risk management • Lifecycle planning • Avoid abuse by neglect
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Dr. E. Wallmüller, Project Management, Spring 2006 51
ISO 12207 Software Life Cycle Process
Primary Life Cycle Processes
Supporting Life Cycle Processes
Organizational Life Cycle Processes
Acquisition
Supply
Operation
Maintenance
Development
Documentation
Configuration Management
Quality Assurance
Verification
Validation
Joint Review
Audit
Problem Resolution
Management
Improvement
Infrastructure
Training
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Management Process
Development Process
employ
employ
employ
employ
Supporting Process Documentation Configuration management Problem resolution Quality assurance audit
Contract View
Engineering View
Management View
Supporting View
Developer Maintainer
Operator User
Manager
Employer of Supporting Processes
Operating View
Organizational Processes Infrastructure Improvement Training
Contract
employ
employ
employ
employ employ employ
Operation Process
Acquirer Supplier
Acquisition Process
Supply Process
Maintenance Process
Verification Validation Joint review
ISO 12207 Roles and Views
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Dr. E. Wallmüller, Project Management, Spring 2006 53
CMMI SE/SW Continuous Representation
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Dr. E. Wallmüller, Project Management, Spring 2006 54
Process 2
• Customer orientation • Process maturity improvement • Rework avoidance
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Dr. E. Wallmüller, Project Management, Spring 2006 55
Product
• The “tangible” dimension • Product size management • Product characteristics and requirements • Feature creep management
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Dr. E. Wallmüller, Project Management, Spring 2006 56
Technology
• Often the least important dimension • Language and tool selection • Value and cost of reuse
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Dr. E. Wallmüller, Project Management, Spring 2006 57
Planning
• Determine requirements • Determine resources • Select lifecycle model • Determine product features strategy
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Dr. E. Wallmüller, Project Management, Spring 2006 58
Tracking
• Cost, effort, schedule • Planned vs. Actual • How to handle when things go off plan?
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Dr. E. Wallmüller, Project Management, Spring 2006 59
Measurements
• To date and projected – Cost – Schedule – Effort – Product features
• Alternatives – Earned value analysis – Defect rates – Productivity (ex: SLOC) – Complexity (ex: function points)
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Dr. E. Wallmüller, Project Management, Spring 2006 60
Technical Fundamentals
• Requirements • Analysis • Design • Construction • Quality Assurance • Deployment
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Dr. E. Wallmüller, Project Management, Spring 2006 61
Project Phases
• All projects are divided into phases • All phases together are known as the Project
Life Cycle • Each phase is marked by completion of
Deliverables • Identify the primary software project phases
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Dr. E. Wallmüller, Project Management, Spring 2006 62
Lifecycle Relationships
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Dr. E. Wallmüller, Project Management, Spring 2006 63
Seven Core Project Phases
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Dr. E. Wallmüller, Project Management, Spring 2006 64
Phases Variation
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Dr. E. Wallmüller, Project Management, Spring 2006 65
36 Classic Mistakes
• McConnell’s Anti-Patterns • Seductive Appeal • Types
– People-Related – Process-Related – Product-Related – Technology-Related
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Dr. E. Wallmüller, Project Management, Spring 2006 66
People-Related Mistakes Part 1
• Undermined motivation • Weak personnel
– Weak vs. Junior • Uncontrolled problem employees
(“Problemkinder”) • Heroics • Adding people to a late project
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Dr. E. Wallmüller, Project Management, Spring 2006 67
People-Related Mistakes Part 2
• Noisy, crowded offices • Customer-Developer friction • Unrealistic expectations • Politics over substance • Wishful thinking
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Dr. E. Wallmüller, Project Management, Spring 2006 68
People-Related Mistakes Part 3
• Lack of effective project sponsorship • Lack of stakeholder buy-in • Lack of user input
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Dr. E. Wallmüller, Project Management, Spring 2006 69
Process-Related Mistakes Part 1
• Optimistic schedules • Insufficient risk management • Contractor failure • Insufficient planning • Abandonment of plan under pressure
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Dr. E. Wallmüller, Project Management, Spring 2006 70
Process-Related Mistakes Part 2
• Wasted time during fuzzy front end • Shortchanged upstream activities • Inadequate design • Shortchanged quality assurance
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Dr. E. Wallmüller, Project Management, Spring 2006 71
Process-Related Mistakes Part 3
• Insufficient management controls • Frequent convergence • Omitting necessary tasks from estimates • Planning to catch-up later • Code-like-hell programming
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Dr. E. Wallmüller, Project Management, Spring 2006 72
Product-Related Mistakes
• Requirements gold-plating – Gilding the lily
• Feature creep • Developer gold-plating
– Beware the pet project • Push-me, pull-me negotiation • Research-oriented development
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Dr. E. Wallmüller, Project Management, Spring 2006 73
Technology-Related Mistakes
• Silver-bullet syndrome • Overestimated savings from new tools and
methods – Fad warning
• Switching tools in mid-project • Lack of automated source-code control
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Dr. E. Wallmüller, Project Management, Spring 2006 74
Reading
• McConnell: Chapters 1-4 – We covered most of Ch 3 today
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Dr. E. Wallmüller, Project Management, Spring 2006 75
Empirische Studie „Erfolgreich Projekte durchführen“
• Studie von PA Consulting Group und
GPM Deutsche Gesellschaft für Projektmanagement e. V., 2004 • Stichprobenumfang: 98 Personen => Class web site!
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Dr. E. Wallmüller, Project Management, Spring 2006 76
Ursachen für das Scheitern von Projekten