project management methodology development stage
TRANSCRIPT
Project Management Methodology
Development Stage
Project management tasks
Risk management Procurement management Communication management Scope management Time management Cost management
Risks Management
Risks identification Risks Analysis Evaluation Mitigating planning Tracking and Control Reaction
Strategy for the risk response
Leave it Monitor the risk Avoid the risk Move the risk Mitigate the risk
Supporting document
Major Project Risks Mitigating Plan Risks occurrence
Procurement Management
Purchasing Hardware Software Vendor Services Consulting Services
Outsourcing development Training Services Maintenance
Documents Contract Specification Statement Of Work
Communication Management
Communication Plan Audience Content Medium for delivery Timing Communication Deliverables Responsible person
Planning triangle
Scope Time
Cost
Planning triangle
Scope, Time and Cost – 3 major constraints of project management
The right order in ideal Identify scope first Define the time desirable Cost will derive from this
Be careful – not always possible to manipulate with the time
Project Plan Input
Project Plan
Project deliverables (scope)
Work Time (time)
Resources (cost)
Project plan input
Project plan integrate Project deliverables (scope) Work time (time) Resources (cost)
Any changes in at least one result in changing project plan
Scope management Setup the formal procedure of changes
management Create and maintain change requests log Have a project sponsor approval to implement
changes Inform team members about a discipline of changes
request Have all the changes frozen at appropriate time
(normally at the beginning of design stage) Reflect changes in WBS, project schedule and
other supporting documentation
Time Management
Make detailed WBS Identify activities Identify dependencies Identify duration (no longer than 10 days tasks)
Ongoing changes Keep the schedule in accurate state Review upcoming tasks and update if necessary Create new sub-tasks if necessary
Critical Path
List the nodes Link them to chains Find the longest way from Start to Finish The longest way length is the shortest
time for the project to be completed
Going to production Some additional tasks must be implemented to
move the system to production: Installation and configuration of servers and
middleware Source code compiling and deployment Supporting tables creating and loading Data conversion from other systems Training
All the tasks must be included into Project Plan Some tasks may be implemented in parallel with
development
Project cost
Purchasing Hardware Software First year maintenance Consulting services Data
Internal cost Software development Testing Training Traveling
Post-implementation cost
Support personnel cost Vendor annual support cost
Project Benefits
Detailed analysis of changes in: Workflow Materials Human resources Time to implement business functions
Client service excellence Information security and other features
Cost-Benefit Analysis
Non-financial gains Security Clients experience (usability, performance) Compliance to regulatory requirements
Financial gains Soft dollars, e.g. saving employees’ time Hard dollars, e.g. reduced expenses for materials,
such as paper, toners. Or reduced number of employees
CBA – some definitions
Cash flow – money in or out Net present value – expected net gain or loss in
future cash flow discounted by present time (present value of money is higher than future value)
Payback period – amount of time it will take to recap investments into the project
Return On Investment (ROI) : Gain – Cost/ Cost
Resource Management - allocation
Review Functional Requirements Identify critical functions and less
important ones Concentrate resources on critical functions
implementation Exclude “nice to have” tasks
Resource Management - Team
Build the right team Be prepared to changes Follow the methodology and standards
requirements Complete documentation Complete Pilot Project if necessary Support high spirit of the development
team
Team models
Business team Peer group headed by technical leader Team members are differentiated by the area
of expertise All the members are equal Technical leader is supposed to make
technical decision Most often in use
Team models
Chief-Programmer Team Chief-programmer is one with very high
productivity and skills, much higher than the others’
He/she is supposed to do major part of work, including design and programming
The others are involved to help only
Team models
Feature team Team members represent different areas of
the project development They all are responsible for the decisions
made Often is created to resolve the problem