Professional Documents
Culture Documents
Darshan Singh
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OBJECTIVES
Explain how projects are selected in some organizations Describe various approaches to the SDLC that can be used to structure a development project. Explain how to select a project methodology based on project characteristics Become familiar with project estimation Be able to create a project work plan Describe project staffing issues and concerns Describe and apply techniques to coordinate and manage the project. Explain how to manage risk on the project. 2-1
Outline
Project selection. Creating the project plan. Managing and controlling the project.
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Project Management
Define the terms project and project management, and differentiate between project and process management. Describe the causes of failed information systems and technology projects. Describe the basic competencies required of project managers. Describe the basic functions of project management. Differentiate between PERT and Gantt charts as project management tools. Describe the role of project management software as it relates to project management tools. Describe the activities in project management.
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Project Management
Define joint project planning and its role in project management. Define scope and write a statement of work to document scope. Use a work breakdown structure to decompose a project into tasks. Estimate tasks durations, and specify inter-task dependencies on a PERT chart. Assign resources to a project and produce a project schedule with a Gantt chart. Assign people to tasks and direct the team effort. Use critical path analysis to adjust schedule and resource allocations in response to schedule and budget deviations. Manage user expectations of a project and adjust project scope.
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Interactions
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Project
A project is a [temporary] sequence of unique, complex, and connected activities having one goal or purpose and that must be completed by specific time, within budget, and according to specification. Project management is the process of scoping, planning, staffing, organizing, directing, and controlling the development of an acceptable system at a minimum cost within a specified time frame.
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Scoping
Scope defines the boundaries of a project What part of the business is to be studied, analyzed, designed, constructed, implemented, and ultimately improved?
Product Quality Time Cost Resources
A statement of work is a narrative description of the work to be performed as part of a project. Common synonyms include scope statement, project definition, project overview, and document 1of understanding. 12
Statement of Work
II.
I.
III.
IV.
Purpose Background A. Problem, opportunity, or directive statement B. History leading to project request C. Project goal and objectives D. Product description Scope (notice the use of your information system building blocks) A. Stakeholders B. Data C. Processes D. Locations Project Approach A. Route B. Deliverables 13
Statement of Work
V. Managerial Approach A.Team building considerations B. Manager and experience C.Training requirements D. Meeting schedules E. Reporting methods and frequency F. Conflict management G. Scope management Constraints A. Start date B. Deadlines C. Budget D.Technology
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VI.
Statement of Work
VII. Ballpark Estimates A. Schedule B. Budget VIII. Conditions of Satisfaction A. Success criteria B. Assumptions C. Risks IX. Appendices
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Identify Tasks
A work breakdown structure (WBS) is a hierarchical decomposition of the project into phases, activities, and tasks. Milestones are events that signify the accomplishment or completion of major deliverables during a project
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PHASE
PHASE
PHASE
ACTIVITY
ACTIVITY
ACTIVITY
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2.2
2.3
2.2.1
TASK
2.2.2
TASK
2.2.3
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TASK
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Scheduling Strategies
Forward Scheduling: Establishes a project start date and then schedules forward from that date. Based on the planned duration of required tasks, their interdependencies, and the allocation of resources to complete those tasks, a projected project completion date is calculated. Reverse Scheduling: Establishes a project deadline and then schedules backward from that date. Essentially, tasks, their duration, interdependencies, and resources must be considered to ensure that the project can be completed by the deadline. 20
Assign Resources
PeopleInclusive of all the system owners, users, analysts, designers, builders, external agents, and clerical help that will be involved in the project in any way, shape, or form. ServicesA service such as a quality review that may be charged on a per use basis. Facilities and equipmentIncluding all rooms and technology that will be needed to complete the project. Supplies and materialsEverything from pencils, paper, notebooks, toner cartridges, etc. MoneyA translation of all of the above into the language of accountingbudgeted dollars!
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Projects
Chief Information Officers (CIOs) are challenged to select projects that will provide highest return on the IT investments. Project portfolio management has become a critical success factor for IT departments. A selected system development project must undergo a thorough process of project management. A critical success factor for project management is to start with a realistic assessment of the work and then manage the project according to the plan.
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Project Selection
Systems projects today are evaluated in the context of an entire portfolio of projects. Determination of a projects contribution to an entire portfolio of a project reinforces the need for a feasibility study. Portfolio management takes into consideration the different of projects that exist in an organization.
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Waterfall Development
Project Progresses from phase to phase Requirements must be identified before programming begin Limit changes as the project proceeds.. Design must be completely specified before programming begins
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Parallel Development
General design is done for the system Project is divided into a series of subprojects Parallel development reduces the time to deliver a system
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V-model
Right side of the model, testing of components, integration testing, and, finally, acceptance 231 testing are performed
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Throwaway prototyping
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Agile Development
A group of programming-centric methodologies that focus on streamlining the SDLC. Includes face-to-face communication Extreme programming Emphasizes customer satisfaction and teamwork.
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Extreme Programming
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factors to consider in selecting the development methodology - Clarity of User Requirements - Familiarity with Technology - System Complexity - System Reliability - Short Time Schedules - Schedule Visibility
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Estimating Project Time Using Industry Standards Function point approach (Appendix 2A)
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Identify Tasks
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Staffing Plan - Staffing levels will change over a projects lifetime - Adding staff may add more overhead than additional labor - Using teams of 8-10 reporting in a hierarchical structure can reduce complexity
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staffing plan describes the kinds of people working on the project The project charter describes the projects objectives and rules A functional lead manages a group of analysts A technical lead oversees progress of programmers and technical staff members
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Motivation
Use monetary rewards cautiously Use intrinsic rewards
Recognition Achievement The work itself Responsibility Advancement Chance to learn new skills
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Handling Conflict
Clearly define plans for the project. Recognize project importance to
organization. Project charter listing norms and ground rules. Develop schedule commitments ahead of time. Forecast other priorities and their possible impact on the project.
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CASE (Computer-Aided Software Engineering) tools A category of software that automate all or part of the development process.
Upper CASE Software Packages to create integrated diagrams of the system and store information regarding the system components Lower CASE Tools that support the tasks throughout the SDLC Integrated CASE Combination of Upper and lower
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Standards
Formal rules for naming files Forms indicating goals reached Programming guidelines
Documentation
The science (or art) of project management is in making trade-offs among the following three important concepts: - the size of the system, - the time to complete the project, and - the cost of the project.
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PERT Chart
Project Initiation
5-3-2013 5-3-2013 N/A N/A Task Scheduled Scheduled Start Finish Actual Actual Start Finish intertask dependency
Legend
Task Scheduled Scheduled Start Finish Actual Actual Start Finish
Requirements Analysis
5-28-2013 7-15-2013 7-18-2013 5-30-2013
Decision Analysis
6-13-2013 6-13-2013 7-30-2013 8-3-2013
Problem Analysis
5-12-2013 6-12-2013 5-12-2013 6-14-2013
Design
7-3-2013 7-5-2013 9-25-2013 10-9-2013
Construction
7-19-2013 7-20-2013 11-13-2013 In Progress
Implementation
9-10-2013 TBD 12-14-2013 TBD x52
GANTT Chart
2013 ID 1 2 3 4 5 6 7 Task Name May Preliminary investigation Problem analysis Requirements analysis Decision analysis Design Construction Implementation Jun Jul Aug Sep Oct Nov Dec
Today
Complete Task
Legend
Incomplete Task
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Refining Estimates
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Managing Scope
Scope Creep the most common reason for schedule and cost overruns occurs after the project is underway. The project manager should allow only absolutely necessary requirements to be added after the project begins.
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Timeboxing
Set a fixed deadline for a project Reduce functionality, if necessary Dont get hung up on the final finishing touches
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Timeboxing Steps
Set the date for System Delivery Prioritize the functionality that needs to be included in the system Build the core of the system (The functionality ranked the most important Postpone functionality that cannot be provided within the time frame Deliver the system with core functionality Repeat steps 3 though 5 to add refinement and enhancements
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Managing Risk
Risk assessment Actions to reduce risk Revised assessment
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SUMMARY
The project selection process takes into account all of the projects in the organization, using project portfolio management. The project plan defines the tasks, task time estimates, and other information. A project requires staffing and coordinating project activities. Managing and controlling the project include timeboxing and risk assessment.
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Any Questions?
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Thank you!
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Discussion
Agile development
Design prototype Estimation Feature creep Interpersonal skills Iterative development Milestones
Reporting structure
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