Course ObjectiveThe purpose of this course is to make a short summary about the Fsoft processes & practices to be used in the project context.This course is not aimed to replace the normal training courses.
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1. Project Leader Ramp-Up Version: 1.1 Author: Nguyen Lam
Phuong Nov-2003 Instructor: Le Hoang Son 2001 FPT-SOFT
04e-BM/NS/HDCV/FSOFT
2. Introduction
Course Objective
The purpose of this course is to make a short summary about the
Fsoft processes & practices to be used in the project
context.
This course is not aimed to replace the normal training
courses.
Duration: 2 hours
Targeted attendees:
Acting PL + to-be PL
3. Two triangles to remember People Process Technology Software
project Scope Resource Schedule What can PM do Consists of
4. What we should expect from PL/TL? Project PM Engineering
Requirement Design Code & UT Test CM Planning Tracking Closure
Estimation Proposal Work-order Team building Project Plan Training
Infrastructure Communication Risk/Issue/Depend Metrics Collection
Report/Review Change Mgmt Quality Mgmt Estimation Specification
Modeling Tracking Architecture UC realize Interface Pattern Tools
Review Defect Prev. Plan/Test case Tools/Auto Regression
Load/Stress test Report Version ctl Backup Promotion Release
Project Integration Management , describes the processes
required to ensure that the various elements of the project are
properly coordinated. It consists of project plan development,
project plan execution, and overall change control.
Project Scope Management , describes the processes required to
ensure that the project includes all the work required, and only
the work required, to complete the project successfully. It
consists of initiation, scope planning, scope definition, scope
verification, and scope change control.
Project Time Management , describes the processes required to
ensure timely completion of the project. It consists of activity
definition, activity sequencing, activity duration estimating,
schedule development, and schedule control.
Project Cost Management , describes the processes required to
ensure that the project is completed within the approved budget. It
consists of resource planning, cost estimating, cost budgeting, and
cost control.
Project Quality Managemen t, describes the processes required
to ensure that the project will satisfy the needs for which it was
undertaken. It consists of quality planning, quality assurance, and
quality control.
9. PMI Knowledge/Process areas
Project Human Resource Management , describes the processes
required to make the most effective use of the people involved with
the project. It consists of organizational planning, staff
acquisition, and team development.
Project Communications Management , describes the processes
required to ensure timely and appropriate generation, collection,
dissemination, storage, and ultimate disposition of project
information. It consists of communications planning, information
distribution, performance reporting, and administrative
closure.
Project Risk Management , describes the processes concerned
with identifying, analyzing, and responding to project risk. It
consists of risk identification, risk quantification, risk response
development, and risk response control.
Project Procurement Management , describes the processes
required to acquire goods and services from outside the performing
organization. It consists of procurement planning, solicitation
planning, solicitation, source selection, contract administration,
and contract close-out.
10. Integration Management
Estimation
From size (UCP) -> effort. Adjustment
WBS (by SDLC or by Features/Modules)
Schedule
Required resources
Proposal
Technical solution (key only)
Project approach
Estimates (effort, cost, schedule)
Work-Order
Scope
Resource (effort, time, money)
Quality
DP
Project plan
Project charter & induction guide
Project deliverable and dependencies
Project life-cycle and deviation/tailoring
Resource plan (organization, infrastructure, finance, training,
comm.)
Quality plan
Configuration management plan
Risk assessment
Project Report (weekly & milestone)
Metrics & interpretation
Non-metrics (risk/issues/proposal)
Change Management
Requirement, Interface, Resources
11. Scope Management
Contract review (acceptance criteria)
Initial baseline (develop SRS or not? Whats the project
input?)
Requirement development
Track dependency
Change control
Estimates & Customer approval
CCB
12. Time Management
WBS Based
Geography
Milestones
SDLC
Architecture
MIX
Duration estimate (Delphi)
Critical path
Load leveling
Phasing approach
Critical dependencies
Add buffers
Overlapping?
Change management
13. Cost Management
Resource planning
Human resource
Non-human (computer, network, funds.)
Cost control
Big picture view of project
Timesheet accuracy
14. Quality Management
Non-functional requirements
Norm based planning
Timeliness
Schedule deviation
Effort utilization
Customer satisfaction index
Defect related
Activities
Quality assurance (training, DP)
Quality control (tests & reviews, audit)
Quality Management
Interpret DMS report
DP activities
Interpret quality cost (test & review)
Interpret effectiveness
FSoft Tools
PCB & norms & process DB
FSOFT-Insight
Project database
Microsoft project / Excel
DMS
Timesheet
Dashboard
and a lot of templates
15. Human-resource management
Team building
Project Charter
Staff vs. Contractor
External SQA/PQA/Comm/Reviewers
Training
Plan (who learns what, how, when)
Waiver/Acceptance
Team development
16. Risk Management
Risk Planning/tracking
Scope, resource, quality
Risk due to tailoring/deviation & reason should be
assessed
Dependency
Customer supplied products
FPT interfaces
Type: Date, quality, impact -> contingency
Issue tracking
Escalation, action items
Metrics collection
Timesheet, Defect
Budget control (ETC: defect, effort by process/stage, schedule,
size)
Exception analysis (UCL/LCL)
Completion rate against budget
17. Communication
Communication attributes: message, audience, time, media
Communication flows
With client (status, issue, approve)
With team members (onsite/offshore)
With GLs, interfaces (escalation)
Media: phone/mail/conf call
18. Engineering practices
19. Engineering -> Requirement General
Software Specification
Use-case model (static & dynamic view)
Non-functional requirements
Boundary (what will not be implemented)
Be careful with data migration & interfacing with other
system
Classification (useful for phasing approach)
Modeling
GUI mock-up
Page flows
Load model
Analysis
Class model
Entity model (logical view of data)
Tracking
Identification & rating
Trace-ability toward design, code, test cases, release
notes
Changes
Estimate (impact on schedule, effort, other modules)
Negotiation (time to release, cost, quality)
20. Engineering -> Design General
Architecture
Frame-work (layer, hub-spoke, MVC, bus.)
Component interfaces
Non-functional requirements
Infrastructure
Requirement realization (detail design)
Class model (static, dynamic)
Database model (physical view, constraints, triggers, sp)
Interface with other systems
Design pattern
Best practices: defect prevention
Alternative designs
Best fit approach (skill, level of client sophistication)
21. Engineering -> Code & Unit test General
Tools
Code review
Code counter
Auto-generator (DAO layer; conversion)
3-rd parties components (be careful with open-source &
license)
