Software Project

Management
Session 2 (7th Oct/2012)

Contents
Organizations
General

Management skills
Type of Organizations
Project processes
Process groups
Process interactions
JWD Case

Organizations
Projects

are typically part of an organization

larger than the project

corporations, government agencies, health-care

institutions, international bodies etc.

Project

is influenced by the organization(s)

which set it up

Organizations
The

maturity of the organization with respect

to its

project management systems

culture
style
organizational structure
project management office may
influence the project.

Organizational systems
Project
Non

Based

Project Based

Organizational systems

Project Based

Organizations that derive their revenue primarily from

performing projects for others
architectural firms
engineering firms
consultants
construction contractors
Organizations that have adopted management by projects
Management systems in place to facilitate project
management.

Organizational systems

Nonproject-based organizations often lack management systems designed

to support project needs

Nonproject- based organizations will have departments or other subunits

that operate as project-based organizations with systems to match.

The project management team should be acutely aware of how the

organizations systems affect the project.

For example, if the organization rewards its functional

managers for charging staff time to projects, then the project management
team may need to implement controls to ensure that assigned staff
members are being used effectively on the project

Organizational systems

Organizational Cultures and Styles

Organizational cultures are reflected in their

values, norms, beliefs, and expectations policies and procedures

Organizational cultures often have a direct influence on the project.

For example:
A team proposing an unusual or high-risk approach is more likely
to secure approval in an aggressive or entrepreneurial
organization.

A project manager with a highly participative style may encounter

problems in a rigidly hierarchical organization

while a project manager with an authoritarian style will be equally

challenged in a participative organization.

Organizational systems
On

The Functional Organizations

On

one side is

the other is

Projectized Organization

Functional Organization

Projectized Organization

Matrix Organizations

A blend of

Weak matrix organization

Functional & projectized organizations

More functional
Project Manager is more of a co-ordinator

Strong matrix organization

More projectized
Full time project manager with more authority
Full time project staff

Weak Matrix Organization

Balanced Matrix Organization

Composite Matrix Organization

Strong Matrix Organization

Organizational structure vs
Project characteristics

Project Management Office

Operate for providing support functions to project

managers in

the form of training, software upto actually being

responsible for the results of the project.

General Management Skills

General

Management Skills required to

manage projects.

General

management skills provide

foundation for building project management
skills.

General Management Skills

General management is a broad subject dealing with every aspect of

managing an ongoing enterprise.

It includes:

Finance and accounting, sales and marketing, research and development, and
manufacturing and distribution.
Strategic planning, tactical planning, and operational planning.
Organizational structures, organizational behavior, personnel administration,
compensation, benefits, and career paths.
Managing work relationships through motivation, delegation, supervision,
team building, conflict management, and other techniques.
Managing oneself through personal time management, stress management,

Project Management
Processes

Project management processes describe, organize, and complete the

work of the project.

The project management processes are applicable to most projects,

Product-oriented processes specify and create the projects product.

Product-oriented processes are typically defined by the project life cycle

and vary by application area.

Project management processes and product-oriented processes

overlap and interact throughout the project.

For example, the scope of the project cannot be defined in the absence
of some basic understanding of how to create the product.

Project management processes can be organized into five groups of one or

more processes each:

Process Groups

Initiating processesauthorizing the project or phase.

Planning processesdefining and refining objectives and selecting the best of

the alternative courses of action to attain the objectives that the project was
undertaken to address.

Executing processescoordinating people and other resources to carry out the

plan.

Controlling processesensuring that project objectives are met by monitoring

and measuring progress regularly to identify variances from plan so that
corrective action can be taken when necessary.

Closing processesformalizing acceptance of the project or phase and bringing it

to an orderly end

Overlap of Process Groups in a

phase

Interaction between phases

Mapping Processes to KA

JWD case
The

company

Consultancy
Helps selecting and managing IT projects
200 full time + part time consultants
Post implementation customer metrics for
performance measurement.
Knowledge areas + Processes
Need for the project
Broad Mission and Vision

Project Initiation at JWD

Projects

objectives must support the

business goals of the organization

Better
This

ROI with reasonably less risks

project is expected to

Bring in more business

Let them work effectively
Educating customers

Project Initiation at JWD

Project

Manager

Erica

Stakeholders

One full time consultant -Michael Chen

One part time consultant Jessie Faue
Technology people Kevin and Cindy
Two clients senior CEOs representatives Kim
and Page
All the in-house staff

JWD case

Processes

Initiation
Happens at each phase of the project.
Identify stakeholders, Project Manager and team
members/contract
Overall estimate of Cost, Time and Scope.
Business case

Project Charter

Introduction & Objective

Current Situation & Opportunity analysis of options and recommendations
Assumptions and constraints
Requirements
Budget, Schedule and Risk

Title
Start and End Date
Project Manager
Team Composition
Project Objectives
Approach

Scope

Project Plan is used for

Guide project execution

Document project planning and assumptions
Document decisions regarding alternatives chosen
Facilitate stakeholder communication
Define key management reviews timing, content
extent
Define baseline for progress management and
project control

JWD case

Processes

Planning - to guide the execution of the project

Outputs

Project management plan

Scope Management Plan CR, Traceability Matrix, WBS
Time Management schedule (activity sequencing, resource,
duration)
Cost Management - budgeting
Quality
Risk
Communication
Procurement

JWD Case

Processes

Execution product is produced during execution

Most resources are utilized

Outputs

Project deliverables
Required changes
Incident management corrective/preventive action
Performance Information status reporting
Update project plan
Resource Availability
Assignment of work
Conflict management
Performance Management
Update process assets
Vendor management

JWD Case

Processes

Monitoring and Control

Measuring progress
Monitor deviation from plan corrective action

Outputs

Project deliverables - acceptance

Required changes scope updating
Incident management corrective/preventive action
Performance Monitoring status reporting;forecasting;CR
Update project plan baseline update
Update Risk Register
Resolved issue
Contract Management documentation/changes/corrective
actions/ update org assets/ update project management plan
Quality control measurements
Cost, Schedule, scope control

Project Monitoring and control

Weekly

status report

Weekly targets (past, present, future)

Achievement
Pending and why
Issues/Risks
Immediate Management attention
Suggestions

Integrated Change Control

Integrated Change Control

Project Plan
Performance Report
Change Request
Change Control System
Configuration
Management
Performance
Management
Additional Planning
PMIS

Project Plan Update

Corrective actions
Lessons learnt

Change Management Process

Customer

Service Provider

JWD Case

Processes

Closing

Transition
Lessons learnt
Contract closure

Closure Report

Objectives
Project results
Planned and actual schedule/Budget
Assessments
Transition Plan
Project Benefits Measurement

Quiz

Quiz

Quiz

Quiz

Quiz

Quiz

Quiz

Quiz

Quiz