Commit f2c45fb8 authored by Florian Moser's avatar Florian Moser
Browse files

Working on presentation

parent 73de7ce4
......@@ -36,3 +36,17 @@ table thead th {
border-bottom: 2px solid #dee2e6;
vertical-align: bottom;
}
blockquote {
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margin-left: 0;
padding: 0.5em;
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blockquote > *:first-child {
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<!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 (&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
---
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 (&lt;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 People™:
- People are predictable
- People can't be changed
- People are good
- People are good (or at least persuade themselves that they are)
---
......
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