1 / 29

IS Project Management

IS Project Management. What is a Project ?. The end is reached : Project objectives are achieved, or Project is terminated Temporary does not mean short in duration Temporary does not apply project`s products or services All temporary tasks are not projects

arlen
Download Presentation

IS Project Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. IS Project Management

  2. What is a Project ? • The end is reached : Project objectives are achieved, or Project is terminated • Temporary does not mean short in duration • Temporary does not apply project`s products or services • All temporary tasks are not projects • Temporary nature of projects may apply to other aspects : The opportunity is temporary and – The project team is temporary A project is atemporaryendeavour undertaken to create a uniqueproduct or service Introduction • Examples: • Developing a new product • Changing the structure of organization • Implementing a new design process • Doing something which has not been done before • The project might have repetitive elements • The characteristics must be progressively elaborated : • Elaboration of product characteristics must be coordinated with project scope definition • Ideally the scope of the project should remain constant as the product characteristics change. Operations are not projects: Operations are ongoing and repetitive Project always begin with Problem (John J. Rakos)

  3. Progressive Elaboration • Integrates concepts of temporary and unique • As the product is unique it should be progressively elaborated. • The scope of the project should remain constant even as the product scope is progressively elaborated. • Example: • Problem analysis • Requirements specification • Software design • Coding • Testing Introduction

  4. Rich picture of a general software-development process (Mireles and Jacobo) Introduction

  5. What is a Project Management? Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements Requires to balance: Scope, time, cost and quality: Cost Introduction Scope/quality Time • Involves stakeholders with different needs and expectations • Involves identified requirements • Management by projects is not project management.

  6. Relationship to Other Disciplines Project Management Knowledge and Practice Software estimation Life cycles Quality models Introduction Operations: Planning Organizing Staffing Executing Controlling Management Knowledge and Practises Application Area Knowledge And Practises Significance of problem domain knowledge

  7. Why The Project Fail ? – John J. Rakos • Failure at The Start • Do not get off the ground (without a plan) • Unrealistic deadline and budget • Failure in The Development stages • Analysis and design are not documented • The responsibilities are not clear assigned to spesific individuals • Design, testing, and implementation methods are invaluable • Lack of walk-through’s and review • Many project failures are blamed on turnover • Lack of development standard • Brute force techniques such as add more manpower don’t work Introduction • Failure at The End • Delivery without thorough debugging • Do not deliver the promised performance • Maintenance cost is too high • Overrun in expense and schedule, unhappy users, damaged reputation, waste expensive talent, etc

  8. Core Function Scope Mgt Time Mgt Cost Mgt Quality Mgt Project Integration Management Stakeholders needs and expectations Tools and Techniques HR Mgt Comm Mgt Risk Mgt Procure Mgt Facilitating Function Project Management Framework Framework&Principles

  9. Project Management Framework Integration Management Scope Management Time Management • Plan development • Project plan execution • Overall change control • Initiation • Scope planning • Scope definition • Scope verification • Scope change control • Activity definition • Activity sequencing • Activity durationestimating • Schedule development • Schedule control Cost Management Quality Management HR Management • Resources Planning • Cost estimating • Cost budgeting • Cost control • Quality planning • Quality assurance • Quality control • Organizational planning • Staff acquisition • Team development Framework&Principles Comm. Management Risk Management Risk Management • Communications Planning • Information distribution • Performance reporting • Administrative closure • Risk identification • Risk quantification • Risk response development • Risk response control • Procurement planning • Solicitation planning • Solicitation • Source selection • Contract administration • Contract close-out

  10. PROJECT PHASE John J. Rakos Definition Analysis Design Programming System Test Acceptance Operation Requirements Go/no Go decision Proposal Requirement Document (*) (userS.O.) Analysis Proposal (User buys) Preliminary project plan (resource provider S.O) Functional specification Development Proposal Re-estimate Functional Spesification (user S.O) Estimates and Project plan (re-done) Top level design System Design ATP Re-estimate Design specifica. (walked thru.) Acceptance test Plan (user s.o) Revised estimates (done) Module Design Coding Module Design (walked thru) System test Plan (Done) User Documen- Tation (started) Programs (tested) Project leader (S.O) Integration Testing Working/ Debugged System (Proj.Mgr S.O.) Acceptance Test Test Result (user S.O.) User Supported Cutover Warranty Sell next project Post Project Rev. Maintenance New system Operational (user satis.) Proposal for Next project (user buy) ACTIVITIES Project Management Reviews Status Reports (*) Documentation User Training DOCUMENTS AND (MILESTONES) Relative Effort (PM) (Total Staff) (*) The requirements Document may or may not be part of the project Framework&Principles

  11. The Iterative Model graph shows how the process is structured along two dimensions Framework&Principles

  12. Framework&Principles

  13. The principles of modern software management (Royce Walker) Base the process on an architecture-first approach 1 Establish an iterative life-cycle process that confronts risk early 2 Framework&Principles Transition design methods to emphasize component-based development 3 Establish a change management environment 4 Enhance change freedom through tools that support round-trip engineering 5

  14. Capture design artifacts in rigorous, model-based notation 6 Instrument the process for objective quality control and progress assessment 7 Use a demonstration-based approach to assess intermediate artifacts Framework&Principles 8 Plan intermediate releases in groups of usage scenarios with envolving levels of detail 9 Establish a configurable process that is economically scalable 10

  15. Work Breakdown Structure • Determine how to organize the work breakdown • Time based, i.e. planning/analysis/design/construct/ test/implement • Deliverable based, i.e. online application/data warehouse/user query tools • Geography based, i.e. Chicago Pilot Test/Midwest Region/Eastern Region • Other … • Any breakdown should end up covering all the work • Sequencing not important for WBS Framework&Principles

  16. Level 0 1.0 2.0 3.0 4.0 5.0 6.0 7.0 DEFINITION ANALYSIS DESIGN PROGRAMMING SYSTEM TEST ACCEPTANCE OPERATION Level 1 1.1 1.2 1.3 1.4 1.5 1.6 Requirement Document Feasibility Study Risk Analysis Pre. Project Plan Proposal Negotiate Proposal Level 2 2.1 2.2 2.3 2.4 2..5 Interviews Analyse Existing Sys. Define New Sys. Function Write Funct. Specification Negotiate Func. Spec. 2.1.1 2.1.2 2.1.3 2.1.4 2.1.5 Level 3 Office Manager Warehouse Supervisor Registrars CEO Accountant Work Breakdown Structure 0.0 SIA PROJECT Framework&Principles

  17. Analyses Existing Sys. Registration System Warehouse System CEO’s Business Accountant’s Business Documents Data Flow Estimate (person-day) 2 2 1 1 3 2 Total 11 days When Do You Stop? • Some person (or group for larger project) can take responsibilityfor the task, or to accomplish the activities involved • You can get rough estimate of the effort (person days) needed to perform the activity (or activities involved) • You can schedule the task • The task must be small and able to be completed Framework&Principles

  18. Mind-Mapping Approach

  19. Intranet WBS in Tabular Form 1.0 Concept 1.1 Evaluate current systems 1.2 Define Requirements 1.2.1 Define user requirements 1.2.2 Define content requirements 1.2.3 Define system requirements 1.2.4 Define server owner requirements 1.3 Define specific functionality 1.4 Define risks and risk management approach 1.5 Develop project plan 1.6 Brief Web development team 2.0 Web Site Design 3.0 Web Site Development 4.0 Roll Out 5.0 Support

  20. Intranet WBS and Gantt Chart in Project 2000

  21. Network Diagram The person responsible for the plan (probably the project manager for a small to mid sized project) then collate all the estimate and precedent, as follows Framework&Principles Note: This example only the progranning had sub-component. If there are any sub-component of any other major activity avaliable, they would also be listed

  22. PGMB 30 OPER 10 Precedence Network PGMB 30 STRT 0 DEF 20 ANAL 35 DES 25 PGMB 30 SYS TST 10 ACC 5 OPER 10 END PGMB 30 Another Format ….. Activity on Arrow Activity n 1 t 0 Network Diagram Framework&Principles

  23. 10 + 5 15 + 6 15 0 + 10 3 21 + 5 B C 21? 5 day 6 day A 10 21 G 26 0 2 6 7 1 10 + 3 20? 10 day 13 + 4 5 day D 17 + 3 F 3 day 3 day 13 E 17 4 5 4 day Critical Path Method

  24. 3 15 B C 5 day 6 day A G 2 6 7 1 10 ? 15 - 5 21 - 6 0 10 10 day 5 day 21 D F 11 ? 3 day 3 day 10 - 10 E 26 - 5 4 5 14 18 4 day 21 - 3 14 - 3 18 - 4 Critical Path Method 15 21 26 10 0 26 13 17

  25. 15 3 15 B C 5 day 6 day A 21 G 26 10 0 2 6 7 1 21 0 10 26 10 day 5 day D F 3 day 3 day 13 E 17 4 5 14 18 4 day Project Duration : 26 day : Critical path Critical Path Method

More Related