Software Project Management

Transcription

1 Software Project Management Dr. M.E. Fayad, Professor Computer Engineering Department College of Engineering, San José State University One Washington Square, San José, CA /25/10 M.E. Fayad S/W Project Management L2-S1

2 Session #2 Lesson Title for Effective Project Management 2 L2-S2

3 Roadmap Lesson Learning Objectives Management Levels Project Manager: Business Achievement Problem Solving Influence Project Management Self-Management Job Functions for Project Management Project Management Competency Levels S/W Project Management Patterns 3 L2-S3

4 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) 4 L2-S4

5 Patterns within Previous Objectives Identification Skill Project Management Assessment Level Vision Competency Evaluation Performance 5 L2-S5

6 Management Levels Planning Monitoring Directing Organizing Staffing Tracking and Controlling 6 L2-S6

7 Project Manager: Competencies & Skills Skills visible Competencies Hidden 7 L2-S7

8 AnySkill Stable Design Pattern 8 L2-S8

9 Competency Stable Design Pattern 9 L2-S9

10 Project Manager: Competences Required Business Achievement Problem-Solving Influence People Management Self-Management 10 L2-S10

11 I. Business Achievement Competences 1. Business Awareness 2. Business Partner Orientation 3. Commitment Quality 11 L2-S11

12 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) 12 L2-S12

13 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 13 L2-S13

14 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 14 L2-S14

15 II. Problem-Solving Competencies 4. Initiative 5. Information Gathering 6. Analytic Thinking 7. Conceptual Thinking 15 L2-S15

16 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. 16 L2-S16

17 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 17 L2-S17

18 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 18 L2-S18

19 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 19 L2-S19

20 III. Influence Competencies 8. Interpersonal Awareness 9. Organizational Awareness 10. Anticipation of Impact 11. Resourceful Use of Influence 20 L2-S20

21 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 21 L2-S21

22 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 22 L2-S22

23 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 23 L2-S23

24 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 24 L2-S24

25 IV. People Management Competencies 12. Motivating Others 13. Communication Skills 14. Developing Others 15. Monitoring and Controlling 25 L2-S25

26 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 26 L2-S26

27 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 27 L2-S27

28 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 28 L2-S28

29 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. 29 L2-S29

30 V. Self-Management Competencies 16. Self-Confidence 17. Stress Management 18. Concern for Credibility 19. Flexibility 30 L2-S30

31 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 31 L2-S31

32 17. Stress Management Controls own feelings and behaviors in stressful situations Works effectively under pressure 32 L2-S32

33 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. 33 L2-S33

34 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 34 L2-S34

35 Job Functions for Project Management Project Planning (Strategic & Tactical) Managing the Project Lead Project Team Building Client Relationships Targeting to the Business 35 L2-S35

36 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 36 L2-S36

37 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 37 L2-S37

38 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 38 L2-S38

39 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 39 L2-S39

40 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 40 L2-S40

41 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 41 L2-S41

42 SPM Competency Levels Knowledge Comprehension Application Analysis Synthesis Evaluation 42 L2-S42

43 Discussion Questions Questions? 43 L2-S43