Project Front-End Loading with Facilitated Joint Application

Development (JAD) Techniques

Professional Development Day PMI Honolulu - May 3, 2006

Walter A. Viali, CSQA, PMP

PMO To Go LLC

Walter A. Viali Over 32 years in Information Technology “Retired” from Texaco Inc. in 1999 after 25 years Co-founder and Principal Consultant for PMO To Go LLC Certified Software Quality Analyst (CSQA) Certified Project Management Professional (PMP) Certified Project Management Instructor Member of the faculty of the Project Management Program for

the Bauer College Business (University of Houston) JAD Session Leader with over 4,000 hours of planning

and project facilitation experience SEI CMM and PMI OPM3 knowledge and assessment experience Implemented several Project Management Office (PMO)

organizations Experience in Strategic Business and IT Planning Past President of the Houston Chapter of the Society for

Software Quality (SSQ) and of the Texas Application Process User Group

Sr. Vice President, External Operations, PMI Houston Chapter Consulting with major companies on Process Improvement,

Project Management, PMO implementation, Strategic Planning, JAD facilitation

What is Joint Application Development (JAD)?

JAD is a structured meeting, conducted by a neutral facilitator, designed to extract high-quality information from the meeting participants, using a compressed timeframe and a workshop environment to enhance the process.

JAD strongly complements, but does not replace, analytical methodologies.

What’s the big deal?

The Standish Group 1994 Chaos Report

17% of projects succeed 31% of projects fail52% of projects are challenged

– Cost and/or schedule performance

$78 billion dollars total project waste (against $250 billion in project spending)

The Standish Group 2003 Chaos Report

34% of projects succeed (100% improvement over 1994)

15% of projects fail (down from 31% in 1994)51% of projects are challenged$55 billion dollars total project waste (against

$255 billion in project spending)– $38 billion in lost dollars for US projects in

2002– $17 billion in cost overruns

"We know why projects fail, we know how to prevent their failure -- so why do they still fail?”

Martin CobbTreasury Board of Canada Secretariat

Ottawa, Canada

1. User Involvement 19 2. Executive Management Support 16 3. Clear Statement of Requirements 15 4. Proper Planning 11 5. Realistic Expectations 10 6. Smaller Project Milestones 9 7. Competent Staff 8 8. Ownership 6 9. Clear Vision & Objectives 3 10. Hard-Working, Focused Staff 3

TOTAL 100

SUCCESS CRITERIA POINTS

?

What can we do about all this?

CIO Priorities Top 10 Management Issues

(1999-2004)1. Business/IT Fusion2. Demonstrating Business Value3. IT Skills (Recruit, Retain, Reskill)4. Y2K Clean-up/Contingencies in 20005. "Sourcing" Management6. IT Governance7. Process/Project Management 8. M&A IT Integration9. Knowledge Management

10. IT Organization

Gartner Group - November 16, 1998

1. Align Business and Information Technology

2. Adopt the Software Engineering Institute’s Capability Maturity Models (SEI CMM/CMMI) to improve the organization’s processes!

3. Benchmark internally and externally

4. Improve people skills in Process and Project Management!

5. Use Joint Application Development!

They go hand in hand...

Align Business and IT

Define Business Strategies

Derive IT Strategies from the Business Strategies

Make Strategic Planning a regularly scheduled event

Derive Programs and Projects from the IT Strategies

Establish PMOs to manage Programs and Projects

Staff PMOs with skilled resources who can educate and coach users and IT personnel

Acquire and gradually implement credible methods, techniques and tools that Business and IT personnel can use

Why the SEI CMM (and CMMI)?

Software Engineering Institute’s Capability Maturity Model

Defined- Process Management Focus

Initial- Ad hoc, Informal,Hero Driven

Repeatable- Project Management Focus

Managed- Focus on QA and QC Measures

Optimizing- Continuous Improvement

L1

L2

L3

L4

L5

CAPABILITY MATURITY MODEL

Software Engineering Institute

1991

OBSERVED SEI CMM BENEFITSMaturity

LevelCalendarMonths

PersonMonths

DefectsFound

DefectsShipped

Total Cost

1 29.8 593.5 1348 61 $ 5,440,000

2 18.5 143 328 12 $1,311,000

3 15.2 79.5 182 7 $728,000

4 12.5 42.8 97 5 $392,000

5 9.0 16 37 1 $146,000

Estimated impact for 200,000 LOC Software Project(from Sematech publication ‘Communique”)

Reuse!

Application Development Practices

"Software Capability Evaluations (based on SEI's Capability Maturity Model) will be used to qualify all IT contractors on U.S. Federal Government projects by year end 2001 (0.8 Probability); however, widespread year 2000 damage will push regulated AD into the private sector, starting with applications that have public health and safety implications."

Gartner Group - November 16, 1998

Benchmark internally and externally

Establish a Project Office to avoid “industrial tourism”

Share Best Practices within the multitude of I.T. groups in a single company

Identify and reward the most effective set of Best Practices

Benchmark with external organizationsImprove the I.T. processes with the SEI CMM

and the SEI CMMI

Project Office ModelsRepository Model (1)

– source of information on project methodology and standards

– limited to one major project (such as SAP implementation)

Repository-Coach Model (2)– coordinates sharing of best practices across business

functions

Repository-Coach-Manager Model (3)– direct management of projects and project managers– responsible for process and project management

optimization through maturity models– responsible for the strategic planning process and project

portfolio management

The PMO Business Cycle…

Strategic Business Planning

Business Process

Reengineering

Strategic IT

Planning

Project Portfolio

ManagementProjects

Project Management

Office

Maturity Models

People Skills:

What about Certification?

1. The Quality Assurance Institute

- Certified Software Quality Analyst (CSQA)

- Certified Software Test Engineer (CSTE)

2. The Project Management Institute

- Certified Project Management Professional (PMP)

Some of the available programs...

… can create the necessary awareness, at all levels, for improving Process and Project Management practices

Is Project Management Certification Worth It?

By 2004, 70 percent of successful projects will have certified project managers, while 90 percent of failed projects will not (0.7 probability).

By 2002, employees with Project Management Professional (PMP) certification will receive salaries 20 percent higher than those of project managers without PMP certification (0.7 probability).

By 2002, leading-edge project management outsource vendors will have at least one out of five contracted staff team members who are PMP-certified (0.7 probability).

Gartner Group - November 16, 1999

Benefits of Project Management Certification

Consistent Project Management approach within the organization and improved interface mechanisms with all customers, i.e. speaking the same language

Certification requires continuing education in the Project Management field, which leads to more effective Project Managers over time

Project Management Certification thoroughly supports the findings and recommendations of most benchmarking efforts

Combination of Project and Process Management has the potential of reducing project development costs by 30% a year (Gartner Group)

The overall objective

Improve I.T. Process and Project Management.

Generate in people a desire to improve their environment.

Get the job done faster and cheaper!

Get the job done faster and cheaper!

Since 1980, facilitation has been used for every aspect of business and community development, from strategic planning to detailed process design.

Why JAD works!

Communication toolsStructured techniquesDefined roles Structured agendasAn effective processFocus on people, not

technology

Communication tools

Group DynamicsFacilitationVisual AidsConcentrated ExchangesConsensus-based

Decisions

Structured Techniques

BrainstormingBasic Iteration Data Flow DiagrammingData and Object ModelingProcess DesignObject Modeling (UML)Planning Models

Defined Roles

Session LeaderScribe Executive

SponsorProject ManagerParticipantsObservers

Structured AgendasThe Standard JAD Agenda

IntroductionReview Purpose, Scope,

ObjectivesGround RulesExecutive Sponsor Kickoff I.T. Perspective[ Session Approach ]Review IssuesReview DesignEvaluate Workshop

Strategic Business Planning

Detailed Requirements

Creating Project Management Plans

Walkthroughs andPeer Reviews

Creating AcceptanceTest Plan

I.T. Project Portfolios

The Power of JAD in Project Lifecycle Management

Project ScopeDefinition

Strategic I.T. Planning

Business Process Improvement /

Reengineering

Structured AgendasA few JAD Session Approaches

Strategic Business Planning Approach

Business Reengineering Approach

Business Systems Planning Approach

Project Scope DefinitionProject Requirements DefinitionInformation Modeling Project Management

Structured AgendasStrategic Business Planning

Define Vision and Mission of activity

Define Guiding PrinciplesAnalyze current situation Analyze competitive situationDefine Objectives and GoalsDevelop Business StrategiesDefine Critical Success FactorsDesign Programs and ResourcesDescribe support OrganizationDefine follow-on activities

Structured AgendasBusiness Reengineering Approach

Phase I - Vision– Customer requirements– Management Vision

Phase II - “What” Phase– Functional Model– Information Model

Phase III - “How” Phase– Conceptual Design– Organization Design– Detailed Design

Review Vision and Mission of the activityReview business strategies and CSFsFor each business strategy:

– Define new automation requirementsEntities and Processes

– Describe constraints to the new requirementsSchedules, cost, resources

Prioritize the new requirements

Structured AgendasBusiness Systems Planning

Structured AgendasProject Scope Definition

Define System Objectives Define Major Outputs Define Major Inputs Identify System Events

- Context Diagram Information Analysis

- Entity Relationship Model Major System Functions

- Essential or Zero-level Diagram Confirm System Objectives

Context Diagram

Zero-Level Data Flow DiagramWith high-level Entity

Model

Lower-Level Data Flow DiagramsWith detailed Entity Relationship

Diagrams

A Snapshot…

Context DiagramContext Diagram

Structured AgendasProject Scope & Requirements Definition

System

Marketing

Customer

Customer

OperationsData Flow

Data FlowData Flow

Data Flow

Zero-Level Data Flow DiagramZero-Level Data Flow Diagram

Structured AgendasProject Scope & Requirements Definition

4.03.0

1.0

2.0

Marketing

Cust DB

Customer Supp DB

Customer

Data Flow

Data Flow

Data FlowData Flow

Data Flow

Data FlowData Flow

Data Flow

Data Flow

Project Detailed Requirements Session Approach

Select System Function from Scoping Session

List and Define Steps in the System FunctionDevelop Data Flow DiagramDefine OutputsDefine InputsDevelop Entity Relationship ModelDefine Security and Privacy RequirementsDefine Environment RequirementsDefine Computer Resource Requirements

Zero-Level Data Flow DiagramZero-Level Data Flow Diagram

Structured AgendasProject Scope & Requirements Definition

4.03.0

1.0

2.0

Marketing

Cust DB

Customer Supp DB

Customer

Data Flow

Data Flow

Data FlowData Flow

Data Flow

Data FlowData Flow

Data Flow

Data Flow

Lower-Level Data Flow DiagramLower-Level Data Flow Diagram

Structured AgendasProject Scope & Requirements Definition

1.11.4

1.2

1.3

Operations

Cust DB

Customer Supp DB

Prod DB

Marketing

Data Flow

Data Flow

Data Flow

Data Flow

Data FlowData FlowData Flow

Data Flow

Data FlowData Flow

Delete Vendor Entry

1.1

Add New

Vendor1.2

UpdateProduct

Info1.4

Vendor Master

Product Master

Delete Vendor Transaction Add Vendor Transaction

Delete VendorUpdate

Change Vendor

Info1.3

Delete VendorUpdate

Confirmation

Supplier Mgt. Supplier Mgt.

Supplier Mgt.

Add Vendor Update

Change Vendor Transaction

ChangeVendor Update

Add Vendor Update

Confirmation

ChangeVendor Update

Confirmation

Product Update TransactionProduct Update

Product Update Confirmation

Level-Two Data Flow Diagram Mini-spec for 1.1

1. Read Delete Vendor Transaction

2. Validate Vendor Existence

3. Delete Vendor4. Generate Delete Vendor

Update Confirmation

UML Diagrams and Use Cases can also be employed

Delete Vendor Entry

1.1

Add New

Vendor1.2

UpdateProduct

Info1.4

Vendor Master

Product Master

Delete Vendor Transaction Add Vendor Transaction

Delete VendorUpdate

Change Vendor

Info1.3

Delete VendorUpdate

Confirmation

Supplier Mgt. Supplier Mgt.

Supplier Mgt.

Add Vendor Update

Change Vendor Transaction

ChangeVendor Update

Add Vendor Update

Confirmation

ChangeVendor Update

Confirmation

Product Update TransactionProduct Update

Product Update Confirmation

Level-Two Data Flow Diagram Data Store and Data Flow

Definitions 1.0Data Stores and I/O = Item a+ Item b+ Item c+ Item d+ etc.

Attributed Data Model for 1.0 DFD

Vendor

Product

Price

ContractOrder

Provides

Is Associated to

Is Provided by

Is Associated with

Is Contained on

Contains

States

Is Associated with

Is Associated with

Is Stated on

Is Associated with

Is Associated with

- Zero

- One

- Many

Vendor = Number+ Name+ Address+ Contact+ Etc.

Structured AgendasProject Planning

Describe Current SituationDefine Success MeasuresDefine Project StrategyDefine the Project TasksIdentify Roles and ResponsibilitiesBuild a Precedence/Dependency

ChartReview the PlanNext Steps

Structured AgendasProject Planning

Identify Work Breakdown StructureIdentify Content of each DeliverablePerform Risk AnalysisDevelop Contingency Plans and

Priorities based on Risk AnalysisProduce Gantt Chart Produce Critical Path Diagram

Structured AgendasAcceptance Testing

Establish Baseline– Review existing process and procedures– Define testing requirements– Apply lessons learned

Testing Process– Goals and objectives– Review/define testing levels

unit, systems, acceptance criteria– Review/define testing workflow and guidelines

Develop Test Plan– who, what, when

Define Roles and Responsibilities– Develop RASI chart

Test Environment– Review physical environment

Structured AgendasWalkthroughs/Peer Reviews

Objectives and Requirements– establish baseline for evaluation of system

componentsStep through the System

– For each system function/sets of requirements:

verify data requirementsverify functional requirements

Next Steps– document results/action items

An effective process

Preparation

Workshop

Review and Resolve

An effective processPreparation

Scope ManagementInterviewCommitmentRisk AssessmentJAD Sessions PlanPrepare UsersLogistics

An effective processPreparation - Logistics

Participants

Scribe

Observers

Session Leader

An effective processWorkshop

Unique environmentCombines skills of Session

Leader and ParticipantsProduces complete

information

An effective processReview and Resolve

Review session documentation

Resolve issuesPost-process evaluationsFollow-up surveys

Focus on people, not technology

Participants have a stake in the development project or effort at hand.

JAD brings people together in an effort to eliminate barriers and make the participants work as a team.

Requirements for Success

Commitment from customer and I.T. management

Well-trained facilitator with technical skills and lots of facilitation experience

Availability and commitment of proper resources

Proper application of the concepts and structure of the process

So, why do we need JAD?

JAD is a breakthrough technique essential for:

Improving communication throughout the company

Improving the image of Information TechnologyIntegrating the customers in automation

decisionsDisseminating the use of enhanced process and

project management approaches

Improving communication throughout the company

People talking to other people!No misunderstood user requirementsExecutives welcome an effective and

quick solution to Strategic Planning (as opposed to lengthy studies)

We still need the business strategies to model the information needs and actually achieve business alignment

Improving the image of Information Technology

Using JAD for strategic business planning and business reengineering is still viewed by customers as an endeavor which goes beyond the perceived mission of I.T.

Improving the image of Information Technology

Gaining credibility and visibility

JAD session leaders are viewed as impartial solution providers

Business customers and I.T. professionals will typically accept the recommendations of the JAD session leaders

“For each additional foot of credibility, introduce another inch of more disciplined practices”

Integrating the customers in automation decisions

Customers are asked to make their own decisions about information system strategies and application development issues. I.T. is viewed as a problem solver.

Disseminating the use of enhanced process and project management

approaches

JAD session leaders:– understand process and project

management– are trained in group dynamics, structured

analysis and design, data modeling– can become effective facilitators for

strategic planning and business reengineering efforts

– should be primary candidates in Project Office staffing endeavors

A final word on real benefits

On a major tax project, JAD sessions generated six months worth of project documentation in 14.5 days

Major refinery identified and prioritized 24 new information systems in 2 days

JAD brought together participants from several locations to develop specifications for a project that had been on the drawing board for 10+ years

Alignment of business strategies and I.T. strategies identified need for a major reporting project tied to a new business initiative about to be launched

Lessons LearnedBenefits of JAD

The Bottom Line

JAD is the most effective technique we have found in over 35 years when it comes to project scope definition.

Not using JAD takes away from an organization’s ability to be the best it can be in truly understanding customer requirements.

Project Front-End Loading with Facilitated Joint Application

Development (JAD) Techniques

Professional Development Day PMI Honolulu - May 3, 2006

Walter A. Viali, CSQA, PMP

PMO To Go LLC