CSE9020 and CSE3200 CASE STUDY

1. CSE9020 and CSE3200 CASE STUDY This is Week 2. The unit material is located at the web site http://www.csse.monash.edu.au/courseware/cse9020 There may be alterations from week to week - take a quick look - at least weekly.

2. CSE9020 CASE STUDY Week 2 Room Allocations: Lecture Theatre - B 2.26 Evening Supervisor Sessions: F 4.32 - Tuesday - Sharmily Mukhergee F 2.09A - Tuesday - Erling Breaden F 3.17 - Tuesday - Santosh Kulkarni All Supervisor rooms are booked from 7.30pm

3. CSE9020 CASE STUDY Week 2 • Questions • Students not in a team • Unit administration • Client • Team Organisation • The Project Plan • Risks and Risk Management • The Business Case • The Quality Plan

4. CSE9020 CASE STUDY- Team Organisation One member will be the Coordinator One member will be the Quality Controller and Reviewer One member will organise system testing One member will organise test data One member will be setting agendas for meetings and taking minutes of meetings These can be rotated around the members

5. CSE9020 CASE STUDY Opportunities from CSE9020 Case Study Exposure to Problem Solving Creative Thinking Opportunity to maximise opportunities Team Working Communications - Development and Practice Time Management

6. CSE9020 CASE STUDY The Project Plan The Project Plan Document must have these components: 1. An Introduction 2. The Objectives of the Project - and should contain the ‘users’ requirements (have you read the Wool Sales article ?) 3. Deliverables and delivery dates (there’s not much flex here) 4. A Gantt chart

7. CSE9020 CASE STUDY 5. All activities must be identified 6. And supported by who is doing what 7. ‘Costs’ are to be shown as individual effort (hours) and the Project must be reviewed and a short report included with the submission.

8. The Project Plan Project Objectives are to be identified Project Scope is to be identified Project Responsibilities are to be identified (these may alter later as the project progresses and emphases change) Project Risks are to be identified and a brief description of management of the risk included Task Effort Estimates - at his stage these can only be rough assumptions, which will be further refined as the project progresses.

9. Risks and Risk Management

10. CSE9020 CASE STUDY Risk Analysis is normally part of the development of a Project. You might give some thoughts to these items: Risk means probabilities, threats and opportunities Risk management means weighing up the pros and cons before making a decision Risk analysis generally indicates that there is some choice in behaviour or actions

11. Risks Australian Standard AS NZS 4360-1999 states that ‘risks are the consequences of uncertainty’ There are 2 elements : • the likelihood of an event • the consequence of its occurrence

12. Risks Risk Management is the use of • policies • processes • procedures to the tasks of • identifying • analysing • assessing • treating • and monitoring risk

13. Risks Information Technology is invariably associated with ‘new’ technology Risk events can emerge from • the experience or inexperience) of the project team • the nature of the technology used (‘cutting edge’, or ‘established’, • the number of stakeholders and their experience/understanding and stability • the duration of the project • size of the project team • effects of other commitments of the project group

14. Risk Management Risk Management often is related to individual business processes - for example: Investments, Information Technology project management, worker safety, insurance Other business risks : - exposure of company, customer, employee confidential and private information to unauthorised access exposure of business processes to corruption and failure

15. Risk Management Role: Risk Management Architects Skills: Information Security, Law and regulations, Risk Managers Produce: Architecture Principles, Models Standards, Patterns Enterprise Business Activities Role: Independent Assessment and Validation Skills: Internal Audit, Risk Assessment, Management Reporting Produces: Assessment Repots, Management Assurance Opportunity

16. Risk Management Architecture Levels of Abstraction Data Application Process Technology Strategic Tactical Operational Strategic Security Confidentiality, Integrity, Availability e.g. Information Protection Policy, Privacy Policy Tactical Security Confidentiality, Integrity, Availability e.g. Risk Assessment, Incidence Response Operational Security Confidentiality, Integrity, Availability e.g. Password Protection, Biometrics,Firewalls Quality Trust and Confidence Security

17. CSE9020 CASE STUDY Risks need to be managed for a successful outcome Risk making and taking is (in most cases) fundamental to an organisation which is developing, progressing, expanding, and entrepreneurial And now, the big question :- What do you see are the ‘risks’ in your project ? And, How are you going to manage them ?

18. Information Suggestions It is likely that each group, and each Supervisor, will have their own thoughts on what your project product will produce. You have an article on CRM which should give you a starting point for what you are going to develop and there is another on Team Construction. Just a word or caution : - don’t be too ambitious. The Unit is primarily designed to make you familiar with the processes, procedures and quality requirements of a project. (So, if you want to be an instant expert with vb.net, this is not the appropriate venue)

19. Information Suggestions Remember, you are either designing a database, not the full database system - and certainly not the on line transaction system, or you are involved in research into Electronic Learning Your Supervisor will (probably) dissuade you from developing a Web-Accessible database Business Case

20. The Business Case

21. The Business Case Document It is due in Week 4 This is your report to the Client setting out the reasoning why (in this discipline) a computer based solution to the Client’s problem is both desirable and should be developed Or you could view it a being a ‘Business Opportunity’ for the better management of parking facilities

22. The Business Case This is supplemented by the Requirements Definitions Document The purpose of this is to 1. State the purpose of the system functions (and keep this to the ‘workable’ level - e.g. create a database which will contain ……….) 2. Indicate what content (in general terms) will be the core of the system outputs

23. The Business Case Quality Plan 3. Convince the Client that you are both on the same wavelength As a means of achieving this, it’s a good technique to ‘talk’ in the client’s language - a Parking Fine is ... an Obligation Notice is ... a Registration Number is ... a query, report, output is ... Remember, your client may never have heard of the term ‘yottabyte’, or a relational table, or a join, or a multidimensional analysis, or even a database (and may not know about Microsoft or Linux or even RedHat)

24. The Quality Plan

25. CSE9020 Week 2Quality Plan Q. What is it ? A. It is the policy and procedures required for control of projects It needs a set of development standards and procedures and clear definition of the deliverable (s) from the stages used in the development Quality is the ability of a product to meet (or to exceed) the agreed/defined user specifications It MUST be an integral part of the product - NOT an add-on

26. CSE9020 Week 2Quality Plan This is another way of saying that quality is built into the produce from its initialisation - not as an afterthought A well developed, and enforced, quality plan will focus on • the scope of work to be done • the deliverables • the standards and their use • the system environment • the various reviews, their outcomes and the effect on the development (extra effort, change of direction ..) • sign offs required • change management (= management of change)

27. CSE9020 Week 2Quality Plan You should include some comments about your team’s attitude, strategy, acceptance and recognition of a Quality Plan. How are you going to apply the Quality Plan ? Here are a few suggestions:- A clear, agreed work breakdown No moonlighting or ‘all my own work’ approach Size each task so that it can be understood, assigned, and monitored Make sure each task has a deliverable

28. CSE9020 Week 2Quality Plan Inspect (and correct where necessary) each deliverable Have walkthroughs - a ‘state of the project’ review Have deliverable test plans - any major points omitted, any errors, any non-alignment with other deliverables ? Listen carefully to your Quality Reviewer - reach agreement by consensus - don’t ‘hang out’.

29. CSE9020 Week 2Quality Plan Quality Plan Standards identify the policies and procedures to be adopted and followed by the team. (they may be slightly different from other teams) The Quality Plan probably includes • An Interviewing Standard • Standards for Meetings • User Manual • Testing • Reviews • Project Methodology

30. CSE9020 Week 2Quality Plan And equally importantly - There must be some tangible way which ‘proves’ that each standard has been employed The development of the method must be correctly managed Some random thoughts: The team coordinator should produce a statement outlining the need for for both a quality plan, and for its implementation. Each team member should be aware of the responsibility placed on them (and others) and accept and follow all standards. If you are in doubt, ask the Team Co-Ordinator

31. CSE9020 Week 2Quality Plan • What aspects need standards ? • How’s this for starters - • Project Management • Development Development • Testing

32. CSE9020 Week 2Quality Plan Quality System : format, structure, procedures, standards Documentation Control : Adherence to the standards Internal Reviews and checks : Detect nonconformity early ? Change standards, procedures Accurate and rapid access to these standards - each team member to have a copy (diskette , CD-Rom - CD Reader ?) Any problems with sending standards via email ? Acknowledgement of receipt ?

33. CSE9020 Week 2Quality Plan And finally ----- Have you identified the RISKS in your project ? What are they ? Have you prioritised them ? What’s your Plan B if Plan A shows some cracks ?

34. This Not this

35. CSE9020 CASE STUDYand CSE3200 The Unit material is located at the web site http://www.csse.monash.edu.au/courseware/cse9020 and the reference to the Thomsett Project Risk list is http://www.thomsett.com.au/main/projectform.htm

36. CSE9020 CASE STUDY Week 2 Room Allocations: Lecture Theatre - B 2.26 Evening Supervisor Sessions: F 4.32 - Tuesday - Sharmily Mukhergee F 2.09A - Tuesday - Erling Breaden F 3.17 - Tuesday - Santosh Kulkarni All Supervisor rooms are booked from 7.30pm

37. Details Rod Simpson • rod.simpson@csse.monash.edu.au • Office: C4.46 • Phone: 9903-2352 • I’m normally in every day except Wednesdays

38. CSE9020 CASE STUDY Week2 Finally : Building Evacuation: There are no Floor Wardens on the Campus in the evenings If the Building Evacuation Warning System activates: • Collect your belongings • Exit by the EXIT doors • Do not use Lifts or Escalators • Head for the lawn (common) outside K Block - leave the Campus at your discretion TREAT EVERY EVACUATION ALERT AS REAL

39. A Slight Variation of Shakespeare’s MACBETH Act 4 When shall we all meet again In thunder, lightning or in rain When the hurlyburly’s done When the battle’s lost and won That will follow the set of sun Where the place ? Upon the heath or in this room There to muse with me, and soon (probably following Renee’s session) Why so ? Weeks 3 and 4 Sharmily - Project Management Week 5 : Renee Gedge - Conflict Resolution Week 6 : Jan Miller - Quality Assurance