2. PRESALE & PROJECT MANAGEMENT

1. The Life Cycle of A Large System Integration Project 2. PRESALE & PROJECT MANAGEMENT

2. PRESALE • Business Plan • Customer Relationship • Solution and Technology • Process

3. BUSINESS PLAN (1) Creative product or penetrating existing market FEASIBILITY STUDY Market analysis (marketing person or outsourcing) government statistics market (scale, competitor) potential customers and their values strong points and week points (predominance) risk analysis SHORT/LONG TERM OBJECTIVE initial investment, mid-term investment revenue, cash flow and sales channel technology product (series) planning resource (facility, engineer, marketing, sales) possible solutions, initial product effort and time to market

4. BUSINESS PLAN (2) Revenue M US$ Revenue Investment 10 9 8 7 6 5 4 3 2 1 Time 10th year 1st year 2nd year 3rd year 4th year 5th year

5. CUSTOMER RELATIONSHIP • Top management’s customer visit to show support • Take customer to site visit • Build friendship

6. TECHNOLOGY AND SOLUTION • Experiences: past projects and technology/solution involved • Influence the Request For Proposal (RFP) • Organize seminars for the customers • Philosophy of technology/solution selection

7. Objectives: • Establish solid customer relationship to build up trust • Introduce company’s successful history, experiences, solutions and leading technology • Help customer to build up the knowledge • To know what the customers want and what they prefer • To know customer’s budget • To influence the RFP (Request For Proposal) as much as possible PRESALE PROCESS • Participants: • Marketing and sales • Program manager, Sometimes business director, • Engineers (system engineer and software engineer) • Sometimes the business director, even president • Activities: • Seminars and presentations • Project sites visit • Sometimes home site visit • Leisure contact

8. BIDDING (1) • Prequalification: • To reduce the number of bidders, so only qualified • venders will participate the bid. • Business license • Size, revenue of the company • Similar experiences of comparable size project in recent five years • Solution summary • Procedure: • Issuance of RFP (Request For Proposal). Once issued, no customer contact any more. • Purchase RFP • Bid opening: Declare price for each vendor • Review and evaluation: Couple of months • Bid closing: Announce winner • Contents of RFP • International open bid, deadline is set • Two sections: business and technical

9. BIDDING (2) Participants PM: CM: Chief Engineer: Business Director & Accountant: Engineers: Marketing and sales Legal: Administrators: leads the team leads the business team lead a technical team pricing and signature hardware and software customer relationship legal terms and consulting administrators tasks Time: Approximately two-three months

10. BIDDING (3) • TECHNICAL • Assumptions • Proposed solution, technology and tools • Effort estimation • Management method, schedule • Solution for every subsystem and its info from the vendor • Matrix (line by line, yes/no) • MATERIALS • Price brakes down to parts • Proposal Includes: • 7 copies of the following items, one copy with original signature on every page • BUSINESS • Legal certificate of the business • Last three years’ financial reports • Liability • Certificate of CMMI level • Matrix (line by line, yes/no)

11. BIDDING (4) • Contract Includes: • 2 copies with original signatures on every page • Scope of services (RFP & Proposal) • Price • Payment schedule • Hardware and software • Confidentiality • Rights on data • Warranty • Limitation of liability • Indemnity • No solicitation • Arbitration (disputes) • Jurisdiction (laws apply)

12. THE LIFECYCLE ACTUAL DURATION: Total of 28 months Program Management Project Management Risk Management Requirement Management 2 yr 2 mo 12 mo 2 mo 3 mo 5 mo 3 mo 1 mo Presale PPP Plans Requirement Design Implement Installation And Testing Acceptance Delivery End Operation Backup M1 Planning M2 Collection Analysis M3 Design M4 Implementation M5 Testing M6 Delivery 6 MILESTONES Participants: Business, Marketing, Sales, Program Manager, Contract Manager, Subcontractor Manager (s), Project Manager, Hardware/Software Engineers, Customers and End-users

13. THE MANAGEMENT SPECTRUM • Four P’s: • People • Product • Process • Project

14. KEY ELEMENTS TO SUCCESS • MANAGEMENT • Requirement • Risk • Schedule (milestones) • Cost • TECHNOLOGY • Technology • Domain knowledge • Experiences • CUSTOMER • Culture • Relationship • METHODOLOGY • Right process • CUSTOMER • Culture • Relationship • METHODOLOGY • Right process • MANAGEMENT • Requirement • Risk • Schedule (milestones) • Cost • TECHNOLOGY • Technology • Domain knowledge • Experiences

15. THE PEOPLE(1) Needs of Human Being prestige success reputation achievement rich safety shelter Life

16. THE PEOPLE (2) People management maturity model: recruiting, selection, performance management, training, compensation, career development, organization and work design, and team/culture development. PM-CMM is a companion to the CMM model, which guides organizations in the creation of a mature software process. • The Taxonomy of players: • Senior managers • HR • Project managers • Practitioners • Customers • End-users

17. THE PEOPLE (3) The Software Team Group Team 1 Leader Team 2 Leader Team m Leader Team Members Team Members Team Members Three Management Styles [Mantei 81]

18. THE PEOPLE (4) Four Paradigm [Constantine 93] Closed paradigm Traditional hierarchy, good for software products Random paradigm Loosely structured, depends on individual initiative, heavy communication Open paradigm Structure between Closed and Random, heavy communication Synchronous paradigm Rely on the natural compartmentalization of the task, little communication outside task

19. THE PEOPLE (5) • Factors in constructing a team: • The difficulty of the problem to be solved • The size of the resultant program in lines of code or function points • The time that the team will stay together (team lifetime) • The degree to which the problem can be modularized • The required quality of reliability of the system to be built • The rigidity of the delivery date • The degree of communication required for the project • To achieve a high performance team: • Team members must have trust in one another • Skill distribution must be appropriate to the problem • Mavericks may have to be excluded from the team

20. THE PEOPLE (6) Coordination and Communication: Formal, impersonal approaches Plan, tech memo, milestone, schedule, and deliverables Formal, interpersonal procedures Quality assurance, status review, and code inspection Informal, interpersonal procedures Group meeting for info dissemination and problem solving Electronic communication Email, E-bulletin board, video conferences Interpersonal networking Informal discussion with people inside/outside team 6 5 4 3 2 Discussion with peers Documents Project milestones Error tracking reports Design reviews Req. reviews Status review Electronic mail Group meeting Code inspection Value of coordination technique Public bulletins Source code Repository data Project control tools 2 3 4 5 6 Use of coordination technique

21. THE PEOPLE (7) • A jelled team is a group of people so strongly knit that the whole is greater than the sum of the parts, the probability of success goes way up • It is difficult to find a challenging and interesting project, but not as difficult as finding a jelled team, in which your creativity, energy, and happiness can be maximized

22. THE PRODUCT (1) • The dilemma of software project manager at the beginning of a project:Quantitative estimations and an organized plan before solid information is available (before requirement collection/analysis) • Understand the overall characteristics of the product • Refer to past projects with similar scale, technology, and functions • Software scope at system level based on RFP and PROPOSAL, which must be unambiguous and understandable at the management and technical levels: • context • information objectives • function and performance

23. THE PRODUCT (2) • Problem decomposition • Example: a new word-processing product with unique features: voice and keyboard input; automatic indexing and table of content; automatic copy edit; page layout capability, etc. • Input: • voice learning • voice recognition • keyboard input • Automatic copy edit: • spell checking, • sentence grammar checking • reference checking • section and chapter reference validation • …

24. THE PROCESS (1) • The software development process models: • select right process model that is best fit the project for the team • The Waterfall (linear sequential) model • The Spiral (prototyping) model • The Iterative (incremental) model • The RAD model • The WINWIN spiral model • The component-based development model • The concurrent model • The formal method model • The fourth generation technique model • CMMI (Capacity Maturity Method Integration) • SEI (Software Engineer Institute)

25. THE PROCESS (2) • Model selection based on which process model is most appropriate for: • The characteristics of the project • The customers and parishioners • The project working environment • Common framework activities: • Customer communication • Planning • Risk analysis • Engineering • Construction and release • Customer evaluation

26. THE PROJECT (1) • Signs that indicate that indicate that a project is in jeopardy: • PEOPLE REQUIREMENT RISK FINACE • None technical split in the team • Software people do not understand their customer’s needs • The project scope is poorly defined • Changes are managed poorly • The chosen technology changes • Business needs change (or are ill-defined) • Financial difficulties • Deadline is unrealistic • Users are resistant • Sponsorship is lost • Lack of skill sets in the team • Avoid best practices and lessons learned

27. THE PROJECT (2) • To manage a successful project is to manage problems, i.e., • to avoid problems • to reduce the degree of difficulties • to have a plan/solution before the problems occur. • Five-part commonsense approach [Reel 99] • Start on the right foot • Maintain momentum • Track progress • Make smart decision • Conduct a postmortem analysis

28. PROJECT CONSTITUTION TYPICAL CONTENTS: Project formal name Program manager and contact Project manager and contact Project target and deliverable Project time table Project resource, budget, vendor Constitution Resource Team Manager Initiator Definition Origin

29. FACTS OF PM • 1995 vs 1998 • The cost of failed projects went down from $81billion to $75 billion • Decrease in cost overruns from $59 billion to $22 billion • In 1998 • 26% of information technology projects succeed in meeting scope, time, and cost goals • 46 percent of IT projects completed over budget and past deadline • 28% failed • 2001 vs 1995 • Time overruns significantly decrease to 63%, compared to 222% • Cost overruns were down to 45%, compared to 189% • Required features and functions were up to 67%, compared to 61% • 78000 US projects were successful, compared to 28000 • 28% of IT projects succeeded, compared to 16% The Standish Group, “1998 CHAOS Report” & “CHAOS 2001”