Project Management

in Software Engineering

Course materials: www.tlu.ee/~pnormak/PM2015

Peeter Normak
 My academic background

• Graduated from Tartu University (mathematics).

• PhD in Moscow University (presentations of semigroups).
• Post-doc in Carl v. Ossietzky University in Oldenburg (Germany)
• Sabbaticals in USA, Canada (twice), Germany
• Main study courses:
o Theoretical Computer Science
o Project Management in Software Engineering
• Academic title: Professor of Informatics (suspended until 31.08.2017)
 Objectives of the course

1) To develop knowledge and skills for composing

project plans.

2) To acquire specific knowledge for managing software

projects.

3) To acquire basic knowledge and skills for effective

execution of projects.
 Schedule

17.09 Introduction. Basic concepts and models. Initiation of a project

18.09 Project planning. Forming project teams.

15.10 Seminar: discussion of the objectives and needs analysis.

Launching and running of a project.

29.10 Project management software. Running (cont.) and completion

of a project.

12.11 Related questions. Basic principles of software projects.

26.11. Models and methodologies of SW development.

10.12. Examination workshop.

 The scheme of independent work
Student Teacher
17.09 lesson
Homework 11
Kodutöö
18.09 lesson
Homework 2, 2GW
Kodutöö
15.10 lesson
Homework 3, GW 3
29.10 lesson
Homework 4, GW
12.11 lesson
Group work
26.11 lesson
Group work
10.12 Examination (present.)
Project plan & report
15.12
Review & Assessments
31.12.2015
Grade

NB! No need to send home-work previously to the teacher.

 Description of independent work

• Before the lessons (individually):

1. Complete home assignments.
2. Study (read) the materials given in the teacher’s presentation (marked
red in the presentation).
3. Study given chapters in the Lecture Notes and put down the questions
for asking during the next class.

• Permanently (in groups): prepare and run a project plan.

• By 31.12 (individually): a review and 3 assessments.

 Readings

Compulsory:
1. Normak, P. (2014). General Project Management. Lecture Notes. Tallinn University.
2. Normak, P. (2014). Software Project Management. Tallinn University.
Recommended (downloadable from the Internet):
1. A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Fifth (?)
Edition. Project Management Institute.
2. Meredith, J.R., Mantel, S.J. (2009). Project Management. A Managerial Approach.
John Wiley & Sons. ISBN 978-0-470-22621-6.
3. Project Manager Competency Development (PMCD) Framework. Second Edition.
Project Management Institute. ISBN 978-1-933890-34-0.
4. Royce, Walker (1998). Software project management: a unified framework. Addison
Wesley. ISBN 0-201-30958-0.
5. McConnell, Steve, Software project survival guide, Microsoft Press, 1998; ISBN 1-
57231-621-7.
 Readings II

TLÜ Academic Library (www.tlulib.ee):

Resources  Enter databases as TLU user
Next:
• Ebrary Academic Complete: search “IT project management”
(NB! Between quotation marks) gave 182 hits/books, “Agile project
management” 110 hits).
• E-journals  SpringerLINK  search “Software project
management” gave 1050 hits, “IT project management” 235 hits.
• E-books  The IEEE Computer Society Digital Library
• ...
Flipped classroom method (based on Bloom’s taxonomy of cognitive skills)
 Feedback to the students

1. Homework will be discussed at the beginning of the next class.

2. Individual feedback on request. This can be sent to the e-mail

peeter.normak@tlu.ee, together with the concrete questions.

3. Written feedback on the examination work will be provided after the

course end.
 Assessment

The grade is formed from three components:

1) Presentation of the project plan &report (GW) – 25%.
2) project plan & report (group work) – 50%.
3) review and assessment of three project plans & reports of fellow
students (individual work). Each assessment should contain
(exactly!) three major strengths and three major weaknesses of the
assessed work – 25%.

Send the examination work to peeter.normak@tlu.ee.

Examination works can be found at www.tlu.ee/~pnormak/PM2015.
 Plan for 17.09 lesson

1. Background of the Project Management in SW Engineering course.

2. Role of projects and project management in contemporary society.
3. Tallinn University (TLU) School of Digital Technologies as an
example of a project organization.
4. Project – definition.
5. Project management – definition.
6. Project management frameworks:
o Project Management Body Of Knowledge Guide (PMBOK Guide)
o Project Management Competency Development (PMCD) Framework
o Project Management Maturity Model (PMMM)
o Organizational Project Management Maturity Model (OPM3)
7. Project management in European ICT-competence framework e-CF.
8. Project Initiation.
 Background of the course

Seminars in companies: shortage of good SW project managers.

Development of the course: 1999 – for bachelor students.
New conception (2001, Bologna 3+2): bachelor studies should prepare
primarily junior specialists, master studies team leaders and develop
management skills.
2001: PM from bachelor to master program (for IT Management study
programme); later focus changed SW PM → general PM.
2013: Focus partly back to SW PM.

General description of the course:

 Based on personal experience;
 Emphasis on how to do (not so much on what to do).

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 Introduction

Projects are essential elements of market economy:

competition  specialization  outsourcing  tenders.
Professionalization of project management:
 Professional standards
 Curricula and training
 Certification, evaluation
 Professional unions and other specialized institutions
 ...
Project management:
 Is cross-cutting,
 Involves high risks,
 Requires from team members certain personality properties/abilities.

14
 Example
Standish Group (data for 2001):
• only 28% software projects were successful in the USA;
• average duration exceeded 63% of initially planned;
• average budget was exceeded by 45%;
• only in average 67% of initially planned functions were realized.
Only 6% of SW projects were successfully completed in 2003-2012;
52% had major problems and 42% were interrupted or not
implemented.
For the more recent figures read:
• http://www.cs.vu.nl/~x/chaos/chaos.pdf
• http://www.drdobbs.com/architecture-and-design/2010-it-project-success-
rates/226500046
2015 trends: http://www.esi-intl.co.uk/resource_centre/news/2015pmtrends.asp
TLU School of Digital Technologies as a project organization

Structure:
o Office + teaching staff (90% - national budget, 10% project based)
o Centre for Educational Technology (100% project based)
o Interaction Design Lab (90% project based)
o Digital Safety Lab (70% project based)
Staff (2014, Institute of Informatics only):
o Financed by the projects – 21 staff members (895 K€)
o Financed from the national budget – 26 staff members (681 K€)

Distribution of the projects in 2014:

o International (mainly EU) R&D projects 48% (stable)
o Estonian research projects 20% ()
o Estonian development projects 32% ()
 Examples of international projects

- UNESCO “Creation of an Estonian Centre for Educational Software”

+ TEMPUS JEP-12418 “Master Programme in Multimedia and Learning

Systems” (IR, NE, FI; 289 100€)

+ Visby “Network for Development, Usage and Transfer of New Interactive

Technologies in Multimedia” (SE)

+ EU R&D Framework 6 project iCamp (“Innovative, inclusive, interactive &

intercultural learning campus”; AT, SL, UK, ES, PL, LT, TR, CZ)

+ EU eLearning program project “Grandparents & Grandsons” (IT).

+ EU eContentPlus project iCoper („Interoperable Content for Performance in a

Competency-driven Society”; AT, UK, CY, NL, FI, DE, FR, SL, GR, ES, PL,
LT, NO, BE, IT, SE).

17
 The most prestigious project

EU 7th Framework large-scale integrated ICT project Learning Layers

(“Scaling up Technologies for Informal Learning in SME Clusters”).

Partners from ES, AT, UK, DE, FI, NO – in total 15 partners;

Budget: 12 M€ (9,9M€ from EU)

Duration: 2012-2016

Web: http://learning-layers.eu/
 Examples of Estonian institutional projects

+ Open Estonia Foundation project “Active Learning into Action” (20 000€).
+ Targeted financing project “Pedagogical foundations and implementation
models for constructivist web-based environments in Estonian higher
education context ” (24 000€/year).

+ EU social funds project “New Media Curriculum and Research Team” (140
000€).

+ Targeted financing project “E-learning systems with distributed architecture,

their interoperability and models of application” (90 000€/year).

- EU social funds project for curricula development “Development of interactive

software” (288 000€).

+ Estonian IT Foundation financed project “Development of interaction design

study and research in Tallinn University“ (168 000€).

19
 Examples of personal projects

+ DAAD (Deutsche Akademische Austauschdienst) “Representations of semi-

groups” (13 months in Germany; 9 600€).

+ Estonian Science Foundation grant “Equivalence and construction of two-based

algebras” (4 800€/year).

+ Estonian Science Foundation grant “Compactness properties of act-type algebras”

(2 500€/year).

+ Canada NSF grant A4494.

+ AUCC (Association of Universities and Colleges in Canada) grant “Innovation

Management at the Universities”.

+ Estonian Science Foundation grant “The framework for supporting and analysing
self-directed learning in augmented learning environment” (12 000€/year ).

20
 Software developed

Prehistory: application software for “Juku” school computer, ...

Since 2000:
• Digital learning environments – Krihvel, ViKo, IVA, Dippler
• Authoring tools for learning objects – LeMill
• Services supporting teaching/learning – DiPo, Edufeedr, LePress,
LeContract
• Educational portals – Koolielu, eDidaktikum
• Other – VAKO, Waramu, Digimina, …
 Project definition
Definition. A project is a timely restricted original endeavour that has a
predetermined amount of resources for achieving certain objective.

Attributes of a project:
 objective
 beginning and end (or duration)
 Activities and outcomes/milestones
 Resources
 Funding institution, executor, uncertainty/risks, ...

PRINCE2:
• “A management environment that is created for the purpose of delivering one
or more business products according to a specified Business Case”;
• “A temporary organisation that is needed to produce a unique and predefined
outcome or result at a specified time using predetermined resources”

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 Example of a development project

TEMPUS Joint European Project 12418 "Creation of Master Program in

Multimedia and Learning Systems”
 The objective: develop a master program
 Start: 15.12.1997, End: 14.03.2001
 5 outcomes: curriculum, trained teachers, course materials,
learning environment, implementation plan
 Budget: 289 100 EUR
 Funding institution: European Training Foundation
 Partners: Tallinn University, University of Tartu, Tallinn University
of Technology, EAA, Tampere University of Technology, Twente
university, Dublin Tallagh Institute of Technology.
 The main risk: no previous cooperation in this composition.
 Project definition - conclusions

Skills and knowledge about project management are needed for

everybody who should:
• Perform a task during a certain period of time;
• Deal with complex problems requiring solutions by activities that will run partly
in parallel;
• Accomplish the tasks with limited resources;
• Co-operate in performing tasks with other people;
• Solve fuzzy or nondeterministic exercises;
• Take into account the changing needs of bosses, colleagues, customers etc.

Methods of instruction that base on abovementioned principles are called

project methods.

24
 Project, vision and strategy

Vision is a long-term view describing how the institution would like to be in the
future. A long-term objective of an institution is often presented in the form of a
vision statement.
Strategy is a roadmap describing the path from the current position towards the
vision (desired position).
…
Current Desired
position position
…

Projects are important tools in realization of a strategy.

 Project definition - exercises

1. What are the main differences between the concepts project and
programme?

2. Name the attributes of composition of a master thesis considered

as a project.

3. Does boiling of a cabbage soup qualify as a project?

4. Assume a project aims to implement ICT tools in schools. List the

possible main activities of the project.

5. Independently: Using web search bring an example of an

unsuccessful project. What where the main reasons of failing?

6. Independently: using web search find more definitions of a project.

26
 Project life cycle – the phases
1. Project initiation (determination of the main objective and forming a
clear understanding about the necessity and suitability of the project;
this stage should answer the questions what? and why?):
 Identification and initial analysis of business needs
 Determination of the main objective
 Resource analysis (people, equipment, finances; needs and availability)
 Determination of possible partners
 Composition of the project charter (initial plan).

2. Project planning (determination of an optimal scheme/algorithm for

project execution; this stage should answer the question how?).
3. Project execution (achieving the project objectives without violating
the constraints of the project).
4. Closing the project (formal completion of the project and building
solid bases for follow-up activities):
 Composition of the final report and the Lessons Learned document,
 Filing and archiving the project documentation,
 Planning follow-up activities (including PR activities).

27
 Project management – definition

Project management is defined as application of knowledge, skills,

tools and techniques to activities of the project for achievement the
project objectives.
Project management triangle:

Duration Cost

Scope*
NB! The actual dependence is not linear (Exercise: interpret shifts).
Project management can be considered as solving an optimization
exercise: achieve an optimal proportion between the costs and
outcome.

* Some authors use performance instead of scope. 28

 Project management – general methodology

General methodology in project management – structural approach

(what? instead of how?).

Basic structures:
o Project management knowledge areas
o Project management process groups
o Project management activities
o Project management artifacts

Reason: universality, widely applicable.

 Project management knowledge areas (PMBOK Guide)

PMBOK Guide: A Guide to the Project Management Body of Knowledge.

The knowledge areas:
 Project integration management
 Project scope management
 Project time management
 Project cost management
 Project quality management
 Project human resource management
 Project communications management
 Project risk management
 Project procurement management
 Project stakeholder management.

These knowledge areas are applicable to all stages of the project.

30
 Dynamics of knowledge areas

PMBOK Guide became in fact a standard in project management.

Biggest changes were made in the 2004 Edition.
In the 2013 Edition: the 10th knowledge area (Project Stakeholders
Management) was added.

For the 2000 Edition see

http://www.cs.bilkent.edu.tr/~cagatay/cs413/PMBOK.pdf.
 Project management – process groups

Process is defined as a coherent system of activities that

results in a certain outcome.

Project management process groups:

 Initiating processes
 Planning processes
 Executing processes
 Closing processes
 Controlling processes

32
 Project management – activities

Project management activities can be divided into general activities and

product specific activities.
A systematic approach to general project management activities is
presented in Project Management Maturity Model (PMMM).
Examples:
 Planning, organizing and coordinating the work of the project team.
 Acquiring and allocation of human and other resources.
 Create necessary work environment.
 Encourage devotion, excitement and creativity inside the project team.
 Solving problems/conflicts both inside the project team as well with
other parties.
 Informing the project team and other parties involved about the state of
the art of the project, as well as about success and problems.
 Project management – artifacts

Project management artifacts are documents that regulate and support

the project execution.
Examples:
 Needs analysis and/or feasibility study.
 Project charter.
 Work breakdown structure and/or project schedule.
 Change control plan.
 Risk management plan and/or table/database of risks.
 Communications plan.
 Lessons learned document.

The artifacts form a project’s portfolio (NB! The concepts project’s

portfolio and portfolio of projects are different).

34
 Project management – exercises

1. What are the main differences between project management and

general management?

2. List the main characteristics of effective and ineffective project

managers.

3. For which projects the domain knowledge more is, for which projects
less important for project managers?

4. Study the National Occupational Standards for Project Management,

http://www.ehu.es/asignaturasKO/PM/OTmec/resources/Project_Management_Standar
ds2.pdf

35
 Project Manager Competency Development Framework

Project Manager Competency Development Framework (PMCD

Framework, www.tec-
digital.itcr.ac.cr/file/5710155/PMI_Estandar_sobre_Competencias_del_Admini
strador_de_Proyecto.pdf) divides the project manager’s competences
into three categories:
 Knowledge competence
 Performance competence
 Personal competence.
The competences in each category are hierarchical.
The structure of knowledge and performance competences is coherent
to the structure of corresponding PMI examination:
http://www.pmi.org/certification/project-management-professional-
pmp/~/media/pdf/certifications/pmp%20examination%20content%20o
utline_2010.ashx

36
 PMCD Framework – Performance competences

Example 1. Elements of Initiating:

1) Project aligned with organizational objectives and customer needs,
2) Preliminary scope statement includes stakeholder needs and expectations,
3) High-level risks, assumptions and constraints are understood,
4) Stakeholders identified and their needs understood,
5) Project charter approved.

Example 2. Performance criteria for Element 1.1 (Project aligned …):

1) Understands the project alignment,
2) Achieves agreement on project alignment with project sponsor,
3) Establishes key stakeholders’ needs and expectations,
4) Determines product or service characteristics.
 PMCD Framework – Personal competencies
Communicating (6.0)
6.1 Actively listens, understands and
responds to stakeholders
6.2. Maintains lines of communication
6.3 Ensures quality of information
6.4 Tailors communication to audience
Leading (7.0)
7.1 Creates a team environment that
promotes high performance
7.2 Builds and maintains effective
relationships
7.3 Motivates and mentors project team
members
7.4 Takes accountability for delivering the
project
7.5 Uses influencing skills when required
Managing (8.0)
8.1 Builds and maintains the project team
8.2 Plans and manages for project success
in organized manner
8.3 Resolves conflict involving project team
or stakeholders
Cognitive Ability (9.0)
9.1 Takes a holistic view of project
9.2 Effectively resolves issues and solves
problems
9.3 Uses appropriate project management tools
and techniques
9.4 Seeks opportunities to improve project
outcome
Effectiveness (10.0)
10.1 Resolves project problems
10.2 Maintains project stakeholder involvement,
motivation and support
10.3 Changes at the required pace to meet
project needs
10.4 Uses assertiveness when necessary
Professionalism (11.0)
11.1 Demonstrates commitment to the project
11.2 Operates with integrity
11.3 Handles personal and team adversity in a
suitable manner
11.4 Manages a diverse workforce
11.5 Resolves individual and organizational
issues with objectivity
 Application of PMCD Framework

Before applying the PMCD Framework, organizations and project

managers should determine the overall relevance of the elements and
performance criteria.

The general methodology for achieving competences consists of three

steps:
1. Assessment of the performance,
2. Planning competence development
3. Implementation of a Competence Development Plan

39
 PMCD Framework – conclusions

1.Project management assumes certain personality qualities of project

managers; knowledge and skills are not enough for quality work as a
project manager.

2.Project management would offer a good opportunity to test persons’

suitability for a managerial position.
 Project management maturity model PMMM
PMMM presents a model for assessing the quality level of project
management of an institution.
The quality levels:
1. Common language: project management is not practiced, but the
organisation recognises the importance of PM and the need for common
terminology;
2. Common processes: project management is practiced, it is not regulated;
3. Singular methodology: organization uses a singular project management
methodology;
4. Benchmarking: there are quality indicators that allow to compare
organization with the world leaders in the field;
5. Continuous improvement: processes are analyzed and the methodology
adequately improved.

41
 Application of the PMMM

For each level, there are:

• criteria developed,
• main obstacles for reaching the level,
• main activities necessary for reaching the next level
• self assessment test for determining the current level.
Example: The main obstacle for reaching level 2 is the resistance to
changes of workers (“Why to change, we have managed well until
now?”), fear in subordination shifts, unwillingness to reveal
problems and deficiencies.

The author: Harold R. Kerzner (“Planning for Project Management

Using a Project Management Maturity Model”)
 Organizational project management maturity model OPM3

OPM3 offers a methodology for assessing maturity of an organization in

project, program and portfolio management, for increasing
effectiveness in implementing the strategy of an organization.
OPM3 is comprised of three general elements:
o Knowledge, presenting the contents of the standard (includes the definitions);
o Assessment, providing a method for comparison with the standard (how to
perform self-assessment);
o Improvement, setting the stage for possible organizational changes (how to rise
the maturity).

OPM3 contains three directories: Best practices directory (about 600!),

Capabilities directory, Improvement planning directory.
Each best practice is described by: ID, name, brief description, indication how the best
practice maps to the domains of organizational project management (project, program,
portfolio) and to the four stages of process improvement (standardize-measure-control-
improve).

43
 General scheme of models and frameworks

PMBOK Guide: the PMCD FW: the aim is to ensure

aim is to ensure necessary competences of project
success of a project. managers.:

OPMMM: the aim is to implement

PMMM: the aim is to develop project management, program and
organizational culture that portfolio practices that support
ensure success of projects. achieving strategic goals of the
institution.
 Project management in European e-Competence
Framework e-CF
The European e-Competence Framework (e-CF, http://ecompetences.eu/wp-
content/uploads/2014/02/European-e-Competence-Framework-
3.0_CEN_CWA_16234-1_2014.pdf) is a reference framework of ICT
competences that describes them with four dimensions: 1) 5 e-Competence
areas, 2) descriptions of 40 competences, 3) 5 proficiency levels, 4) samples of
knowledge and skills.
Compliance with EQF (European Qualifications Framework):
e-CF-1 = EQF 3; e-CF-2 = EQF 4 and 5; e-CF-3 = EQF-6; e-CF-4 = EQF-
7; e-CF-5 = EQF 8.

Competences that are related to project management at most:

•Product/Service Planning (A.4): e-CF-2 … e-CF-4,
•Project and Portfolio Management (E.2): e-CF-2 … e-CF-5.
 Example: e-CF E.2 proficiency levels 2 and 5

E.2-2: Understands and applies the principles of project management

and applies methodologies, tools and processes to manage simple
projects. Optimises costs and minimises waste.
E.2-5: Provides strategic leadership for extensive interrelated
programmes of work to ensure that Information Technology is a
change enabling agent and delivers benefit in line with overall
business strategic aims. Applies extensive business and
technological mastery to conceive and bring innovative ideas to
fruition.

Example (skills):
S1 – identify project risks and define action plans to mitigate.
 Frameworks and models – exercises

1. Why is it necessary for project managers to know frameworks and

models (incl. PMBOK Guide, PMCD FW, PMMM, OPM3)?

2. Independently: find, download and study some other relevant models

and frameworks of project management
(http://www.sei.cmu.edu/reports/06tr008.pdf,
http://www.projectsmart.co.uk/docs/p3m3.pdf).

3. What are the main risks in applying general frameworks and models?

4. One possible classification of project managers: 1) men of the “old

school”, 2) the world’s belly buttons, 3) bustlers, 4) professors, 5)
excellent learner. How would you characterize these classes?

5. Independently: find scales for assessing project managers.

47
Next topic: Project initiation
 Characteristics of effective (ineffective) project managers

An example (Thomas W. Zimmerer, Mahmoud M. Yasin):

1. Leadership by example (Sets bad example)
2. Visionary (Not self-assured)
3. Technically competent (Lacks technical expertise)
4. Decisive (Poor communicator)
5. A good communicator (Poor motivator)
6. A good motivator
7. Stands up to upper management when necessary
8. Supportive team members
9. Encourages new ideas
For a more recent study read also
http://busm1271.files.wordpress.com/2010/05/leadership-
competency-profile1.pdf