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Bus 564

• Project Management
• Summer II
• 2005
• Team Type Selection

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What is Project Management Organization?
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What is he Project Management Organization?
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Team Types

• Match the objective (and lifecycle) to the type
  of team (McConnell)
• Problem resolution
• Creativity
• Tactical execution

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Project Characteristics v. Lifecycle Approach and
Team Type
Low
Fat Pitch Tactical Execution Carry out a well
defined plan SDLC / Waterfall Hard Approach
Curve Ball Combo Explore possibilities /
alternatives Focus - solving problem then - carry
out plan IE / Waterfall w/ Prototyping Modified
Hard Approach
Complexity of Project
Fast Ball Creativity Explore possibilities /
alternatives then execute Waterfall w/ Sub
Projects Staged Delivery Modified Hard Approach
Wild Pitch Problem Resolution Focus -solving
complex problem Soft Systems Spiral Evolutionary
Prototyping Soft Approach
High
Clarity of Requirements
High
Low
Source Dr. Kevin McCormack - 2002
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Critical Success Factors

• Clear roles and responsibilities
• Monitoring of individual performance and feedback
• Effective communication
• Fact based decision making

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Team Types

• Problem resolution
• Trustworthy, intelligent, pragmatic
• Creativity
• Self motivated, independent, creative, persistent
• Tactical execution
• Soldiers -
• Highly focused tasks, clearly defined roles,
  sense of urgency

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Team Structures

• Business Team
• Peer group headed by technical lead
• Streamlines communication - one point of contact
• Flexible - all types of teams
• Business Team - Client Liaison
• Lead or Co-lead by Client / Business User
• Technical lead may or may not report to Client
  Liaison
• Integrates - good for all types of teams
• Chief Programmer Team
• Surgical team - with assistant surgeon and
  specialists (docs, test)
• Good for creative and tactical projects
• Skunkworks Team
• Black box Organize itself -
• Intense ownership / buy-in
• Lacks visibility -Good for creative projects

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Team Structures

• Feature Team
• Traditional hierarchy with focused teams
• Representative team members
• Accountable, empowered, balanced
• Good for problem resolution / creativity
• Search and Rescue Team
• EMT team - specialized knowledge of tech and
  business problem
• Good for problem resolution
• SWAT Team
• Skilled With Advanced Tools
• Focused skills - Focused team - Well defined
  roles
• Good for tactical execution

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Team Structures

• Professional Athletic Team
• Stars with managers
• Specialized roles
• Good for tactical projects
• Theater Team
• Director - with vision, roles and actors
• Strong direction with individual contributions
  and negotiation
• Producer - software manager
• Good for projects that must integrate many
  aspects
• Large Team
• Communication / coordination / control are issues
• Create small teams within team with clear command
  and control

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What are Project Management Stakeholders (Ch. 3)?

• PM
• Project Team
• Functional management
• Sponsor (pg. 41)
• Customer (pg. 42)
• It must be done in the beginning of the project

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Making the Project Rules (Ch. 4)?

• Supports the agreement on the goals, control over
  the scope and management support (authority).
• It also must be done in the beginning of the
  project
• A Project Charter
• An SOW (statement of work)
• A Project Proposal
• Roles and Responsibility matrix
• Participation and Involvement matrix
• Communication Plan

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Project Charter Major Check Points Clarity
(Situation, problem, solution, scope) Strategy
(How will it be done?) Commitments (Who, time
allotment, budget) Plan and Milestones
(Lifecycle, Does it make sense? Other
dependencies?) Constraints (, time, use of
current assets, geography, legal)
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Bus 564

• Project Management
• Summer II
• 2005
• Control Mode Selection

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Definitions

• Formal
• Outcome Control
• Define targets and controllees decide how to meet
  them.
• Behavior Control
• Define steps and procedures for task performance
  according to prescribed procedures.
• Informal
• Self Control
• Individuals set their own goals, self monitors
  goal achievement and rewards / sanctions
  themselves accordingly.
• Clan Control
• Clan - group of individuals who are dependent on
  each other / common goals. Clan control operates
  when all members embrace the same values, similar
  problem solving approaches and commits to
  achieving group goals.

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Project Characteristics v. Control Approach
High
High
Behavior Control
Outcome Control
Client Liaison Understanding of IS development
Process
Outcome Measurability
Clan Control
Self Control
Behavioral Observability
Low
Low
High
Low
Source Dr. Kevin McCormack - 2002
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Definitions

• Outcome Measurability
• Ability to measure achieved results.
• Behavior Observability
• Availability of information that reveals
  controllers behaviors.
• Client Liaison
• Business manager that is actively sponsoring /
  championing an IS project.
• Understanding of IS Development Process
• Knowledge of IS development lifecycles, practices
  and procedures.

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What is Project Management as defined by PMI?
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Project Management Processes Process groups
overlap throughout the project life cycle
(slide)
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3.3.2 Planning Processes

• The uniqueness of a project makes planning
  critical
• Planning involves processes from various process
  groups
• Core Processes
• Performed for most projects
• Sequence and interactions usually the same
• May be iterated many times during the project
  life cycle
• Facilitating Processes
• Dependent upon the nature of the project
• Performed as needed

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Planning Processes
Core Processes
(slide)
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Core Planning Processes

• Scope Planning (5.2)
• developing scope statement as a basis for
• future decisions
• Scope Definition (5.3)
• subdividing deliverables into components
• Activity Definition (6.1)
• identifying activities to produce deliverables
• Activity Sequencing (6.2)
• identifying and documenting dependencies
• Activity Duration Estimating (6.3)
• estimating the work periods required to
• complete activities
• Schedule Development (6.4)
• analyzing sequences, durations and resource
• requirements to schedule the project
• Resource Planning (7.1)
• determining the resources required to
• perform activities
• Cost Estimating (7.2)

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Planning Processes
Facilitating Processes
(slide)
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Facilitating Planning Processes

• Quality Planning (8.1)
• identifying relevant quality standards and
• how to satisfy them
• Organizational Planning (9.1)
• determining project roles, responsibilities
• and reporting relationships
• Staff Acquisition (9.2)
• obtaining and assigning the necessary
• human resources
• Communications Planning (10.1)
• determing information/communication needs
• Risk Identification (11.1)
• determining and documenting risks that
• may affect the project
• Risk Quantification (11.2)
• evaluating risks and assessing possible
• project outcomes
• Risk Response Development (11.3)
• defining steps for responding to

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3.3.3 Executing Processes
Processes performed to conduct project activities
Facilitating Processes
(slide)
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3.3.3 Executing Processes
Core Executing Process

• Project Plan Execution (4.2)
• performing the activities mandated by
• the project plan
• Scope Verification (5.4)
• formallizing acceptance of project scope
• Quality Assurance (8.2)
• evaluating performance to assure that
• quality standards are satisfied
• Team Development (9.3)
• developing individual and team skills
• to enhance performance
• Information Distribution (10.2)
• providing timely information to stakeholders
• Solicitation (12.3)
• obtaining quotations, bids, offers, proposals
• Source Selection (12.4)

Facilitating Executing Processes
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Staffing

• All the management activities that involve
  manning and keeping manned
• the positions that were established by the
  organizational structure.

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Controlling

• All the management activities that ensure that
  actual work advances according to plan. Measures
  performance against goals and plans, reveals when
  and where a deviation exists and helps to ensure
  accomplishment of plans by implementing
  corrective action.
• See Table 9.1
• What is feature set control?

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Develop Project Charter / Scope
Risk Mgmt. Plan
Reconcile
Develop Lifecycle
Select Team Structure
Yes
Rough
Rough
Develop Work Breakdown
Fit?

• Develop Schedule
• Milestones
• details

Detailed
No
Estimate Cost
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Develop Job / skill profiles
Develop Staffing Strategy
Execute / Manage
Recruiting Selection Compensation Development Mix
On boarding Off boarding Incentives
Rework