diff --git a/project management/css/remark.css b/project management/css/remark.css
index cdb2ed8842bffa685744b4bfafb09d6e8daa68d2..b64de20347c651e2418c3066c06ea1bf5f8d536a 100644
--- a/project management/css/remark.css
+++ b/project management/css/remark.css
@@ -36,3 +36,17 @@ table thead th {
border-bottom: 2px solid #dee2e6;
vertical-align: bottom;
}
+
+blockquote {
+ background: #dee2e6;
+ margin-left: 0;
+ padding: 0.5em;
+}
+
+blockquote > *:first-child {
+ margin-top: 0;
+}
+
+blockquote > *:last-child {
+ margin-bottom: 0
+}
\ No newline at end of file
diff --git a/project management/illustrations.bmpr b/project management/illustrations.bmpr
new file mode 100644
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diff --git a/project management/images/effort_increases_exponential.png b/project management/images/effort_increases_exponential.png
new file mode 100644
index 0000000000000000000000000000000000000000..f029c8405898da3abf54eefdf9693ce38eb0f47d
--- /dev/null
+++ b/project management/images/effort_increases_exponential.png
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+version https://git-lfs.github.com/spec/v1
+oid sha256:39292b0a073ecb8b376879bb7eced54a82b897d0a4e22394a99a4607391a0ffa
+size 7921
diff --git a/project management/images/project-fail-reasons.png b/project management/images/project-fail-reasons.png
new file mode 100644
index 0000000000000000000000000000000000000000..947e247a508bce322a735f20f339446a24229f33
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+++ b/project management/images/project-fail-reasons.png
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+version https://git-lfs.github.com/spec/v1
+oid sha256:0c4c5cfe5da1752ec3cf235112d2d18ee689852a8be7b6178254d94fd992043f
+size 31648
diff --git a/project management/papers/glass2005.pdf b/project management/papers/glass2005.pdf
new file mode 100644
index 0000000000000000000000000000000000000000..66c6881327427a4494442a29579df0cee8f1d065
--- /dev/null
+++ b/project management/papers/glass2005.pdf
@@ -0,0 +1,3 @@
+version https://git-lfs.github.com/spec/v1
+oid sha256:d7f478730723cb8bf194bac9d518e38f103ca2f8d0855998f330bdc9dc1ebdc7
+size 163488
diff --git a/project management/project management.html b/project management/project management.html
index 880768bf143d0b9e88dae186e414cd9dead579d1..23d56f73a3558f70b644d059e03086ce2f92cf1b 100644
--- a/project management/project management.html
+++ b/project management/project management.html
@@ -1,7 +1,7 @@
<!DOCTYPE html>
<html>
<head>
- <title>It Project Management</title>
+ <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">
@@ -17,9 +17,38 @@ class: center, middle
---
-# Get authority
+# Motivation
+
+IT projects fail often (2017):
+- 14% fail completely
+- 31% didn’t meet their goals
+- 43% exceeded initial budgets
+- 49% were late
+- 69% succeed
+
+<small>
+[Source](http://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/pulse/pulse-of-the-profession-2017.pdf?sc_lang_temp=en)
+</small>
+
+<small>
+*Sometimes success rates as low 16% are claimed, referencing a widely cited [report of 1994](https://www.standishgroup.com/sample_research_files/chaos_report_1994.pdf).*
+</small>
+
+---
+
+# Why projects fail
+
+Nearly universally referenced issues:
+- Inaccurate requirements
+- Uninvolved project sponsors
+- Inaccurate estimates
+- Unexpected risks
+
+[Source 1](https://www.atspoke.com/blog/it/reasons-for-it-project-failure/), [Source 2](https://www.orellfuessli.ch/shop/home/artikeldetails/ID39325699.html), PMO Survey 2020
+
+<img src="images/project-fail-reasons.png" width="100%">
+
-> 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.
---
@@ -94,7 +123,7 @@ List out of "Project Recovery" by Harold Kerzner
IT-projects as a freelancer.
Yes:
-- Marketing webpage for the shop of your dad
+- Marketing webpage for the business of your dad
- Online shop for small printing shop
- eVoting application for members of UZH
- App & Webapplication combination for construction firm
@@ -107,7 +136,7 @@ No:
---
-# Experience of author
+# Experience
Until bachelors:
- Freelancer webpages since 2014
@@ -120,6 +149,11 @@ After bachelors:
- VSETH board member 2019-2020
- Master ETH (Computer Science) 2019 - 2022
+Projects managed:
+- 12 projects @ JKweb
+- 16 projects as Freelancer (of which 10 were bigger applications)
+- ~80 projects in total
+
Projects: https://famoser.ch/
---
@@ -130,61 +164,43 @@ Projects: https://famoser.ch/
**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 (<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
-
----
+class: center, middle
-# Measure productivity
+# Preconditions for a successful project
+<i>Claim: Projects are successful or fail before the first line of code is written.</i>
---
-# Estimation
-
-can't predict the future
-
-can estimate *relative* complexity
+# Project Vision
-concrete process:
-- decompose tasks i
+The *elevator pitch* of your project.
----
+A good vision:
+- Is short
+- Focuses on the resulting benefits
+- Motivates
-# basic tasks
+For bigger projects:
+- Might include sub-visions
+- Might include non-visions
-ownership product -> outside
-vision, expertise, schedule -> team
-progress, relationships -> stakeholders
+> The tool allows managers of a construction site to easily create and manage issues, and communicate those to the responsible craftsmen.
+---
+# Business environment
----
+business case:
+- alternatives? cost-benefit?
+- stable during the project?
-# 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
+stakeholders:
+- agree about scope & purpose of project?
+- have realistic expectations?
+- personally support with time and money?
---
@@ -204,9 +220,47 @@ ressources are appropriate
# Making requirements
requirements:
- decompose to suitable abstraciton level
+ decompose to suitable abstraction level
non-conflicting, appropriate for business case, on the correct abstraction level
agreed upon
+
+function & non-function requirements
+
+---
+
+# 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
+
+
+---
+
+# 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
+
---
@@ -274,6 +328,15 @@ continuously overview risks
manage cost
manage expectations
+# Estimation
+
+Claims:
+- Small projects (<300h) are accurately estimatable in both time and cost
+- Effort increases in O(exponential) due to complexity
+
+<img src="images/effort_increases_exponential.png" width="50%">
+
+
---
# About changes
@@ -301,7 +364,7 @@ Get to know all involved persons:
Likely True Facts About Peopleâ„¢:
- People are predictable
- People can't be changed
-- People are good
+- People are good (or at least persuade themselves that they are)
---