Project Front-End Loading with Facilitated Joint Application Development (JAD) Techniques

1. Professional Development Day PMI Honolulu - May 3, 2006 Project Front-End Loading with Facilitated Joint Application Development (JAD) Techniques Walter A. Viali, CSQA, PMP PMO To Go LLC

2. Walter A. Viali • Over 32 years in Information Technology • “Retired” from Texaco Inc. in 1999 after 25 years • Co-founder and Principal Consultant for PMO To Go LLC • Certified Software Quality Analyst (CSQA) • Certified Project Management Professional (PMP) • Certified Project Management Instructor • Member of the faculty of the Project Management Program for the Bauer College Business (University of Houston) • JAD Session Leader with over 4,000 hours of planning and project facilitation experience • SEI CMM and PMI OPM3 knowledge and assessment experience • Implemented several Project Management Office (PMO) organizations • Experience in Strategic Business and IT Planning • Past President of the Houston Chapter of the Society for Software Quality (SSQ) and of the Texas Application Process User Group • Sr. Vice President, External Operations, PMI Houston Chapter • Consulting with major companies on Process Improvement, Project Management, PMO implementation, Strategic Planning, JAD facilitation

3. What is Joint Application Development (JAD)? JAD is a structured meeting, conducted by a neutral facilitator, designed to extract high-quality information from the meeting participants, using a compressed timeframe and a workshop environment to enhance the process. JAD strongly complements, but does not replace, analytical methodologies.

4. What’s the big deal?

5. The Standish Group1994 Chaos Report • 17% of projects succeed • 31% of projects fail • 52% of projects are challenged • Cost and/or schedule performance • $78 billion dollars total project waste (against $250 billion in project spending)

6. The Standish Group2003 Chaos Report • 34% of projects succeed (100% improvement over 1994) • 15% of projects fail (down from 31% in 1994) • 51% of projects are challenged • $55 billion dollars total project waste (against $255 billion in project spending) • $38 billion in lost dollars for US projects in 2002 • $17 billion in cost overruns

7. SUCCESS CRITERIAPOINTS 1. User Involvement 19 2. Executive Management Support 16 3. Clear Statement of Requirements 15 4. Proper Planning 11 5. Realistic Expectations 10 6. Smaller Project Milestones 9 7. Competent Staff 8 8. Ownership 6 9. Clear Vision & Objectives 3 10. Hard-Working, Focused Staff 3 TOTAL 100 71% ? "We know why projects fail, we know how to prevent their failure -- so why do they still fail?” Martin CobbTreasury Board of Canada SecretariatOttawa, Canada

8. What can we do about all this?

9. CIO Priorities Top 10 Management Issues (1999-2004) 1. Business/IT Fusion 2. Demonstrating Business Value 3. IT Skills (Recruit, Retain, Reskill) 4. Y2K Clean-up/Contingencies in 2000 5. "Sourcing" Management 6. IT Governance 7. Process/Project Management 8. M&A IT Integration 9. Knowledge Management 10. IT Organization Gartner Group - November 16, 1998

10. They go hand in hand... 1. Align Business and Information Technology 2. Adopt the Software Engineering Institute’s Capability Maturity Models (SEI CMM/CMMI) to improve the organization’s processes! 3. Benchmark internally and externally 4. Improve people skills in Process and Project Management! 5. Use Joint Application Development!

11. Align Business and IT • Define Business Strategies • Derive IT Strategies from the Business Strategies • Make Strategic Planning a regularly scheduled event • Derive Programs and Projects from the IT Strategies • Establish PMOs to manage Programs and Projects • Staff PMOs with skilled resources who can educate and coach users and IT personnel • Acquire and gradually implement credible methods, techniques and tools that Business and IT personnel can use

12. Why the SEI CMM (and CMMI)? Software Engineering Institute’s Capability Maturity Model

13. CAPABILITY MATURITY MODEL L5 Optimizing - Continuous Improvement L4 Managed - Focus on QA and QC Measures L3 Defined - Process Management Focus L2 Repeatable - Project Management Focus Software Engineering Institute 1991 L1 Initial - Ad hoc, Informal,Hero Driven

14. OBSERVED SEI CMM BENEFITS Reuse! Estimated impact for 200,000 LOC Software Project (from Sematech publication ‘Communique”)

15. Application Development Practices "Software Capability Evaluations (based on SEI's Capability Maturity Model) will be used to qualify all IT contractors on U.S. Federal Government projects by year end 2001 (0.8 Probability); however, widespread year 2000 damage will push regulated AD into the privatesector, starting with applications that have public health and safety implications." Gartner Group - November 16, 1998

16. Benchmark internally and externally • Establish a Project Office to avoid “industrial tourism” • Share Best Practices within the multitude of I.T. groups in a single company • Identify and reward the most effective set of Best Practices • Benchmark with external organizations • Improve the I.T. processes with the SEI CMM and the SEI CMMI

17. Project Office Models • Repository Model (1) • source of information on project methodology and standards • limited to one major project (such as SAP implementation) • Repository-Coach Model (2) • coordinates sharing of best practices across business functions • Repository-Coach-Manager Model (3) • direct management of projects and project managers • responsible for process and project management optimization through maturity models • responsible for the strategic planning process and project portfolio management

18. Strategic Business Planning Strategic IT Planning Business Process Reengineering The PMO Business Cycle… Project Management Office Project Portfolio Management Maturity Models Projects

19. People Skills: What about Certification?

20. Some of the available programs... 1.The Quality Assurance Institute - Certified Software Quality Analyst (CSQA) - Certified Software Test Engineer (CSTE) 2. The Project Management Institute - Certified Project Management Professional (PMP) … can create the necessary awareness, at all levels, for improving Process and Project Management practices

21. Is Project Management Certification Worth It? • By 2004, 70 percent of successful projects will have certified project managers, while 90 percent of failed projects will not (0.7 probability). • By 2002, employees with Project Management Professional (PMP) certification will receive salaries 20 percent higher than those of project managers without PMP certification (0.7 probability). • By 2002, leading-edge project management outsource vendors will have at least one out of five contracted staff team members who are PMP-certified (0.7 probability). Gartner Group - November 16, 1999

22. Benefits of Project Management Certification • Consistent Project Management approach within the organization and improved interface mechanisms with all customers, i.e. speaking the same language • Certification requires continuing education in the Project Management field, which leads to more effective Project Managers over time • Project Management Certification thoroughly supports the findings and recommendations of most benchmarking efforts • Combination of Project and Process Management has the potential of reducing project development costs by 30% a year (Gartner Group)

23. The overall objective • Improve I.T. Process and Project Management. • Generate in people a desire to improve their environment. • Get the job done faster and cheaper!

24. Get the job done faster and cheaper! Since 1980, facilitation has been used for every aspect of business and community development, from strategic planning to detailed process design.

25. Why JAD works! • Communication tools • Structured techniques • Defined roles • Structured agendas • An effective process • Focus on people, not technology

26. Communication tools • Group Dynamics • Facilitation • Visual Aids • Concentrated Exchanges • Consensus-based Decisions

27. Structured Techniques • Brainstorming • Basic Iteration • Data Flow Diagramming • Data and Object Modeling • Process Design • Object Modeling (UML) • Planning Models

28. Defined Roles • Session Leader • Scribe • Executive Sponsor • Project Manager • Participants • Observers

29. Structured AgendasThe Standard JAD Agenda • Introduction • Review Purpose, Scope, Objectives • Ground Rules • Executive Sponsor Kickoff • I.T. Perspective • [ Session Approach ] • Review Issues • Review Design • Evaluate Workshop

30. The Power of JAD in Project Lifecycle Management Strategic Business Planning Detailed Requirements Business Process Improvement / Reengineering Creating Project Management Plans Strategic I.T. Planning Walkthroughs and Peer Reviews I.T. Project Portfolios Creating Acceptance Test Plan Project Scope Definition

31. Structured AgendasA few JAD Session Approaches • Strategic Business Planning Approach • Business Reengineering Approach • Business Systems Planning Approach • Project Scope Definition • Project Requirements Definition • Information Modeling • Project Management

32. Structured AgendasStrategic Business Planning • Define Vision and Mission of activity • Define Guiding Principles • Analyze current situation • Analyze competitive situation • Define Objectives and Goals • Develop Business Strategies • Define Critical Success Factors • Design Programs and Resources • Describe support Organization • Define follow-on activities

33. Structured AgendasBusiness Reengineering Approach • Phase I - Vision • Customer requirements • Management Vision • Phase II - “What” Phase • Functional Model • Information Model • Phase III - “How” Phase • Conceptual Design • Organization Design • Detailed Design

34. Structured AgendasBusiness Systems Planning • Review Vision and Mission of the activity • Review business strategies and CSFs • For each business strategy: • Define new automation requirements • Entities and Processes • Describe constraints to the new requirements • Schedules, cost, resources • Prioritize the new requirements

35. Structured AgendasProject Scope Definition • Define System Objectives • Define Major Outputs • Define Major Inputs • Identify System Events - Context Diagram • Information Analysis - Entity Relationship Model • Major System Functions - Essential or Zero-level Diagram • Confirm System Objectives

36. A Snapshot… Context Diagram • Zero-Level Data Flow Diagram • With high-level Entity Model Lower-Level Data Flow Diagrams With detailed Entity Relationship Diagrams

37. Structured AgendasProject Scope & Requirements Definition Operations Data Flow Customer Data Flow System Data Flow Data Flow Marketing Customer Context Diagram

38. Structured AgendasProject Scope & Requirements Definition Customer Supp DB Data Flow Data Flow Data Flow 3.0 4.0 2.0 Data Flow Data Flow Data Flow Data Flow Data Flow Data Flow Cust DB Marketing 1.0 Customer Zero-Level Data Flow Diagram

39. Project Detailed Requirements Session Approach • Select System Function from Scoping Session • List and Define Steps in the System Function • Develop Data Flow Diagram • Define Outputs • Define Inputs • Develop Entity Relationship Model • Define Security and Privacy Requirements • Define Environment Requirements • Define Computer Resource Requirements

40. Structured AgendasProject Scope & Requirements Definition Customer Supp DB Data Flow Data Flow Data Flow 3.0 4.0 2.0 Data Flow Data Flow Data Flow Data Flow Data Flow Data Flow Cust DB Marketing 1.0 Customer Zero-Level Data Flow Diagram

41. Structured AgendasProject Scope & Requirements Definition Customer Prod DB Data Flow Supp DB Data Flow Data Flow 1.4 Data Flow 1.1 1.3 Data Flow Data Flow Data Flow Data Flow Cust DB Data Flow Data Flow Operations 1.2 Marketing Lower-Level Data Flow Diagram

42. Level-Two Data Flow Diagram Mini-spec for 1.1 • Read Delete Vendor Transaction • Validate Vendor Existence • Delete Vendor • Generate Delete Vendor Update Confirmation Add Vendor Update Confirmation Supplier Mgt. Supplier Mgt. Delete Vendor Transaction Add Vendor Transaction Change Vendor Update Confirmation Delete Vendor Update Confirmation Delete Vendor Entry 1.1 Add New Vendor 1.2 Change Vendor Transaction Add Vendor Update Delete Vendor Update Change Vendor Info 1.3 Change Vendor Update Vendor Master Product Update Product Update Transaction Update Product Info 1.4 Supplier Mgt. Product Master Product Update Confirmation UML Diagrams and Use Cases can also be employed

43. Level-Two Data Flow Diagram Data Store and Data Flow Definitions 1.0 Data Stores and I/O = Item a + Item b + Item c + Item d + etc. Add Vendor Update Confirmation Supplier Mgt. Supplier Mgt. Delete Vendor Transaction Add Vendor Transaction Change Vendor Update Confirmation Delete Vendor Update Confirmation Delete Vendor Entry 1.1 Add New Vendor 1.2 Change Vendor Transaction Add Vendor Update Delete Vendor Update Change Vendor Info 1.3 Change Vendor Update Vendor Master Product Update Product Update Transaction Update Product Info 1.4 Supplier Mgt. Product Master Product Update Confirmation

44. Attributed Data Model for 1.0 DFD Vendor = Number + Name + Address + Contact + Etc. Is Provided by Vendor Is Associated with Provides Is Associated with Is Associated to Is Associated with Is Contained on Product Order Contract Contains Is Associated with States Price - Zero Is Associated with Is Stated on - One - Many

45. Structured AgendasProject Planning • Describe Current Situation • Define Success Measures • Define Project Strategy • Define the Project Tasks • Identify Roles and Responsibilities • Build a Precedence/Dependency Chart • Review the Plan • Next Steps

46. Structured AgendasProject Planning • Identify Work Breakdown Structure • Identify Content of each Deliverable • Perform Risk Analysis • Develop Contingency Plans and Priorities based on Risk Analysis • Produce Gantt Chart • Produce Critical Path Diagram

47. Structured AgendasAcceptance Testing • Establish Baseline • Review existing process and procedures • Define testing requirements • Apply lessons learned • Testing Process • Goals and objectives • Review/define testing levels • unit, systems, acceptance criteria • Review/define testing workflow and guidelines • Develop Test Plan • who, what, when • Define Roles and Responsibilities • Develop RASI chart • Test Environment • Review physical environment

48. Structured AgendasWalkthroughs/Peer Reviews • Objectives and Requirements • establish baseline for evaluation of system components • Step through the System • For each system function/sets of requirements: • verify data requirements • verify functional requirements • Next Steps • document results/action items

49. An effective process Preparation Review and Resolve Workshop

50. An effective processPreparation • Scope Management • Interview • Commitment • Risk Assessment • JAD Sessions Plan • Prepare Users • Logistics