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Project Management
Week 3
1
Project Team members
Group 1: Victoria, Johnny, Melissa, Anthony
• Project context
– IT projects are diverse.
– Has a critical impact on which product
development life cycle (Agile, waterfall etc)
will be most effective for a particular
software development project
• Several issues unique to the IT industry have
a critical impact on managing IT projects
The Nature of IT Projects
IT projects use diverse technologies Differences in technical knowledge New technologies have also
that change rapidly can make communication between shortened the time frame many
professionals challenging businesses have to develop, produce,
and distribute new products and
services
Recent Trends Affecting Information Technology Project
Management
• Globalization
• Outsourcing: Outsourcing is when an organization acquires goods and/or
sources from an outside source. Offshoring is sometimes used to describe
outsourcing from another country
• Virtual teams: A virtual team is a group of individuals who work across time
and space using communication technologies
• Agile project management: - move quickly/easily - Requirements are
unknown and continuously changing.
– Also, an organization agility, not just about being fast, but also capacity
to remain in touch with customer needs
– Transformation is more than technology going Agile, it is a change in
mindset across the organization to be adaptable
Globalization
Issues
Suggestions
• Disadvantages
Agile means being able to move quickly and easily, but some
people feel that project management, as they have seen it
used, does not allow people to work quickly or easily
(retrospective)
Kanban (just in-time inventory control method)
– Technique that can be used in conjunction with
Scrum
– Developed in Japan by Toyota Motor Corporation
– Uses visual cues to guide workflow
– Kanban cards show new work, work in progress,
and work completed
Scrum (3 of 4)
Scrum (4 of 4)
• The PMBOK®Guide describes best practices for what should
be done to manage projects.
• Agile is a methodology that describes how to manage
projects.
• The Project Management Institute (PMI) recognized the
increased interest in Agile, and introduced a new certification
in 2011 called Agile Certified Practitioner (ACP).
• Seasoned project managers understand that they have always
had the option of customizing how they run projects, but that
project management is not easy, even when using Agile.
Product owner: person responsible ScrumMaster: person who ensures Scrum team or development team:
for the business value of the project that the team is productive, facilitates cross-functional team of five to nine
and for deciding what work to do and the daily Scrum, enables close people who organize themselves and
in what order, as documented in the cooperation across all roles and the work to produce the desired
product backlog functions, and removes barriers that results for each sprint, which
prevent the team from being normally lasts two to four weeks
effective
Scrum Roles, Artifacts, and Ceremonies (2 of 5)
• Notice that the process groups do not follow a simple linear pattern
• Also, several process groups are repeated for each sprint resulting in several releases of a
usable SW product
Product Backlog Sprint Backlog
Planning (3 of 3)
1. User story templates, samples, 1. User story templates, samples,
and point person and point person
2. WBS templates, samples, and 2. WBS templates, samples, and
point person point person
3. Project schedule templates, 3. Project schedule templates,
samples, and point person samples, and point person
4. Ability to charge customers for 4. Ability to charge customers for
some intranet products and services some intranet products and services
5. Ability to collect user suggestions 5. Ability to collect user suggestions
6. Business case templates, samples,
and point person
7. Ask the Expert feature
8. Stakeholder management
strategy templates, samples, and point
person
9. Risk register templates, samples,
and point person
10. Etc.
Executing
• The most time and money should be spent
on executing
– Plans are implemented to create the desired
product
• Agile approach: team produces several
iterations of a potentially shippable
product
– Users can access and make suggestions
• Communications are different
– Project team meets every morning, physically
or virtually
Monitoring and Controlling (1 of 2)
• The two main tools for monitoring and controlling in the Scrum
framework
– Daily Scrum: held each morning to plan and communicate work
for the day and discuss any risks, issues, or blockers
– Sprint review: work progress within a sprint can be represented
on a sprint board maintained by the ScrumMaster
• This is where tasks status are entered within a sprint – Not
Started, In progress, Ready to Test, Tested, Closed (Devs ,
Testers and product Owner update these statuses )
• Burndown chart: an important artifact used to graphically
display progress on each sprint
Monitoring and Controlling (2 of 2)
Burndown chart shows whether the team is doing well in that sprint, or if there is potential for trouble
Based on burndown chart,
• if it indicates trouble for completion, hence those stories should be removed,
• if team is doing very well, stories should be added to the sprint,
Closing
• After the sprint review, the ScrumMaster
leads a sprint retrospective
– Team reflects on what happened during the
sprint
• Sprint retrospective is intended to answer
two fundamental questions
– What went well during the last sprint that we
should continue doing?
– What could we do differently to improve the
product or process?
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Identifying Major Tasks
When you are planning a new project, the major tasks (activities) should be
identified
This is like building an outline – what are those things that have to be done to
succeed
Think Major Tasks, not features and specifications, e.g. Design Phone Case
not choose material (minor task)
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Examples of Major Tasks*
Project planning phase
Budgeting phase
Getting your project under contract (e.g. Government contract)
Getting a vendor under subcontract
Acquiring materials
Inspections
Major tests
Approvals
and the list goes on…
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Milestones
While managing a project, it is important to measure
your progress toward the project goal
It is also important to have intermediate successes
A milestone can be an event, or a deliverable,
that marks a point in time in your projects progress
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Learning Objectives
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The Planning Process
“The first 90% of a project takes 90% of the time, and the
last 10% takes the other 90%.” Tom Cargill, Bell Labs
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Work Breakdown Structure:
What is a WBS?
You can’t plan the work if you don’t understand the work!
Identifies the work that must be performed
Illustrates project architecture
Partitions work into work packages
Reflects how you will integrate key components
Illustrates how work will be assigned
Basis for
The project schedule
Bottom-up cost estimate
Earned Value management
Assessing risks and opportunities
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Purpose of the WBS
You can’t plan the work if you don’t understand the work!
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The WBS
Last time we identified out major tasks and milestones for the project
Now we are going to translate that into the Work Breakdown Structure (WBS)
“Marching orders”
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Why the WBS is so important …
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Work Breakdown Structure:
What does it take to create a WBS?
The WBS reflects how the PM intends to manage the project.
Involve the right people
PM, SE, Key Subsystem managers, Contract managers,
Subcontractors, Consultants
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Product Breakdown Structure
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Work Breakdown Structure:
Developing a WBS—Best Practices
How many ways can you build a barn?
BARN
BARN BARN
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Work Breakdown Structure:
I want to build a bicycle…
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Work Breakdown Structure:
I want to build a bicycle…
1.0
BICYCLE
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Work Breakdown Structure:
I want to build a bicycle…
1.0
BICYCLE
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Work Breakdown Structure:
I want to build a bicycle…
1.0
BICYCLE
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Work Breakdown Structure:
I want to build a bicycle…
1.0
BICYCLE
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Work Breakdown Structure:
I want to build a bicycle…
1.0
BICYCLE
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Indentured Format—WBS for Bike
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Task Flow
Begin asking yourself – what is the best order
that these tasks should be performed?
What are my dependencies?
Do some things have to be done
before other items?
Can some things be done at the
same time to reduce overall
schedule?
Can you create a flow of events?
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WBS Example 2
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Another Example
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WBS Development Tips…
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How much detail?
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WBS Concepts (Week 3.2)
Summary tasks
These are probably your top level activities we identified last time
Decomposition of tasks
Decompose those major tasks into smaller tasks or individual tasks
Work package
Collection of tasks
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Work Breakdown Structure:
Developing a WBS—Best Practices
The WBS reflects how the PM intends to manage the project.
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Function WBS – the WRONG way
too easy to miss steps/parts
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Phase Breakdown – Alternative
(we will use product breakdown)
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Product Break
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How much Detail?
However, in general I have found an easy rule of thumb is
that the lowest level task/work packages that end up in
the schedule should be about a reporting cycle long.
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WBS Dictionary
WBS Dictionary defines parts of WBS.
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WBS Dictionary
WBS Dictionary defines parts of WBS.
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WBS Development Tips…
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WBS Block by Block
WBS Guidelines Block Castle Guidelines
1. Clear direction/definition Make sure you have successfully Have a clear understanding of what it is
completed your project you’re about to build before you
initiation activities before start. Trying to change from a castle to a
embarking on a detailed WBS. bridge halfway through will be
troublesome.
2. Appropriate level of Develop the WBS to an Building a castle using only 10 blocks might
complexity appropriate level of detail—one be quick, but it won’t be very
that provides the information useful. Alternatively, trying to build a
you need to control the project, 10,000 block version of Edinburgh Castle
but doesn’t swamp you with will probably consume more time than you
data/information. realistically have available.
3. Team work The content of the WBS should If you recruit your family to build the castle,
be mostly provided by your with your help and direction, they are more
project team and key project likely to appreciate the end result, and less
stakeholders – not by the likely to knock it down when you’re not
project manager. looking.
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WBS Block by Block
WBS Guidelines Block Castle Guidelines
4. Completeness The WBS should describe the Make sure you build all of the castle’s
work of your whole features, as one with only three walls
project. And there shouldn’t isn’t very effective. And castles generally
be anything in the WBS that don’t have swimming pools – so don’t
isn’t part of your project. include one in your castle floor plan.
5. Accuracy When documenting the Make sure the first floor of your castle is
detailed boxes (children) complete and well-aligned – otherwise it
underneath a WBS element will not support the blocks that comes
(parent), the children must later, and you’ll be left with all your floors
completely and exactly combined into one.
describe the same amount of
work as the parent, just in
more detail.
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Lab Time/In class assignment 2
Open MS Project
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Homework 2 – Create WBS