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Project Management

Define project, project management, RAD, JAD

Describe project management activities

Describe the advantages, disadvantages andcharacteristics of SDLC (System DevelopmentLife Cycle) and prototyping

Describe the phases of SDLC

Describe project dimensions affecting risk Discuss integration and project management

tools to use in dealing with risk

Discuss issues in managing behavioral factors

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Project Management

Project - temporary endeavor undertakento create a unique product or service

may be divided into subprojects

Project management - application ofknowledge, skills, tools and techniques to

project activities to meet or exceedstakeholder needs and expectations froma project

T.A.N.S.T.A.A.F.L.

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Project Management

Activities

Ensuring progress of project using metrics

Identifying risks and assessing theprobability of them occurring

Ensuring progress toward deliverableswithin constraints of time and resources

Running coordination meetings of theproject team

Negotiating for resources on behalf of the

project

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Project Modeling Common vocabulary (beyond data

repository)

Teamwork

Cycle Plan

Management

Demonstrated in SDLC and other approaches

Project planning & requirements identification

Project control (status, corrective action)

Team management

Organizational integration

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Development Models

Systems Development Life Cycle

Rapid Applications Development(RAD)

Prototyping

Joint Applications Development(JAD) (like RAD with users)

Object-Oriented

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Systems Development

Life Cycle (SDLC)

Overview

Software Acquisition Choices SDLC Overview

SDLC:Phases

Alternative Approaches

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SDLC - Prior Problems

Failure to meet:

Budgets

Schedules

Expectations

TOO LITTLE. TOO LATE

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SDLC - Characteristics

Problem or Opportunity

Many names; Widely applicable

Analysis vs. Synthesis Variance across stages

Disciplined approach

Systems approach

Iterative (not sequential)

Cyclical

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SDLC - Advantages

Focus on tradeoffs

Focus on goals

Controls: milestones, checklist,accountability

Tools, models, CAS

E

Hierarchical decomposition

Designed for user & manager

involvement

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SDLC - Reasons for

Failure Scope too broad or too narrow

Lack of needed skills Incomplete specifications

No control/no framework

Lack of management/userinvolvement

Too time-consuming

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SDLC Phases

Initiation and Feasibility

Requirements Definition

Functional Design

Technical Design and Construction

Verification

Implementation

Maintenance & Review

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I.Initiation &

Feasibility

Project objectives & Scope

Preliminary survey & feasibilityTechnical

Economic

Operational

Project proposal and schedule

Identify assumptions &

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II. Requirements

Definition

Problem/Opportunity definition

Analyze current system Focus on decisions and related

information needs

Define business functionality

Plan for training, user acceptance

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Problem Opportunity

Definition

Symptoms vs. real problems

Question decision makersstatement of problem

Bound problem realistically

Try to ascertain actual cause

Sometimes figuring out the

problem is half the solution

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Analyze Current

System

+ Understand activities involved

+ Identify decision points+Help identify problems &

deficiencies

+ Be aware of history

- Bias thinking

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III. Functional Design

Focus on business needs usability, reliability

Logical design Outputs

Inputs

Presentation Processes

Databases

P

ersonnel

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IV. Technical Design

and Construction Finalize architecture and acquirehardware

Complete technical definition ofdata access and other systemcomponents

Make (program) vs. buy

Develop test plans

Revise schedule, plan and costs

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V.Verification

Program Testing

Structured walkthrough

Code inspection

Unit test

P

airs testingVerification, stress, user and

security testing

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VI.Implementation

Cut-over

Parallel conversion

Direct cut-over

Pilot conversion

Phased conversion

User training

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VII. Maintenance and

Review

Post-implementation audit

Ends - information requirements(information, performance)

Means - process

Maintenance (correcting bugs &scheduled maintenance)

Enhancement (adding

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Rapid Applications

Development (RAD)

Like prototyping, uses iterativedevelopment

Uses tools to speed updevelopment GUI

reusable code code generation

programming, language testing and

debugging

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Iterative Development

System

Concept

Version

1Version

2

VersionNSoftware

Development

Process

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Uses of Prototyping

Verifying user needs

Verifying that design = specifications

Selecting the best design

Developing a conceptual understanding of novel

situations

Testing a design under varying environments

Demonstrating a new product to upper management

Implementing a new system in the user environment

quickly

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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 oftendifficult

Design flaws

Poor performance

Difficult to manageprocess

Creates unrealistic

expectations

Documentation isdifficult

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Observed Effects of

Prototyping

ease of use (+)

user needs (+)

unrealistic userexpectations (-)

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

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Examples ofSoftware

Risk Items personnel shortfalls

unrealistic schedules/budgets

developing wrong functionality

developing wrong user interface gold plating

continuing stream of requirements

changes

shortfalls in externally furnishedcomponents

shortfalls in externally performed tasks

real-time performance shortfalls

strained technical capabilities

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Project Dimensions

Affecting Risk

Project Size (relative to others)

Interchangeable man monthsThe pregnant lady

Experience with Technology

Project structure

High vs. Low

Complexity???

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Low Company-

Relative Technology

LOWSTRUCTURE

HIGHSTRUCTURE

LARGEPROJECT

Low Risk(susceptible to

mismanagement)

Low Risk

SMALLPROJECT

Very LowRisk(susceptible to

mismanagement)

Very LowRisk

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High Company-

Relative Technology

LOWSTRUCTURE

HI HSTRUCTURE

LARGEPROJECT

Ver Hi hRi

ediRi

SMALLPROJECT Hi hRi Medi -LowRi

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Tools for Project

Management

External integration tools (beyond

project team) Internal integration tools ( within

project team)

Formal planning tools

Formal results-control

mechanisms

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Integration Tools

EXTERNAL

User project manager

User specificationapproval process

User-managed controlprocess

Users as teammembers

User responsibility foreducation&installation

INTERNAL

IT professional teamleader

Frequent teammeetings

Regular technical

status reviews Outside technical

assistance

Goal setting by team

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Tools of Project

Management Formal Planning

Tools

PERT, CPM

Milestones Systems specification

standards

Feasibility studyspecifications

Project approvalprocesses

Postaudit procedures

Formal ControlTools

Periodic formal status

reports vs. plan Change control

disciplines

Regular milestonepresentationmeetings

Deviations from plan

reports

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Project Management Tools

- Low Structure

ProjectDescri tion

ExternalIntegration

InternalIntegration

For alPlanning

For alControl

Low tech,

large

High Medi High Hign

Low tech,small

High Low Medi m High

High tech,large

High High Low+ Low+

High tech,small

High High Low Low

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Project Management Tools

- High Structure

ProjectDescri tion

ExternalIntegration

InternalIntegration

FormalPlanning

FormalControl

Low tech,

large

Low Medi m High Hign

Low tech,small

Low Low Medi m High

High tech,large

Low High Medi m Medi m

High tech,small

Low High Low Low

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LimitedExtensiveModerateExtensiveModerate

Hig

HigIn-House

evelopment

ExtensiveModerate

Extensive

ifficult

Complex

LimitedModerate

Hig

HigEnterprise-Wide

Systems

Limited

Extensive

NotApplicable

NotApplicable

LimitedModerateModerate

Hig

Outsourced

evelopment

Limited

Extensive

Moderate

Extensive

ModerateLimited

Extensive

ModerateModerate

Hig

CustomizedSoftware

LimitedModerateModerateLimitedLow

Moderate

Low

Moderate

PackagedApplications

Firm-Wide

Impact

MaintenanceEase ofInstallation

MeetsNeeds

RiskCostMet od

Comparison ofSoftware

Acquisition Choices

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Managing Behavioral

Factors

Balance goals of stakeholders

project manager

customer

end-user (theres a difference)

sponsor

Sustain commitment

project

psychological (personal responsibility, biases)

social (rivalry, norms for consistency)

organizational (political support, culture)