1. business and industrial
2. business operations
3. management
4. project management

Info IV
IT Project Management
Prof. Dr. Peter Müller
Software Component Technology
2
Introduction
A Sad Story
 Standish Group Research Study “CHAOS” 1995
Fully successful (on-time,
on-budget, with all features
as initially specified
16%
cancelled prior to
completion
31%
53%
late, over-budget,
or offered fewer
features than
originally specified
 The average unsuccessful project (yellow and red)
- Lasts 222% longer than it was planned to last
- Goes over budget by 189% (4% by more than 400%)
- Offers 61% of originally specified features (yellow)
Peter Müller – Info IV – IT Project Management, SS 04
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Introduction
Why IT-Projects Fail


Top 5 reasons measured by frequency of responses by IT
executive management
Failure profiles of yellow projects
1.
2.
3.
4.
5.

Lack of User Input
Incomplete Requirements
Changing Requirements
Lack of Executive Support
Technology Incompetence
12,80%
12,30%
11,80%
7,50%
7%
Failure profiles of red projects
1.
2.
3.
4.
5.
Incomplete Requirements
Lack of User Involvement
Lack of Resources
Unrealistic Expectations
Lack of Executive Support
13,10%
12,40%
10,60%
9,90%
9%
Peter Müller – Info IV – IT Project Management, SS 04
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Introduction
How to Avoid Troubled Projects
 Apply proper engineering
 Characteristics of IT-projects
 Phases of IT-projects with their purpose, methods, and
deliverables
 Apply proper project management
 Main processes of project management with their inputs,
techniques, tools, and outputs
 Main areas of project management
(scope, time, cost, quality, risk, etc.)
 Recognize the importance of non-technical aspects
 Some basic rules of successful project management
Peter Müller – Info IV – IT Project Management, SS 04
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Agenda
Agenda
Basics
Integration Management
Project Lifecycle
Project Management Lifecycle
Peter Müller – Info IV – IT Project Management, SS 04
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Basics
What is a Project?
Every project has a
definite beginning
and a definite end
 Definition:
A project is a temporary endeavor undertaken to
create a unique product or service
The product or service
is different in some
distinguishing way from
all similar products and
services
 In contrast: Operations are ongoing and repetitive
Peter Müller – Info IV – IT Project Management, SS 04
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Basics
Examples for Projects and Operations
 Projects
-
Developing a new software application
Implementing a new business procedure
Adding functionality to an IT system
Doing a Diplomarbeit
 Operations
- Bugfixing of an existing software application
- Selling train tickets
- Running a car factory
Peter Müller – Info IV – IT Project Management, SS 04
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Basics
What is an IT-Project?
 Definition:
An IT-project is a project to create a product or
service, of which the usage of information
technology is the decisive characteristic
 Examples
- The development of a software application is an ITproject (IT-based product)
- The development of a car is not an IT-project, although
information technology is involved substantially
Peter Müller – Info IV – IT Project Management, SS 04
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Basics
From Projects to Operations
Project
management
Ideas,
studies
Project
start
Operation
management
Project
(Development)
Project duration
Operation
(Production)
Project
end
Time
 Applications are neither projects nor operations, but
products
Peter Müller – Info IV – IT Project Management, SS 04
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Basics
Characteristics of Projects




Temporary endeavor
Unique product or service
Performed by people
Constrained by limited resources
- Budget, time, staff
 Planned, executed, and controlled
 Have their own organization
Peter Müller – Info IV – IT Project Management, SS 04
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Basics
Core Activities and Project Management
ultimately create the
product of a project
Core Activities
Project Management
organizes and leads
the project work to
meet project
requirements
Peter Müller – Info IV – IT Project Management, SS 04
Basics
12
Project Management
 Definition of Project Management (PM):
Project Management is the application of
knowledge, skills, tools, and techniques to project
activities to meet project requirements.
Peter Müller – Info IV – IT Project Management, SS 04
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Basics
Typical Core Activities in IT-Projects






Design of a graphical user interface
Installation of a local area network
Integration test of all system components
Training of users on a new application
Implementation of a set of Java classes
Documentation of design decisions and code
Peter Müller – Info IV – IT Project Management, SS 04
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Basics
Typical Project Management Activities







Communication with team, clients, management
Effort estimations
Planning activities and assigning resources
Comparing actual performance to plan
Risk analysis
Negotiation with subcontractors
Staff acquisition
Peter Müller – Info IV – IT Project Management, SS 04
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Basics
PM Knowledge Areas
PM activities fall into nine Knowledge Areas
Project Management
Project Integration
Management
Project Scope
Management
Project Time
Management
Project Cost
Management
Project Quality
Management
Project Human
Resource Management
Project Communications
Management
Project Risk
Management
Project Procurement
Management
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Agenda
Agenda
Basics
Integration Management
Project Life Cycle
Project Management Life Cycle
Peter Müller – Info IV – IT Project Management, SS 04
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Integration Management
The Triple Constraint

Scope
Time

Cost


 Project objectives are equally important
 Actions in one project area usually affect other areas
Peter Müller – Info IV – IT Project Management, SS 04
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Integration Management
The Triple Constraint

Scope
Time


Cost

 Tradeoffs among objectives must be managed
 Priorities are set by customers and management
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Integration Management
More Competing Objectives
Scope
Quality
Risk
Time
Cost
Customer
Satisfaction
Peter Müller – Info IV – IT Project Management, SS 04
Integration Management
20
Project Success
 Definition:
A project is successful if the specified results are
delivered in the required quality and within the
predetermined time and resource limits.
 Computer scientists tend to focus on scope and
quality only
- The development of a technically perfect application is
not a success if the cost exceeds the price clients are
willing to pay
- Excellent project results often are worthless if they come
too late (temporary market windows, external deadlines)
Peter Müller – Info IV – IT Project Management, SS 04
Integration Management
21
Project Integration Management
 Ensure that various elements of the project are
properly coordinated
- Estimate cost of staffing alternatives
- Determine effects of a scope change on schedule
 Make tradeoffs among competing objectives and
alternatives
 Primarily task of project manager since he / she is
responsible for seeing the overall “big picture”
Peter Müller – Info IV – IT Project Management, SS 04
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Integration Management
Integration Management Processes
 Project plan development
- Integrates various planning outputs (time, cost, risk, etc.)
- Produces a formal, consistent document to manage
project execution
 Project plan execution
- Produces actual work results
 Integrated change control
- Determines that a change has occurred
- Manages the changes as they occur
- Results in corrective actions and project plan updates
Peter Müller – Info IV – IT Project Management, SS 04
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Agenda
Agenda
Basics
Integration Management
Project Life Cycle
Project Management Life Cycle
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Projects are Complex
Requirements
Project
Unique Product
or Service
 At project start, only broad information about
characteristics of product are available
 Average size of IT projects is 500-2000 person days
 Different tasks have to be performed such as designing a
GUI, testing a module, installing hardware, training users,
or negotiating with customers
 How can we handle this complexity?
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Decomposition According to Product
Subproject
Subproject
Unique Product
or Service
Requirements
Subproject
Subproject
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Subprojects




Decomposition usually follows structure of product
Subprojects are easier to manage
Subprojects enable one to use specialized staff
Remaining and new problems
-
Only broad information about product characteristics
Managing the interfaces between subprojects
Integrating the results of the subprojects
Increased need for communication
 Subprojects are still complex
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Progressive Elaboration
Characteristics of a unique product or service must be
progressively elaborated
Continuing steadily
by increments
Worked out with
care and detail
 During the project, characteristics are defined in
more detail as the project team develops a better
and more complete understanding of the product
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Project Phases
Precisely documented
interfaces between
phases: deliverables
Requirements
Project
Unique Product
or Service
Projects are divided
into project phases
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Deliverables
 Definition:
Any measurable, tangible, verifiable outcome,
result, or item that must be produced to complete a
project or part of a project
 Examples
-
An object-oriented design, described by a UML diagram
A project schedule as MS Project file
A user guide for a new application
Software, delivered as compiled binary
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Project Phases
 Definition:
A collection of logically related project activities,
usually culminating in the completion of a major
deliverable
Requirements
Project
Unique Product
or Service
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Project Phases
 Definition:
A collection of logically related project activities,
usually culminating in the completion of a major
deliverable
Project
Requirements
Unique Product
or Service
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Waterfall Model of Project Life Cycle
Analysis
Phase
Design
Phase
Implementation
Phase
Test
Phase
Deployment
Phase
Time
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Properties of the Project Life Cycle
Cost and
Staffing
Level
Start
Time
End
 Stakeholders’ influence on product characteristics
and final cost is highest at project start and
decreases progressively
 Cost of changes and error correction increases
during the project life cycle
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
From Projects to Operations
Deployment
Phase
Project
start
Test
Phase
Implementation
Phase
Design
Phase
Analysis
Phase
Ideas,
Studies
Operation
(Production)
Time
Project
end
 Project phases are surrounded by related activities
that are not part of the project
Peter Müller – Info IV – IT Project Management, SS 04
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Project Life Cycle
Product Life Cycle
Business Requirements
M
D e a rk
m et
an
d
Bus
in
N ee ess
d
Project
Customer
Request
Product
ic
nolog
Tech ance
Adv
al
t
l
ga en
L e ir e m
u
q
Re
Operation
Peter Müller – Info IV – IT Project Management, SS 04
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Agenda
Agenda
Basics
Integration Management
Project Life Cycle
Project Management Life Cycle
Peter Müller – Info IV – IT Project Management, SS 04
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Project Management Life Cycle
Core and Project Management Processes
Grouped into
phases
Core Processes
Project Management Processes
Grouped into
process groups
Peter Müller – Info IV – IT Project Management, SS 04
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Project Management Life Cycle
Project Management Life Cycle
Initiating
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
Peter Müller – Info IV – IT Project Management, SS 04
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Project Management Life Cycle
Example: Time Management
Schedule
Development
Schedule
Updates
Schedule
Control
Task List for Each
Team Member
Status Reports
Project Plan
Execution
Corrective Actions
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Project Management Life Cycle
Process Groups
 Project groups are not discrete one-time events
 They overlap and occur at varying levels of
intensity within each phase of the project
Level of
Activity
Executing
Planning
Initiating
Controlling
Start
Closing
Time
End
Peter Müller – Info IV – IT Project Management, SS 04
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Project Management Life Cycle
Interaction between Phases
Design Phase
Initiating
Processes
Planning
Processes
Controlling
Processes
Implementation Phase
Initiating
Processes
Executing
Processes
Closing
Processes
Planning
Processes
Controlling
Processes
Executing
Processes
Closing
Processes
 Input and output of the processes depend on the
phase in which they are carried out
 But processes are not limited to one phase
(overlaps)
Peter Müller – Info IV – IT Project Management, SS 04
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Project Management Life Cycle
Core and Project Management Processes
Core Processes
Project Management Processes
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Project Management Life Cycle
Core and Project Management Processes
Core Processes
Project Management Processes
Peter Müller – Info IV – IT Project Management, SS 04
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