Industrial Software Project Management Some views on project managing industrial and business software projects

Industrial Software Project Management

Some views on project managing industrial and business software projects

Aims of Today Understand the constraints of managing

software projects in an industrial context Understand the key elements of software

project management Look at the advantages of using a Rapid

Applications Development approach Consider the practical aspects of running

software projects

The Environment Textbook

Expectations of delivery to a predefined scope, schedule and budget

Real users with a real business need for the software

Constraints set by quality, safety, business operations

Reality Users not clear on their requirements Developers who will embellish the end product Expect the Unexpected

Project Truisms

80% of a delivery can be achieved with 20% of the effort.

Change in the short term is inevitable Real development only starts after

testing See and you believe – An initial view

of the software in action brings the application alive

What does successful project management look like?

Project produces quality deliverables Everyone feels that things are ‘under

control’ People clear on their role & responsibilities Communication paths ensure key

information is available Appropriate resources are available on time Clarity on what the delivery is Resources are used efficiently & effectively Project delivers on time and on budget

What is and What is not Project Management

Practical techniques to Initiate Plan Manage Deliver

Control to Ensure correct products are

delivered Track against time Account for resources

Communicate to Address hot spots Build synergy

Not lots of reports and paper work

Not trying to force the impossible

Not to stymie creative thinking

Software Development Methods

Two distinct approaches Waterfall Rapid Applications Development (RAD)

Waterfall RAD

Dynamic Systems Development Method

Waterfall Technique

Spec

Analysis

Design

Build

Test

Key Elements•Final delivery spec’d at begining•Complete each phase

Problems1. Changing spec.2. Time Slippage3. Scope Creep

RAD Technique

Prototype 1

Prototype 2

Prototype 3

Key Elements•Incremental and iterative refining•Component reuse•Design/Build/Test cycle for each

Underlying Principles of DSDM Active user involvement is imperative Development teams must be empowered to make

decisions Focus on frequent delivery of projects Deliverables driven by fitness for business purpose Incremental and iterative development necessary to

converge on an accurate business solution All changes are reversible Requirements base-lined at a high level Testing integrated throughout the lifecycle Collaborative and co-operative approach between all

stakeholders

Dynamic Systems Development Method DSDM

WaterfallTechnique

Time Resources

Functionality

Functionality

Time ResourcesFixed

Varies

DSDMTechnique

DSDM Development Process

Feasibility

Biz Study

Functional Model Iteration Implementation

Design & Build Iteration

Comparison of Waterfall & DSDM techniques

Best for very prescriptive and low risk projects

Spec unlikely to change significantly

Full delivery is the only option

Keeps different elements of project in sync

Testing and proving starts with 1st releases

Allows different approaches to be explored in a fast moving environment

Waterfall DSDM

Design & Build Iteration

Produce prototypes engineered to a sufficiently high standard to place with user

Prototype Sequence of prototypes released to

users for test Features list

Initial features Refined initial features

Elements of DSDM Joint Application Development (JAD)

workshops Keeps developers close to the users Workshop per time box

Rapid Prototyping Development through refining a line of prototypes Prototype produced for each time box, building on

previous prototypes Time boxing

Sets a development cycle Broad set of objectives created Prototype tested and evaluated at end of timebox

Timeboxing & Prioritisation Types of Timebox

Overall Timebox Lower Level Timebox End Date Fixed with aim to deliver part of the

system in the box MoSCoW Rules

Must Haves are fundamental to the system defined by a minimal usable subset

Should Haves important requirements with a ‘work around’ in the short term

Could Haves can be left out till next increment Want to Haves can wait till later

Applicability in the Research Arena

The Project Management and RAD techniques previously described can be applied beyond the software development

The Geodise project is developing a sequence of RAD prototypes which will refine the design and aim to evolve into a practical and marketable tool for engineers

While still a research project the final outcomes will not be certain at the kick off

Aim to take a product development view that will check out the options and refine the design

New operating environment for research activities There is a need to demonstrate alternatives to the

different disciplines on the project

Project Management Processes and Components

Organisation

Plans

Controls

StagesManagementOfRisk

Quality

ConfigurationManagement

ChangeControl

Project Management OrganisationProject Board

ProjectAssurance

ProjectSupport

Project Manager

TeamLeader

TeamLeader

SeniorUser

SeniorSupplier

Executive

…………..


Organisation

Plans

Controls


Quality


ChangeControl

Level of Plans

ManagementPlan Project

Plan

StagePlan

TeamPlan

ExceptionPlan

If necessary‘The Plan for the Plan’


Organisation

Plans

Controls


Quality


ChangeControl

The Project Control Loop

Plan

Control Monitor

Techniques for Project Control Project Reviews

Check requirement not changed Confirm progress Document and action key activities Mid & End Stage Reviews Post Implementation Reviews

Project Reports Highlight Reports – Achievements, Next steps,

Significant issues Exception Reports – Focus on Deviation from Plan

Re-Planning Unplanned activities will emerge Requires judgement on when to re-plan


Organisation

Plans

Controls


Quality


ChangeControl


Organisation

Plans

Controls


Quality


ChangeControl

PlanningResourcingControllingMonitoring

Risk Management

IdentificationEstimationEvaluation

Risk Analysis Risk Management

Techniques for Risk Management Risk Assessment

Identified Risk Likelihood Impact Mitigation

Risk Planning Steps to Prevent, Reduce, Transfer, Contingency, Accept Internal & External Risks

Risk Log Risks Prioritised Risks Reviewed


Organisation

Plans

Controls


Quality


ChangeControl

Quality Products

Quality Products

ProductDescriptions

QualityPlan

ChangeLog

IssueLog

Exception Reports

Techniques for Quality Management Quality Plan

Set of Standards to cover techniques, tools and steps in creating products

Quality Reviews Structured review of document & software Produces Issue Log Quality Log records checking carried out

Quality Planning Who, How & When Testing & Reviews will be

carried out


Organisation

Plans

Controls


Quality


ChangeControl

Configuration Management

Means to control the products of the project

In Geodise Configuration Management applies to Documents (including web) Software

Product Breakdown Structure

Project

Component A Component B Component C Component D

A.2

A.1

A.3

B.2

B.1

B.3

C.2

C.1

C.3

D.2

D.1

D.3


Organisation

Plans

Controls


Quality


ChangeControl

The Balance of Change

Change

Risk, Cost, Time Improvement, Savings

Techniques for Change Management

Assessment of the Impact of Change Importance of Change Impact on Cost Impact on schedule Impact on other deliverables

Approval of Change Change Authority Communication of Change Approval

Conditions of Research Projects Outcomes will not always be clear Not all players are full time, or may be

located in a range of sites ‘Cultural’ differences between groups Resources may be scarce In actuality – Not any different

from any other project

Keeping it simple

The techniques can be scoped according to the size of the project

Use them as a common sense check list

Simple documents are the best form of communication

Good project management is about information & communication