3Project Management _Chapter10
Transcript of 3Project Management _Chapter10
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How Do We Build SystemsAnd Manage Projects?
Chapter 10
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The Challenge
20 Sticks of Spaghetti 1 yard masking tape 1 yard string 1 marshmallow
Your Resources:18 minutes
A Team of Four
To Build the Tallest FreeStanding Structure
(must support marshmallow at top of structure)
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+The Rules
Build the Tallest Freestanding Structure:
The winning team is the one that has the tallest structure measured from the table top surface to the top of the
marshmallow. That means the structure cannot be suspended from a higher structure, like a chair, ceiling or
chandelier.
The Entire Marshmallow Must be on Top:
The entire marshmallow needs to be on the top of the structure. Cutting or eating part of the marshmallow
disqualifies the team.
Use as Much or as Little of the Kit:
The team can use as many or as few of the 20 spaghetti sticks, as much or as little of the string or tape.
Break up the Spaghetti, String or Tape:
Teams are free to break the spaghetti, cut up the tape and string to create new structures.
The Challenge Lasts 18 minutes:
Teams cannot hold on to the structure when the time runs out. Teams touching or supporting the structure at the end
of the exercise will be disqualified.
Ensure Everyone Understands the Rules:
Dont worry about repeating the rules too many times. Repeat them at least three times. Ask if anyone has any
questions before starting.
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4MGIS 321 Spring 2013
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+Our Goal is to
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Process
Systems
People
Point A = Data Point B = Information
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Management Information SystemsMGIS 321 Spring 2013
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(BPM) Symbols
Flow objects for events,
activities and decisionsConnecting objects
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Business Process Modeling Exercise
A customer can place one or more orders froman online store. Each customer has a creditrating. If the credit rating is good, the customercan make the payment either with a credit cardor a bank check. However, if the credit rating ispoor, the customer has to pay in cash. Eachorder is an aggregate of different order items. Acustomer's order can have multiple items with
varying quantities.
Draw a Business Process Diagram for the aboveonline store transaction.
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+Business Process Model of Online Store
Transaction - Example
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Start
End
Place Order
Receive Order
Receive Invoice
Settle Payment
Ship Order
items
Good
Customer
Credit
ratingDecision Point (Exclusive gateway)
Customer
On-line store
Request payment in
Credit card
Request payment in cash
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Business Process Model of Online Store
Transaction - Example
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+Why?
How do you develop systems?
How do you manage projects?
What are some architectural trends?
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+1st Question: How Feasible is It?
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Is it a good fit?Organizational Feasibility
Will it be accepted?Operational Feasibility
Can we afford it?Economic Feasibility
Does the
capability exist?Technical Feasibility
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+2nd Question: Can We Integrate it into Our
Organization?
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Finance
Silo
Accounting
Silo
Operations
SiloData Data
Data
Paths of Integration
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+Can We...
Is there familiarity with application?
Does the application have build inknowledge of business domain?
Is there familiarity with technology?
Does it extends or uses firmsexisting technologies?
Is it a new technology?
What is the Project size?
Number of people, time, orfeatures?
Is it Compatible?
With it be difficult to integrate withexisting technology?
IT projects have a large impacts
in terms of budget or personnel
Scope
Start and end date
Temporary use of resources
Unique
Accomplish something new
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Build It? What are the Risks?
Te
chnicalFeasib
ility
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+What is the Value of the Project?
Cost-Benefit Analysis
Estimate financial impact (ROI)
Development costs
Annual operational costs
Annual benefits
Intangible costs and benefits
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EconomicFeasib
ility
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+Is the Technology Going to be Accepted?
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OperationalFeasibility
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+3rd Question: Can we Manage the Project?Can we manage the Project Management Variables
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+What is Project Management?
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+What are the Important Parts of Project
Planning?
The Project Charter
A document issued by the project initiator or sponsor that formally
authorizes the existence of a project and typically contains the:
Project scope Project objectives
Project constraints
Project assumptions
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+How do you Set Project Scope?
By Defining the work that must be completed to deliver a
product with the specified features and functions
A Good Tool:
SMART criteria are useful
reminders on how to ensure
that the project has created
understandable andmeasurable objectives
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+How do you Convert an New System?
MANAGEMENT INFORMATION SYSTEMSMGIS 321 Spring 2013
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Old System New System
Old System
New System
Old System
Old System New System
New System
Parallel
Pilot
Phased
Plunge
Risk
Technology People
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+Conversion type of projects
Converting business activity from the old system to the new1. Pilot
Organization implements entire system on single, limited unit If systems fails, it only affects limited boundary Reduces exposure
2. Phased New system installed in phases
Tested after each phase Continues until installed at entire organization Cant be used in tightly integrated systems
3. Parallel
New system runs in parallel with old system during testing
Expensive and time consuming
Data must be entered twice
Provides easy fallback position
4. Plunge Direct installation
Install new system and discontinue old
There is no backup position
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+2 MAIN BRANCHES OF PROJECT
MANAGEMENT METHODOLOGIES
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Ag i le Method ologyaims for customer satisfaction with early and
continuous delivery of useful system or software components
meeting bare minimum requirements.
Iterat ive Development
consists of a series of fast, efficient,short, lower cost projects that achieve rapid feedback and
acceptance. Its speed, size and focus account for end user
satisfaction.
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+What are the Development Methodologies?
Waterfall
Systems development life
cycle (SDLC)
Iterative
Rapid application
development (RAD)
SCRUM
Object-oriented systems
development (OOD)
Extreme programming (XP)
PD
No single process works in all
situations because of
Different requirements
Some systems whollyautomated, others are not
use augmentation system
to fill gaps
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+What do we Base our Methodology Decisions
On?
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Matching Needs
Cost of Finding Errors
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+What are the Stages of SDLC?
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+PROJECT METHODOLOGIES
Consider whether you would prefer group work with 10 people
or with three other people? Where people have to vote on what
will be done at each step? Where the vote and the step is
formally recorded in a report?
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+What do Waterfall Methodologies Look Like?
A sequential, activity-based
process in which each phase
in the SDLC is performed
sequentially
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+What the Issues with Waterfall Methodology?
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+What do Agile Methodologies Look Like?Iterative development
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+Rapid Application Design
Emphasizes extensive userinvolvement in the rapid andevolutionary construction ofworking prototypes of a system toaccelerate the systems
development process
The prototype is an essential partof the analysis phase when usinga RAD methodology
Prototype a smaller-scale
representation or working model ofthe users requirements or aproposed design for an informationsystem
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+ Participatory Design
Part ic ipatory Design
views the users, not the developers asexperts
Promotes the active involvement of users in the information
systems development process
The people destined to use the system play a critical role in
designing it
Basic Tenet of PD
The design process makes a difference for participants
Implementation of the results from the design process is likely
It is fun to participate
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Scrum Methodology
SCRUM Uses small teams to produce small pieces of deliverable
software using sprints, or 30-day intervals, to achieve an appointed
goal
Under this methodology, each day ends or begins with a stand-upmeeting to monitor and control the development effort
The term is simply borrowed from the game of rugby. In rugby, a scrum (short for scrummage) restarts a game after an accidental
interruption. Proponents of Scrum build further on this analogy by comparing the way rugby players interact with the whole team
during a scrummage, passing the ball back and forth. The hallmark of Scrum project management is its focus on teamwork and
meeting the ultimate goal one "sprint" at a time.
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Developing Successful Systems
Slash the budget Small budgets force developers and users to
focus on the essentials
If it doesnt work, kill it Bring all key stakeholders together to
evaluate and assess the software
Keep requirements to a minimum Start each project with whatthe software must absolutely do
Test and deliver frequently As often as once a week, and not less
than once a month, complete a part of the project or a piece of
software
Assign non-IT executives to software projects Non-IT
executives should coordinate with the technical project manager, testiterations to make sure they are meeting user needs, and act as
liaisons between executives and IT
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+What are the Benefits?
IT Costs
Ease of Change
Innovative Solutions
Sharing
Flexibility
Availability
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+FUBINI LAW
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+What Does Technology Do and Why Do We
Use It?
FubinisLaw
People initially use new technologies to do what they already do
only better
Then they gradually begin to use the technology to do new things These new things change the ways we live and work
The new lifestyles and workstyles change society and eventually
change technology
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+Example of Fubini Law
With affordable automobiles, a lot of people moved from cities tothe suburbs. With the WEB, one could connect with anybody, atanytime and from anywhere. Now you can telecommute and workfrom home.
With airplane, you could take a round trip from Calgary to Torontoin the same day. You could be working on the airplane as if you
were in your office by using a laptop computer.
These technologies are changing our life-styles and workpractices.
With all this information, will you be less mobile and social?
What will be the key social element that will change technology PRIVACY.
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+LEARNINGS
Marshmellow Learnings
BPM
Project Management
New system/Old system
Methodologies
Fubini Law
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Thank You
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