GiPHouse Radboud University Nijmegen R&D System Development Management 1 Theo Schouten 2009.

1GiPHouseRadboud University Nijmegen

R&D System Development Management 1

Theo Schouten2009


Lectures

• 8 lectures of 2 hour– some by guest speakers

• 2 hour written examination– no books or documentation

• based on:– Software Engineering – A practitioner’s Approach:

European Adaptation, sixth edition , Roger S. Pressman

– sheets of the presentations– extra treated concepts and theories


GiPHouse

• practical work of R&D SDM1 (4 ec)– management of the software house and its

projects

• serious participation needed– pass or fail– more differentiation– prerequisite for written examination


Aim

• SDM1 has the aim that the student obtains all the professional skills of an IT project leader.

• SDM1 resembles the phase in an IT career in which the project leader takes responsibility for the management of a software development project.

• and/or responsibility for the management of the company

• Within GiPHouse students aim at two goals: – realizing their own personal development goals, and – delivering a high quality system.– focus on teamwork


Role

• Role differentiation, typical for knowledge workers

• control by reviewing against quality criteria– judged by other students and customers

• teachers are more at a “distance”– more for the managers– design and follow the process


Scope

• Within SDM1 we address the project management aspects of the whole life cycle of a system development project:

• from definition study through system design, system development and system implementation all the way to the maintenance of a system in an operational environment.


New: more managers

• Improving the company– handbooks, activity templates, intra-net, etc– PR, customers, HBO-VWO students– collaboration server facilities– differentiated final rating

• Preparing the future– projects for the next spring semester– reduction 9 tot 6ec next spring– GiP International


Course Subjects• Project management• Project planning– Business Planning, Technical Planning

• Rolls of– Project manager, Quality manager, Contract Owner,

Public Relations Manager, Director• Planning methods– PERT, CPM, Work Breakdown structure, Gantt-charts

• Quality Management• Risk Management• Metrics• Component Based Development


Project management

• What is project management?• What makes management of software

development so special?• Which roles are there?• Which steps do you have to take?

• What is a project?

Chapter 1 and 21 of book


What is project management

• ‘ ..it involves the planning, monitoring and control of the people, process and events that occur as software evolves from a preliminary concept to an operational implementation. ’ (Dilbert)

• ‘ .. The role of the ‘manager’ is to plan, organize, staff, direct and control. He or she deals with ideas, things and people.’ (Tomayko and Hallman, 1989)

• Care that every stakeholder stays happy


North Sea Project Cost History

North Sea Project Cost History

0,5

0,6

0,8

1,0

2,0

4,0

8,0

10,0

‘71 ‘72 ‘73 ‘74 ‘75 ‘76 ‘77 ‘78 ‘79 ‘80 ‘81 ‘82 ‘83 ‘84 ‘85 ‘86 ‘87 ‘89 ‘90

• Brent BBrent B

• Brent CBrent C

• DunlinDunlin

• Statfjord AStatfjord A

• Frigg IVFrigg IV

• ValhallValhall

• LemanLeman• Fulmar GasFulmar Gas

• Inde M&NInde M&N

• Brent CBrent C• Frigg I&IIFrigg I&II

• Brent DBrent D

• Ekofisk IVEkofisk IV

• MurchisonMurchison

• Statfjord BStatfjord B

• OdinOdin• FulmarFulmar

• Ekofisk IIEkofisk II

• Ekofisk IIIEkofisk III

• N. CormorantN. Cormorant • ClydeClyde • TernTern• EiderEider

Year of appropriation estimate

Fina

l or

fore

cast

cos

t/es

tim

ate


Challenges

Cost Overruns

Sometimes43%

Usually37%

Always4%

Never4%

Rarely12%

Sometimes

Usually

Always

Never

Rarely

Late Delivery

Sometimes51%

Usually31%

Always1%

Never2%

Rarely15%

Sometimes

Usually

Always

Never

Rarely

Late Delivery

Sometimes51%

Usually31%

Always1%

Never2%

Rarely15%

Sometimes

Usually

Always

Never

Rarely

(Van Genuchten 1991)Reasons?


Reasons for cost/delay overrun

• Human capacity:– Not available due to: overruns in previous or other

projects, needed for unplanned activities

• Human related:– too little experience with e.g. development environment– more inexperienced then experienced people, wrong mix

• Input-requirements related:– requirements too late, too little quality– specifications for COTS or other hardware too late, too

little quality– changing requirements during the project


further• Product (technology) related

– changing interfaces with environment– software complexity underestimated– more problems with performance of memory limitations– more software failures (bugs) than planned– product wrongly designed, redesign is needed

• Organization related– less continuity in project team members– more interruptions than planned– more influence/interruption of quality assurance activities– bureaucracy

• Tools related– Development or test tools too late or not adequate– Needed releases too late or with too many errors


% of reasons of overruns

Verdeling van redenen voor verschil tussen oorsponkelijke plenning en daadwerkelijk resultaat (N=113)

Capaciteit gerelateerd

40%

Product gerelateerd

31%

Personeel gerelateerd

6%

Input gerelateerd20%

Tools gerelateerd

2%Andere redenen

1%


Implementation benchmarks

Reporting

Application Portfolio Management

Enhancements/Upgrades

Software Functionality

Process Reengineering

Business Performance

Stage/Transition

Ongoing Support

Ownership(of Benefits and Other)

Discipline

Project Team

Prioritization/Resource Alllocation

Internal Staff Adequancy

Training

Change Management

0 2 4 6 8 10 12 14 16

% of Mentions

People 51%

Process 19%

Technology 19%

Obstacles until “go-live” Obstacles after “go-live”

Reporting

Data

Enhancements/Upgrades

Application Portfolio Management

Software Functionality

Benefit Realization

Stage/Transition

Process Reenigineering

Program Management

Discipline

Ownership (of Benefits and Other)

Consultants

Top Management Support

Prioritization/Resource Allocation

Training

Project Team

Internal Staff Adequancy

Change Management

% of Mentions

0 2 4 6 8 10 12 14 16

People 62%

Process 16%

Technology 12%


Cost overrun in real project

106,4 K€

140,1 K€

Applicatie-consultancy

Ontwerp en bouwM / I / C

Onvoorzien

PM

246,5 K€Original estimation

231,9 K€

141,0 K€

Applicatie-consultancy

Ontwerp en bouwM / I / C

Wijzigingen / AanvullingenM / I / C

143,4 K€

-15,7 K€Creditering

Onvoorzien

104,0 K€

Realisation

604,6 K€

125,5 K€

0,9 K€

143,4 K€

104,0 K€

-15,7 K€

More

358,1 K€

44,9 K€ - unittesten + verfijnen setup51,7 K€ - integratie- en acceptatietest22,2 K€ - overgangsactiviteiten 6,7 K€ - overigen

54,9 K€ - rapporten18,0 K€ - interfaces70,5 K€ - conversies

72,0 K€ - conversietest32,0 K€ - nazorg na livegang


specific to software management?

• Software is a creative product based on human ideas, concepts and models; it has no natural limits

• Software develops during the process• Software engineering is relative young; measuring is difficult• Developed software needs acceptance by users in their

environments• User requirements change during the development• Fixing the design is a balancing act between user acceptance

and project control possibilities• Design is based on concepts and ideas, not on fixed or well

known building blocks• It is difficult to detect bugs during the development process• Communication and interaction with legacy systems and

COTS increases


People, Process & Technology

People

Technology Process

Processes require a well fitting and performing system

Systems limit but also challenge processes

People need to know how to manage the system

Technology requires skills and new roles in organisations

The ideal process requires a skilled organisation

Processes based on the skills of people


Which roles(depending on phase and size/complexity of a project)• Sponsor• Project manager• Technical project leader• Integration manager• Quality assurance manager (intern vs extern)• Risk manager• Test coordinator• Team leader• Software engineer• Business analyst• Technical specialists• Communication/PR manager


Project roles

Steering Committee

Project Steering Committee

Project Sponsor

Project Manager(s)

Functional/Process Groups(User Focal Points)

Technical Project Leader

User Group 1 User Group 2 User Group n…..Analysts Designers Programmers


Example, people, phases, time

Fase / Stap Fas

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%:

fase

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: re

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Fas

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: in

voer

ing

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t in

%:

fase

1b

Fas

e 1b

: on

twer

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Fas

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: re

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Fas

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: in

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%:

fase

2

Fas

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ont

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Fas

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rea

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Fas

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invo

erin

g

ManagementProjectmanager 6 40% 16 26 8 50% 25 35 10 60% 30 45 12Steering committee 1 1% 1 1 1 1% 1 1 1 1% 2 1 2

ConsultantsConsultant Financieel sr GL / AP / AR / FA 0 40% 16 26 8 20% 10 14 4 0% 0 0 0Consultant Financieel jr AP / AR / FA 0 60% 24 39 12 20% 10 14 4 20% 10 15 5Consultant Logistiek sr PO / INV / config 0 0% 0 0 0 80% 40 56 16 30% 15 23 7Consultant Logistiek jr BOM / WIP 0 0% 0 0 0 60% 30 42 12 40% 20 30 10Consultant sr OM / advanced pricing / WMS 0 0% 0 0 0 60% 30 42 12 40% 20 30 10Consultant sr CRM 0 0% 0 0 0 40% 20 28 8 60% 30 45 14Consultant jr Sales / Contracts 0 0% 0 0 0 40% 20 28 8 60% 30 45 14Database specialist testmachine 0 40% 16 26 0 0% 0 0 0 0% 0 0 0Coördinatie bouw 0 10% 4 7 2 10% 5 7 2 10% 5 8 2

Totaal Management / Consultants

doorlooptijd in weken (per fase / stap) 6 8 13 4 10 14 4 10 15 12doorlooptijd in dagen (per fase / stap) 30 40 65 20 50 70 20 50 75 60

ImplementationImplementationDefinitionDefinition DesignDesign ConstructionConstruction


Which plans ?•Business planning

–Goals and vision

–Requirements Analysis

–Project plan

•Technical Planning

–Program Master plan

–Management plan

–Development plan

–Configuration Management plan

–Quality Assurance plan

–Maintenance plan

–Test plan

–Integration plan

–Documentation plan

–Transition plan

–Firmware development plan


End remarks

• Project management has to do with human factors• People, process en technology influence the success• Project tracking & tracing is important• Project management is not a science, it is based on

experience• There are different – methods to plan and manage– ways to organize projects– ways to guard the quality of projects

These are topics treated in SDM1

GiPHouse Radboud University Nijmegen R&D System Development Management 1 Theo Schouten 2009.

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Transcript of GiPHouse Radboud University Nijmegen R&D System Development Management 1 Theo Schouten 2009.