Lecture 1.pptx - MANAGING A SUCCESSFUL COMPUTING PROJECT...

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Unformatted text preview: MANAGING A SUCCESSFUL COMPUTING PROJECT COURSE OVERVIEW • No labs • Ongoing assignment through out the semester • Discussion class • Could interact with industries WHAT IS A PROJECT MANAGEMENT • Something has a begging and an end. (Generic) • Project management, then, is the application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. COMPUTING PROJECTS • Industries are less interested in project management • Academia is more interested in project management COMPUTING PROJECT TYPES • Research • Development • Evaluation • Industry based • Problem solving RESEARCH BASED • Investigating a particular area • Improving the understanding of the particular area • Identifying strengths and weaknesses within the field • Discussing how the field has evolved, • Acknowledging areas suitable for further development and investigation • Sometimes called Backwards looking DEVELOPMENT • Not only software and hardware systems, but also of process models, methods, algorithms, theories, designs, requirement specifications, and other interim documents it is unlikely that the development of a product would be acceptable on its own. • In addition, you would normally be expected to include a critical evaluation of the product as well as the development process used DEVELOPMENT EVALUATION • comparing several approaches to a particular problem; • evaluating two or more programming languages (applied in different contexts or to different problems); • analyzing an implementation process within a particular industry; • considering alternative and new technological approaches to a problem INDUSTRY PROJECT • An industry-based project involves solving a problem within either an organisation or another university department. • Industry-based projects might be any of the other kinds of projects identified in this section. • The difference in this case is that you undertake the project for an actual client, which carries with it a number of benefits as well as drawbacks PROBLEM SOLVING • A problem-solving project can involve developing a new technique to solve a problem, improving the efficiency of existing approaches or an evaluation of different approaches or theories in different situations • Some form of evaluation would be expected STAKEHOLDER • Stakeholders are any individuals who are involved with your project. • The most important person in your project is you. • Stakeholders are: Supervisor(s), your user(s), your client(s), your examiner(s) and any software testers/evaluators SUPERVISOR • Support • Encourage • Direct USERS/CLIENTS • It is important to realise the distinction between these two stakeholders • A client is usually the project’s sponsor – the one who has requested the system be developed or study undertaken. • The user, on the other hand, will be the one who eventually uses the system or the results of the project • Could they be the same? EXAMINERS • The examiner(s) will look for a number of things in your project, from the contribution a PhD project makes, for example, to the use of appropriate processes, methods, and techniques for an undergraduate software development-type project. • An examining committee may be involved early on to evaluate your project’s requirements or proposal. Or, an examiner may need to see an annual report or other information • Regulations EVALUATORS AND TESTERS • It would be wrong to complete all the testing and evaluation on your own, and so others will be involved • These people can range from your client, who has requested the software, the user(s) who will actually use the software Project Process Life Cycle Initiation Planning or developm ent Production or execution Monitoring and controlling Closing INITIATION The initiation processes determine the nature and scope of the project. If this stage is not performed well, it is unlikely that the project will be successful in meeting the business’ needs. The key project controls needed here are an understanding of the business environment and making sure that all necessary controls are incorporated into the project. Any deficiencies should be reported and a recommendation should be made to fix them. INITIATION BREAKDOWN PROCESSES Select Project Manager. Determine company culture and existing systems. Collect processes, procedures and historical information. Divide large projects into phases. Identify stakeholders. Document business need. Determine project objectives. Document assumptions and constraints. Develop project charter. Develop preliminary project scope statement. PLANNING The main purpose is to plan time, cost and resources adequately to estimate the work needed and to effectively manage risk during project execution. As with the Initiation process group, a failure to adequately plan greatly reduces the project's chances of successfully accomplishing its goals. PLANNING BREAKDOWN PROCESSES Determine how you will do planning – part of management plans. Create project scope statement. Determine team. Create network diagram. Estimate resource requirements. Estimate time and cost. Developer budget. Determine quality standards, processes and metrics. WBS dictionary. Create WBS and Create activity list. Determine critical path. Develop Schedule. Determine roles and responsibilities. Determine communications requirements. Risk identification, qualitative and quantitative risk analysis and response planning. Finalize the “how to execute and control” aspects of all management plans. Create process improvement plan. (items (items before before this this lime will lime will need need Iterations Iterations ). ). Determine what to purchase. Prepare procurement documents. Develop final PM plan and performance measurement baselines. Gain formal approval. Hold kick-off meeting. EXECUTION Executing consists of the processes used to complete the work defined in the project management plan to accomplish the project's requirements. Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan. The deliverables are produced as outputs from the processes performed as defined in the project management plan. EXECUTION BREAKDOWN PROCESSES Acquire final team. Execute the PM plan. Complete product scope. Recommend changes and corrective actions. Send and receive information. Implement approved changes, defect repair, preventive and corrective actions. Continuous improvement. Follow processes. Team building. Give recognition and rewards. Hold progress meetings. Use work authorization system. Request seller responses. Select Sellers. CONTROL AND MONITORING PROCESS Monitoring and controlling consists of those processes performed to observe project execution so that potential problems can be identified in a timely manner and corrective action can be taken, when necessary, to control the execution of the project. The key benefit is that project performance is observed and measured regularly to identify variances from the project management plan. MONITORING BREAKDOWN AND CONTROLLING PROCESSES Measure according to the management plans. Determine variances and if they warrant corrective action or a change. Scope verification. Configuration management. Recommend changes, defect repair, preventive and corrective actions. Integrated change control. Approve changes, defect repair, preventive and corrective actions. Risk audits. Manage reserve. Use issue logs. Facilitate conflict resolution. Measure team member performance. Report on performance. Create forecasts. Administer contracts. Measure against the performance measurement baselines. CLOSING Closing includes the formal acceptance of the project and the ending thereof. Administrative activities include the archiving of the files and documenting lessons learned. CLOSING BREAKDOWN PROCESSES Develop closure procedures. Complete contract closure. Confirm work is done to requirement. Gain formal acceptance of the product. Final performance reporting. Index and archive records. Update, lessons learned and knowledge base. Hand off completed product. Release resources. ADVANTAGES OF PM • improve your chances of achieving the desired result • gain a fresh perspective on your project, and how it fits with your business strategy • prioritise your business’ resources and ensure their efficient use • set the scope, schedule and budget accurately from the start • stay on schedule and keep costs and resources to budget • improve productivity and quality of work ADVANTAGES OF PM • encourage consistent communications amongst staff, suppliers and clients • satisfy the various needs of the project’s stakeholders • mitigate risks of a project failing • increase customer satisfaction • gain competitive advantage and boost your bottom line ...
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