Jan 20, 2016
2Object-Oriented Analysis and Design with the Unified Process
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
3Object-Oriented Analysis and Design with the Unified Process
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
4Object-Oriented Analysis and Design with the Unified Process
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
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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
6Object-Oriented Analysis and Design with the Unified Process
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
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Figure 3-2UP Phases and Iterations with Disciplines
8Object-Oriented Analysis and Design with the Unified Process
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
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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
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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
11Object-Oriented Analysis and Design with the Unified Process
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
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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
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Figure 3-6aObjectives, Business Benefits, and System Capabilities
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Figure 3-6bObjectives, Business Benefits, and System Capabilities
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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
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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
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Figure 3-7Sample Criteria for Defining Rigor of Project Controls
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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
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Figure 3-9Sample Essential Use Case List for RMO
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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
21Object-Oriented Analysis and Design with the Unified Process
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
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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
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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
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Figure 3-11Entering the WBS Into MS Project
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Figure 3-13Gantt Chart of RMO’s Inception Iteration
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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
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Figure 3-16Entering Resources for the Scheduled Tasks
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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
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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
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Figure 3-17Simplified Risk Analysis
31Object-Oriented Analysis and Design with the Unified Process
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
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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
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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
34Object-Oriented Analysis and Design with the Unified Process
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
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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
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Figure 3-18MS Project Showing Project Labor Costs
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Figure 3-22Net Present Value, Payback Period, and Return on Investment for RMO
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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
39Object-Oriented Analysis and Design with the Unified Process
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