Project Management Define project, project management, RAD, JAD Describe project management activities Describe the advantages, disadvantages and characteristics of SDLC (System Development Life Cycle) and prototyping Describe the phases of SDLC Describe project dimensions affecting risk Discuss integration and project management tools to use in dealing with risk Discuss issues in managing behavioral factors
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Project ManagementDefine project, project management, RAD, JADDescribe project management activitiesDescribe the advantages, disadvantages and
characteristics of SDLC (System Development Life Cycle) and prototyping
Describe the phases of SDLCDescribe project dimensions affecting riskDiscuss integration and project management tools
to use in dealing with riskDiscuss issues in managing behavioral factors
Project Management
Project - temporary endeavor undertaken to create a unique product or service may be divided into subprojects
Project management - application of knowledge, skills, tools and techniques to project activities to meet or exceed stakeholder needs and expectations from a project T.A.N.S.T.A.A.F.L.
Project Management Activities
Ensuring progress of project using metricsIdentifying risks and assessing the
probability of them occurring Ensuring progress toward deliverables
within constraints of time and resourcesRunning coordination meetings of the
project teamNegotiating for resources on behalf of the
project
Project ModelingCommon vocabulary (beyond data repository)TeamworkCycle PlanManagement
Demonstrated in SDLC and other approaches Project planning & requirements identification Project control (status, corrective action) Team management Organizational integration
Development Models
Systems Development Life CycleRapid Applications Development
(RAD)PrototypingJoint Applications Development
(JAD) (like RAD with users)Object-Oriented
Systems Development Life Cycle (SDLC)
OverviewSoftware Acquisition ChoicesSDLC OverviewSDLC:PhasesAlternative Approaches
SDLC - Prior Problems
Failure to meet: Budgets Schedules Expectations
TOO LITTLE…. TOO LATE
SDLC - Characteristics“Problem” or “Opportunity”Many names; Widely applicable“Analysis” vs. “Synthesis”Variance across stagesDisciplined approachSystems approachIterative (not sequential)Cyclical
SDLC - AdvantagesFocus on tradeoffsFocus on goalsControls: milestones, checklist,
accountabilityTools, models, CASEHierarchical decompositionDesigned for user & manager
involvement
SDLC - Reasons for Failure
Scope too broad or too narrowLack of needed skillsIncomplete specificationsNo control/no frameworkLack of management/user
involvementToo time-consuming
SDLC Phases
Initiation and FeasibilityRequirements DefinitionFunctional DesignTechnical Design and ConstructionVerificationImplementationMaintenance & Review
I. Initiation & Feasibility
Project objectives & ScopePreliminary survey & feasibility
Technical Economic Operational
Project proposal and scheduleIdentify assumptions & constraints
II. Requirements Definition
Problem/Opportunity definitionAnalyze current systemFocus on decisions and related
information needsDefine business functionalityPlan for training, user acceptance
Problem/Opportunity Definition
Symptoms vs. real problemsQuestion decision maker’s
statement of problemBound problem realisticallyTry to ascertain actual causeSometimes figuring out the
problem is half the solution
Analyze Current System
+ Understand activities involved+ Identify decision points+ Help identify problems &
deficiencies+ Be aware of history- Bias thinking
III. Functional DesignFocus on business needs
usability, reliability
Logical design Outputs Inputs Presentation Processes Databases Personnel
IV. Technical Design and ConstructionFinalize architecture and acquire
hardwareComplete technical definition of data
access and other system componentsMake (program) vs. buyDevelop test plansRevise schedule, plan and costs
V. VerificationProgram Testing
Structured walkthrough Code inspection Unit test Pairs testing
Verification, stress, user and security testing
VI. Implementation
Cut-over Parallel conversion Direct cut-over Pilot conversion Phased conversion
User training
VII. Maintenance and Review
Post-implementation audit Ends - information requirements (information, performance)
Means - processMaintenance (correcting bugs &
scheduled maintenance)Enhancement (adding functionality)
Rapid Applications Development (RAD)Like prototyping, uses iterative
developmentUses tools to speed up
development GUI reusable code code generation programming, language testing and debugging
Iterative Development
System Concept
Version “1”
Version “2”
Version “N”Software
Development Process
Uses of Prototyping
Verifying user needs
Verifying that design = specifications
Selecting the “best” design
Developing a conceptual understanding of novel situations
Testing a design under varying environments
Demonstrating a new product to upper management
Implementing a new system in the user environment quickly
Prototyping
Proposed Advantages Improved user
communication Users like it Low risk Avoids over-design Experimentation
and innovation Spreads labor to
user department
Disadvantages in practice Prototypes are used “as is”
Integration often difficultDesign flawsPoor performance
Difficult to manage process Creates unrealistic
expectations Documentation is difficult
Observed Effects of Prototyping
ease of use (+) user needs (+) unrealistic user
expectations (-) added features (?) poorer performance (-) mixed design quality mixed maintainability
less need more difficult to do
effort decreased (+) difficult cost-estimation
(-) end-user participation
increased (+) more expertise needed
(-) difficult planning &
control (-)
Software Product Software Process
Examples of Software Risk Items
personnel shortfalls unrealistic schedules/budgets developing wrong functionality developing wrong user interface “gold plating” continuing stream of requirements changes shortfalls in externally furnished
components shortfalls in externally performed tasks real-time performance shortfalls strained technical capabilities
Project Dimensions Affecting Risk
Project Size (relative to others) Interchangeable man months The pregnant lady
Experience with TechnologyProject structure
High vs. LowComplexity???
Low Company-Relative Technology
LOWSTRUCTURE
HIGHSTRUCTURE
LARGEPROJECT
Low Risk(susceptible to
mismanagement)
Low Risk
SMALLPROJECT
Very LowRisk
(susceptible tomismanagement)
Very LowRisk
High Company-Relative Technology
LOWSTRUCTURE
HIGHSTRUCTURE
LARGEPROJECT
Very HighRisk
MediumRisk
SMALLPROJECT
HighRisk
Medium-Low Risk
Tools for Project Management
External integration tools (beyond project team)
Internal integration tools ( within project team)
Formal planning toolsFormal results-control
mechanisms
Integration ToolsEXTERNALUser project managerUser specification
approval processUser-managed control
processUsers as team
membersUser responsibility for
education&installation
INTERNAL IT professional team
leaderFrequent team
meetingsRegular technical
status reviewsOutside technical
assistanceGoal setting by team
Tools of Project Management
Formal Planning ToolsPERT, CPMMilestonesSystems specification
standardsFeasibility study
specificationsProject approval
processesPostaudit procedures
Formal Control Tools
Periodic formal status reports vs. plan
Change control disciplines
Regular milestone presentation meetings
Deviations from plan reports
Project Management Tools - Low Structure
ProjectDescription
ExternalIntegration
InternalIntegration
FormalPlanning
FormalControl
Low tech,large
High Medium High Hign
Low tech,small
High Low Medium High
High tech,large
High High Low+ Low+
High tech,small
High High Low Low
Project Management Tools - High Structure
ProjectDescription
ExternalIntegration
InternalIntegration
FormalPlanning
FormalControl
Low tech,large
Low Medium High Hign
Low tech,small
Low Low Medium High
High tech,large
Low High Medium Medium
High tech,small
Low High Low Low
LimitedExtensiveModerateExtensiveModerateHigh
HighIn-House Developme
nt
Extensive
ModerateExtensive
Difficult Complex
LimitedModerateHigh
HighEnterprise-Wide
Systems
LimitedExtensiv
e
Not Applicabl
e
Not Applicable
LimitedModerateModerateHigh
Outsourced Developme
nt
LimitedExtensiv
e
ModerateExtensive
ModerateLimitedExtensive
ModerateModerateHigh
Customized Software
LimitedModerateModerateLimitedLowModerate
LowModerate
Packaged Application
s
Firm-Wide
Impact
Maintenance
Ease of Installation
Meets Needs
RiskCostMethod
Comparison of Software Acquisition Choices
Managing Behavioral FactorsBalance goals of stakeholders
project manager customer end-user (there’s a difference) sponsor
Sustain commitment project psychological (personal responsibility, biases) social (rivalry, norms for consistency) organizational (political support, culture)
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