L2-S1 Skills & Competencies 8/25/10© M.E. Fayad 1997-- 2009 S/W Project Management

Dr. M.E. Fayad, Professor Computer Engineering Department College of Engineering, San José State University One Washington Square, San José, CA 95192-0180 E-mail: m.fayad@sjsu.edu

Software Project Management

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Skills & Competencies for Effective Project

Management

Lesson Title

Session #2

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Roadmap   Lesson Learning Objectives

 Management Levels

  Project Manager: Skills & Competencies   Business Achievement

  Problem Solving

  Influence

  Project Management

  Self-Management

  Job Functions for Project Management

  Project Management Competency Levels

  S/W Project Management Patterns

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Lesson Learning Objectives

  Identify the skills required to be a successful SW project management

  Assess your skill levels as a project manager

  Establish a vision of the competent project manager

  Identify the specific skills that you personally wish to

develop (Managerial Patterns)

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Patterns within Previous Objectives

  Identification

  Skill

  Project

  Management

  Assessment

  Level

  Vision

  Competency

  Evaluation

  Performance

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Management Levels

 Planning

 Monitoring

 Directing

 Organizing

 Staffing

 Tracking and Controlling

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Project Manager: Competencies & Skills

Skills

Competencies

visible

Hidden

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AnySkill Stable Design Pattern

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Competency Stable Design Pattern

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Project Manager: Competences Required

 Business Achievement

 Problem-Solving

 Influence

 People Management

 Self-Management

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I. Business Achievement Competences

1.  Business Awareness

2.  Business Partner Orientation

3.  Commitment Quality

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1. Business Awareness   Ensures that the project is inline within the organization’s

business plan and satisfies a business objective by solving a major business problem

  Stays current and evaluates the impact of industry and technology development

  Balances ideal technical techniques and project scope against business priorities (no need for perfection)

  Understand the financial implications of the project (ex: cost-benefit analysis, capitalization vs. expenses)

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2. Business Partner Orientation   Meets frequently with project clients   Co-locates the business and systems project team

members if possible.   Conducts business-oriented walk-throughs   Structures the activities of the project team so that

system staff members work closely with a business partner

  Follows up with business partners during and after the project to make sure their needs have been met

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3. Commitment Quality   Pushes for more efficient ways to do things   Sets and enforces high stanards of quality for

self and others   Staffs the project with people with skills and

attitudes necessary for the project to be successful

  Develops a quality plan based on objectives, and coordinated with the project plan

  Monitors performance against quality plan and objectives

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II. Problem-Solving Competencies

4.  Initiative

5.  Information Gathering

6.  Analytic Thinking

7.  Conceptual Thinking

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4. Initiative   Develops innovative & creative approaches to

problem when faced with obstacles or limitations

  Takes calculated risks   Takes persistent, repeated action to

overcome obstacles and achieve solutions   Puts in whatever effort is needed to get the

job done.

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5. Information Gathering   Identifies all groups that may be affected by

the project, and involves them– actively soliciting their input

  Seeks information or data from various sources to clarify a problem

  Identifies and consults individuals and groups that can expedite project activities or provide a ssistance

  Obtains sufficient factual information to develop and support the design and implementation decisions

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6. Analytic Thinking

  Breaks down a large or complex project into meaningful sub-projects

  Develops overall project plan   Sorts or organizes data to facilitate

dealing with it systematically   Assesses project design and

implementation approaches

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7. Conceptual Thinking

  Anticipates and plans for the impact of the project on other systems

  Develops a clear vision or conceptual model of the system to be developed

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III. Influence Competencies

8.  Interpersonal Awareness

9.  Organizational Awareness

10.  Anticipation of Impact

11.  Resourceful Use of Influence

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8. Interpersonal Awareness   Tries to get to know your team members and

understand what motivates them   Understands the issues and concerns of team

members   Notices and interprets nonverbal behaviors   Mediates conflict between team members

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8. Organizational Awareness   Takes the time to understand the political

dynamics among groups involved in the project

  Proactively engages groups and individuals with technical and/or financial overseeing responsibilities.

  Uses relationships with people from other units within the organization to resolve issues or provide assistance

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10. Anticipation of Impact

  Manages expectations   Arranges for senior managers to attend

the initial project meeting and explain the project’s mission and objectives

  Considers the short-and-long term implications of project decisions

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11. Resourceful Use of Influence   Develops strategies that addresses

people’s most important concerns or needs

  Seeks the support of senior managers for your project

  Involves project team members in the detail planning of the project so that they will have ownership of the plan

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IV. People Management Competencies

12.  Motivating Others

13.  Communication Skills

14.  Developing Others

15.  Monitoring and Controlling

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12. Motivating Others

  Ensures that team members understand the project’s goals and purpose

  Provides opportunities or rewards that are tailored to each individual’s interests

  Provides rewards and recognition of people as intermediate milestones are reached on or ahead of schedule.

  Initiate informal events to promote teamwork

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13. Communication Skills

  Plans ahead for meetings   Organizes and meets regularly with a

management team composed of all representatives from all areas effected by your project

  Holds regular, frequent meetings with project team to discuss status, resolve issues, and share info

  Ensures the presentations are well organized

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14. Developing Others

  Provides training for the team members   Provides direct, specific, constructive

feedback and guidance to others regarding their performance

  Empowers team members to create challenge and to stretch their abilities

  Provides more supervision for inexperienced people

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15. Monitoring and Controlling   Regularly obtains status info from each

project team members on his or her assigned task

  Monitors the project status to ensure effective use of resources

  Keeps team members focused on project goals and deliverables

  Conducts a post-project review to identify what went well, what should have been done differently, and what lessons were learned.

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V. Self-Management Competencies

16.  Self-Confidence

17.  Stress Management

18.  Concern for Credibility

19.  Flexibility

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16. Self-Confidence

  Presents a confident, positive attitude to set the tone for the project team

  Takes a firm stand in the face of opposition

  Confronts problems with others quickly and directly

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17. Stress Management

  Controls own feelings and behaviors in stressful situations

  Works effectively under pressure

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18. Concern for Credibility   Maintains credibility by consistently

delivering what had been promised.   Answers questions honestly, to

maintain credibility even if it is awkward to do so.

  Informs management and customers management promptly about any difficulties.

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19. Flexibility   Adjusts readily to changes in the work

environment   Adjusts own managerial style,

depending on the people and the situation

  Uses or shares resources to best accomplish organizational goals

  Delegates tasks and activities to others

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Job Functions for Project Management

 Project Planning (Strategic & Tactical)  Managing the Project  Lead Project Team  Building Client Relationships  Targeting to the Business

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1. Project Planning (Strategic & Tactical)   Develops feasibility study with project team, identifying business

problems, requirements, project scope & benefits.   Identifies key project deliverables and milestones   Develops project plan which includes work-breakdown structure,

reporting, and communicates to teams and clients   Estimates timelines and phases   Influences selection of project team members   Assigns project responsibilities based on assessment of team

member skills and development needs   Defines clear team member roles and performance expectations   Establishes acceptance criteria   Determines appropriate technological approaches and software tools

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2. Managing the Project   Continually reviews project status   Reviews work against key results criteria   Uses systematic method for logging project status – Checking

against schedule   Uses change management / request procedure   Uses project meetings to measure progress against plan;

communicates changes and issues.   Assesses skill-needed documentation of meetings, work, and

decisions.   Measures quality through testing against requirements   Conducts project reviews and walk-throughs

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3. Lead Project Team

  Involves project team in planning   Uses both formal and informal methods to track project

status   Recognizes individual and team accomplishments   Manages performance issues in a timely manner   Delegates tasks effectively based on understanding

individual strengths and weaknesses   Maintains open door for staff ideas and concerns   Sets performance and development objectives for staff   Schedules and holds regular team meetings

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4. Building Client Relationships

  Involves working jointly with client in defining project goals and key results

  Works with client to ensure alignment of project to overall business goals

  Listens, responds, documents client needs, changes, and demands

  Presents and reports periodically to client   Establishes lines of responsibility and accountability to

client

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5. Targeting to Business

  Manages in accordance with corporate visions and values

  Understands business needs, time, and cost pressures

  Estimates timelines and phases   Keeps current with business and technology

developments among competitors   Aligns project with corporate and business

priorities and direction

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Managing the Project

 Software System is Highly Complex  Has a short life span  Maintenance cost is ridiculously high.  Minimum reuse.  Zero Value  Software development cost is very high

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SPM Competency Levels

 Knowledge  Comprehension  Application  Analysis  Synthesis  Evaluation

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Discussion Questions

 Questions?