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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.
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