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Objectives

Objectives . Explain the elements of project management and the responsibilities of a project manager Describe how the UP disciplines of business modeling and environment relate to the inception phase Describe the project management activities that are done during the inception phase 

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Objectives

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  1. Objectives • Explain the elements of project management and the responsibilities of a project manager • Describe how the UP disciplines of business modeling and environment relate to the inception phase • Describe the project management activities that are done during the inception phase  • Develop a project schedule using a work breakdown structure (WBS) and PERT and Gantt charts Object-Oriented Analysis and Design with the Unified Process

  2. Objectives (continued) • Use Microsoft Project to build the project schedule • Perform a risk analysis of potential project risks  • Develop a cost/benefit analysis using net present value calculations • List the key deliverables and activities of the end of the inception phase  • Discuss three techniques for monitoring and controlling a system development project Object-Oriented Analysis and Design with the Unified Process

  3. Overview • Unified Process (UP) development methodology • Consists of phases, iterations, and disciplines • Provides framework for project definition and execution • Project management: a critical support discipline • Project Management prominent in inception phase • Tasks include monitoring and controlling projects Object-Oriented Analysis and Design with the Unified Process

  4. Project Management • Development project artifacts (products) • 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 • Different products are produced • Different activities required for varying schedules • Different resources are used Object-Oriented Analysis and Design with the Unified Process

  5. Project Success & Complexity • Development projects produce software systems • Projects are wide ranging • Simple Web sites • Implementation of real-time business applications • Issues complicating project management • Sophisticated business needs • Changing technology • Integrating OS, support programs, and new systems • Project success rate very low: 34 percent as of 2004 Object-Oriented Analysis and Design with the Unified Process

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

  7. Project Success Factors • Clear system requirements • Substantial user involvement • Support from upper management • Thorough and detailed project plans • Realistic work schedules and milestones • Adequate project resources • Proper execution of control processes Object-Oriented Analysis and Design with the Unified Process

  8. The Role of the Project Manager • Project manager coordinates project development • Specifications in 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 • Many career paths lead to project management Object-Oriented Analysis and Design with the Unified Process

  9. Figure 3-1 Various Roles of Project Managers Object-Oriented Analysis and Design with the Unified Process

  10. Project Management Knowledge Areas Appendix A Reading • The Project Management Institute (PMI) • Professional organization promotes project management • PMI provides extensive support material and training • Defines specialist’s body of knowledge (BOK) • PMBOK organized into nine knowledge areas • PMBOK principles to be applied to iteration activities  Object-Oriented Analysis and Design with the Unified Process

  11. Knowledge Areas • Project Scope Management • Project Time Management • Project Cost Management • Project Quality Management • Project Human Resources Management • Project Communications Management • Project Risk Management • Project Procurement Management • Project Integration Management Object-Oriented Analysis and Design with the Unified Process

  12. Project Management within the Unified Process • Project management is a support business discipline • Project management tasks prominent at inception • Other important disciplines of inception phase • Business modeling • Environment • Requirements • Design Object-Oriented Analysis and Design with the Unified Process

  13. UP Phases and Iterations with Disciplines Object-Oriented Analysis and Design with the Unified Process

  14. 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

  15. Understanding the Business Environment • Objective: understand project operational context • Define the business problem • Evaluate existing architecture • Define needed interfaces to other systems • Perform stakeholder analysis • Stakeholders: people with an interest in the system • Users, sponsors and support staff Object-Oriented Analysis and Design with the Unified Process

  16. The Stakeholders for Rocky Mountain Outfitters • Identify all of the stakeholders • Most important executive stakeholders • RMO project sponsor: VP William McDougal • Executive stakeholders: John and Liz Blankens • Other stakeholders • Operational users such as sales reps and mail • Warehouse workers • Technical staff Object-Oriented Analysis and Design with the Unified Process

  17. Sample Stakeholder Analysis Form for RMO Object-Oriented Analysis and Design with the Unified Process

  18. Creating the System Vision • Purpose: justify strategic importance of new system • Clear vision statement includes (3) essential pieces • Precisely specified objective(s) • Concrete (dollar value) benefits tailored to sponsors • System capabilities meeting objective(s) • Project charter: defines need, objective, benefits, scope • System vision • Statement of business need • Stakeholder analysis form Object-Oriented Analysis and Design with the Unified Process

  19. Objectives, Business Benefits, and System Capabilities Object-Oriented Analysis and Design with the Unified Process

  20. Objectives, Business Benefits, and System Capabilities Object-Oriented Analysis and Design with the Unified Process

  21. Creating Business Models • Three major areas normally require business models • Business events (what triggers a process to start) • Business processes • Information repositories and flows • Business models are tied to system requirements • Model format and rigor may vary with each project Object-Oriented Analysis and Design with the Unified Process

  22. Environment and the Inception Phase • Discipline concerned with development of the project environment • Several activities are included • Design and configure the physical environment • Cubes, desks, chairs, phones • Select and configure project tools • Development tools IDEs, CASE, modeling tools, database tools • Office desktop (i.e. Word, Excel, Outlook, scheduling) • Project management tools (i.e. Project, ReqPro, Risk monitor, issues mgt) • Tailor the UP development process • Defining the rigor of a project • Determine high risk issues • Setup technical support services Object-Oriented Analysis and Design with the Unified Process

  23. Finalizing the System and Project Scope • Scope • Project scope: describes what the project will include • System scope: defines capabilities of new system • System scope is part of the larger project scope • Use Case Model • Essential use case model helps delineate scope • Essential business use case list is attached to the project • Some Project tasks outside of the business problem scope • Provide staffing model and training • Provide data conversion information • Define standards for analysis & design, coding, data modeling • Define quality control measures for documents, deliverables, testing, and system migration Object-Oriented Analysis and Design with the Unified Process

  24. System Scope and Project Scope Object-Oriented Analysis and Design with the Unified Process

  25. Processes The System Must Do Sample Essential Use Case List for RMO Object-Oriented Analysis and Design with the Unified Process

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

  27. 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

  28. 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 • Select a scheduling tool like Microsoft Project Object-Oriented Analysis and Design with the Unified Process

  29. Entering the WBS into MS Project • Two types of charts used to show project schedule • PERT/CPM chart • Gantt chart • Charts show same information in different formats • Key metrics • Critical path, slack time, or float • Milestone due dates • Estimate cost of project and establishing a baseline Object-Oriented Analysis and Design with the Unified Process

  30. Entered Outline Of Tasks Entering the WBS Into MS Project Object-Oriented Analysis and Design with the Unified Process

  31. Entered Dependencies Entered Durations Gantt Chart of RMO’s Inception Iteration Object-Oriented Analysis and Design with the Unified Process

  32. Pert or Network Diagram Red is Critical Path Object-Oriented Analysis and Design with the Unified Process

  33. Develop the Resource Requirements and the Staffing Plan • Core team members very active in inception iteration • Most early tasks are project management activities • Must enter resources in MS Project (Project allows several ways to input resource information) • Formula for effort: Effort = Duration x Persons Object-Oriented Analysis and Design with the Unified Process

  34. Resource Entry Entering Resources for the Scheduled Tasks Object-Oriented Analysis and Design with the Unified Process

  35. Project Management Processes Case Examples Object-Oriented Analysis and Design with the Unified Process

  36. Project Management – “Not an Easy Job” • Standish Group Study of IS Projects: • 21% cancelled before finished • 51% over time and original budget or lacking original functionality • 43% had cost exceeding budget • 42% contain original functionality • 15% failed projects • 34% successful projects Standish Group, “CHAOS Chronicles ”, 2004, https://secure.standishgroup.com/reports/reports.php?rid=500 Object-Oriented Analysis and Design with the Unified Process

  37. Project Scope Management

  38. ABC Project Description • ABC Project Characteristics • Major Retirement System Replacement • Use of a customized COTS system as replacement • Custom development of security, reporting, and Internet system functionality • Custom integration with existing systems • Need to convert legacy data from replaced systems • Full lifecycle initiation, analysis, design, testing, training, and implementation • Environment • Multiple language (Forte, Java, Fortran, COBOL, Natural, PeopleSoft, PowerBuilder, Visual Basic) and database (AdaBase, Oracle, VSAM) technologies • Multiple platforms (MVS, Unix, Windows XP) • Large geographic distribution with 8 regional offices • Size • Budget over 20 million dollars • Total implementation timeframe 2.5 years • 1000 internal users, 1.5 million plus external users

  39. ABC Project: Scope & Change ControlChallenges • RFP was incomplete as to the extent and complexity of system interfaces • Existing systems were not compatible with financial data in new system • Complexity of organization and approval much greater than estimated • Information systems staff limitations greatly restricted workflow • Contract was a fixed price bid with penalties for late deliverables Object-Oriented Analysis and Design with the Unified Process

  40. Issues Management Internal Factors External Factors Issue Resolved Review and Status Issues at Weekly Meeting Resolution Issue Resolution Generate Reports Issue Tracking Risk Status Changed To Risk Escalate to the Program Review Board Issues • Tracking Number • Impacted Activity • Impact to Project • Identifier • Date • Target Resolution • Criticality • Status • Name • Description • Possible Solution • Resolution • Resolution Date Issue Identified Owner Assesses and Resolves Mitigation/Contingency Options Issue Documentation Document Issue in (Access Database) Issue Analysis Analyst Assigned to Investigate and Present Options Escalate to Change Control Board Object-Oriented Analysis and Design with the Unified Process

  41. Status Logged Project Staff will Schedule and Implement the Requested Change Change Implemented and Tested Request is Logged in the Change Control Register Change Requested PM Adjusts PMP, Budget, and Schedule to Reflect Impact Triage Change Through PM CCB Considers Findings Approved Rejected Change Control Board Reviews Request Impact Analysis of Making the Change or Not Analysis Change Control Process Object-Oriented Analysis and Design with the Unified Process

  42. ABC Project: Scope & Change ControlKey Issues • Scope of interfaces grew by 23 additional system interactions • Each interface needed to be addressed separately for client • Client interpreted broad requirements as being all inclusive of additional interfaces • New interfaces were estimated to cost $2.5 million and take 8 months to complete • Client Project manager was involved in creating RFP so the additions were politically unacceptable • Existing system would not support financial data integrity • Lengthy analysis would need to carried out to determine how to change existing system • Rewrite of current systems would be necessary to correctly handle record deletes • Current business processes would need to reengineered to to support changes in existing system • Existing system built on obsolete technology platforms Object-Oriented Analysis and Design with the Unified Process

  43. ABC Project: Scope & Change ControlKey Issues • Organization complexity greatly under estimated • Analysis sessions involved as many as 50 to 60 people • Couldn’t get user agreement and achieve sign-off on analysis scenarios or business rules • Approval process ran long taking 6 weeks instead of contract 10 days • Lack of clarity of deliverables forced “analysis paralysis” • IT resources over committed • Technical people not adequately represented at meetings causing issues to reopened after analysis • Issues could not be brought to timely resolution since technical people unavailable so design task delayed Object-Oriented Analysis and Design with the Unified Process

  44. ABC Project: Scope & Change ControlLessons Learned • Incomplete or changing requirements – Changes needed to be brought forward quickly to change control board, so project schedule wouldn’t get into trouble before approval could occur • Poor planning – Greater time should have been estimated in the schedule for less clearly defined interfaces. Also time estimates for approval and review processes needed to much greater given the size and complexity of organization • Lack of technical support – Technical representatives must be present in all analysis sessions to avoid costly rework and schedule delays • Lack of executive support – Executive action needed to taken as soon as the financial data integrity issue was discovered • The project team is demoralized because milestones are not reached – Better communication of work effort confirmation needed to occur Object-Oriented Analysis and Design with the Unified Process

  45. Project Staffing or Human Resources Object-Oriented Analysis and Design with the Unified Process

  46. DEF Project Description Europe Merchant Performing B2B • DEF Project Characteristics • B2B Financial Transaction System • Internet base B2B financial transaction • Integrate and update an existing bank charge card system to provide clearing and account authorization • Market for B2B trading in Europe • Project management in US and London • Environment • Internet Language Java, Bank card system C and COBOL and Oracle relational database • Platform (IBM Unix server, Browser client) • Development and service provider in Phoenix, merchant in Europe, and financial house in London • Size • Budget about 2 million dollars • Total implementation timeframe 6 months • > 10,000 B2B traders, > 50 internal users London, UK Financial Clearing Phoenix, AZ Service Provider Object-Oriented Analysis and Design with the Unified Process

  47. DEF Project Human ResourcesChallenges • Needed to ramp up all staff in two weeks • Needed diverse technical skill sets including WebSphere (application server), Java (object developer), HTML (artists and web front-end), Oracle (database), IBM Unix (system administrator), COBOL and C (programmers for Card System), etc. • The company had limited availability of HR people for recruiting Object-Oriented Analysis and Design with the Unified Process

  48. DEF Project Human ResourcesKey Issues • Had to hire many contractors to meet time goals for staffing • Contractors very expensive and changed planned costs • Schedule had to change to reduce contractor use • Contractor loyalty is always a question, and project knowledge is lost when a person leaves the team • Needed to put relationships in place with placement firms • Contracts needed to negotiated is a very short time • Conflict with placement firms and internal HR Object-Oriented Analysis and Design with the Unified Process

  49. DEF Project Human ResourcesKey Issues • Needed to do many interviews • Interviewed 50 Java programmers to find one hire • Had to build skill lists to correctly screen applicants • A big problem was finding time to allocate for interviews and interaction with placement people • Lost rate after hire was depressing • People quit because job was too hard • People were hired and quit the day they were to report for work • The market for contractors makes for difficult hiring Object-Oriented Analysis and Design with the Unified Process

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