project planning and organisation. 1.0 [email protected]
TRANSCRIPT
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ProjectPlanning and organisation
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1.0
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What is a Project?
Reach a defined goalWith limited resources
Within a fixed time
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Planning
To think about:• What are we supposed to achieve?• How do we get there?
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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
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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
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What is the right planning?
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Some useful tools
• Mile stone plan• Responsibility matrix• Customer interaction tools• Risk analysis
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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
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10 When the system architecture description isapproved by Product owner andSystem architect
2013-12-12
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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
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Responsibility matrixRole Role Role Role
Task
Task Resp
Task
Task Resp
Task
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Legend
R= Responsible (incl. execution)E=ExecutesD=Makes decision I=Should be informedA=Advisor
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Responsibility matrixCTO System
ArchitectProduct owner
System Architecture
I R D
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Roles that tend to lead to success
• Project manager• System architect• Client ”nagger”• Integration responsible• Test responsible• CM responsible• Team leads (scrum masters)
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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
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Customer interaction
One person’s view limited by language
Not the complete Requirements
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Customer interaction tools
• System plays• Continuous participation • Fixed meeting times• Nagging
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Risk analysis
• Identify risks• Anticipate probability 1-5• Anticipate impact 1-5• Multiply• Sort the list• Follwow up
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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
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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?
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Production DevelopmentRepeat the same thing Do something newOver and over again and different
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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
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The execution phase
Work according to the plan
... Improvise a lot
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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)
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Leadership in a project
• Client contact• Visualize goals• Fix prerequisites• Ensure decisions are
made• Follow up• Keep up the pace• Motivate
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Motivation
Clear goal
Project wanted / anchored
Competence & methodology
reas
onable
chall
enge
EncouragmentTrust
Participation
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ClientClient
The ProjectThe Project
Demands Demands
The important interface
LucidityRealism
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Behold the turtle, he makes progress only when his neck is out.
-- DR. JAMES B. CONANT, HARVARD UNIV. PRESIDENT
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... A few words about testing
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I’m gonna make this
work
I’m gonna test that this works
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I’m gonna make this
work
I’m gonna test that this works
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I’m gonna make this
work
I’m gonna break this!
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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”
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The way to succed
• Focus on client• Make a proper milestone plan• Define responsibilities• Try to follow the plan (PMs responsibility)• Improvise• Work hard
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Thank you!