Working on project management course

73de7ce4 · Florian Moser · 2ff480a3 · 73de7ce4 · 73de7ce4 · 73de7ce4
Commit 73de7ce4 authored 4 years ago by Florian Moser
--- a/project management/LICENSE
+++ b/project management/LICENSE
+MIT License
+
+Copyright (c) 2021 Florian Moser
+
+Permission is hereby granted, free of charge, to any person obtaining a copy
+of this software and associated documentation files (the "Software"), to deal
+in the Software without restriction, including without limitation the rights
+to use, copy, modify, merge, publish, distribute, sublicense, and/or sell
+copies of the Software, and to permit persons to whom the Software is
+furnished to do so, subject to the following conditions:
+
+The above copyright notice and this permission notice shall be included in all
+copies or substantial portions of the Software.
+
+THE SOFTWARE IS PROVIDED "AS IS", WITHOUT WARRANTY OF ANY KIND, EXPRESS OR
+IMPLIED, INCLUDING BUT NOT LIMITED TO THE WARRANTIES OF MERCHANTABILITY,
+FITNESS FOR A PARTICULAR PURPOSE AND NONINFRINGEMENT. IN NO EVENT SHALL THE
+AUTHORS OR COPYRIGHT HOLDERS BE LIABLE FOR ANY CLAIM, DAMAGES OR OTHER
+LIABILITY, WHETHER IN AN ACTION OF CONTRACT, TORT OR OTHERWISE, ARISING FROM,
+OUT OF OR IN CONNECTION WITH THE SOFTWARE OR THE USE OR OTHER DEALINGS IN THE
+SOFTWARE.
--- a/project management/README.md
+++ b/project management/README.md
+# Project management
+
+How to manage an IT project. 
+
+Main objectives:
+- Know what makes a good project: High-level view about a suitable environment for you and your project.
+- Know how to manage a project: Concrete resources how to start, execute and finish a project.
--- a/project management/css/remark.css
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+  vertical-align: bottom;
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--- a/project management/css/remark.print.css
+++ b/project management/css/remark.print.css
+@media print {
+  .remark-slide-scaler {
+    width: 100% !important;
+    height: 100% !important;
+    transform: scale(1) !important;
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--- a/project management/images/success_rate_vs_project_cost.png
+++ b/project management/images/success_rate_vs_project_cost.png
--- a/project management/images/thealternative-logo.jpg
+++ b/project management/images/thealternative-logo.jpg
--- a/project management/js/remark.driver.js
+++ b/project management/js/remark.driver.js
+var slideshow = remark.create();
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--- a/project management/js/remark.min.js
+++ b/project management/js/remark.min.js
--- a/project management/papers/1705.09920.pdf
+++ b/project management/papers/1705.09920.pdf
--- a/project management/papers/Project Recovery Case Studies and Techniques for Overcoming Project Failure by Harold Kerzner (z-lib.org).pdf
+++ b/project management/papers/Project Recovery Case Studies and Techniques for Overcoming Project Failure by Harold Kerzner (z-lib.org).pdf
--- a/project management/papers/kitchenham2004.pdf
+++ b/project management/papers/kitchenham2004.pdf
--- a/project management/project management.html
+++ b/project management/project management.html
+<!DOCTYPE html>
+<html>
+  <head>
+    <title>It Project Management</title>
+    <meta http-equiv="Content-Type" content="text/html; charset=UTF-8"/>
+    <link rel="stylesheet" href="css/remark.css">
+    <link rel="stylesheet" media="print" href="css/remark.print.css">
+  </head>
+  <body>
+    <textarea id="source">
+
+class: center, middle
+
+# IT project management
+
+<img src="images/thealternative-logo.jpg" width="30%">
+
+---
+
+# Get authority
+
+> When a program manager or product owner is assigned to lead the project, that project head must also be given the appropriate authority to make decisions in that capacity. 
+
+---
+
+# Epirical data
+
+Unfortunately, mostly useless.
+
+Littered with strong opinions, baseless claims, bad statistics, unprocessed experience, ...
+
+<img src="images/success_rate_vs_project_cost.png" width="100%">
+
+---
+
+# Why projects fail
+
+List out of "Project Recovery" by Harold Kerzner
+
+- End-user stakeholders not involved throughout the project
+- Minimal or no stakeholder backing; lack of ownership
+- Weak initial business case
+- Business case deterioration
+- Business case requirements that changed significantly over the life of the project
+- Technical obsolescence
+- Technologically unrealistic requirements
+- Lack of a clear vision
+- New executive team in place with different visions and goals
+- Corporate goals and/or vision not understood at the lower organiza-tional level
+- Plan that asks for too much in too little time
+- Poor estimates, especially financial
+- Unclear stakeholder requirements
+- Passive user stakeholder involvement after handoff
+- Unclear or unrealistic expectations
+- Unrealistic assumptions, if they exist at all
+- Plans based upon insufficient data
+- No systemization of the planning process
+- Planning performed by a planning group
+- Inadequate or incomplete requirements
+- Lack of resources
+- Assigned resources that lack experience or the necessary skills
+
+---
+
+- Resources that lack focus or motivation
+- Staffing requirements that are not fully known
+- Constantly changing resources
+- Poor overall project planning
+- Established milestones not measurable
+- Established milestones too far apart
+- Environmental factors that have changes causing outdated scope
+- Missed deadlines and no recovery plan
+- Budgets exceeded and out of control
+- Lack of replanning on a regular basis
+- Lack of attention provided to human and organizational aspects of project
+- Project estimates that are best guesses and not based upon history or standards
+- Not enough time provided for estimating
+- Exact major milestone dates or due dates for reporting not known
+- Team members working with conflicting requirements
+- People shuffled in and out of project with little regard for schedule
+- Poor or fragmented cost control
+- Each stakeholder uses different organizational process assets, which may be incompatible with each other
+- Weak project and stakeholder communications
+- Poor assessment of risks, if done at all
+- Wrong type of contract
+- Poor project management; team members possess a poor understanding of project management, especially virtual team members
+- Technical objectives that are more important than business objectives
+- Assigning critically skilled workers, including the project manager, on a part-time basis
+
+---
+
+# Applicability of course
+
+IT-projects as a freelancer.
+
+Yes:
+- Marketing webpage for the shop of your dad
+- Online shop for small printing shop
+- eVoting application for members of UZH
+- App & Webapplication combination for construction firm
+
+No:
+- Führungsinformationssystem Heer
+- Mainframe migration
+- Medical software 
+- Bitcoin trading bot
+
+---
+
+# Experience of author
+
+Until bachelors:
+- Freelancer webpages since 2014
+- Bachelor ETH (Computer Science) 2015 - 2018
+- Projectmanagement & Development @ JKweb 2016 - 2017
+- Freelancer webapplications since 2018
+
+After bachelors:
+- Professional Software Engineer @ Zühlke 2018 - 2019
+- VSETH board member 2019-2020
+- Master ETH (Computer Science) 2019 - 2022
+
+Projects: https://famoser.ch/
+
+---
+
+# Targets of this course
+
+**Know what makes a good project.** High-level view about a suitable environment for you and your project.
+
+**Know how to manage a project.** Concrete resources how to start, execute and finish a project.
+
+Claims:
+- Projects are successful or fail before the first line of code is written
+- Small projects (&lt;300h) are accurately estimatable in both time and cost
+- Complexity increases implementation efforts exponential
+
+---
+
+# Reasons for project failures
+
+    Unrealistic Goals, Schedules and Budgets
+    Failure to Address or Adequately Consider the Need to Simplify Complex Business Processes and Rules That Cannot Readily Be Implemented Into New Solutions
+    Governance and Oversight Lack Accountability and Responsibility
+    Organizational Culture and "Optimism Bias" During Supplier Evaluation and Procurement
+    Poor Project Discipline and Process Controls That Impede the Ability to Make Informed Decisions
+    Failure to Define, Control and Track Change Requirements, and, in Particular, to Reference Changes Back to the Original Need
+    Underestimation and Overconfidence With Regard to Risk
+    Insufficient Management or Technical Expertise From External Service Provider, System Integrator or Consultant
+    Failure to Understand or Address Nonfunctional and Technical Performance Requirements
+    Program Manager Not Provided With Adequate Authority to Ensure the Project Is Undertaken as Required
+
+---
+
+# Measure productivity
+
+
+---
+
+# Estimation
+
+can't predict the future
+
+can estimate *relative* complexity
+
+concrete process:
+- decompose tasks i
+
+---
+
+# basic tasks
+
+ownership product -> outside
+vision, expertise, schedule -> team
+progress, relationships -> stakeholders
+
+
+
+---
+
+# The right project
+	
+vision is clear
+business case makes sense
+stakeholders are motivated, agreed and (personally!) back the project
+enviroment is stable during execution of the project
+expectations are realistic
+
+---
+
+# The right plan
+
+responsibility = capability
+requirements are clear
+schedule is realistic
+risks are manageable
+environment is controlled
+ressources are appropriate
+
+(financial) incentives match
+
+---
+
+# Making requirements
+
+requirements:
+	decompose to suitable abstraciton level
+	non-conflicting, appropriate for business case, on the correct abstraction level
+	agreed upon
+
+---
+
+# Making a schedule
+
+estimation:
+	complexity
+
+milestones:
+	measurable
+	realistic
+	properly spaced
+
+---
+
+# During the project
+
+keep stakeholders informed
+manage expectations
+measure progress & react early
+control change
+control risks
+
+---
+
+# Rollout
+
+incremental updates & releases help to adapt rapidly (saving time with shortcuts, skipping unneeded functionality, improving through early feedback)
+big bang is more efficient with no unknown unknowns (the longer the project, the smaller the chance)
+
+maintenance needs to be considered
+
+
+---
+
+# aspects
+
+
+complexity exponential
+APIs complex
+getting it done
+bugs after launch
+maintenance is 10-20%
+complexity / estimation technology independent
+
+
+---
+
+# plan:
+
+vision (what to do; priorities)
+elements (what needed to solve)
+cost/complexity, benefit/reward, risk
+calculate priority
+order
+milestones
+risk analysis
+risk mitigation
+
+---
+
+# during project
+
+continuously overview risks
+manage cost
+manage expectations
+
+---
+
+# About changes
+
+Changes happen: Deal with it.
+
+Proposals:
+- Incorporate in project execution plan.
+- Clarify expectiations.
+- Finish (sub-)projects quickly.
+- Define how & when changes are applied (and who pays for it).
+
+---
+
+# About people
+
+People are strange, but predictable.
+
+Get to know all involved persons:
+- Motivation (agenda?)
+- Way of working (early/late?, procrastination?)
+- Experience (how have they performed in the past?)
+- Personality (impulsive? diligent? analytical? risk-taking?)
+
+Likely True Facts About People™:
+- People are predictable
+- People can't be changed
+- People are good
+
+---
+
+# About bad people
+
+With some, you will not get along!
+
+Powerful combination:
+- Ignorance (don't care about everybody their work affects)
+- Incompetence (don't have relevant experience)
+- Arrogance (don't consider inputs)
+- Rhetorics (can defend their shortcomings)
+
+Options:
+- Fight (usually a bad idea)
+- Co-exist (sometimes not possible)
+- Run (sometimes required)
+
+---
+
+# Agile development
+
+For developer teams in enterprises.
+
+For engineers, not programmers.
+
+Agile:
+- https://scrumguides.org/scrum-guide.html
+- https://www.scaledagileframework.com/
+
+---
+
+# Measure size of bigger software projects
+
+**Function points**: Assign points depending on complexity of inputs / outputs.
+
+**Use Case points**: Translate components of use case diagram into sizes metrics. Adjust for complexity and technical factors.
+
+*Attention: Studies usually use small data models / overclaim.*
+
+--- 
+
+# Resources
+
+Some resources used for this presentation:
+- Azzeh, Mohammad, and Ali Bou Nassif. "Analyzing the relationship between project productivity and environment factors in the use case points method." Journal of Software: Evolution and Process 29.9 (2017): e1882.
+- https://www.gartner.com/en/documents/2892218
+
+    </textarea>
+    <script src="js/remark.min.js" type="text/javascript"></script>
+    <script src="js/remark.driver.js" type="text/javascript"></script>
+  </body>
+</html>