QSPM Lecture

IS Project ManagementIS Project Management

Program Pascasarjana, Universitas Gunadarma, Magister Management

Introduction Framework&Principles Rational Unified Process SPM Plan Suplement

IS Project Management



Introduction Framework&Principles Rational Unified Process SPM Plan SuplementIn

trod

uct

ion What is

a Project ?

A project is a temporary endeavour undertaken

to create a unique product or service

The end is reached : Project objectives are achieved, or Project is terminated

Temporary does not mean short in durationTemporary does not apply project`s products or servicesAll temporary tasks are not projectsTemporary nature of projects may apply to other aspects : The

opportunity is temporary and – The project team is temporary

Doing something which has not been done beforeThe project might have repetitive elementsThe characteristics must be progressively

elaborated : Elaboration of product characteristics must

be coordinated with project scope definitionIdeally the scope of the project should

remain constant as the product characteristics change.

Examples:•Developing a new product•Changing the structure of organization•Implementing a new design process

Operations are not projects: Operations are ongoing and repetitive

Project always begin withProblem (John J. Rakos)




Project Management Triangle

COST

Scop

e

Scedule




trod

uct

ion

Progressive Elaboration Integrates concepts of temporary and unique

As the product is unique it should be progressively elaborated.

The scope of the project should remain constant even as the product scope is progressively elaborated.

Example:

Problem analysis

Requirements specification

Software design

Coding

Testing




trod

uct

ion

Rich picture of a general software-development process(Mireles and Jacobo)




trod

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ion

What is a Project Management?

Project management is the application of knowledge, skills, tools, and techniques to project activities in order to meet project requirements

Requires to balance: Scope, time, cost and quality:

Scope/quality

Cos

t

Time

Involves stakeholders with different needs and expectations

Involves identified requirements

Management by projects is not project management.




Relationship to Other Disciplines

Project ManagementKnowledge and

Practice

Management Knowledge and

Practises

Application Area Knowledge

And Practises

Software estimation

Life cycles

Quality models

Significance of problem domain knowledge

Operations:

Planning

Organizing

Staffing

Executing

ControllingIntr

odu

ctio

n




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uct

ion

Why The Project Fail ? – John J. Rakos

Failure at The StartDo not get off the ground (without a plan)Unrealistic deadline and budget

Failure in The Development stagesAnalysis and design are not documentedThe responsibilities are not clear assigned to spesific individualsDesign, testing, and implementation methods are invaluableLack of walk-through’s and reviewMany project failures are blamed on turnoverLack of development standardBrute force techniques such as add more manpower don’t work

Failure at The EndDelivery without thorough debuggingDo not deliver the promised performanceMaintenance cost is too high Overrun in expense and schedule, unhappy users, damaged reputation, waste expensive talent, etc




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ScopeMgt

TimeMgt

CostMgt

QualityMgt

Project Integration Management

HRMgt

CommMgt

RiskMgt

ProcureMgt

Tools an

d T

echn

iqu

es

Stak

ehold

ers need

san

d exp

ectations

Core Function

Facilitating Function




Project Management FrameworkIntegration Management

Plan developmentProject plan executionOverall change control

Scope ManagementInitiationScope planningScope definitionScope verificationScope change control

Time ManagementActivity definitionActivity sequencingActivity durationestimatingSchedule developmentSchedule control

Cost Management

Resources PlanningCost estimatingCost budgetingCost control

Quality Management

Quality planningQuality assuranceQuality control

HR Management

Organizational planningStaff acquisitionTeam development

Comm. Management

Communications PlanningInformation distributionPerformance reportingAdministrative closure

Risk Management

Risk identificationRisk quantificationRisk response developmentRisk response control

Procure Management

Procurement planningSolicitation planningSolicitationSource selectionContract administrationContract close-out

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Fra

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p les Definition Analysis Design Programming System Test Acceptance Operation

RequirementsGo/no Go decisionProposal

RequirementDocument (*)(userS.O.)Analysis Proposal(User buys)Preliminaryproject plan(resource providerS.O)

Functional specificationDevelopmentProposalRe-estimate

FunctionalSpesification(user S.O)

Estimates andProject plan(re-done)

Top level design

System DesignATPRe-estimate

Design specifica.(walked thru.)

Acceptance testPlan (user s.o)

Revised estimates(done)

Module DesignCoding

Module Design(walked thru)System test Plan(Done)User Documen-Tation(started)Programs(tested)Project leader(S.O)

IntegrationTesting

Working/DebuggedSystem(Proj.Mgr S.O.)

Acceptance Test

Test Result(user S.O.)

User Supported

CutoverWarrantySell next projectPost Project Rev.Maintenance

New system Operational(user satis.)

Proposal forNext project(user buy)

AC

TIV

ITIE

S

Project Management

Reviews

Status Reports

Documentation User Training

DO

CU

ME

NT

S A

ND

(MIL

ES

TO

NE

S)

Relative Effort(PM)

(Total Staff)

(*)

PROJECT PHASE

(*) The requirements Document may or may not be part of the project

John J. Rakos




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p les The Iterative Model graph shows how the

process is structured along two dimensions




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The principles of modern software management (Royce Walker)

Base the process on an architecture-first approach

Establish an iterative life-cycle process that confronts risk early

Transition design methods to emphasize component-based development

Establish a change management environment

Enhance change freedom through tools that support round-trip engineering

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Capture design artifacts in rigorous, model-based notation

Instrument the process for objective quality control and progress assessment

Use a demonstration-based approach to assess intermediate artifacts

Plan intermediate releases in groups of usage scenarios with envolving levels of detail

Establish a configurable process that is economically scalable

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Fra

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Determine how to organize the work breakdown

Time based, i.e. planning/analysis/design/construct/ test/implement

Deliverable based, i.e. online application/data warehouse/user query tools

Geography based, i.e. Chicago Pilot Test/Midwest Region/Eastern Region

Other …

Any breakdown should end up covering all the work

Sequencing not important for WBS




Work Breakdown Structure

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SIA PROJECTSIA PROJECTLevel 0

Level 1

Level 2

Level 3

0.0

DEFINITIONDEFINITION

ANALYSISANALYSIS

DESIGNDESIGN

PROGRAMMINGPROGRAMMING

SYSTEM TESTSYSTEM TEST

ACCEPTANCEACCEPTANCE

OPERATIONOPERATION

1.0 2.0 3.0 4.0 5.0 6.0 7.0

RequirementDocument

RequirementDocument

Feasibility Study

Feasibility Study Risk AnalysisRisk Analysis Pre. Project

Plan

Pre. Project Plan ProposalProposal Negotiate

Proposal

NegotiateProposal

1.1 1.2 1.3 1.4 1.5 1.6

InterviewsInterviews AnalyseExisting Sys.

AnalyseExisting Sys.

Define NewSys. Function

Define NewSys. Function

Write Funct.Specification

Write Funct.Specification

NegotiateFunc. Spec.

NegotiateFunc. Spec.

2.1 2.2 2.3 2.4 2..5

OfficeManager

OfficeManager

WarehouseSupervisor

WarehouseSupervisor RegistrarsRegistrars CEOCEO AccountantAccountant

2.1.1 2.1.2 2.1.3 2.1.4 2.1.5




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Stop? Some person (or group for larger project) can take responsibility

for the task, or to accomplish the activities involved You can get rough estimate of the effort (person days) needed to

perform the activity (or activities involved) You can schedule the task The task must be small and able to be completed

Estimate (person-day) 2 2 1 1 3 2

Total 11 days

RegistrationSystem

RegistrationSystem

WarehouseSystem

WarehouseSystem

CEO’sBusiness

CEO’sBusiness

Accountant’sBusiness

Accountant’sBusiness DocumentsDocuments Data

Flow

DataFlow

AnalysesExisting Sys.

AnalysesExisting Sys.




Mind-Mapping Approach




1.0 Concept1.1 Evaluate current systems1.2 Define Requirements

1.2.1 Define user requirements1.2.2 Define content requirements1.2.3 Define system requirements1.2.4 Define server owner requirements

1.3 Define specific functionality1.4 Define risks and risk management approach1.5 Develop project plan1.6 Brief Web development team

2.0 Web Site Design3.0 Web Site Development4.0 Roll Out5.0 Support

Intranet WBS in Tabular Form




Intranet WBS and Gantt Chart in Project 2000




Fra

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sized project) then collate all the estimate and precedent, as follows

ACTIVITY EFFORT PRECEDENTS

Definition 20 -

Analysis 35 Definition

Design 25 Analysis

Program A (Control) 20 Design

Program B (Registration) 30 Design

Program C (Warehouse) 25 Design

System Test 10 Program A, B, C

Documentation 20 Design

Acceptance 5 System Test, Documentation

Training 10 Documentation

Operation 10 Acceptance

TOTAL 210

Note:This example only the progranning had sub-component. If there are any sub-component of any other major activity avaliable, they would also be listed

NetworkDiagram




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STRT0

DEF20

ANAL35

DES25

PGMB30

SYS TST10

ACC5

OPER10

END0

PGMA20

Doc20

PGMC25

Train10Precedence Network

Another Format ….. Activity on Arrow

0

1Activity n

t




Critical Path Method

1 2A

10 day

3

4 5

6 7

B C

G

D

E

F

5 day

3 day

4 day

6 day

3 day

5 day

0 10

0 + 10 15

10 + 5

13

10 + 3

17

13 + 420?

17 + 3

21?

15 + 6

21 26

21 + 5





1 2A

10 day

3

4 5

6 7

B C

G

D

E

F

5 day

3 day

4 day

6 day

3 day

5 day

0 10

15

13 17

21 26

2621

26 - 5

15

21 - 6

1821 - 3

14

18 - 4

11 ?

14 - 3

10 ? 15 - 5100

10 - 10





1 2A

10 day

3

4 5

6 7

B C

G

D

E

F

5 day

3 day

4 day

6 day

3 day

5 day

0 10

15

13 17

21 26

2621

15

1814

100

Project Duration : 26 day

: Critical path

QSPM Lecture

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