DEV234 Project Management For .NET Developers Marc Gusmano Director of Emerging Technologies The Information Management Group The Information Management Group A Microsoft Solution Provider and Authorized Technical Education Center Consulting, knowledge transfer and online learning solutions based on Microsoft technologies Founded 1987, based in Chicago, IL USA Corporate information: www.imginc.com Today’s Focus Project Managers, Leads on small to medium projects (size, complexity) Who would like some simple, proven techniques, and tools To help their projects get more predictable results To help assure user buy in To help make more informed tradeoff decisions “In a world without data, opinion prevails” Sources Of Tools And Techniques Project Management Institute http://www.pmi.org Microsoft Solutions Framework http://www.microsoft.com/msf Microsoft ITG, Operations best practices 20 yrs experience on software projects Managing projects, project mgrs, teaching, consulting, test, analysis, support, methodology How Are Things Working Today? Software-development projects fail all the time, no matter what their size According to the Standish Group In a 2000 Study Only 28% of software projects could be classed as complete successes (they were executed on time and on budget) 23% failed outright (meaning that they were abandoned) Those numbers are improvements over a 16% success rate and a 31% failure rate (when the first study was done, in 1994) Why do Projects fail? other 20% didn't need it any longer 8% lack of planning 8% changing requirements or lack of executive specifications support 9% 9% incomplete requirements 13% lack of user involvement 12% lack of resources 11% unrealistic expectations 10% Other 5% Why do Projects succeed? User Involvement 20% Executive Management Support 15% Ow nership 5% Proper Planning 5% Clear Business Objectives 15% Competent Staff 5% Firm Basic Requirements 5% Small Milestones 10% Expereinced Project Mgr 15% Why Do I Need Project Management? Does anyone care? WHAT gets done WHEN it gets done HOW much it costs Do you need resources from outside your group; have dependencies on other groups? Would you like an “insurance” policy? To increase a project’ s predictability A Framework For Project Management Guidance to help organizations be more successful delivering IT Solutions: Faster, With fewer people, Less risk, While enabling higher quality results A collection of principles, processes and best practices Project Startup Considerations Project Startup Risk Factors Project Breaking New Ground? Yawn Oh my God! Intra-group Company Wide, Worldwide Level of Visible Organizational Sponsorship A Lot Very little Alignment w/Business Objectives High Low Tradeoff Flexibility for Time Most Least Team Expereience Working Together A Lot Very little Proj Mgr prior experience A lot Very little How Much Cross Org involvement needed The more your answers lean to the right, the more structure, process you need on your project. Starting Up A Project Structure the project and define scope The amount of structure, process is a function of the risks involved Project Initiation, Scope Planning, Scope Definition (from Project Mgmt Institute) Key Deliverables Project Definition Document (Vision, Charter) Project Issues, Risks, Communication Plan MSF Team Model Delivering the solution within project constraints Satisfied customers Program Management Product Management Building to specification Development Communication User Experience Enhanced user effectiveness Test Release Management Smooth deployment and ongoing operations Approval for release only after all quality issues are identified and addressed MSF Process Model Deployment Complete Release Readiness Approved Scope Complete Vision/Scope Approved Project Plans Approved Defining The Scope Features Where To Start? A few simple best practices Project Definition Document How do people know What this project is about and “Who gets a vote, who only gets a opinion” Project Schedule What needs to get done by when Who is responsible Communication Plan How do people know Where and when to look for project “stuff“ How raise issues, bugs, request changes… 1-Envisioning Milestone: Vision-Scope Approved Envisioning – Key Deliverables Current State Infrastructure Assessment Feature proposal Milestone Review Report Project Structure Risk Assessment Team Lead Project Progress Report Team Member Project Progress Report Vision Scope Document Where To Start: “Tools R Us”? Project Definition Document MSF: Vision Scope PMI : Project Charter Other PM Websites Project Schedule Microsoft Project Excel, Visio, Word, Outlook Others…?? Communication Plan Word, Excel, Custom Web page SharePoint, Project Server Others…?? Project Definition Document Business Need Suggested Content Areas Project Objectives Success Criteria, Metrics Project Deliverables Risks, Issues Assumptions, Exclusions Roles & Responsibilities Project Tradeoff Matrix Why are we doing this How will we know we are successful Who needs to help, know about the project Assumptions, Exclusions, Dependencies Issues, Risks Project Schedule Focus on Deliverables and Milestones ~1day to 1 week duration Consider: How often will you update the schedule Consider Checklists for detailed activities Duration-Based versus Effort-Based Estimating Resource Tracking may require up to 50-75% more maintenance time (make sure it’s worth it) Contact field allows e-mail notifications Option: Roles and Responsibilities using custom view Develop A Communication Plan How does it happen today – is it working well? How do team members, stakeholders find out about project “stuff”? Meetings E-Mail (official, ad-hoc) Phone calls Hallway conversations E. S. P. – Psychic Hotline????? Don’t forget about new people joining the project Key Project Communications What Project “stuff” do people need Overall Project Status Detail Project Status Key Decisions, Changes Schedule, Budget Issues, Risks Project Deliverables, Milestones How do they know? Where to look??? When to look??? 2-Planning Milestone: Project Plans Approved Planning - Key Deliverables Availability Plan Backup and Recovery Plan Budget Plan Capacity Plan Communications Plan Deployment Plan Development Plan End-User Support Plan Master Project Plan Microsoft Support Plan Migration Plan Monitoring Plan Operations Plan Performance Plan Pilot Plan Purchasing and Facilities Plan Security Plan Support Plan Test Plan Training Plan MSF Application Model Application 1 User Services Business Services Data Services Application 2 Design Process Overview Conceptual Design Scenarios Logical Design Objects and Services, User Interface, and Logical Database Physical Design Components, User Interface, and Physical Database 3-Developing Milestone: Scope Complete Developing - Key Deliverables Testing and Bug Reporting Traceability Audit 4-Stabilizing Milestone: Release Readiness Approved Stabilizing - Key Deliverables Pilot Review Release Signoff Form Test Specification 5-Deploying Milestone: Deployment Complete Deploying - Key Deliverables Post Project Analysis Project Close-out Report Resources Project Management Institute http://www.pmi.org Microsoft Solutions Framework http://www.microsoft.com/msf/ Gantthead: IT Project Mgmt http://www.gantthead.com/ SW Program Mgrs Network http://www.spmn.com/ http://www.4pm.com/ http://www.pmforum.org/ http://www.allpm.com Summary Start small 1 thing you can sustain is better than 5 that you can’t Just enough process Look at the size, complexity, risks of your project The simpler the better Look around, see what works for peers Websites, Books, Professional Orgs Community Resources Community Resources http://www.microsoft.com/communities/default.mspx Most Valuable Professional (MVP) http://www.mvp.support.microsoft.com/ Newsgroups Converse online with Microsoft Newsgroups, including Worldwide http://www.microsoft.com/communities/newsgroups/default.mspx User Groups Meet and learn with your peers http://www.microsoft.com/communities/usergroups/default.mspx evaluations © 2003 Microsoft Corporation. All rights reserved. This presentation is for informational purposes only. MICROSOFT MAKES NO WARRANTIES, EXPRESS OR IMPLIED, IN THIS SUMMARY.