project management project - temporary endeavor undertaken to
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Project Management
Project - temporary endeavor undertaken to create a unique product or service may be divided into subprojects
Project management - application of knowledge, skills, tools and techniques to project activities to meet or exceed stakeholder needs and expectations from a project T.A.N.S.T.A.A.F.L.
Project Triangle
Time Cost
Scope
QUALITY
Project Management Activities
Ensuring progress of project using metrics
Identifying risks and assessing the probability of them occurring
Ensuring progress toward deliverables within constraints of time and resources
Project Management Activities
Running coordination meetings of the project team
Negotiating for resources on behalf of the project
Development Models
Systems Development Life CycleRapid Applications Development
(RAD)PrototypingJoint Applications Development
(JAD) (like RAD with users)Object-Oriented
Systems Development Life Cycle (SDLC)
OverviewSoftware Acquisition ChoicesSDLC OverviewSDLC:PhasesAlternative Approaches
SDLC - Prior Problems
Failure to meet: Budgets Schedules Expectations
TOO LITTLE…. TOO LATE
SDLC - Characteristics“Problem” or “Opportunity”Many names; Widely applicable“Analysis” vs. “Synthesis”Variance across stages
SDLC - Characteristics
Disciplined approachSystems approachIterative (not sequential)Cyclical
SDLC - AdvantagesFocus on tradeoffsFocus on goalsControls: milestones,
checklist, accountability
SDLC - Advantages
Tools, models, CASEHierarchical decompositionDesigned for user & manager
involvement
SDLC - Reasons for Failure
Scope too broad or too narrow
Lack of needed skillsIncomplete specificationsNo control/no framework
SDLC - Reasons for Failure
Lack of management/user involvement
Too time-consuming
SDLC Phases
Initiation and FeasibilityRequirements DefinitionFunctional DesignTechnical Design and ConstructionVerificationImplementationMaintenance & Review
I. Initiation & FeasibilityProject objectives & ScopePreliminary survey & feasibility
Technical Economic Operational
Project proposal and scheduleIdentify assumptions & constraints
II. Requirements Definition
Problem/Opportunity definitionAnalyze current systemFocus on decisions and related
information needsDefine business functionalityPlan for training, user acceptance
Problem/Opportunity Definition
Symptoms vs. real problemsQuestion decision maker’s
statement of problemBound problem realisticallyTry to ascertain actual causeSometimes figuring out the
problem is half the solution
Analyze Current System
+ Understand activities involved+ Identify decision points+ Identify problems & efficiencies+ Be aware of history- Bias thinking
III. Functional DesignFocus on business needs
usability, reliability
Logical design Outputs Inputs Presentation Processes Databases Personnel
IV. Technical Design and ConstructionFinalize architecture and acquire
hardwareComplete technical definition of data
access and other system componentsMake (program) vs. buyDevelop test plansRevise schedule, plan and costs
V. VerificationProgram Testing
Structured walkthrough Code inspection Unit test Pairs testing
Verification, stress, user and security testing
VI. Implementation
Cut-over Parallel conversion Direct cut-over Pilot conversion Phased conversion
User training
VII. Maintenance and ReviewPost-implementation audit
Ends - information requirements (information, performance)
Means - processMaintenance (correcting bugs &
scheduled maintenance)Enhancement (adding functionality)
Rapid Applications Development (RAD)
Like prototyping, uses iterative development
Uses tools to speed up development GUI reusable code code generation programming, language testing and debugging
Requirements may be frozen too earlyBasic standards often overlooked
Iterative Development
System Concept
Version “1”
Version “2”
Version “N”Software
Development Process
Uses of Prototyping
Verifying user needs
Verifying that design = specifications
Selecting the “best” design
Developing a conceptual
understanding of novel situations
Uses of Prototyping
Testing a design under varying
environments
Demonstrating a new product to
upper management
Implementing a new system in the
user environment quickly
Prototyping
Proposed Advantages Improved user
communication Users like it Low risk Avoids over-
design Experimentation
and innovation Spreads labor to
user department
Disadvantages in practice Prototypes are used
“as is”Integration often
difficultDesign flawsPoor performance
Difficult to manage process
Creates unrealistic expectations
Documentation is difficult
Observed Effects of Prototyping
ease of use (+) user needs (+) unrealistic user
expectations (-) added features (?) poorer performance(-) mixed design quality mixed maintainability
less need more difficult to do
effort decreased (+) difficult cost-
estimation (-) end-user
participation increased (+)
more expertise needed (-)
difficult planning & control (-)
Software Product Software Process
Examples of Software Risk Items
personnel shortfallsunrealistic
schedules/budgetsdeveloping wrong
functionalitydeveloping wrong user
interfacecontinuing stream of
requirements changes
Examples of Software Risk Items
shortfalls in externally furnished components
shortfalls in externally performed tasks
real-time performance shortfallsstrained technical capabilities
Project Dimensions Affecting Risk
Project Size (relative to others)
The pregnant ladyExperience with Technology
RelativeProject structure
High vs. Low
Low Company-Relative Technology
LOWSTRUCTURE
HIGHSTRUCTURE
LARGEPROJECT
Low Risk(susceptible to
mismanagement)
Low Risk
SMALLPROJECT
Very LowRisk
(susceptible tomismanagement)
Very LowRisk
High Company-Relative Technology
LOWSTRUCTURE
HIGHSTRUCTURE
LARGEPROJECT
Very HighRisk
MediumRisk
SMALLPROJECT
HighRisk
Medium-Low Risk
Tools for Project Management
External integration tools (beyond project team)
Internal integration tools ( within project team)
Formal planning toolsFormal results-control
mechanisms
Integration ToolsEXTERNALUser project managerUser specification
approval processUser-managed control
processUsers as team
membersUser responsibility for
education&installation
INTERNAL IT professional team
leaderFrequent team
meetingsRegular technical
status reviewsOutside technical
assistanceGoal setting by team
Tools of Project Management
Formal Planning ToolsPERT, CPMMilestonesSystems specification
standardsFeasibility study
specificationsProject approval
processesPostaudit procedures
Formal Control Tools
Periodic formal status reports vs. plan
Change control disciplines
Regular milestone presentation meetings
Deviations from plan reports
Relative Contribution of Tools: High Structure
TYPE DESCRIPTION EI II FP FC
I Low Tech, Large Low
Med
Hi Hi
II Low Tech, Small Low
Low Med
Hi
III High Tech, Large Low
Hi Med
Med
IV High Tech, Small Low
High
Low Low
Relative Contribution of Tools: Low Structure
TYPE DESCRIPTION EI II FP FC
V Low Tech, Large Hi Med
Hi Hi
VI Low Tech, Small Hi Low Med
Hi
VII High Tech, Large Hi Hi Low+
Low+
VII High Tech, Small Hi Hi Low Low
Open Sourcing
The process of building and improving “free” software by an Internet community Release early and often Delegate as much as possible Archive and manage the versions
Be as open as possible
Free Software
The freedom to run the program for any purpose.The freedom to study how the program works,
and adapt it to your needs. Access to the source code is a precondition for this.
The freedom to distribute copies so that you can help your neighbor.
The freedom to improve and release your improvements to the public, so that the whole community benefits. Access to source code is a precondition for this GNU Project- Free Software Foundation, “The Free Software Definition,” http://www.gnu.org/philosophy/free- sw.html, Downloaded 4/3/02.
Open Sourcing Issues
Protection of Intellectual PropertyUpdating and maintaining open
source codeCompetitive advantageTech supportStandards
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