BEN610PROJECT MANAGEMENT PRINCIPLES

ProjectManagementDevelopmentandDeliveryMethodologies
CRICOSNo.00213J
QueenslandUniversityofTechnology

Reminders

YouwillneedaccesstothePMBoK inclassandduringthe tutorialsespeciallyinWeek3andbeyond i l i ll i k db d PleasetaketheGettingtoKnowtheBEN610Classsurvey: less30%haveresponded. l 30% h d d

Wanttobreakthe70%barrierbyFriday Otherwise we wont have a good profile of the class Otherwisewewon thaveagoodprofileoftheclass

Reminders

AssessmentItemNo.1 Assessmentname: ShortCaseStudyExercise Description:Theobjectiveoftheassignmentistotestyourgeneral understandingofthetheoryaspresentedinthefirstfiveweeksoftheunit.You aretowritea1500wordBrieftoyourCEOidentifyingthreemajorproject managementproblems,analysingtheimpactoftheseproblems,andthen, management problems, analysing the impact of these problems, and then, recommendingandjustifyingchangestorectifytheseproblems.Feedbackwill begivenapproximatelyoneweekafteryourcompletionoftheexercise. Weight: 25% GrouporIndividual: I di id l G I di id l Individual Duedate: Week6

Reminders

AssessmentItemNo.1 Assessmentname: ShortCaseStudyExercise Description:Theobjectiveoftheassignmentistotestyourgeneral understandingofthetheoryaspresentedinthefirstfiveweeksoftheunit.You aretowritea1500wordBrieftoyourCEOidentifyingthreemajorproject managementproblems,analysingtheimpactoftheseproblems,andthen, management problems, analysing the impact of these problems, and then, recommendingandjustifyingchangestorectifytheseproblems.Feedbackwill begivenapproximatelyoneweekafteryourcompletionoftheexercise. Weight: 25% GrouporIndividual: I di id l G I di id l Individual Duedate: Week6

ProjectSimulationSaturday 28May2011

TentativeTopicSchedule Tentative Topic Schedule

Week1:Introduction Week2:Developmentand DeliveryMethodologies W k3 S Week3:Scope Week4:Schedule W k5 C Week5:Cost Week6:Risk Week7:Integration k

Week8:Quality Week9:People Week10:Communications Week11:Procurement SimulationSaturday:28May2011 Week12:PortfolioandProgram Management Week13:Exampreparation k

Revision

Aprojectis: j i
a) Asetofsequentialactivitiesperformedina processorsystem. b) Arevenuegeneratingactivitythatneedstobe accomplishedwhileachievingcustomer satisfaction. c) Anongoingendeavourundertakentomeet customerormarketrequirements. d) Atemporaryendeavourundertakentocreatea uniqueproduct,service,orresult.
Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Answers
Aprojectis:
a) Asetofsequentialactivitiesperformedinaprocess orsystem. b) Arevenuegeneratingactivitythatneedstobe accomplishedwhileachievingcustomersatisfaction. c) Anongoingendeavourundertakentomeet ) g g customerormarketrequirements. d) Atemporaryendeavourundertakentocreatea ) p y uniqueproduct,service,orresult.PMBoK Sec1.2

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Projectmanagementis: j i
a) Theintegrationofthecriticalpathmethodandthe EarnedValueManagementsystem. E dV l M t t b) Theapplicationofknowledge,skills,tools,and techniquestoprojectactivitiestomeetproject techniques to project activities to meet project requirements. c) The application of knowledge skills wisdom Theapplicationofknowledge,skills,wisdom, science,andarttoorganizationalactivitiesto achieveoperationalexcellence. d) Asubsetofmostengineeringandothertechnical disciplines.
Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Projectmanagementis: j i
a) Theintegrationofthecriticalpathmethodandthe EarnedValueManagementsystem. E dV l M t t b) Theapplicationofknowledge,skills,tools,and techniquestoprojectactivitiestomeetproject techniques to project activities to meet project requirements.PMBoK Sect1.3 c) The application of knowledge skills wisdom Theapplicationofknowledge,skills,wisdom, science,andarttoorganizationalactivitiesto achieveoperationalexcellence. d) Asubsetofmostengineeringandothertechnical disciplines.
Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Managingaprojecttypicallyincludes: Managing a project typically includes:

a) Balancingthecompetingprojectconstraints includingscope,quality,schedule,budget, including scope quality schedule budget resources,andrisk. b) Integrating requirements of profitability low Integratingrequirementsofprofitability,low cost,andlegalresponsibility. c) Implementation of software hardware and Implementationofsoftware,hardware,and othersystemstoenhanceorganizational efficiency. efficiency d) Supportinghumanfactors,communications, discipline,andperformancemanagement. discipline and performance management
Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Managingaprojecttypicallyincludes:
a) Balancingthecompetingprojectconstraints includingscope,quality,schedule,budget, resources,andrisk.PMBoK Sect1.3 b) Integratingrequirementsofprofitability,low cost,andlegalresponsibility. c) Implementationofsoftware,hardware,and othersystemstoenhanceorganizational efficiency. d) Supportinghumanfactors,communications, h f discipline,andperformancemanagement.
Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Projectsuccessismeasuredby:
a) Degreetowhichtheprojectsatisfiesitstimeand budgetobjectives. b) Tripleconstraintsofschedule,cost,andtechnical performance. c) Productandprojectquality,timeliness,budget compliance,anddegreeofcustomersatisfaction. d) Degreetowhichtheprojectsatisfiestheneedsfor ) g p j whichitwasundertakenanditslongterm contributiontoaggregateperformanceofthe organizationsportfolio.
Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Projectsuccessismeasuredby:
a) Degreetowhichtheprojectsatisfiesitstimeand budgetobjectives. b) Tripleconstraintsofschedule,cost,andtechnical performance. c) Productandprojectquality,timeliness,budget compliance,anddegreeofcustomersatisfaction. PMBoK Sect 1 4 Sect1.4 d) Degreetowhichtheprojectsatisfiestheneedsfor whichitwasundertakenanditslong term which it was undertaken and its longterm contributiontoaggregateperformanceofthe organizationsportfolio.
Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Allofthefollowingaretrueaboutprojectsand All of the following are true about projects and operationsEXCEPT:
a) Operationsareongoing,repetitive,andpermanent endeavourswhileprojectsaretemporaryendeavours. endea o rs hile projects are temporar endea o rs b) Projectsrequireprojectmanagementwhileoperations requirebusinessprocessmanagementoroperations management. c) Projectscanintersectwithoperationsatvariouspoints duringtheproductlifecycle.Ateachpoint,deliverables during the product life cycle At each point deliverables andknowledgearetransferredbetweentheprojectand operationsforimplementationofthedeliveredwork. d) Projects because of their temporary nature cannot help Projects,becauseoftheirtemporarynature,cannothelp achieveanorganizationsgoals.Therefore,strategic activitiesintheorganizationcanbegenerallyaddressed withintheorganizationsnormaloperations. ithi th i ti l ti
Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Allofthefollowingaretrueaboutprojectsandoperations EXCEPT:
Operationsareongoing,repetitive,andpermanent O ti i titi d t endeavourswhileprojectsaretemporaryendeavours. b) Projectsrequireprojectmanagementwhileoperationsrequire businessprocessmanagementoroperationsmanagement. b i t ti t c) Projectscanintersectwithoperationsatvariouspointsduring theproductlifecycle.Ateachpoint,deliverablesand knowledgearetransferredbetweentheprojectand k l d f db h j d operationsforimplementationofthedeliveredwork. d) Projects,becauseoftheirtemporarynature,cannothelp achieveanorganizationsgoals.Therefore,strategicactivities h l h f intheorganizationcanbegenerallyaddressedwithinthe organizationsnormaloperations.PMBoK Sect1.5 a) )

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 Whoarethetwopeakinternationalproject managementstandardssettinggroup? What are the names of their respective Whatarethenamesoftheirrespective projectmanagementframeworks?

 Whoarethetwopeakinternationalproject g gg p managementstandardssettinggroup?
OfficeofGovernmentCommerce,UKGovernment(OGC) ProjectManagementInstitute(PMI) j g ( )

Whatarethenamesoftheirrespective projectmanagementframeworks? project management frameworks?

OGCPRINCE2 PMIPMBoK

 Whataretheninekeyprojectmanagement knowledgeareasaccordingtothePMBoK?

Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

Whataretheninekeyprojectmanagement yp j g knowledgeareasaccordingtothePMBoK?
Project Integration Management Develop Project Charter Develop Project Management Plan Direct and Manage Project Execution Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase Project Scope Management Collect Requirements Define Scope Create WBS Verify Scope Control Scope Project Time Management Define Activities Sequence Activities Estimate Activity Resources Estimate Activity Durations Develop Schedule Control Schedule

Project Cost Management Estimate Costs Develop Budget Control Costs

Project Quality Management Plan Quality Perform Quality Assurance Perform Quality Control

Project Human Resource Management Develop Human Resource Plan Acquire Project Team Develop Project Team Manage Project Team

Project Communications Management Identify Stakeholders Plan Communications Distribute Information Manage Stakeholder Expectations Report Performance

Project Risk Management Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Develop Risk Response Plans Monitor and Control Risks

Project Procurement Management Plan Procurements Conduct Procurements Administer Procurements Close Procurements

 InPRINCE2,whatdocumentjustifiesthe g y p j continuingviabilityoftheproject? Whatarethemajortopicswhichitaddresses?

 InPRINCE2,whatdocumentjustifiesthe g y p j continuingviabilityoftheproject?
TheBusinessCase

Whatarethemajortopicsitaddresses
Reasons,BusinessOptions,Benefits,Timescales, Costs,InvestmentAppraisal,Risks Costs, Investment Appraisal, Risks

ThefiveProjectManagementProcessGroups h fi j are:
a) Planning,Checking,Directing,Monitoring,and Recording. b) Initiating,Planning,Executing,Monitoringand Controlling,andClosing. c) Planning,Executing,Directing,Closing,and Delivering. d) Initiating,Executing,Monitoring,Evaluating,and Closing.
Anbari,F.T.(2009).Q&As forthePMBoK guide(4thed.).NewtownSquare,Pennsylvania:ProjectManagementInstitute.

 ThefiveProjectManagementProcessGroups h fi j are:
a) Planning,Checking,Directing,Monitoring,and Recording. b) Initiating,Planning,Executing,Monitoringand Controlling,andClosing. c) Planning,Executing,Directing,Closing,and Delivering. d) Initiating,Executing,Monitoring,Evaluating,and Closing.

AncientProjectsQuiz Ancient Projects Quiz

Canyoucorrectlynamethetwelveancient projectspicturedintheWeekOne p presentation? Firstcorrectanswerineachtutorialandthen adrawinginclassduringWeek3! a drawing in class during Week 3!

http://www.youtube.com/user/projectlessons#p/a/u/1/C1uxCBx2UQ

ProductandProjectLifecycleRevisited

http://www.iibc.com/transitingthelifecycle/

ProductversusProjectLifecycle j y
ProductLifecycle

ProjectLifecycle P j Lif l

Project

Operations OrBusinessasUsual Or Business as Usual

Divestment

TheSimplestProjectLifecycle The Simplest Project Lifecycle

Starting Organising the and project preparing j i Carryingoutthework Closing the project j

Project Project Project Charter ManagementPlan Management Outputs Time

Accepted Deliverables

Archived Project Documents

ProjectLifecycle Project Lifecycle

Whattrendsmightbeseeovertheproject lifecyclein:
Staffing levels Staffinglevels Abilityofstakeholderstoinfluencethe characteristicsofthedeliveredproduct characteristics of the delivered product Costtomakemajorchanges Uncertaintyandrisktoachieveprojectobjectives

32

ProjectLifecycle
Cost&PersonnelLevels Cost & Personnel Levels

33
(2008). A Guide to the Project Management Body of Knowledge. Newtown Square, Pennsylvania: Project Management Institute, p.16

Project Lifecycle
Stakeholder Influence & Cost of Changes

Initial

Intermediate

Final
34

(2008). A Guide to the Project Management Body of Knowledge. Newtown Square, Pennsylvania: Project Management Institute, p. 17

Project LifecycleRisk j y

Risk

Time

Initial

Intermediate

Final
35

(2004). A Guide to the Project Management Body of Knowledge. Newtown Square, Pennsylvania: Project Management Institute, p. 21

 Inthetutorial,youllcomparethedifferent p productandprojectlifecyclemodelsusedin p j y theorganizationsrepresentedbythecourse members Bringalonganexampleoftheprojectlifecycle whichyourorganisationusestothetutorial h h h l

Mustprojecthavewelldefined objectivesandprocesses?

Whatisthedifferencebetweenanobjectiveanda process?

Whatisthedifferencebetweenanobjectiveanda process? TheObjective relatestotheWHATwewanttoachieveand The Objective relates to the WHAT we want to achieve and theProcess relatestotheHOW wewillachieveorattain theobjective the objective

Objectives

Process

Whatisaprojectrevisited? What is a project revisited?

Aprojectisatemporary endeavourundertaken tocreateaunique product,service,orresults Thetemporary natureofprojectsindicatesa definitebeginningandend definite beginning and end Theendisreachedwhentheprojects objectives havebeenachieved orwhentheproject i h b hi d h th j t is terminated becauseitsobjectiveswillnotor cannotbemet,orwhentheneedfortheproject b h h df h j nolongerexists

Followingthecatastrophicfailureofanmultihundred milliondollarICTproject,anedictwasissuedbytheCEO that: Noprojectshouldbeauthorizedorfundedunlessthe projecthasspecific,measurableandcertainobjectivesand welldefinedandcertainprocessestoachievethose objectives!

Isthisagoodrule? Underallcircumstancesorarethereareexceptions? Butdotheexceptionsbecomeaslipperyslide?

ManagingProjectComplexity What&HOW (WHOW)Model

DombkinsWHOWMatrix
DimensionsofUncertainty

WHATUncertaintyinWHATtheprojectobjectivesare?

High

Uncertainty

Low

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

DombkinsWHOWMatrix
DimensionsofUncertainty
Low

HOWUncertaintyinHOWtoachievetheprojectobjectives
WHAT
U Uncertainty y

High High

Uncertainty

Low

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

Dombkin sWHOWMatrix Dombkins WHOW Matrix

Low

TypeB T pe B

TypeA T pe A

WHAT

U Uncertainty y

TypeD

TypeC

Concept Design

High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

Dombkin sWHOWMatrix Dombkins WHOW Matrix

Low

TypeB T pe B

TypeA T pe A

WHAT

U Uncertainty y

Identifyoneexampleofeachprojecttype! y p p j yp

TypeD

TypeC

Concept Design

High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

Dombkin sWHOWMatrix Dombkins WHOW Matrix

Low

TypeB T pe B

TypeA T A

WHAT

U Uncertainty y

TypeD

TypeC

Concept Design

High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

TypeAProjects Type A Projects

Low

WHAT

U Uncertainty y

Concept Design
High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,pp.396=397

HOW

Dombkin sWHOWMatrix Dombkins WHOW Matrix

Low

TypeB T B
WHAT
U Uncertainty y

TypeA T pe A

TypeD

TypeC

Concept Design

High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

TypeBProjects Type B Projects

Low

WHAT

U Uncertainty y

Concept Design
High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,pp.397398.

HOW

Dombkin sWHOWMatrix Dombkins WHOW Matrix

Low

TypeB T pe B

TypeA T pe A

WHAT

U Uncertainty y

TypeD

TypeC
Uncertainty
Low

Concept Design

High High

Implementation Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

TypeCProjects Type C Projects

Low

WHAT

U Uncertainty y

Concept Design
High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,pp.398399.

HOW

Dombkin sWHOWMatrix Dombkins WHOW Matrix

Low

TypeB T pe B

TypeA T pe A

WHAT

U Uncertainty y

TypeD
High High

TypeC

Concept Design Implementation

Uncertainty

Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

TypeDProject Type D Project

Low

WHAT

U Uncertainty y

Concept Design
High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,pp.399402.

HOW

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,pp.396=397

Dombkin s WHOWMatrix Dombkins WHOW Matrix

Low

Fortwoofyourearlierexamples,usethe y p , WHAT WHOWmatrixtodeterminehowyoumight approachdevelopment! approach development!

U Uncertainty y Concept Design
High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

Dombkin s WHOWMatrixTemplate Dombkins WHOW Matrix Template

Low

WHAT

U Uncertainty y

Concept Design
High High

Implementation Uncertainty
Low

Close

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.392.

HOW

Development D l t

&

Delivery D li

fortheProjectComplexityTypes

Development D l t

&

Delivery D li

fortheProjectComplexityTypes

BuildandFixModel
Shell be Right Mate She llbeRightMate
Buildfirstversion

Modifyasrequiredby customer

Maintenance

Retirement

BuildandFixModel
Shell be Right Mate She llbeRightMate
Buildfirstversion

Modifyasrequiredby Whataretheadvantagesanddisadvantages? g g customer

Maintenance

Retirement

System Requirements Software Requirements

Waterfall

PreliminaryDesign

DetailedDesign

CodeandDebug TestandPre Operations Operations & Maintenance

System Requirements Software Requirements

Waterfall

PreliminaryDesign

WhyisitcalledWaterfall? Wh is it called Waterfall? DetailedDesign

CodeandDebug TestandPre Operations Operations & Maintenance

Waterfall
Description
Twodimensional Singleentity Requirementsflowdown Sequential Feedbackloopsbetweensuccessivephase Documentationdriven

Czarneck,K.(u/d).SoftwareLifeCycleandProcessModels.Retrieved25May,2008,fromwww.swen.uwaterloo.ca/~se2/lecture/02_lifecyclemodels.pdf

System Requirements Software Requirements

Waterfall

PreliminaryDesign

Whatdoyouthinkarethe y DetailedDesign advantagesanddisadvantages!

CodeandDebug TestandPre Operations Operations & Maintenance

Waterfall
Advantages
Documentationandclearlydefined phases Orderlydevelopment

Disadvantages Di d
Customerinvolvementinfirstphaseonly Completedandfrozenspecificationdocumentupfront oftennotpossible often not possible Sequentialandcompleteexecutionofphasesisoftennot desirable Productbecomesavailableverylateintheprocess y p (significantriskofbuildingthewrongsystem)i.e. verificationwithoutvalidation Systemarchitectureandtheissuesofintegration, verification,andvalidationarenotrepresented. verification and validation are not represented

Applicability
Onlyappropriatewhentherequirementsarewell understood

Czarneck,K.(u/d).SoftwareLifeCycleandProcessModels.Retrieved25May,2008,fromwww.swen.uwaterloo.ca/~se2/lecture/02_lifecyclemodels.pdf

 Howmightprototypingcomparewith pp traditionalstructuredapproacheslike waterfall?

Prototyping

http://www.smashingmagazine.com/2010/06/16/designbetterfasterwithrapidprototyping/

http://www.smashingmagazine.com/2010/06/16/designbetterfasterwithrapidprototyping/

Rationale

Usersmaynotknowwhattheywantuntiltheyhaveit!!! y y y Traditionalspecificationsoftenobfuscateratherthanclarify Themorepeopleinvolvedthegreaterthecommunication challenges Documentationassociatedwithtraditionalapproachesis

ti timeconsumingtodevelopandmaintain i t d l d i t i quicklydates

Traditionalapproachesappeartodeliveranunsuitable pp pp productlate

Whatdoyouthinkarethe y advantagesanddisadvantages!

Advantages

Fastdevelopment Earlyandcontinuouscustomerinvolvement&commitment Early and continuous customer involvement & commitment Enhancescommunicationbetweendevelopersandcustomers Developmentcosttypicallyless Development cost typically less Increasesuseracceptance

Disadvantages

Unreasonableuserexpectations p Inconsistenciesbetweenprototypeandfinalsystem Accumulatedinefficiencieslackofsystemrationalisation y (especiallyinlargesystems) Developmentmaymeander Failuretoconductproperanalysis Mayignorecriticalhumanfactorsissues y g Poordocumentation&anunmaintainable system

RapidorThrowawayPrototyping Rapid or Throwaway Prototyping

Description
Frequentchange,thendiscard Dynamicspecification D Doesnotreplacethedesignphase t l th d i h

Advantages
Requirementsbetterspecifiedandvalidated q p Earlyfeasibilityanalysis Customerinvolvedinprototypingphase

Disadvantage
Higherdevelopmentcosts Dangerthatprototypemaybecometheproduct

Czarneck,K.(u/d).SoftwareLifeCycleandProcessModels.Retrieved25May,2008,fromwww.swen.uwaterloo.ca/~se2/lecture/02_lifecyclemodels.pdf

Spiral

SpiralModel Dr.BarryBoehm,1983
Cumulative Cost Determine Objectives, Alternatives, Constraints
Progress Through Steps

Evaluate Alternatives, Identify, Resolve Risks

Risk Analysis

Risk Analysis

Risk Analysis Proto- Prototype 2 RA Proto P t t type 1 . Reqmts Plan Life Cycle Plan Development Plan Integration and Test Plan Concept of Operation Prototype 3 Operational Prototype

Review

Commitment Partition

Simulations, Models, Benchmarks Software . Reqmts Software Product Design Detailed Design Code Design Validation and Verification Integration and Test Implementation Acceptance Test Unit Test From: B. W. Boehm, Spiral Model of Software Development,in Development in Tutorial Software Project Management edited by R. H. Thayer and M. Dorfman, IEEE Press, 1988.

Waterfall

Requirements Validation

Plan Next Phases

Develop, V if Next D l Verify, N t Level Product

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.245

Spiral

Description
Risk investigation+prototyping phases spiral Riskinvestigation+prototypingphasesspiral aroundacenterpoint,andthentransitionto waterfall However riskmanagementdoesnotstopaftertransition Radialdimension:cumulativecosttodate Angulardimension:progressthroughspiral Terminateifallriskscannotberesolved
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.245

SpiralModel Dr.BarryBoehm,1983
Cumulative Cost Determine Objectives, Alternatives, Constraints
Progress Through Steps

Evaluate Alternatives, Identify, Resolve Risks

Risk Analysis

Risk Analysis

Review

Whatdoyouthinkarethe y advantagesanddisadvantages!
Risk Analysis Commitment Partition Proto- Prototype 2 RA Proto P t t type 1 Prototype 3 Operational Prototype . Reqmts Plan Simulations, Models, Benchmarks Life Cycle Plan Development Plan Integration and Test Plan Concept of Operation Software . Reqmts Requirements Validation Software Product Design Detailed Design Code Design Validation and Verification Integration and Test Implementation Acceptance Test Unit Test From: B. W. Boehm, Spiral Model of Software Development,in Development in Tutorial Software Project Management edited by R. H. Thayer and M. Dorfman, IEEE Press, 1988.

Waterfall

Plan Next Phases

Develop, V if Next D l Verify, N t Level Product

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.245

Spiral
Advantages Combinesstrengthsofprototyping andwaterfall d f ll Addressesknownrisksfirst:
- Requirementsunderstanding - Technicalfeasibility - Systemoperations

- Continuouscustomerinvolvement - Progressivelydefinitionofcustomerrequirements - Prototypeactsasadynamicspecification Disadvantages

Systemarchitectureandtheissuesofintegration,verification,andvalidation arenotrepresented Managementoverhead

Applicability
Usedonlyonlargeprojectshighmanagementoverhead E.g.USArmyFutureCombatSystemsfordevelopmentandupgrades

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.245

AddingSystemIntegration, Adding System Integration Verification&Validation

 How do verification and validation differ?

ValidationvsVerification Validation vs Verification

Integration
Thesuccessivecombiningandtestingofthesystem components(e.g.hardware,software,operatortasksetc.) toprogressivelyprovetheperformanceandcompatibility ofallentitiesofthesystem of all entities of the system

Verification
Proofofcompliancewithspecifications f f li ih ifi i

Validation
Proofofusersatisfaction

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.110

VeeModelSystemDecomposition
System Development System Realization

VeeModelSystemDecomposition
System Development System Realization

Subsystem Development Development

VeeModelSystemDecomposition
System Development System Realization

Subsystem Development Development

LCI Lowest ConfigurationItem Development

VeeModelSystemDecomposition
System Development System Realization

Subsystem Development Development

I,V,andVPlanning

LCI Lowest ConfigurationItem Development

LCI Lowest ConfigurationItem Realization

VeeModelSystemDecomposition
System Development System Realization

Subsystem Development Development

Integration,Verification, andValidationPlanning d V lid ti Pl i

Subsystem Realization

LCI Lowest ConfigurationItem Development

LCI Lowest ConfigurationItem Realization

VeeModelSystemDecomposition
System Development Integration,Verification,andValidationPlanning System Realization

Subsystem Development Development

Subsystem Realization

LCI Lowest ConfigurationItem Development

LCI Lowest ConfigurationItem Realization

VeeModelIntegration,Verification,Validation
System Development Integration,Verification,andValidationPlanning System Realization

Subsystem Development Development

Integration,Verification, andValidationPlanning d V lid ti Pl i

Subsystem Realization

I,V,andVPlanning

LCI Lowest ConfigurationItem Development

LCI Lowest ConfigurationItem Realization

IntegratedEntityandArchitectureDevelopment

EntityVee

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.350

WavePlanning g

Design Gather Information Activity Implementation l

Activity FlowPath Flow Path

Dombkins,D.H.(2007).ComplexProjectManagement:SeminalEssays.NorthCharleston,SouthCarolina:BookSurgePublishing,p.409

Development D l t

&

Delivery D li

fortheProjectComplexityTypes

Terminology
Diff Differentsourcesassigndifferentmeaningsto i diff i
Spiral Evolutionary E l i Incremental Iterative

E.g.InUSDoD5000.2Evolutionaryhastwo manifestations
Spiralendstaterequirementsarenotknownatinitiation Incrementalendstate requirements known at initiation Incremental endstaterequirementsknownatinitiation

MultipleDeliveryIncremental Multiple Delivery Incremental

Release1 Release 1
PreliminaryDesign DetailedDesign Development Deployment

Czarneck,K.(u/d).SoftwareLifeCycleandProcessModels.Retrieved25May,2008,fromwww.swen.uwaterloo.ca/~se2/lecture/02_lifecyclemodels.pdf

Requireme R ents

Release2
PreliminaryDesign DetailedDesign Development Deployment

Release3
PreliminaryDesign DetailedDesign Development Deployment

Time

IncrementalDelivery

Description
Userrequirementsestablishedupfront Eachreleaseincreasesorenhancesfunctionality incrementally Highestpriorityuserrequirementsinearlierreleasesor increments

IncrementalDelivery
Description
Userrequirementsestablishedupfront Eachreleaseincreasesorenhancesfunctionality incrementally Highestpriorityuserrequirementsinearlierreleasesor increments

Advantages
Earlydeliveryofinitialoperatingcapability

Disadvantages
Maynotbepossibletofullyestablishrequirementsif scopeisambiguous

MultipleDeliveryIterative Multiple Delivery Iterative

Release1 Release 1
Requirements PreliminaryDesign DetailedDesign Development Deployment

Release2
Requirements PreliminaryDesign DetailedDesign Development Deployment

Release3
Requirements PreliminaryDesign DetailedDesign

Feedback
Development Deployment

Time Ti

IterativeDelivery

Description
Eachbuildevolvesfunctionalcapabilityand refinesrequirements refines requirements

IterativeDelivery

Description
Eachbuildevolvesfunctionalcapabilityandrefines requirements

Ad anta es Advantages
Earlyincrementsactasaprototypetoelicitrequirements forlaterincrements for later increments Constantcustomerinvolvementandvalidation Good risk managementlower overall risk Goodriskmanagement loweroverallrisk Usedinagilemethodologies

Disadvantages
Maydegenerateintobuildandfix

TechnologyInsertion

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.119

TechnologyReadinessLevels Technology Readiness Levels

1. 2. 3. 3 4. 5. 6. 7. 8. 9. Basicprinciplesobservedandreported l b d d d Technologyconceptand/orapplicationformulated Analyticalandexperimentalcriticalfunctionand/orcharacteristicproofof Analytical and experimental critical function and/or characteristic proof of concept Componentand/orbreadboardvalidationinlaboratoryenvironment Componentand/orbreadboardvalidationinrelevantenvironment d/ b db d l d l System/subsystemmodelorprototypedemonstrationinarelevantenvironment Systemprototypedemonstrationinanoperationalenvironment Actualsystemcompletedand'flightqualified'throughtestanddemonstration Actualsystem'flightproven'throughsuccessfulmissionoperations

TechnologyReadinessLevels Technology Readiness Levels

1
Laboratory Observation Technology Concept Proof of Concept Breadboard in Laboratory Breadboard in Relevant Environment Prototype in Relevant Environment Prototype in Operational Environment First Article Demonstration Commodity Usage

High h M Medium Low

2 3 4 5 6 7 8 9

Time

BringingItTogether Bringing It Together

Time Now

Thesolutionarchitectureconsistsof fourincrementsA,B,CandC , ,

IncrementAstartsfirst

B C D

Later,BandDstartatthesametime, whileCisfurtherdelayed

TimeandMaturity

SolutionInitiation
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.117

Time Now
IncrementsA,B,andCarestraightforward lineardevelopmentrequiringno experimentationorversioniterations experimentation or version iterations

IncrementsAiscompletedproviding p p g InitialOperatingCapability(IOC)

A
ProductBreakdown Product Breakdown Structure

Linear

A
Linear Lineardevelopmentcontinueson incrementsBandCwhichwillbe combinedlater combined later

B
D C

A B

(BC)

C D1
Spiral

Linear

D2

TherequirementsforsubsystemDareill q y definedandanevolutionaryapproachis adopted.Towiterationshavebeenpursuedat thispoint

TimeandMaturity

IncrementAcompleted,providinginitialoperatingcapability
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.117

Time Now

A
ProductBreakdown Product Breakdown Structure

Linear

A A(BC)
Linear

IncrementsAiscombinedwithBC toexpandfunctionalityoftheinitial to expand functionality of the initial system

B
D C

BC

A B

(BC)

C D1

Linear

IncrementsB&Careintegratedto Increments B & C are integrated to formsubsystemBC

D2

D3
Spiral

Evolutionarydevelopmentcontinues Evolutionary development continues D4 toproducesuccessiveversionsD1 throughD3

TimeandMaturity

SolutionsubsystemsA,BandCcomplete
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.118

Time Now

A
ProductBreakdown Product Breakdown Structure

Linear

A A(BC)
Linear

B
D C

BC

A B

(BC)

C D1

Linear

A(BC)D4
D3
Spiral

D2

D4

IncrementsA,BC,&Dare integratedintotheultimate solutionABCD4

TimeandMaturity

Allincrementsareintegratedtoformtheenhancedsystem
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.118

USDoD2167ADefenseSystemSoftwareDevelopment dated4June1985

Whatiswrongwiththisdeliverymechanism?

AGeneralApproach
Development Models

Waterfall

Spiral

Vee

Development Method1 Development D l Method2 Delivery Method

Unified
(Lump)

Incremental
(Modular)

Linear
(SinglePass) Single

Evolutionary
(Experimental) Single Multiple

Linear
(SinglePass) Single Multiple

Evolutionary
(Experimental) Single Multiple

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.354

AGeneralApproach
Step1:MaptheProjectObjectiveUncertaintyand ProcessUncertaintyUsingtheWHOWMatrix

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.354

AGeneralApproach A General Approach

Step2:Usetheprojecttypetodefinethebroadprojectlifecycleapproach

AGeneralApproach A General Approach

Development Models

Waterfall

Spiral

Vee

Step3:Translatetheprojectlifecycleapproachintooneoramixofdevelopmentapproaches

AGeneralApproach
Step3:Translatetheprojectlifecycleapproachintooneoramixofdevelopment& deliveryapproaches Development Models

Waterfall

Spiral

Vee

Development Method1 Development D l Method2 Delivery Method

Lump

Modular

Linear
Single

Spiral
Single Multiple

Linear
Single Multiple

Spiral
Single Multiple

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.354

WhatProjectDevelopmentandDeliveryApproach?
Buildingamousetrappoweredvehicle Anewtunnelbypassunderacapitalcitywhichissubjecttoapublicprivatepartnershiparrangement ThedevelopmentofthenewbullettrainnetworkrunningthelengthofVietnam Developmentofanewdrugtherapyforaparticularlyaggressiveformofcancer Anenterprisewidesoftwarereplacementprojectforanexistingpayrollmanagementsystem.Tosave money,abigbangapproachisproposedinwhichtheoldsystemwillbeswitchedoffandthenew systemswitchedonsimultaneously.Therewillbenoparallelrunning. Substantialsoftwareprojectwherenotonlyaretherequirementsilldefined,butthereissubstantial S b i l f j h l h i ill d fi d b h i b i l disagreementamongstkeystakeholders; Anexpansivechangemanagementprogramencompassingaglobalcorporation. NextversionofMicrosoftWindowsoperatingsystem(codenamedQuebec). Next version of Microsoft Windows operating system (code named Quebec) Developmentofaglobalhumanitarianprogram AnewnationaltransportticketsystemsimilartoBrisbanesGoCardbutitwilloperatethroughout Australia Designingandproducinganewstealthpatrolboatwithaleadtimeforthefirstmaturevariantof10 years:
Asmallnumberofpatrolboatswithminimumcombatcapabilitymustbedeployedassoonaspossible, preferablywithinsevenyears. Therequirementsforthematurevariantareonlypartiallydefined Thedesignistotakeadvantageofneworforeshadowedtechnologicaladvances(ithasnotbeenuncommonin therecentpastthatsometechnologiesinthefirstproductionpatrolboatwerealreadyobsolescentifnot the recent past that some technologies in the first production patrol boat were already obsolescent if not obsolete) Becauseofthecapitalcost,mostcountrieswilloperatethestealthpatrolboatfor20to30years,duringwhichits capabilitymustbeprogressivelyrefreshed

ForWeek3 For Week 3

Complete the Getting to Know the BEN610 Class Completethe GettingtoKnowtheBEN610Class SurveynolaterthanThursday Pl PleasereadPMBoK Ch d PMB K Chapters:
1:Introduction 5:ProjectScopeManagement

ReadBurkeChaps8&9 p
Beginthinkingaboutthefirstassessmentitem
Tutors will discuss this during the Week 2 Tutorial TutorswilldiscussthisduringtheWeek2Tutorial

PutSimulationSaturdayintoyourcalendar

BackupSlides
SupplementaryMaterialOnly Supplementary Material Only

DevelopmentSequence1
System
Solution/ Requirements,Concept, Solution/ System Architecture,Designto, System Concept Buildto,andVerification Requirements
andValidationPlans

Solution/ System Architecture

Solution/ System Designto Artifacts

System
VerificationandValidation

SubsystemRequirements,
Concept,Architecture, Designto,Buildto,and VerificationandValidation Verification and Validation Plans

Subsystem
Verificationand PreparationforSystem Integrationand Integration and Verification

LCIRequirements,Concept,
Architecture,Designto, Buildto,andVerification andValidationPlans

LCI
Verificationand PreparationforSubsystem Integration

SystemRealization
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.343

DevelopmentSequence2(SubsystemLevel)
System
Solution/ Requirements,Concept, Solution/ System Architecture,Designto, System Concept Buildto,andVerification Requirements
andValidationPlans

Solution/ System Architecture

Solution/ System Designto Artifacts

System
VerificationandValidation

SubsystemRequirements,
Subsystem Subsystem Requirements Requirements R i t
Concept,Architecture, Subsystem Subsystem Designto,Buildto,and Subsystem Subsystem Architecture Concept and Validation VerificationandValidation Verification Architecture Concept C t Plans

Subsystem
Subsystem Subsystem Designto g Designto Artifacts Artifacts
Verificationand PreparationforSystem Integrationand Integration and Verification

LCIRequirements,Concept,
Architecture,Designto, Buildto,andVerification andValidationPlans

LCI
Verificationand PreparationforSubsystem Integration

SystemRealization
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.344

DevelopmentSequence3(lowestCIentitylevel)
System
Solution/ Requirements,Concept, Solution/ System Architecture,Designto, System Concept Buildto,andVerification Requirements
andValidationPlans

Solution/ System Architecture

Solution/ System Designto Artifacts

System
VerificationandValidation

Desig gntoGateSequence

SubsystemRequirements,
Subsystem Subsystem Requirements Requirements R i t
Concept,Architecture, Subsystem Subsystem Designto,Buildto,and Subsystem Subsystem Architecture Concept and Validation VerificationandValidation Verification Architecture Concept C t Plans

Subsystem
Verificationand PreparationforSystem Integrationand Integration and Verification

Subsystem Subsystem Designto g Designto Artifacts Artifacts

LCI LCI LCI LCI Requirements Concept LCI LCI Requirements Concept LCI LCI Requirements Concept Requirements Concept

LCI LCI Designto Architecture,Designto, LCI LCI Architecture Designto LCI Artifacts Buildto,andVerification LCI Architecture Designto LCI Artifacts Architecture andValidationPlans Designto Artifacts Architecture Artifacts

LCIRequirements,Concept, LCI

LCI
Verificationand PreparationforSubsystem Integration

SystemRealization
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.344

DevelopmentSequence4
System
Solution/ Requirements,Concept, Solution/ System Architecture,Designto, System Concept Buildto,andVerification Requirements
andValidationPlans

Solution/ System Architecture

Solution/ System Designto Artifacts

System
VerificationandValidation

Desig gntoGateSequence

SubsystemRequirements,
Subsystem Subsystem Requirements Requirements R i t
Concept,Architecture, Subsystem Subsystem Designto,Buildto,and Subsystem Subsystem Architecture Concept and Validation VerificationandValidation Verification Architecture Concept C t Plans

Subsystem
Verificationand PreparationforSystem Integrationand Integration and Verification

Subsystem Subsystem Designto g Designto Artifacts Artifacts

LCI LCI LCI LCI Requirements Concept LCI LCI Requirements Concept LCI LCI Requirements Concept Requirements Concept

DesignLCIand DesignLCIand Design LCI and Buildtoand B ild t d LCIRequirements,Concept, DesignLCIand LCI LCI Buildtoand Codeto DesignLCIand LCI LCI Buildtoand Verificationand Designto Architecture,Designto, Codeto LCI Artifacts LCI Buildtoand Architecture Designto Codeto LCI Artifacts PreparationforSubsystem Buildto,andVerification Artifacts LCI Architecture Designto Codeto LCI Artifacts Artifacts Architecture Integration andValidationPlans Designto Artifacts Artifacts Architecture Artifacts

SystemRealization
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.345

DevelopmentSequence5
System
Solution/ Requirements,Concept, Solution/ System Architecture,Designto, System Concept Buildto,andVerification Requirements
andValidationPlans

Solution/ System Architecture

Solution/ System Designto Artifacts

Design Solution/ Systemand Buildtoand Codeto Artifacts A tif t

System
VerificationandValidation

Desig gntoGateSequence

SubsystemRequirements,
Subsystem Subsystem Requirements Requirements R i t
Concept,Architecture, Subsystem Subsystem Designto,Buildto,and Subsystem Subsystem Architecture Concept and Validation VerificationandValidation Verification Architecture Concept C t Plans

Subsystem Subsystem Designto g Designto Artifacts Artifacts

Design Design Subsystem Subsystem and and Buildtoand Buildtoand Buildto and Codeto Codeto Artifacts Artifacts

LCI LCI LCI LCI Requirements Concept LCI LCI Requirements Concept LCI LCI Requirements Concept Requirements Concept

DesignLCIand DesignLCIand Design LCI and Buildtoand B ild t d LCIRequirements,Concept, DesignLCIand LCI LCI Buildtoand Codeto DesignLCIand LCI LCI Buildtoand Verificationand Designto Architecture,Designto, Codeto LCI Artifacts LCI Buildtoand Architecture Designto Codeto LCI Artifacts PreparationforSubsystem Buildto,andVerification Artifacts LCI Architecture Designto Codeto LCI Artifacts Artifacts Architecture Integration andValidationPlans Designto Artifacts Artifacts Architecture Artifacts

SystemRealization
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.345

Bu uildtoGat teSequen nce

Subsystem
Verificationand PreparationforSystem Integrationand Integration and Verification

DevelopmentSequence6
System
Solution/ Requirements,Concept, Solution/ System Architecture,Designto, System Concept Buildto,andVerification Requirements
andValidationPlans

Solution/ System Architecture

Solution/ System Designto Artifacts

Design Solution/ Systemand Buildtoand Codeto Artifacts A tif t

System
VerificationandValidation

Desig gntoGateSequence

SubsystemRequirements,
Subsystem Subsystem Requirements Requirements R i t
Concept,Architecture, Subsystem Subsystem Designto,Buildto,and Subsystem Subsystem Architecture Concept and Validation VerificationandValidation Verification Architecture Concept C t Plans

Subsystem Subsystem Designto g Designto Artifacts Artifacts

Design Design Subsystem Subsystem and and Buildtoand Buildtoand Buildto and Codeto Codeto Artifacts Artifacts

LCI LCI LCI LCI Requirements Concept LCI LCI Requirements Concept LCI LCI Requirements Concept Requirements Concept

DesignLCIand DesignLCIand Design LCI and Buildtoand B ild t d LCIRequirements,Concept, DesignLCIand LCI LCI Buildtoand Codeto DesignLCIand LCI LCI LCI LCI LCI LCI Buildtoand Verificationand Designto Architecture,Designto, Codeto LCI LCI LCI Artifacts LCI LCI Buildtoand InterfaceBuild Integration Architecture Verification Build Designto Codeto LCI Artifacts PreparationforSubsystemIntegration Buildto,andVerification LCI LCI Artifacts LCI LCI Architecture Verification Designto InterfaceBuild Codeto LCI Artifacts LCI LCI Artifacts Architecture Integration andValidationPlans Verification Designto InterfaceBuild Integration Artifacts Artifacts Architecture Integration Verification Artifacts

SystemRealization
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.346

Bu uildtoGat teSequen nce

Subsystem
Verificationand PreparationforSystem Integrationand Integration and Verification

LCI LCI Validation LCI Validation LCI Validation Validation

DevelopmentSequence7
System
Solution/ Requirements,Concept, Solution/ System Architecture,Designto, System Concept Buildto,andVerification Requirements
andValidationPlans

Solution/ System Architecture

Solution/ System Designto Artifacts

Design Solution/ Systemand Buildtoand Codeto Artifacts A tif t

System
VerificationandValidation

Desig gntoGateSequence

SubsystemRequirements,
Subsystem Subsystem Subsystem Designto,Buildto,and Subsystem Subsystem Subsystem Architecture Requirements Concept and Validation VerificationandValidation Architecture Requirements Verification R i t Concept C t
Plans Concept,Architecture,

Subsystem Subsystem Designto g Designto Artifacts Artifacts

Design Design Subsystem Subsystem Subsystem Verificationand Subsystem and Subsystem Subsystem Subsystem and PreparationforSystem Subsystem Subsystem Buildtoand InterfaceBuild Verification Buildtoand Buildto and InterfaceBuild Integration andV ifi ti Integrationand Integration I Integration t ti Verification Codeto Codeto Verification Artifacts Artifacts

LCI LCI LCI LCI Requirements Concept LCI LCI Requirements Concept LCI LCI Requirements Concept Requirements Concept

DesignLCIand DesignLCIand Design LCI and Buildtoand B ild t d LCIRequirements,Concept, DesignLCIand LCI LCI Buildtoand Codeto DesignLCIand LCI LCI LCI LCI LCI LCI Buildtoand Verificationand Designto Architecture,Designto, Codeto LCI LCI LCI Artifacts LCI LCI Buildtoand InterfaceBuild Integration Architecture Verification Build Designto Codeto LCI Artifacts PreparationforSubsystemIntegration Buildto,andVerification LCI LCI Artifacts LCI LCI Architecture Verification Designto InterfaceBuild Codeto LCI Artifacts LCI LCI Artifacts Architecture Integration andValidationPlans Verification Designto InterfaceBuild Integration Artifacts Artifacts Architecture Integration Verification Artifacts

SystemRealization
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.346

Bu uildtoGat teSequen nce

Subsystem Subsystem Validation Validation V lid ti

LCI LCI Validation LCI Validation LCI Validation Validation

DevelopmentSequence8
System
Solution/ Requirements,Concept, Solution/ System Architecture,Designto, System Concept Buildto,andVerification Requirements
andValidationPlans

Solution/ System Architecture

Solution/ System Designto Artifacts

Design Solution/ Systemand Buildtoand Codeto Artifacts A tif t

Solution/ System Interface Build

Solution/ System Integration

Solution/ Solution/ System System System VerificationandValidation Verification Validation

Desig gntoGateSequence

SubsystemRequirements,
Subsystem Subsystem Subsystem Designto,Buildto,and Subsystem Subsystem Subsystem Architecture Requirements Concept and Validation VerificationandValidation Architecture Requirements Verification R i t Concept C t
Plans Concept,Architecture,

Subsystem Subsystem Designto g Designto Artifacts Artifacts

Design Design Subsystem Subsystem Subsystem Verificationand Subsystem and Subsystem Subsystem Subsystem and PreparationforSystem Subsystem Subsystem Buildtoand InterfaceBuild Verification Buildtoand Buildto and InterfaceBuild Integration andV ifi ti Integrationand Integration I Integration t ti Verification Codeto Codeto Verification Artifacts Artifacts

LCI LCI LCI LCI Requirements Concept LCI LCI Requirements Concept LCI LCI Requirements Concept Requirements Concept

DesignLCIand DesignLCIand Design LCI and Buildtoand B ild t d LCIRequirements,Concept, DesignLCIand LCI LCI Buildtoand Codeto DesignLCIand LCI LCI LCI LCI LCI LCI Buildtoand Verificationand Designto Architecture,Designto, Codeto LCI LCI LCI Artifacts LCI LCI Buildtoand InterfaceBuild Integration Architecture Verification Build Designto Codeto LCI Artifacts PreparationforSubsystemIntegration Buildto,andVerification LCI LCI Artifacts LCI LCI Architecture Verification Designto InterfaceBuild Codeto LCI Artifacts LCI LCI Artifacts Architecture Integration andValidationPlans Verification Designto InterfaceBuild Integration Artifacts Artifacts Architecture Integration Verification Artifacts

SystemRealization
Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.347

Bu uildtoGat teSequen nce

Subsystem Subsystem Validation Validation V lid ti

LCI LCI Validation LCI Validation LCI Validation Validation

ManagingEntityDevelopment
Userand Stakeholder Requirements
URR
Opportun nityandRisk Inves stigation

EntityRequirements Entity Requirements

ERR
OpportunityandRisk on Investigatio

Cus stomer Con nfirmation

Cust tomer Con nfirmation

TheEntityVeeprovidesthesequencefor entitydevelopmentandrealization. Decisiongatesareappropriateatevery phaseofthissequence. Gatesillustratedare: URR UserRequirementsReview ERR EntityRequirementsReview CustomerConfirmation ECR EntityConceptReview y p PDR PreliminaryDesignReview (Mayincludeconceptreview) CDR CriticalDesignReview PCA PhysicalConfigurationAudit ValidationPlanning TRR TestRequirementsReview TRR Test Requirements Review g FCA FunctionalConfigurationAudit EAR EntityAcceptanceReview UAR UserAcceptanceReview.
Customer Confirmation

Customer Confirmation

Customer Confirmation

UAR

Validation

Customer Confirmation

Validation Preparation
EAR FCA

Concept& Concept & ArchitectureSelection andDesignto Specification ECR

Opp portunityandRisk k Investigation

Verification Planning

Verification Test, Demonstration, Analysis

TRR PCA
Ano omalyInvestigation n

PDR

Buildto and Codeto Artifacts

Opportun nityandRisk Invest tigation

Verification Planning

Verification Inspection

CDR
AnomalyInvestigation

Buy, , Build, Code

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.349

EntityRealization

AnomalyInvestigation

Vee SolutionModel Unified/EvolutionaryDevelopment SingleorMultipleVersionDeliveries

Developmentevolutionthroughthreeversionswithand withoutsuccessiveversiondeployment.
Possible Version Deployment Possible Version Deployment

VersionAcceptance andDeployment

PDR

Verification

Update PDR

Verification

Update PDR

Verification

Code,Fab, AndAssemble

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.357

VeeSolutionModel Incremental/LinearDevelopment SingleorMultipleIncrementDeliveries

SystemPDR

Increment2 PDR PDR Increment1PDR

Increment3 PDR PDR

1+2 Incre1 Incre Verif. Verif. &Possible 1+2 &Possible Delivery TRR Delivery Incre1 TRR

Eachdeliveryadds System preplannedfunctionality Accept System &Deliver TRR whichistypicalofhighway andrailroadsystem d il d t Incre developments.

Integrate Integrate 1+2+3

Code,Fab,AssembleUnits

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.358

VeeSolutionModel Incremental/LinearandEvolutionary Development SingleorMultipleDeliveries

SystemPDR Incre 1+2 Incre1 Incre Verif. Verif. &Possible 1+2 &Possible Delivery TRR Delivery Incre1 TRR System TRR System Accept &Deliver

Increment2 PDR PDR Increment1PDR

Increment3 PDR PDR

Integrate g 1+2+3

Twolinearincrements andoneevolutionary incrementbeing i tb i integratedforasingle delivery.

Version1

Version2

Version3

Code,Fab,Assemble

Increment3 EvolutionaryDevelopment

Forsberg,K.,Mooz,H.,&Cotterman,H.(2005).VisualizingProjectManagement (3rded.).Hoboken,NewJersey:JohnWiley&Sons,p.358

Agile

Hass,K.B.(2009).ManagingComplexProjects.Vienna,Virginia:ManagementConcepts,p.101

Agile

SoWhatsNew?

Hass,K.B.(2009).ManagingComplexProjects.Vienna,Virginia:ManagementConcepts,p.101

ManifestoforAgileSoftwareDevelopment Manifesto for Agile Software Development

EstablishedFebruary2001by17foundingmembers Weareuncoveringbetterwaysofdevelopingsoftwarebydoingitand helpingotherstodoit.Throughthisworkwehavetovalue: Individualsandinteractionsoverprocessesandtools Workingsoftwareovercomprehensivedocumentation Working software over comprehensive documentation Customercollaborationovercontractnegotiation p g g g p Respondingtochangeoverfollowingaplan Thatis,whilethereisvalueintheitemsontheright,wevaluethe itemsontheleftmore

Lapham,M.A.,Williams,R.,Hammons,C.,Burton,D.,&Schenker,A.(2010).ConsiderationsforusingagileinDoDacquisition:Carnegie Mellon:SoftwareEngineeringInstitute,p.3

AgileADefinition Agile A Definition

Aniterativeandincremental(evolutionary)approachtosoftware developmentwhichisperformedinahighlycollaborative mannerbyselforganizingteamswithinaneffectivegovernance manner by self organizing teams within an effective governance frameworkwithjustenoughceremonythatproduceshigh q qualitysoftwareinacosteffectiveandtimelymannerwhich y f ff y meetsthechangingneedsofitsstakeholders earlydeliveryofbusinessvalue.Thatinvolvesearlyand regulardeliveryorworkingsoftware,afocusonteam communications,andcloseinteractionwiththeusers

Lapham,M.A.,Williams,R.,Hammons,C.,Burton,D.,&Schenker,A.(2010).ConsiderationsforusingagileinDoDacquisition:Carnegie Mellon:SoftwareEngineeringInstitute,p.5

AgileManifestoPrinciples
Ourhighestpriorityistosatisfythecustomerthroughearlyandcontinuousdeliveryof valuablesoftware. Welcomechangingrequirements,evenlateindevelopment.Agileprocessesharnesschange forthecustomer'scompetitiveadvantage. Deliverworkingsoftwarefrequently,fromacoupleofweekstoacoupleofmonths,witha preferencetotheshortertimescale. Businesspeopleanddevelopersmustworktogetherdailythroughouttheproject. Business people and developers must work together daily throughout the project. Buildprojectsaroundmotivatedindividuals.Givethemtheenvironmentandsupportthey need,andtrustthemtogetthejobdone. Themostefficientandeffectivemethodofconveyinginformationtoandwithina The most efficient and effective method of conveying information to and within a developmentteamisfacetofaceconversation. Workingsoftwareistheprimarymeasureofprogress. Agileprocessespromotesustainabledevelopment.Thesponsors,developers,andusers shouldbeabletomaintainaconstantpaceindefinitely. Continuousattentiontotechnicalexcellenceandgooddesignenhancesagility. Simplicitytheartofmaximizingtheamountofworknotdoneisessential. Thebestarchitectures,requirements,anddesignsemergefromselforganizingteams. Atregularintervals,theteamreflectsonhowtobecomemoreeffective,thentunesand At regular intervals the team reflects on how to become more effective then tunes and adjustsitsbehaviouraccordingly.6

AgileMethodologiesExampleScrum

Schwaber,K.(2004).AgileProjectManagementwithScrum.Redmond,Washington:MicrosoftPress.

ProjectManagementDeclarationofInterdependence Project Management Declaration of Interdependence

Weincreasereturnoninvestmentbymakingcontinuousflowofvalueourfocus. i i b ki i fl f l f Wedeliverreliableresultsbyengagingcustomersinfrequentinteractionsand sharedownership. Weexpectuncertaintyandmanageforitthroughiterations,anticipation,and adaptation. y y g g Weunleashcreativityandinnovationbyrecognizingthatindividualsarethe ultimatesourceofvalueandcreatinganenvironmentwheretheycanmakea difference. Weboostperformancethroughgroupaccountabilityforresultsandshared p g g p y responsibilityforteameffectiveness. Weimproveeffectivenessandreliabilitythroughsituationallyspecificstrategies, processes,andpractices. processes, and practices.

Krebs,J.(2008).AgilePortfolioManagement.Redmond,Washington:MicrosoftPress.