Project Management
A project is a short-term activity that brings together people with different skills, equipment and resources. The project starts with the appointment of a project manager and a project team. The project then has to be broken down into sub-tasks. There will be a sequence for their completion and costs will be estimated.
A project is a short-term activity that brings together people with different skills, equipment and resources. The project starts with the appointment of a project manager and a project team. The project then has to be broken down into sub tasks, there will be a sequence for their completion and costs will be estimated.
Projects must:
have a specified objective
be developed within a specified time frame
be developed within a given budget
After the project is finished, the project team will be disbanded.
The Project Manager
Must have the necessary technical skills but he should have additional managerial skills i.e. the ability to lead and motivate a diverse group of people. Business experience is necessary.
The project manager has to plan and staff the project, analyse risks, monitor progress, control budgets and prepare performance appraisals. It is his responsibility to ensure that the project is kept on budget and on time.
The project manager must interact with management of the client organisation. He must agree acceptance criteria with the client.
The Project Team
Research shows that the ideal size is 5-7 people. When team size increases, job satisfaction falls, absenteeism and costs rise, deadlines may be missed. Often, however, it is necessary to have a bigger team.
Boehm's 5 principles of software strategy:
1. Top Talent (employ fewer but better people)
2. Job Matching (match skills and motivations to the task in hand)
3. Team Balance (balance is needed between technical skills, knowledge and personality characteristics)
4. Phase Out (there will always be a misfit on the team who needs to be "phased out", although this can be difficult)
5. Career Progression (bring out the best in people by giving them tasks that allow them to progress)
Project Planning and Scheduling
The project is divided into phases and the phases into tasks. "Milestones" can be identified. Team leaders can be appointed to manage each of the tasks. It is very important that all tasks are identified because overlooking tasks is a common cause of cost and time overruns. Training and maintenance are the two most commonly overlooked.
A day-to-day log of project activity could be kept. This could be useful in planning future projects.
Project Reviews
A formal review process is needed to monitor and control the progress of a project. Review sessions every few weeks can be held to:
Compare progress against the schedule
Keep management informed of progress
Identify any problems with the chosen solutions
Encourage team spirit and communication
Even with regular reviews, projects can still be late and over-budget because:
Team members may be under great pressure and, consequently, they become reluctant to report problems.
The project may be so innovative that accurate estimates are difficult.
Characteristics of a Good Team
Leadership
Appropriate task allocation
Following proper procedures and standards (e.g. the right documentation)
Monitoring, costing and controlling
Project standards agreed by all team members
A balance of skills within the team
Case Study: Microsoft Project
Microsoft Project is an application designed for Project Managers. It helps the manager monitor the progress of a "project" e.g. implementation of a new IT system, building a new motorway, designing a new car. Such projects are too big to be implemented by one person, so a team of people is assembled.
The project manager has to allocate tasks to individuals or groups. He has to manage resources (e.g. people, equipment and materials) in the best possible way, in order to get the job completed on time and within budget.
Microsoft Project can help the project manager create a Gantt Chart (see Mott and Leeming p.152)
Microsoft Project can help the project manager create a PERT diagram (see Mott and Leeming p.152)