Project Management

2. Project Management • Projects could include: • Development of a new software system • Enhancement or upgrade of an existing system • Integration of software into existing environment • Projects constrained by schedule and resources • Project novelty presents great challenges • As of 2008, only 1 in 3 IS projects were successful Object-Oriented Analysis and Design with the Unified Process

3. The Role of the Project Manager • Project manager coordinates project development and creates a detailed plan at project inception: • Activities that must take place • The deliverables that must be produced • Resources needed • Project manager accountable for success or failure • Project manager has internal/external responsibilities Object-Oriented Analysis and Design with the Unified Process

4. Figure 3-2 UP Phases and Iterations with Disciplines Object-Oriented Analysis and Design with the Unified Process

5. The Unified Process and the Inception Phase • Inception phase of the UP has (5) objectives • Identify the business need for the project • Establish the vision for the solution • Identify scope of the new system and the project • Develop preliminary schedules and cost estimates • Develop the business case for the project • Inception phase may be completed in one iteration Object-Oriented Analysis and Design with the Unified Process

6. Figure 3-7 Sample Criteria for Defining Rigor of Project Controls Object-Oriented Analysis and Design with the Unified Process

7. Finalizing the System and Project Scope • System scope: defines capabilities of new system • Project scope: describes how project is to be built • Includes staff training and data conversion • Essential use case model helps delineate scope • Beware of Scope Creep! Object-Oriented Analysis and Design with the Unified Process

8. Figure 3-8 System Scope and Project Scope Object-Oriented Analysis and Design with the Unified Process

9. Developing the Project and Iteration Schedule • Development team sets schedule for project and iterations • Tasks involved in scheduling: • Develop the work breakdown structure (WBS) • Develop the schedule • Develop resource requirements and staffing plan Object-Oriented Analysis and Design with the Unified Process

10. Developing the WBS • Two general approaches for building a WBS • By deliverable timeline • By a sequential timeline • Four techniques for identifying WBS tasks • Top-down: Identify major activities first • Bottom-Up: List all tasks first and organize later • Template: Use standard template of tasks • Analogy: Copy tasks of similar completed project Object-Oriented Analysis and Design with the Unified Process

11. Developing the Schedule • Project schedule orders all activities and tasks • Building the schedule • Identify dependencies between the tasks on WBS • Estimate the effort that each task will require • Dependencies: identify related tasks • Finish-start relationships • Start-start relationships • Finish-finish relationships Object-Oriented Analysis and Design with the Unified Process

12. Representing the schedule • Two types of charts used to show project schedule • PERT/CPM chart • Gantt chart • Key metrics • Critical path • Slack time, or float • Milestones Object-Oriented Analysis and Design with the Unified Process

13. Identify Project Risks and Confirm Project Feasibility • Feasibility analysis: verifies project viability • Types of feasibility: • Organizational/cultural feasibility • Technological feasibility • Schedule feasibility • Resource feasibility • Cost/benefit (economic) feasibility Object-Oriented Analysis and Design with the Unified Process

14. Assessing the Risks to the Project • Risk management: identify potential trouble spots • Potential problems frequently get organized into a risk matrix • Purpose: • Preventing a negative event • Developing a contingency plan Object-Oriented Analysis and Design with the Unified Process

15. Figure 3-17 Simplified Risk Analysis Object-Oriented Analysis and Design with the Unified Process

16. Economic Feasibility • Economic feasibility consists of two questions • Does anticipated value of benefits exceed project costs (Cost/Benefit)? • Is there adequate cash flow to fund the project? • Developing the cost/benefit analysis is a three-step process: • Estimate development and operational costs • Estimate financial benefits • Subtract costs from benefits Object-Oriented Analysis and Design with the Unified Process

17. Figure 3-22 Net Present Value, Payback Period, and Return on Investment for RMO Object-Oriented Analysis and Design with the Unified Process

18. Completing the Inception Phase • Inception activities are project foundation • Summary of key deliverables of inception • Project charter package • Essential use case list • Project schedule • Cost/benefit analysis • Project feasibility and risk analysis • General scope and approach should be clearly defined Object-Oriented Analysis and Design with the Unified Process

19. Project Monitoring and Control • Maintaining pace requires periodic adjustments • The Project manager needs to manage the: • Schedule and deliverables • Internal/external communications • Risks and outstanding issues • Schedules should balance flexibility with firm targets • Best Practice: maintain log of open issues Object-Oriented Analysis and Design with the Unified Process