Mkcl Project Management Session 3
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Transcript of Mkcl Project Management Session 3
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Project Management
Shekhar Sahasrabudhe
CISA, ISO Lead assessor
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Session III - Agenda
Project Execution Project Control Project Closure
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Project Execution
Coordinating people and other resources to carry out the plan
Requirements Management– Requirements Management Plan– Software Requirements Specifications (SRS - TRS)– Requirements Tracability Matrix
Design Development & Unit Testing Verification & Validation Release
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Requirements Management
The “What” phase Inputs: SOW, Proposal Outputs:
– Requirements Document (RD) a.k.a.Requirements Specification Document (RSD) Software Requirements Specification (SRS)
– 1st Project Baseline– Software Project Management Plan (SPMP)– Requirements Approval & Sign-Off
Your most difficult task in this phase
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Requirements Management
Perhaps most important & difficult phase Can begin with a Project Kickoff Meeting Can end with a Software Requirements
Review (SRR)– For Sponsor and/or customer(s) approval
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Why are Requirements so Important?
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Requirements Management
Characteristics & Issues– Conflict of interest: developer vs. customer– Potential tug-of-war:
Disagreement on Features & Estimates Especially in fixed-price contracts
– Frequent requirements changes– Achieving sign-off
Project planning occurs in parallel
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Requirements
Requirements are capabilities and conditions to which the system – more broadly, the project – must conform
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2 Types of Requirements
– Functional (behavioral)– Features and capabilities
– Non-functional (a.k.a. “technical”) (everything else)– Usability
Human factors, help, documentation– Reliability
Failure rates, recoverability, availability– Performance
Response times, throughput, resource usage– Supportability
Maintainability, internationalization– Operations: systems management, installation– Interface: integration with other systems– Other: legal, packaging, hardware
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Analysis & Design
The “How” Phases Inputs: Requirements Document Outputs:
– Functional Specification – Detailed Design Document – User Interface Specification – Data Model– Prototype (can also be done with requirements)– Updated Plan (improved estimates; new baseline)
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Analysis & Design
a.k.a. Top-level design & detailed design Ends with Critical Design Review (CDR)
– Formal sign-off– Can also include earlier Preliminary Design
Review (PDR) for high level design
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Analysis & Design
Characteristics & Issues– Enthusiasm via momentum– Team structure and assignments finalized– Delays due to requirements changes, new information
or late ideas– Issues around personnel responsibilities– Unfeasible requirements (technical complexity)– Resource Issues
Including inter-project contention
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Development & Unit Testing
The “Do It” phase Coding & Unit testing Often overlaps Design & Integration
phases– To shorten the overall schedule– PM needs to coordinate this
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Development & Unit Testing
Other concurrent activities– Design completion– Integration begins– Unit testing of individual components– Test bed setup (environment and tools)– Project plans updated– Scope and Risk Management conducted
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Development
Characteristics– Pressure increases– Staffing at highest levels– Often a “heads-down” operation
Issues– Last-minute changes– Team coordination (esp. in large projects)– Communication overhead– Management of sub-contractors
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Integration & Test
Evolves from Dev. Phase Often done as 2 parallel phases
– Partial integration & initial test
Starts with integration of modules An initial, incomplete version constructed Progressively add more components
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Integration & Test
Integration primarily a programmer task Test primarily a QA team task Integration:
– Top-down: Core functionality first, empty shells for incomplete routines (stubs)
– Bottom up: gradually bind low-level modules– Prefer top-down generally
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Integration & Test
Tests– Integration testing– Black & White-box testing– Load & Stress testing– Alpha & Beta testing– Acceptance testing
Other activities– Final budgeting; risk mgmt.; training;
installation preparation; team reduced
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Integration & Test
Characteristics & Issues– Increased pressure– Overtime– Customer conflicts over features– Frustration over last-minute failures– Budget overruns– Motivation problems (such as burnout)– Difficulty in customer acceptance
Esp. true for fixed-price contracts
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Deployment & Maintenance
Installation depends on system type– Web-based, CD-ROM, in-house, etc.
Migration strategy How to get customers up on the system
– Parallel operation
Deployment typically in your project plan, maintenance not
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Deployment & Maintenance
Maintenance– Fix defects– Add new features– Improve performance
Configuration control is very important here Documents need to be maintained also Sometimes a single team maintains multiple
products
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Deployment & Maintenance
Characteristics & Issues– Lack of enthusiasm – Pressure for quick fixes– Insufficient budget– Too many patches– Personnel turnover– Regression testing is critical
Preferably through automated tools
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Project Control
Ongoing effort to keep your project on track 4 primary activities:
– 1. Planning performance A SDP, schedule, and a control process
– 2. Measuring status of work performed Actuals
– 3. Comparing to baseline Variances
– 4. Taking corrective action as needed Response
Prerequisite to good control is a good plan
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Project Control
“Control” Power, authority, domination. No. Guiding a course of action to meet an objective. Yes.
Principles Work is controlled, not workers
– Control helps workers be more effective & efficient Control based on work completed
– Use concrete deliverables Balance
– Appropriate level between too much and too little– Includes:
Micro-managing vs. neglect Too much tracking detail vs. too little
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Progress Monitoring
The 3 key Progress Monitoring Questions– What is the actual status?– If there’s a variance, what is cause?– What to do about it?
Possible responses 1. Ignore 2. Take corrective action 3. Review the plan
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Progress Monitoring
Monitoring rates– Daily, weekly, monthly– If problems occur – then adjust
You may have to monitor problem areas more closely For some period of time Almost always there’s one or more areas under closer
scrutiny Status Reporting
– Part of the communications management plan– Which is usually just a section of SDP
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Status Reports
From team to PM, from PM to stakeholders Typical format for latter
– Summary– Accomplishments for this period (done)
Tasks, milestones, metrics
– Plans for next period (to-do)– Risk analysis and review– Issues & Actions
Shoot for weekly updates– Email notes, then hold brief meeting– More frequently during crises
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Programming Status Reporting
A programmer reports that he’s 90% done.– What does this mean?
A programmer reports completing 4,000 LOC on estimated 5,000 LOC effort.
Is this 80% complete? Quality? Ratio, estimated to completed?
– Your estimates could have been wrong If you can’t measure scope or quality you don’t know
“reality” You really only know cost (hours spent) How can you improve this?
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Binary Reporting
Work packages (tasks) can only be in one of 2 states: complete or incomplete– No partial credit
Preferred to anything subjective! “90% Complete Syndrome”
– Software is 90% complete 90% of the time Use lower-level task decomposition Tangible exit criteria
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Project Closure
Formalizing acceptance of the project or phase and bringing it to an orderly end
Project Closure Report
Release of resources Project Learnings
Contribution to Knowledge Management Archive
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Questions?
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