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Assignment 2 – Group Project
• Yes – I said GROUP project
• Max 5 per group– email me by 16.00 on Wednesday
• You will use VB.NET
• You will use UML
• You can use Rational Rose/Visual Paradigm
• Apply basic principles of SAD and DB design
Assignment 2 – Group Project
• Hand in– Final set of deliverables
• 7th March 2008• Receipting Office
– Demos• During Lab sessions• From w/c 10/3/06 (Last week of term)
Assignment 2 – Group Project
• You will have at least two meeting with your Tutor– Held during lab sessions– All Group members present– These are ASSESSED
• You will also be assessed on– Final Product– Project Planning/Management
• Produce your own group plan
– YOUR contribution to the group work
Assignment 2 – Management
• You will have a team meeting each week (minimum)• You will write notes on the meetings:
– Problems encountered– Decisions taken– Effects of changes on project plan– Updated plan
• Do a risk assessment on the project– What can go wrong ?– Look at every aspect of the project
Assignment 2 – Problems
• What can go wrong (incomplete)– During Development
• VB too difficult• Team members absent• Cannot do it at home
– Submission• Printer breaks down• Team member disappears• Demo doesn’t work
Assignment 2 – Process• Examine the requirements• Decide on initial set of Use Cases• Write Use Case Descriptions• Decide on final set of Use Cases• Divide up Use Cases between team members• Generate Class Diagram for each Use Case• Merge Class Diagrams• Generate Database• Design User Interface based on use Case Descriptions• Link User Interface to Database• Test User Interface against Use Cases (does it meet the requirements?)• Evaluate – Use Cases, Database, Application• Modify System• Document Changes and write final Specification of delivered product
Plan
• Introduction• Project planning
– Gantt chart and WBS
• Project planning– Network analysis I
• Project planning– Network analysis II
• Project planning– Resource analysis
• Risk management• Quality• Budgets and cost
control• Project teams
Review
Book List
• Hughes and Cotterell– Software Project Management
• Cadle and Yeates– Project Management for Information Systems
• Lockyer and Gordon– Project Management and Project Network Techniques
This Lecture
• Introduction– What is a project?
– The project management process
– Project management information systems
A Project
A unique process, consisting of a set of coordinated and controlled activities with start
and finish dates, undertaken to achieve an objective conforming to specific requirements
including constraints of time, cost and resources
(Lockyer and Gordon, 1996)
A Project
• Unique process
• Coordinated and controlled activities
• Start and finish dates
• To achieve an objective
• Specific requirements
• Constraints of time, cost and resources
Project Characteristics
• Organisation is temporary • Often forms part of a larger project• Objectives and product characteristics may be
defined and achieved progressively• Result may be the creation of one or several
units of a project• Interrelation between activities may be
complex
Project Characteristics
‘Project management is principally concerned with the management of change’
(Lockyer & Gordon, 1996)
Change management in IS development Change management in organisations
Project Factors
• Size of the project– Budget/costs, Size of team, Size of product
• Complexity
• Industry in which it is carried out– Civil engineering– Manufacturing– IS/IT
Classifying Projects (Lock, 1996)
• Civil Engineering– Realisation phase is outdoors, large capital = many
contractors = communication headaches
• Manufacturing Projects– Development of specialised hardware, physical design
• Management Projects– Projects that do not result in a produced piece of hardware
(including software projects?)
• Research Projects– Include a higher element of risk (including software
projects?)
Project Funding
• Revenue projects– Carried out within the normal organisational structure– Normally within a single accounting period
• Capital projects– May extend over a number of accounting periods– Occupy considerable time employ considerable capital– Not carried out within the normal organisational structure
(Lockyer & Gordon, 1996)
Capital Projects
• Cross functional and time boundaries – Cannot be accommodated within the normal
running of an organisation– A special organisational structure is set up – the
project team– This structure usually only exists for the duration
of the project
Organisation Structures
• Hierarchical
• Matrix
• Project Management Structure
Hierarchical
http://www.slc.co.uk/noframe/corpinfo/orgchart.html
Large Corporation
http://www.baesystems.com/aboutus/ovdiagra.htm
Project Teams
• Revenue Projects– Teams taken from within functions– All report to function manager
• Capital Projects– Teams taken from various functions– Who do they report to?
Matrix Structure
Example 1 – Car Manufacture
• Manufacture of a production car– No Clear Finish– Not unique for each
product– Standard Organisational
Structure
• The design, launch and initial production for a new car– Defined start/finish– Unique for each product– Temporary organisational
structure
Example 2 – A New Course
• Existing Course• Course Team
– Course Leader– Module Leaders– Administrator– Year Tutors
• Team members may change but team still exists
• New Course• Working Group
– Chair– Committee– Administrator
• Team set up for course development but then hands course over to course team.
Question
• What are the defining characteristics of Software/Information Systems projects that make them different from other types of project?
• See Sommerville’s “Software Engineering” for examples
All Projects Should Have:
• Project plan• Time frame• Product specification• Statement of required quality• Budget• Cost plan• Identification of areas of uncertainty• Risk evaluation and responses
Introduction
• What is a project?
• The project management process
• Project management information systems
Process Overview
• A project is broken down into stages
• Each stage in turn will be broken down into smaller and more manageable tasks
• It important to include planning as part of the project management process
Four Phase Model
• Lockyer (1996) describes a four phase model of the project process– Conception - assess the feasibility of the project– Development - prepare the project plan– Realisation - carry out the plan– Termination - close the project
Conception Reports On…
• The capability of the organisation to– Produce the product in the time required– Support capital outlay– Procure external items or services
Termination Realisation Development Conception
Conception Reports On…
• The acceptability of– Geographical requirements on procurement or
ecology specified in the project enquiry– Contract conditions specified in enquiry
Termination Realisation Development Conception
Conception Reports On…
• The final price for the product
• The cost involved in development
• The project budget
• Specification of the product including quality and reliability requirements
Termination Realisation Development Conception
Conception
Can it be done?
Yes or No?
Termination Realisation Development Conception
Conception ≈ Feasibility
• It is possible that we will reject the project!
• What are the consequences of:– Too much detail?– Insufficient detail?
Development
• As the organisation is now committed to the project it must:– Appoint a project manager– Assemble project team– Draw up a detailed plan of work
Termination Realisation Conception Development
Realisation
• A reporting system is required to keep everyone informed:– Team, top management, customers etc.
• A log is also kept of problems and how they were resolved
Conception Termination evelopment Realisation
Termination
• Uses the project log to evaluate the project and the process and indicate:– The success/failure of methods used– How team members performed– How reliable suppliers were
Conception evelopment Realisation Termination
Termination
• Capital equipment that was used for the project is now likely to be redundant
• Termination also involves getting rid of such equipment as profitably as possible
Conception evelopment Realisation Termination
Observations
• Often the phases of the project will overlap
• There is often a pause between conception and the other phases
• It is possible that each phase may be treated as a project in its own right– This might affect continuity of the project
Introduction
• What is a project?
• The project management process
• Project management information systems
PM Information Systems
• Projects need systems that can collect data in real time concerning the project progress and costs
• Data analysis and distribution of information must be carried out as rapidly as possible
MS Project – Gantt Chart
MS Project – Pert Chart
Resource Analysis
Other Software Tools
• Project Management Tools
• Accounting tools– e.g. spreadsheets, invoice generators
• Documentation tools– Word processors, report generators
• Group work tools– Discussion forums, GDSS
Questions
• Is the development of an information system a project?– Explain your answer using information from this
lecture
• How does the four phase model compare to the waterfall model of software development?
Useful Links
• The OGC Project Management Web Site– http://www.ogc.gov.uk/sdtoolkit/reference/deliverylifecycle/impplans/pr
oj_mgmt.html
• Project Management Software Tools– http://www.project-management-software.org/– http://www.startwright.com/project1.htm
• Example Project Definition Document– http://www.surreycc.gov.uk/sccwebsite/sccwspublications.nsf/f2d920e
015d1183d80256c670041a50b/547330bbc5c2e99f80256c2a0059f4c7/$FILE/Project%20Definition%20Document.pdf
