Project Management

2. 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

3. Project Success Factors • 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: 28 percent as of 2000 Object-Oriented Analysis and Design with the Unified Process

4. 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

5. Project Management Knowledge Areas • 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

6. 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

7. Figure 3-2 UP Phases and Iterations with Disciplines Object-Oriented Analysis and Design with the Unified Process

8. 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

9. Business Modeling and the Inception Phase • Primary purpose: understand business needs • Chief activities • Understand the business environment • Create the system vision • Create business models • Business modeling interwoven with requirements Object-Oriented Analysis and Design with the Unified Process

10. Understanding the Business Environment • Objective: understand project operational context • Initial document: statement of business problem • Two follow-up activities • Considering needed interfaces to other systems • Evaluating existing architecture • Criticality of performing stakeholder analysis • Stakeholders: people with an interest in the system • Users, sponsors and support staff Object-Oriented Analysis and Design with the Unified Process

11. 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

12. 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

13. Figure 3-6a Objectives, Business Benefits, and System Capabilities Object-Oriented Analysis and Design with the Unified Process

14. Figure 3-6b Objectives, Business Benefits, and System Capabilities Object-Oriented Analysis and Design with the Unified Process

15. Creating Business Models • Three major areas normally require business models • Business events • Business processes • Information repositories and flows • Business models tied to system requirements • Model format and rigor vary with each project Object-Oriented Analysis and Design with the Unified Process

16. Environment and the Inception Phase • Discipline concerned with development environment • Several activities are included • Select and configure the development tools • IDEs and CASE • Tailor the UP development process • Defining the rigor of a project • Provide technical support services Object-Oriented Analysis and Design with the Unified Process

17. Figure 3-7 Sample Criteria for Defining Rigor of Project Controls Object-Oriented Analysis and Design with the Unified Process

18. Finalizing the System and Project Scope • System scope: defines capabilities of new system • Project scope: describes how project is to be built • Provides disposition toward staff training • Provides data conversion information • Sets parameters for quality control • System scope is part of the larger project scope • Essential use case model helps delineate scope • Essential use case list attached to the project Object-Oriented Analysis and Design with the Unified Process

19. Figure 3-9 Sample Essential Use Case List for RMO Object-Oriented Analysis and Design with the Unified Process

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

21. 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

22. 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 • Scheduling tool: Microsoft Project Object-Oriented Analysis and Design with the Unified Process

23. 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 • Milestones Object-Oriented Analysis and Design with the Unified Process

24. Figure 3-11 Entering the WBS Into MS Project Object-Oriented Analysis and Design with the Unified Process

25. Figure 3-13 Gantt Chart of RMO’s Inception Iteration Object-Oriented Analysis and Design with the Unified Process

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

27. Figure 3-16 Entering Resources for the Scheduled Tasks Object-Oriented Analysis and Design with the Unified Process

28. Identify Project Risks and Confirm Project Feasibility • Feasibility analysis: verifies project viability • Activities used to evaluate a project’s feasibility • Assess the risk to the project (risk management) • Determine the organizational/cultural feasibility • Evaluate the technological feasibility • Determine the schedule feasibility • Assess the resource feasibility • Perform cost/benefit (economic) analysis Object-Oriented Analysis and Design with the Unified Process

29. Assessing the Risks to the Project (Risk Management) • Feasibility analysis also includes risk management • Risk management: identify potential trouble spots • Organize potential problems in risk matrix • Project manager bases two strategies on matrix • Preventing the negative event • Developing a contingency plan Object-Oriented Analysis and Design with the Unified Process

30. Figure 3-17 Simplified Risk Analysis Object-Oriented Analysis and Design with the Unified Process

31. Determining Organizational and Cultural Feasibility • Identify organizational and cultural risks • Some potential human risks impacting new system • Low level of computer competency among employees • Perceived shifting of organizational power • Fear of employment loss due to increased automation • Reversal of long-standing work procedures •  One way to counter risks: training sessions Object-Oriented Analysis and Design with the Unified Process

32. Evaluating the Technological Feasibility • Staffing should have technological proficiency • Solutions to problem are straightforward • Provide additional training • Hire consultants • Hire more experienced employees • Possibly alter scope and approach of the project • Realistic assessments speedup corrective response Object-Oriented Analysis and Design with the Unified Process

33. Determining the Schedule Feasibility • Development of project schedule involves high risk • Assumptions and estimates made without adequate information • Adaptive projects very susceptible to schedule risks • Project managers use milestones to evaluate pace and compensate for slippage • Contingency plans help reduce the risk of slippage Object-Oriented Analysis and Design with the Unified Process

34. Assessing the Resource Feasibility • Human and other resources to assess • Primary resource consists of team members • Systems analysts, system technicians, users • Support staff • Computer resources and physical facilities • Factors adversely impacting human resource • Lack of required people skill sets • Relocations or departures Object-Oriented Analysis and Design with the Unified Process

35. Determining the Economic Feasibility • Economic feasibility consists of two questions • Does anticipated value of benefits exceed project costs? • Is there adequate cash flow to fund the project? • Cost/benefit analysis determines economic feasibility • Developing cost/benefit analysis is a three-step process • Estimate anticipated development and operational costs • Estimate the anticipated financial benefits • Subtract costs from benefits • MS Project supports cost/benefit analysis Object-Oriented Analysis and Design with the Unified Process

36. Figure 3-18 MS Project Showing Project Labor Costs Object-Oriented Analysis and Design with the Unified Process

37. Figure 3-22 Net Present Value, Payback Period, and Return on Investment for RMO Object-Oriented Analysis and Design with the Unified Process

38. Completing the Inception Phase • Inception activities are project foundation • Summary of key deliverables of inception • Project charter package • Essential use case list • Project schedule • Cost/benefit analysis • Project feasibility and risk analysis • General scope and approach should be clearly defined • Scope and essential use case lead to elaboration phase Object-Oriented Analysis and Design with the Unified Process

39. Project Monitoring and Control • Maintaining pace requires periodic adjustments • Methods for overseeing UP phases • Manage and control plan (schedule and deliverables) • Manage and control internal/external communications • Manage and control the risks and outstanding issues • Schedules should balance flexibility with firm targets • Project manager is communication gateway or nexus • Project manager should maintain log of open issues Object-Oriented Analysis and Design with the Unified Process