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The Critical Roles of the Systems & Software Professionalin the MIS/IT Contracting Process:
Warren S. Reid: Background Testifying expert/expert witness in matters re:
The root causes of system failure ERP project/sw: development; implementation;
estimating; scheduling; resourcing; project mgt Systems Development Life Cycle (SDLC) issues Systems/software testing & acceptance IT contract intention, meaning & interpretation SW QA evaluation & fitness/usability purpose Software requirements elicitation & control Valuing IT assets, systems and companies
Testify: Mediations, Arbitrations; State/Fed Courts; Court of Fed Claims
Expert Witness for “Who’s Who” of international business including:
U.S. Dept of Justice & Pres. William Clinton An Asian Stock Exchange; Pepsico; Harrahs
Entertainment; B-to-C Internet companies Her Royal Majesty, the Queen of England; Compuserve; Fortune 500 retailers; Robotics
manufacturing; Distribution companies; POS cases;Big -8 Consulting Firms
ERP software developers; Large grocery store chains;
International ticketing companies; CHLA; DOD, & more.
16 years as IT consultant Partner Designed/implemented/contracted myriad
systems 1988, founded:
WSR Consulting Group, LLC Consultants/Experts in Computers & Software
Projects have included: Helping launch FEO for Pres. Carter in 75 days Oversaw acceptance of CA’s Lotto in 100 days Helped resolve MESDAQ: day 1 failure.
Extensive industry experience including:
Retail industry, grocery, fast food POS systems of all kinds E-business and e-commerce systems Health care, hospital and HIPAA systems Robotics and smart buildings, and more
MS & MBA: Wharton Grad School Finance
Developed seminal “IT Success Models” Guest Lecturer at USC’s grad school programs Lecturer in law school programs in IT
Contracting Many peer-reviewed articles/book co-author Developer/co-presenter of video for Attorneys
"IT Litigation and Bad Contracts that Foster Failure" (3.5 hrs MCLE credit)
CHAOS Summary 2009: + success = 34% (delivered on time, budget, on target)
+ challenged = 44% (late, over budget, < required F&F)
+ failed = 24% (cancelled before complete; delivered & never used)
“… numbers represent downtick in success rates from previous study, and significant increase in number of failures … low point in last five study periods & highest failure rates on over a decade.
1. Customer changed mind2. Client people not trained3. Client did not do BPR4. Only “two more months”5. They wouldn’t listen6. Bad data/conversion7. Customer kept change
making10.Wrong client people11. Poor client support12.We/they in Over Heads
1. System doesn’t work2. We can’t use it3. System failed in field4. Fundamental flaws5. They s/have told us6. System is full of bugs7. Limited functionality8. Developer failed @
SIPM9. Poor advice10.Unqualified personnel11. Wrong devel process12.We/they in Over
Customer Requirements: Customer Requirements: … Still Critical!… Still Critical!
3 m
A STORY: The Same Old Story!!► Customer asks supplier to bring a rock. Supplier delivers
rock.► Customer says, “Yes, but, actually, I wanted a small blue
rock.” ► With delivered, it turns out Customer expected a
spherical small blue rock. ► Ultimately, maybe Customer was thinking all along of a
small blue marble.► Maybe not sure, but a small blue marble w/hv been
sufficient. ► At each subsequent meeting w Cust, Developer may
exclaim, “What do you want it to do?” Developer frustrated bc he had something entirely different in mind. He’s been working long & hard to produce rock w characteristics he thought Cust wanted
► Customer equally frustrated bc he is convinced that he did express it clearly. “Developers just don’t understand!”
What is it? $, Schedule, Requirements, QA? Some MTBF? First to Market? Lowest Total Cost of Ownership? Get next round of financing? Meet biz Case, ROI, growth w less staffing? Better customer service?
Is it being done? Correctly? Vague, not measurable, afraid to commit (limit) Not used as benchmark for requirements “chill”
Acceptance Criteria (Post GL maintenance and enhancements) [Did you check References?]
What Can Possibly Be What Can Possibly Be Misunderstood?!Misunderstood?! … … Everything!Everything! People are differentPeople are different
People have different:People have different: Objectives, perspective Objectives, perspective Cultural bias, exp/educ/expertiseCultural bias, exp/educ/expertise Styles of understanding/communicatingStyles of understanding/communicating Abilities, talents, logic, creativityAbilities, talents, logic, creativity Understanding of prioritiesUnderstanding of priorities Fears: spoken and unspokenFears: spoken and unspoken Understanding of what is subjective v objectiveUnderstanding of what is subjective v objective Implied, understood, unspoken Implied, understood, unspoken (needs, rqmts, (needs, rqmts,
Caveat:Caveat: “Standard K form” favors V/large Ks; used as sub for good mgt/K activ Caveat:Caveat: K language often incomplete & ambig; drafters gone; shelf death
Clear & explicit delineation of Party rights, obligations & expectations Requires ID, negotiation, appreciation others’ views, beliefs & objectives
BEFORE deal Generally produces much better :better :
working relationship during sane & emergency/surprise moments prospect of proj success ($, Sch, F&F, QA, SH, Risk;($, Sch, F&F, QA, SH, Risk; <costs, staff, inv; > C serv, mkt
share)
Must be a living document – able/willing to adapt to Must be a living document – able/willing to adapt to changeschanges
Best K team knows: risks alloc, risks alloc, finan. resp, strong sense of VALUE,strong sense of VALUE, law skill
So, Best Team has: CXO,CXO, CFO,CFO, biz domain & tech eng/consult,biz domain & tech eng/consult, lawyer
Model ties key tasks, decisions, deliverables & quality aspects of Systems Development Life Cycle with related, key IT contract clauses.
The IT Contracts Model was created to enable vendors, integrators, PMs, executives & SMEs to better understand where/how they fit into the IT contracting process & to allow them to make informed & measurable contributions to IT Contract Team.
Systems Development Life Cycle (SDLC)Traditional/Disciplined Life-Cycle Phases
Initiation & Sys Concept DevelopmentBegins when a sponsor id’s need for an opportunity; Concept proposal created. Defines scope/boundary of concepts.
Includes Systems Boundary document, Cost Benefit Analysis, Risk Management Plan, and Feasibility Study.
Initiation & Sys Concept DevelopmentBegins when a sponsor id’s need for an opportunity; Concept proposal created. Defines scope/boundary of concepts.
Includes Systems Boundary document, Cost Benefit Analysis, Risk Management Plan, and Feasibility Study.
Planning
Develops a Project Management Plan & other planning documents.
Provides the basis for acquiring the resources needed to achieve a solution.
Planning
Develops a Project Management Plan & other planning documents.
Provides the basis for acquiring the resources needed to achieve a solution.
Requirements Analysis
Analyses user needs and develops user requirements.
Create a Detailed Functional Requirements. Document.
Requirements Analysis
Analyses user needs and develops user requirements.
Create a Detailed Functional Requirements. Document.
Design Transforms detailed reqmts docs into a complete, detailed Design Document.
Focuses on HOW to deliver the required functionality solution
Design Transforms detailed reqmts docs into a complete, detailed Design Document.
Focuses on HOW to deliver the required functionality solution
Development
Converts a design into a complete info system incl: * acquire/install sys environ * create/test db * prep test case procs & files * code, compile, refine programs * perform test readiness rev & procurement tasks.
Development
Converts a design into a complete info system incl: * acquire/install sys environ * create/test db * prep test case procs & files * code, compile, refine programs * perform test readiness rev & procurement tasks.
Integration & Test
Demonstrates developed system conforms to requirements as specified in the Funct Rqmts Doc.
Conducted by QA staff (testers)/Users.Produces Test Analysis and Defect Tracker reports.
Integration & Test
Demonstrates developed system conforms to requirements as specified in the Funct Rqmts Doc.
Conducted by QA staff (testers)/Users.Produces Test Analysis and Defect Tracker reports.
Implement
Includes:* implement preparation;
* implement of system into production environment,
* resolution of problems identified in the Integration and Test
Implement
Includes:* implement preparation;
* implement of system into production environment,
* resolution of problems identified in the Integration and Test
Ops & Maint
Describes tasks to operate and maintain info systems in a production environment including Post-Implementation& In-Process reviews
Ops & Maint
Describes tasks to operate and maintain info systems in a production environment including Post-Implementation& In-Process reviews
Agile Systems Development Life Cycle (SDLC) One XP core value is open, honest, accurate communication. XP Rule: Have a customer in the developers office, in line-of-sight at all times Write tests first – before coding! These automated test cases become the requirements Programming (and other development tasks) are performed in pairs Agile teams are generally more experienced because work in a less planned environment Next iterations of usable code (Sprints)are broken into small chunks every 2 – 6 wks by Customer Rep. Iteration demonstrated to Rep before sent to Customer for testing. Best on smaller/less complex projects. Daily Scrum meeting to present issues – not status.
(% Thriving on chaos vs. order)(Number of Personnel)(Number of Personnel)
(Loss due (Loss due toto impact of defects impact of defects)
50
50
3010
51
30
10
70
3
1030
100
300
10
20
30
40
0
3035
25
20
15
Discr
et’n
Discr
et’n
Fund
s
Essen
tial
Fund
s
Fund
s
Single
LifeLife
Man
y
Lives
AgilePlan-Driven
When to Use Agile vs. Planned
Agile Realities Tacit knowledge Tacit knowledge Customer rep on dev team & siteCustomer rep on dev team & site Paired programmersPaired programmers Develop Tests1st: Unit/UATDevelop Tests1st: Unit/UAT Pass cust rep demo before deliveryPass cust rep demo before delivery Limited (‘just enuf’) documentationLimited (‘just enuf’) documentation 30 day deliv – valuable, work’g code30 day deliv – valuable, work’g code
90
From Barry Boehm & Richard Turner 2003“Balancing Agility and Discipline”
Comfo
rt
1. Every member responsible2. Understand Business Case3. Det Broad Requirements Scope4. Assemble Team5. ”Paired Programmers” PLUS6. Reviews, Inspections, walkthrus7. Write test cases 1st; rev; automate8. Entire team in single room9. Customer Rep(s) & QA on team10. Adherence to Coding Standards11. Team Demo/Approval12. Deliver working code quickly
• Sprint Planning Meeting
• Devel test cases: Unit Tests = Funct Rqts User Tests = Design Rqts
NOTE: Less than half of these can be drafted by an IT contracts attorney alone. The others require thoughtful input from CXO(s), CFO, biz domain & MIS leads/ consultants
NOTE: Less than half can be drafted by an IT contracts attorney alone. The others require thoughtful input from CXO(s), CFO, biz domain & MIS leads/ consultants
PRE GO-LIVE ITEMS (areas: 6,7,10,11,14,15)
Click for full size view of all contract areas: http://www.wsrcg.com/PDFs/model_itcontracting.pdf
33.22 K $$ reduct’, commits, proc improv; stds imple
33.23 SLA improvm’ts (esp if SLAs met but service unsatis
33.24 Termination: Termination assist: doc plan; staff; all equip, sw, matl, data, 3rd pty Ks/ tools to provider services; train; C/ 3rd party in equip, sw, data, same; Right to employ OS staff; Right to purchase equip/assign leases
33.25 Attorney’s role does not end when deal signed!
1. Scratched underside of the Iceberg2. Both sides Lose in Litigation: See it from both
sides 3. Contracts allocate risk: Get it in writing Up front4. Negotiate for “Intention”: NOT “Principle!”5. Here are our needs! U devel clauses! We select
best!6. Be Flexible: everything not = in import or linear7. If you want to end w Success, start w Success8. You NOW know the risks! Manage them!9. Perform OUTSTANDING Reference Checks 10. Follow good methodologies11. Measure: Quantity & quality, Progress & Status12. No Panaceas: Consider SWAT, Mediation, ADR
For More Written Materials, Articles & Full Size Versions of the Success Models, please visit: The WSRcg Learning Center for IT Excellence The WSRcg Learning Center for IT Excellence http://wsrcg.com/learn_introducingmodels.php
For large size views of the “IT Success Models” go to: For large size views of the “IT Success Models” go to: