Upload
samuel90
View
890
Download
6
Tags:
Embed Size (px)
DESCRIPTION
Citation preview
Fall 2009 David Harris
MGT631 IS Project ManagementMGT631 IS Project Management
Slides Two
Fall 2009 2
Session ObjectivesSession ObjectivesCase discussion:
e.g. Big I & BCDC, Grip Projects
System Life CycleRapid Application Development
(RAD)Prototyping & Time BoxCapability Maturity Model (CMM)
Remember Verzuh’sRemember Verzuh’sFive Essential Success FactorsFive Essential Success Factors
Agreement on GoalsPlan clearly indicating what and whoConstant, effective CommunicationControlled ScopeManagement support
Case DiscussionCase Discussion “BIG I” Successful? Well planned? Clear accountability? Did things go wrong? Effective
communications? Carrot & stick?
“BCDC” Fiasco? Planned or happened? Anyone accountable? Anyone fired? Frank’s plumbing? One disaster after
another? Who cares?
I40/Coors Interchange I40/Coors Interchange Reconstruction ProjectReconstruction Project
http://nmgrip.com/projects.asp?project=14912
I40 – Pennsylvania BridgeI40 – Pennsylvania Bridge
http://nmgrip.com/projects.asp?project=15300
Fall 2009 6
Projects Don’t Run In IsolationProjects Don’t Run In Isolation
Projects operate in broad organizational environment
PMs must take holistic or systems view understand how project fits into
larger organization
Project Management doesn’t take place in Project Management doesn’t take place in isolationisolation
Project environment
Organizational environment
Rest of the world
Boundaries Interactions create pressure & cause changes
Systems View of Project ManagementSystems View of Project Management
Systems approach emerged in 1950s More analytical approach to management & problem
solving Examine the problem by first understanding the
environment in which it exists, next reduce the problem into smaller components & then manage the resolution of the problem
Three parts: Systems philosophy: View things as systems,
interacting components working within an environment to fulfill some purpose
Systems analysis: problem-solving approach Systems management: Address business,
technological & organizational issues before making changes to systems
Fall 2009 9
Systems Development Life Cycle Systems Development Life Cycle
Systems Development Life Cycle SDLC framework for describing phases in
developing & maintaining information systems
Typical SDLC phases include planning, analysis, design,
implementation & support
Fall 2009 10
Systems Development Life CycleSystems Development Life Cycle
Traditional (heavyweight)
RAD
(Rapid Application Development)
Agile (Lightweight)
Fall 2009 11
Sample SDLC ModelsSample SDLC Models
Waterfall model well-defined, linear stages of systems
development of support
Spiral model software developed using iterative or
spiral approach rather than linear approach
Fall 2009 12
Sample SDLC Models (cont.)Sample SDLC Models (cont.) Incremental release model
progressive development of operational software
RAD model produces systems quickly without
sacrificing quality (!)
Prototyping model develops prototypes to clarify user
requirements
Systems Development Life CycleSystems Development Life Cycle
Systems ImplementationProduct:
Operational System
Systems ImplementationProduct:
Operational System
Systems InvestigationProduct:
Feasibility Study
Systems InvestigationProduct:
Feasibility Study
Systems AnalysisProduct:
Functional Requirements
Systems AnalysisProduct:
Functional Requirements
Systems DesignProduct:
System Specifications
Systems DesignProduct:
System Specifications
Systems MaintenanceProduct:
Improved System
Systems MaintenanceProduct:
Improved System
Understand theBusinessProblem orOpportunity
Develop anInformationSystemSolution
Implementthe InformationSystemSolution
SDLCSDLC
Traditional ApproachTraditional Approach
Structured Approaches:Structured Approaches:Waterfall MethodWaterfall Method
Spiral Model of Software Development Spiral Model of Software Development (Boehm, 1988)(Boehm, 1988)
RAD -- PrototypingRAD -- Prototyping
Use and Maintainthe Accepted
System
Use and Maintainthe Accepted
System
Identify an EndUser's Information
Requirements
Identify an EndUser's Information
Requirements
DevelopInformation System
Prototypes
DevelopInformation System
Prototypes
Revise the Prototypesto Better Meet EndUser Requirements
Revise the Prototypesto Better Meet EndUser Requirements
PrototypingCycle
MaintenanceCycle
Fall 2009 17
Sandra DewitzSandra DewitzSystems Analysis & Design (1996)Systems Analysis & Design (1996)
Traditional systems development ill-suited for online, real time systems
development ill-suited for leading edge development does not foster customer-designer
communication inflexible as freezes requirements (tries to!)
Three popular strategies joint application development (JAD) phased development rapid application development (RAD)
Fall 2009 18
JADJADOvercomes customer-designer
communications gapReduce time/effort documenting,
approving requirements/designJAD sessions bring
users/designers together to focus on project development
Employs prototyping as integral part of process
Fall 2009 19
JPPJPPJoint Project Planning (JPP)
sessionObjective: develop a project plan
that meets conditions negotiated between requester & provider
Wysocki chapter 8
Fall 2009 20
Phased DevelopmentPhased Development
Partitions large system into subsystem based on major processes
Performs traditional cycle iteratively till full system implemented
Fall 2009 21
RADRAD
Similar to both JAD & phased development Segments system into subsystem Iteratively performs model-critique-refine
process till users approve prototype What sets RAD apart is addition of TIMEBOX
sets time limit on prototyping phase Goal is having working system of limited
functionality quickly
Fall 2009 22
RADRAD (continued) (continued)
Incremental delivery reduces time from requirements to system delivery
Limited time and expense at risk for organization
RAD approach not appropriate for all projects
RAD ProcessRAD Process
System
definition
System initiationinitiation
JAD planning JAD planning & design& design
Timebox
User request for change
System
evaluation
Put system into productionPut system into production
Minor system Minor system
modifications mademodifications made
system redefinition system redefinition performed if not suitable for performed if not suitable for
implementationimplementation
User reviewBuild & evolve
Fall 2009 24
Other SDLC ModelsOther SDLC Models Scrum model Rational Unified Process (RUP) model Agile methodologies
e.g. eXtreme Programming XP) model
Fall 2009 25
Project Phases & Management ReviewsProject Phases & Management Reviews
Project should successfully pass through each project phase in order to continue on to next
Management reviews (also called phase exits or kill points) should occur after each phase to evaluate project’s progress likely success continued compatibility with organizational
goals
Distinguishing Project Life Cycles & Distinguishing Project Life Cycles & Product Life CyclesProduct Life Cycles
Project life cycle applies to all projects, regardless of products being produced
Product life cycle models vary considerably based on nature of product
Most large IT products are developed as a
series of projects * Project management is a done is all of the
product life cycle phases
* I have three 5-7 months mini-projects not an 18 months project
Fall 2009 27
Project Team – Stakeholders – OrganizationProject Team – Stakeholders – Organization
Marchewka
“project success does not depend primarily on the team, but more on the set of processes and infrastructure in place”
Fall 2009 28
Need for Organizational Commitment to ITNeed for Organizational Commitment to IT
If the organization has a negative attitude toward IT, it will be difficult for an IT project to succeed
Having a Chief Information Officer (CIO) at a high level in the organization helps IT projects
Assigning non-IT people to IT projects also encourages greater commitment
Fall 2009 29
Need for Organizational StandardsNeed for Organizational Standards
Standards & guidelines help project managers be more effective
Senior management can encourage use of standard forms & software for project
management development & use of guidelines for writing
project plans or providing status information creation of project management office or
center of excellence
Fall 2009 30
Project Management Process GroupsProject Management Process Groups Project management can be viewed as
a number of interlinked processes The project management process
groups include initiating processes planning processes executing processes controlling processes closing processes
PMBOK PMBOK Project Management Process GroupsProject Management Process Groups
Fall 2009 32
Developing an IT Project Developing an IT Project Management MethodologyManagement Methodology
Just as projects are unique, so are approaches to project management
Many organizations develop their own project management methodologies, especially for IT projects
Next slides illustrates outline methodology from Marchewka
An IT Project MethodologyAn IT Project Methodology
PLC versus SDLCPLC versus SDLC
Software Engineering Institute (SEI)Software Engineering Institute (SEI)
SEI at Carnegie Mellon, funded by DOD http://www.sei.cmu.edu/
Focus on 2 areas of software development enhanced management process technical engineering practices
Fall 2009 36
Process ImprovementProcess Improvement
““If you can guarantee the quality If you can guarantee the quality of the processes used by an of the processes used by an
organization, you can guarantee organization, you can guarantee the quality of the products and the quality of the products and services generated by these services generated by these
processes”processes”
Fall 2009 37
Capability Maturity ModelsCapability Maturity Models
SEI offers a number of CMMsCMMs define best practicesAre cornerstones for process
improvement How mature/immature are your
organization’s processes?Software CMM defines
principles & principles underlying software process maturity
Fall 2009 38
Software CMMSoftware CMMFive Levels of MaturityFive Levels of Maturity
Initial overall approach ad hoc, occasionally
chaotic; few processes defined; success depends on individual effort
Repeatable basic PM processes in place to track cost,
schedule, functionality Defined
S/w processes for management & engineering documented, standardized & integrated into development processes
Fall 2009 39
Five levels of Maturity (cont.)Five levels of Maturity (cont.)
Managed detailed measures of software process
& product quality collected; software processes understood & controlled
Optimizing continuous process of improvement
enabled by quantitative feedback from process &piloting innovative ideas & technologies
Fall 2009 42
Maturity Levels & DefectsMaturity Levels & Defects
Maturity level 1 2 3 4 5
Defects E/KSLOC 12 6 2.5 0.9 0.3
Fall 2009 43
The Cost of QualityThe Cost of Quality
The cost of quality is the cost of conformance or delivering
products that meet requirements and fitness for use
the cost of nonconformance or taking responsibility for failures or not meeting quality expectations
Costs Per Hour of Downtime Caused by Costs Per Hour of Downtime Caused by Software DefectsSoftware Defects
BusinessBusiness Cost per hour downCost per hour down
Automated tellerAutomated teller
(medium-sized bank) (medium-sized bank) $14,500$14,500
Package shipping servicePackage shipping service $28,250$28,250
Telephone ticket salesTelephone ticket sales $69,000$69,000
Catalog Sales centerCatalog Sales center $90,000$90,000
Airline reservation centerAirline reservation center
(small airline)(small airline)$89,500$89,500
Fall 2009 45
Six Phases of a ProjectSix Phases of a Project
1) Enthusiasm
2) Disillusionment
3) PANICPANIC
4) Search for Guilty
5) Punishment of Innocent
6) Praise & Honors for Non-Participants