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

Project Management: Overview
A. What Is Project Management (PM)?
B. Why Is Project Management Needed?
C. What Skills Does Project Management Require?
D. When Does Project Management Occur and ends?
• Project ends shortly after the Product ships
• Product End of Life occurs when Product Service is terminated by
manufacturer
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BUS119A: PM Overview - 1
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S. Yoon and D.Gasich
A. What Is Project Management?
•
•
•
A systematic approach to PRODUCT development
A set of activities to PLAN, MONITOR, COORDINATE,
and REVIEW/Change/Rework a product development
project
Management activities:
1. Estimation of project cost
2. Preparation of development schedules
3. Application of effective development process
• Development process consists of numerous steps starting with
Identifying Requirements step and ending with Delivery of
Product step (three to fifteen steps).
4. Preparation and evaluation of proposals
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PM Constraints
• T=On Time – To meet and/or beat competition
• B=Within Budget – Project Cost to make it profitable
• F=Provide Function (FN) – To be attractive to customer
must have CAPABILITIES that customer wants and needs.
• Effect of TBF on QUALITY (Q) of the Product:
Time
Time
(Q)
Budget
(FN)
(Q)
(
Q
)
Budget
(FN)
Fewer Functions => “Less Quality”
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BUS119A: PM Overview - 3
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IPO and IPOSC Diagram Refresher
• IPO – Input Process Output block diagram:
Input
Output
Process
IPOSC – is an IPO diagram that has two additional elements:
•Storage and
•Control
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IPOSC Diagram (a refresher)
• IPOSC – Input, Process, Output, Storage and Control:
Control
Process
Input
Output
Storage
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Functional Requirements
• Input: The system must accept the following
inputs -- employee timecards, ....
• Processing: The system must perform the
following processes -- calculate gross wage, ....
• Output: The system must generate the following
outputs: weekly paychecks, payroll tax report, ....
• Storage: The system must maintain the following
files: employee payroll file, tax rate file, ....
• Control: The system must enforce the following
policies -- pay overtime for hours > 40, ....
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Project Management Sub-goals
The “Three legged” stool model.
• On time
– On-target estimate of project schedule and effective
monitoring and tracking of project activities.
• Within budget
– On-target estimate of project budget and effective
monitoring and tracking of project costs.
• With a high degree of user commitment (FN)
– Effective client relations, including involving users,
documenting requirements, and managing change.
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All 3 PM Sub-goals are critical ...
T
On-time
B
Within
budget
F On time, Within Budget, Function
Function
On-time
Budget
• But, ultimately, the
success or failure
of a project is
determined by the
satisfaction of the
person(s) who
requested the
project (that is
CUSTOMER
SATISFACTION)!
Function
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Project Management ….
• An effective project manager must be able to
– understand the system objectives
– identify system functional requirements (IPOSC)
– recognize project constraints and scope
– identify project tasks and estimate project schedule
• in order to meet the objectives and satisfy the
requirements while staying within the
constraints.
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System Objectives
• Statements of the business benefits the proposed
system will provide
– Efficiency: improve accuracy, timeliness; reduce costs,
personnel; increase productivity
– Effectiveness: make accurate, timely information
available for management decision making; improve
communication; support collaboration
– Competitiveness: increase market share, customer
satisfaction; lock-in customers and suppliers
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Constraints
• State limitations on the resources available for
the project
– Time (schedule): calendar time to complete the project
– Money (budget): $$$ available to pay developers,
purchase HW/SW, convert data, train users, etc.
– Personnel: number assigned, skills, availability
– “Options”: must use firm’s existing HW/SW, can’t hire
any additional staff, etc.
– Development tools: 3GL vs. 4GL, prototyping or
CASE tools, DBMS
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Scope
• Statements describing what will/will not be
addressed in the project
– Organizational boundaries: Which divisions or
locations?
– Functional area boundaries: Which functional areas?
– Process boundaries: Which processes? e.g.,
– Generate weekly payroll checks
– Maintain W-2 data
– Generate payroll reports
– Generate annual W-2 forms
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PD  PM Methodology
Product Development
Methodology
A/K/A Development Process
• A framework for solving
technical challenges
• Focus: Define the attributes
of the desired product
• Who: What are the technical
roles and responsibilities?
• Measurement: progress
against the technical
requirements
Project Management
• A framework for planning and
managing work
• Focus: Plan how to deliver
product on time/within budget
• Who: What are the management roles/responsibilities?
• Measurement: progress against
the project plan
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Product Attributes
Product Abilities,
Attributes, Function,
Capabilities
From “Wired” Magazine 05/2006
Function example:
“Product will provide
Web interface to a
Database that will be
user updateable.”
An extensive list of
“Abilities” is on next
slide
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Product Abilities – Function and Quality are the key
Acceptability - Interest and need of customers to get a product and use it.
Adaptability - Change in one component does not require extensive changes in
others.
Applicability - Match between functional claims that product offers and
customer needs.
Assistability - Degree to which a product helps customers in doing certain
tasks.
Availability - Percent of time that a product is able to run out of all
required time
Capability - Functionality or Ability (FUNCTION) This is the key ability
Feasibility - Likelihood of achieving objectives (or requirements)
Flexibility - System's ability to adapt to changing requirements.
Functionality - Systems scope of functions it can perform (ex. Sort, Print
etc.)
Installability - How easy it is to install the product
Interoperability - Ability of the different HW and SW to work in unison
Maintainability - Ability to modify, understand and test when changes are
needed.
Modularity - Product built in a way where change in one module has minimal
impact on others.
Performance - Primarily speed of transfer or processing. It may mean all
"abilities".
Reliability - Time or frequency that the system or program failing (QUALITY)
Reusability - Ability of products to be used in new systems or with heavy
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modifications.
Portability
- Ability
a product
to run on differentS.hardware
different
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operating systems
B. Why Project Management?
What will happen if you do not plan or planning is inadequate.
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On-Budget Completion Rates
Historical Experience (statistics) of numerous projects.
Unsure
16%
Under
7%
On Budget
40%
Over
(average of
30%)
37%
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On-Time Completion Rates
Unsure
7%
Early
2%
On Time
35%
Late (avg = 5
months)
56%
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Observations and Quips
• No major project is ever installed on time, within
budget, or with the same staff that started it.
Yours will not be the first.
• Projects progress quickly until they become “90%
complete”. Then it takes them as long to
complete that last 10%.
• One advantage of fuzzy project? -- You can
avoid the embarrassment of estimating the
corresponding costs.
• When things are going well, something will go
wrong.
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Laws of Project Management
• If PRODUCT content is allowed to change
freely, the rate of change will be greater than
the rate of progress. Control “added functions”.
• No system is ever completely debugged. The
debug inevitably introduce new bugs that are
even harder to remove (secondary and masked
defects).
• “A carelessly planned project may take 3X
times longer to complete than expected; a
carefully planned project will take 2X longer.
• Project teams detest progress reporting b/c it
vividly manifests their lack of progress.
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Major Reasons for Project Failure
• Incomplete, ambiguous, inconsistent Requirements and
Specifications
• Poor (NO!) planning and/or estimating
• No clear assignment of authority and responsibility
• Inadequate “End User" involvement during development
• Lack of adequate experience, tools and techniques
• Dependencies on external sources (vendors,
subcontractors, counting on inventions)
• High staff turnover or inadequate training
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Major Interactions of PR Participants
$$ Top
Management
Government Agencies:
Patents, Copyrights,
Trademarks, Environment
Impact
Functional
Managers
Project
Manager
Project Team
(teamwork)
Other Organizations
HR, Facilities (office space)
Consultants
(professors)
Client,
Customers,
Sponsor
Subcontractors
Outsourcing
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C. PM Skills Needed
1. Planning: predicting the sequence of activities and resources needed for a
project
2. Sizing: predicting deliverables in terms QUANTIFIABLE METRICS.
Metrics for VOLUME is LOC. Specifications pages, documentation, test
cases, etc. have metrics. Estimating: predicting the future outcome of a
project in terms of size, schedule, effort, cost, quality, value, and risk
3. Estimating: predicting the future outcome of a project in terms of size,
schedule, effort, cost, quality, value, and risk. Example: It takes a Year to one
Programmer to write 1000 lines of code. How many programmers does the
project need to complete 5 KLOC in 6 months?
4. Tracking: monitoring costs and resources over time. Project Plan predicts
when certain MILESTONES will be reached (ex. Testing Complete) and
management expects to see it by that date.
(continued on next slide)
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PM Skills ….
(continuation from previous slide)
5. Measuring: collecting hard data (schedules, resources,
deliverable size) and soft data (opinions on tool
usefulness, constraints, creeping requirements) to assess
the process and product of development. Using collected
data from previous projects in order to develop “rules of
thumb”
6. Assessing: reviewing processes used to develop systems
to evaluate how closely project comes to its planned rate
of progress and how well product meets requirements
(A/K/A Checkpoints).
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Important Skills for the PR Manager
Scheduling
and
time
management
skills
Technical
skills
Budgeting
skills
Leadership
skills
Marketing,
Resource management,
contracting,
human relationship
customer
skills
relationship
skills
Negotiating Communications
skills
skills
“A Well Rounded” Project Manager
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BUS119A: PM Overview - 25
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D. When Does PM Occur?
• For Project Proposal
– Estimate time, resources, costs to evaluate risks/benefits;
size project deliverables
• At Project Inception
– Prepare more detailed estimate of time, resources, costs
– Prepare detailed schedule of early activities, broad
schedule of later activities
– Establish development team
• During Project
– Track costs and resources used
– Coordinate and monitor activities, personnel, resources
• For Post-Implementation Review (learn from experiences)
– Measure/assess process and product. “Lessons Learned”
and “Post Mortem Analysis”.
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BUS119A: PM Overview - 26
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Success of a Product Depends on:
1. Develop a sellable product (right abilities).
2. Develop it on schedule, within budget and with right
capabilities (do PROJECT PLANNING).
3. Deliver it on time to beat competition
4. Nurture financing sources
5. Expect unplanned events, provide BUFFER(s)
6. Recognize and identify potential exposures to
potential negative impacts, take Risk.
7. Handle risk by having “Risk Plan” in the back pocket
in order to Alleviate (relieve, lessen impact) of
potential negative factors if and when they occur.
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