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• Why do we plan• What do we plan• How do we plan• Planning for project completion
Scope COTS CustomizationScope COTS Customization
Budget $100,000 $90,000
Why Do We Plan?
Because things change…
Proposal Project
Examples…
Scope COTS Customization
Budget $100,000 $90,000
Timeline June 1, 2012 March 31, 2012
Scope COTS Customization
Budget $100,000 $90,000
Timeline June 1, 2012 March 31, 2012
Software ArcGIS 9 ArcGIS 10
Scope COTS CustomizationBudget $100,000 $90,000
Timeline June 1, 2012 March 31, 2012
Software ArcGIS 9 ArcGIS 10
Resource Tech Lead = Joe Tech Lead = Liz
Why Do We Plan?
Because our expectations of the project may be different…
What you think What the client thinks
Planning Depends on Communication Timely, clear, complete
• Life Cycle• Scope• Schedule• Budget• Resources
• Priorities• Boundaries• Expectations• Milestones
• Benefits• Strategy
Think of Planning as a 3-Step Process
Business Case Action Plan Detailed Plan
Esri UC 2014 | Technical Workshop |
Vision SettingDevelop a Business Case
7
The Business Case – Who Needs to Be Involved
Executive sponsor
Business managers
Key stakeholders
The Business Case – Questions to Ask
What is the business problem you want to solve
What is the focus of your organization
Who are your key users
What value are you adding
What workflows or information products would benefit from location information
What are the primary apps and the key systems to integrate with
Where are you now with your implementation
Its all about business objectives Providing value through GIS technology
WHO are the USERS…
….and what are their business needs
Understand Your Organization’s Focus in the Context of GIS Patterns
Using the ArcGIS Platform to Transform Your Business
Initial Operating Capability
Desktop Web Device
Server
Online Content and Services
Integrated Enterprise System
Business Systems
Portal
Understand Where You Are in Your Implementation
Just Starting
Desktop focused
Server & Database focused
Enterprise
Esri UC 2014 | Technical Workshop |
Action Plan
So You Have a Business Case…What Next?
Develop an action plan
Lay out an implementation approach
Get approval
Move to next phase
What to Include in the Action Plan
Scope of the program
Priorities
Initial operating capability
Later stage capabilities
Time frames and milestones
Resource needs
Cost estimate
Esri UC 2014 | Technical Workshop |
Detailed Plan
• Defines the Project Execution Roadmap- Project life cycle- Deliverables- Timing, sequence of events- Resources- Communications
• Defines when you are done- Quality expectations- Acceptance Criteria
Why Develop a Detailed Plan?
Scope
Solution
• Adapt management style to the project- What project life cycle?- What phasing strategy?- How to organize your team?- Are partners involved?
• Decide on relevant communications- Progress, customer engagement, acceptance, change
• Organize your plan around a detailed schedule
Build the Right Plan for the Project
Choosing an Implementation Life Cycle
Plan
DevelopDesign
DeployMaintain
Test
IncrementalDeliveries
Prototypes
Sprints,Spirals
MultipleIterations
SequentialSteps
Agile/Scrum
WaterfallStaged
Far fromagreement
Close toagreement
Close tocertainty
Farm fromcertainty
Req
uire
men
ts
Technology
How Requirements, Technology Affect your Choice
Far fromagreement
Close toagreement
Close tocertainty
Far fromcertainty
Req
uire
men
ts
Technology
Waterfall
Agile
CertainDisaster
How Requirements, Technology Affect your Choice
Scope, Technology, Contract
When do these Models Work Best?
Waterfall
• Clear requirements• Fixed deliverables• Single application
Staged Delivery
• Several applications• Prototypes expected
Agile
• Flexible scope, deliverables
• One or several applications
Capacity, Capabilities,Environment
Size,Duration
• Small size, short duration project
• Limited capacity, resources, and environment
• Frequent turnover on project team
• Medium or large size, mid to long duration
• Capacity, resources, and environment to support multiple releases
• Customer EXPECTS collaboration
• Stable, experienced project team
• Any size or duration project
24
• Breaks the projects into workable pieces• Use “scope boxes” or “time boxes”
- Define requirements and workflows- Complete workflows in each spiral - Show tangible progress
• Communicate overall plan- Use tools like MS project
Multiple Phases is Best on Large Projects
•Dashboard•Basemaps
Phase 1
•Editor•Editing Database
Phase 2
•Reports•Publication Database
Phase 3
Integrate with
Business Systems
Phase 4
Project Oversight
Project Team Roles
Release Manager
TechnicalLead
Project Manager
• SMEs• Business Analyst• Usability Expert• Data Architect• System Architect
Analysis / Design
• Testers• Build Specialist• System Support• Configuration Manager• Technical Writer
QA/Testing/Release Management
• Developers• Database Analysts• UI Specialist
Development
Extended Team Roles
Core Team Collaboration
• How do incorporate them in the “business rhythm”
• Synchronizing schedules• Review of deliverables
Teaming Partners Involve More Logistics
Project Team Meeting
Analyze project status
Status ReportCustomer Meeting
Executive Management
Briefings
How to Plan for Effective Communications
• Match style, content with audience, message• Plan for customer involvement at ALL stages
- Business Rhythm- Remain in SELL mode- Consider sponsor, stakeholders
• Plan for review milestones- Visibility, tangible progress
Use a Work Breakdown Structure (WBS)
How to Build a Bicycle TasksSubtasks
A Good WBS…. Needs to find a balance
Ease of reporting
Accuracy of
charging
Too many
Ease of charging
Too few
Complexity
Which is the best example of a balanced WBS?
1
2 3
Which is the best example of a balanced WBS?
• It depends…- Size of project (hours)- Length of project (time)- Contract requirements
1
2 3
What are the steps you go through Start with a WBS….
Build a schedule based on
WBS
Add detailed activities
Define dependencies
between activities
Assign durations
Assign resources
Identify Milestones & deliverables
Estimating WorkValidate estimates by considering relative level of effort
How Do We Plan?
Finalizing the Schedule• Will it work?
• Team commitment & understanding
• Establish baseline
• Update frequently!
How Do you Know You Have A Good Schedule?Use tools AND common sense to evaluate…
Relative effort and duration of tasks
makes sense
Schedule structure is sound
Slack is built into the schedule
Deliverable review periods make sense
Using a Standard WBS
Technical team provided estimates
Team workload is balanced
All activities and deliverables are accounted for
What is the Right Amount of Management?It depends on the size and complexity of the project.
Planning Analysis & Design Implement Deploy
• Basic project plan (scope, schedule, budget)
• Kickoff meeting
• Requirements• Workflows• User interface• Traceability matrix• Peer-reviewed
documents
• Source control• Build system• Defect tracking• Work item tracking• Test plan• Acceptance tests
•Checklist•User guide serves as training materials
Any Project
• Expanded project plan (e.g., add communications, risk, roles)
• Managed requirements, design artifacts (repository)
• More design models• Formal review gates
• ReleaseManagement and Test Plan
• Automated testing• Snapshot builds for
incremental testing
•Detailed plan•Separate user guide and training materials
Large Project
• Clearly define what it means to be done!• Reach agreement Early on
- Quality goals- Acceptance criteria- How change will be controlled
Plan for Project Completion
• Place them in the context - Requirements- Priorities
• Reach agreement with the business owner• Plan quality checkpoints throughout the project
- Peer reviews for documents- Interim reviews- Controlled tests
Quality Goals
• Place them in context- Quality goals- Requirements
• Define them for all deliverables• Reach agreement with the customer• Use them to define tests
Acceptance Criteria
Deliverable Reviews Acceptance CriteriaMap Viewer Module Internal tests
User acceptance test(s)Module functionally completeNo Severity 1 errorsNo Severity 2 errors
Requirements specification (XX) Internal peer review(s)(XX) Customer review(s)
Review draft deliveredMutually agreed to comments incorporatedFinal delivered
Manage ChangeIt will happenWhat is the impact on scope, schedule and Budget
New Team Lead
Update the data daily rather then
monthly
Change the custom search criteria
Green vs Red New Release date
3D Viewer
Add these Widgets
Move to new OS
Different icons
New DB design
Need a Mobile App as well
Add these fields
Managing GIS Projects in the EnterpriseKey Challenges
Vision
• Business case• Alignment• Leadership• Stakeholders
Planning
• What to build• Priorities• Alignment• Allocating work• Tempo
Results
• On track• Quality• Change
Deployment• Ant• Maven• Remedy• Lighthouse
Planning• MS Office• SharePoint• Primavera• Mindjet
What Tools do You Need
Project Environment
Implementation• Enterprise Architect• JIRA• TFS• Trello• Rally• OnTime, Bugzilla
Requirements Validation• Enterprise Architect• JIRA• MS Office• Team Foundation
Server (TFS)
Strategy and Planning—Review
• Focus on business requirements • Understand your stakeholders and what is important to them• Continually reaffirm objectives, commitments • Match your plan to the business rhythm of your project• Plan for change• Plan for project completion
“By failing to prepare,you are preparing to fail”
“Plans are nothing;planning is everything”
“Every hour of planningsaves about a day
of wasted time”
Benjamin FranklinAuthor, scientist, politician
Dwight D. Eisenhower34th President of the US
Steve McConnellAuthor of Software Engineering Textbooks
Esri UC 2014 | Technical Workshop |
Questions
• Esri project methodology- www.esri.com/services/professional-services/methodology.html
• Business case resources- Launching Your Location Platform; the Esri Guide. http://www.esri.com/LaunchGuide- Measuring Up: The Business Case for GIS, Volume 2, by Christopher Thomas, Brian Parr, and Britney
Hinthorne. Esri Press, 2012- The Business Benefits of GIS: An ROI Approach, by David Maquire, Victoria Kouyoumjian, and Ross
Smith. Esri Press, 2008• Project Management
- Software Project Secrets. Why Software Projects Fail, by George Stepanek. Apress, 2012.- Making Things Happen: Mastering Project Management, by Scott Berkun. . O’Reilly Media, 2008- Project Management Body of Knowledge (PMBOK)- Project Management Institute (www.pmi.org)
• Quality Management- Managing for the Sustained Success of an Organization – a Quality Management Approach, ISO
9004:2009 (www.iso.org)
Additional Resources
