Project Management
Development project artifacts (products)
Development of a new software system
Enhancement or upgrade of an existing system
Integration of software into existing environment
Projects constrained by schedule and resources
Project novelty presents great challenges
Different products are produced
Different activities required for varying schedules
Different resources are used
Object-Oriented Analysis and Design with the Unified Process
2
Project Success Factors
Development projects produce software systems
Projects are wide ranging
Simple Web sites
Implementation of real-time business applications
Issues complicating project management
Sophisticated business needs
Changing technology
Integrating OS, support programs, and new systems
Project success rate very low: 28 percent as of 2000
Object-Oriented Analysis and Design with the Unified Process
3
The Role of the Project
Manager
Project manager coordinates project development
Specifications in a detailed plan at project inception
Activities that must take place
The deliverables that must be produced
Resources needed
Project manager accountable for success or failure
Project manager has internal/external responsibilities
Many career paths lead to project management
Object-Oriented Analysis and Design with the Unified Process
4
Project Management
Knowledge Areas
The Project Management Institute (PMI)
Professional organization promotes project management
PMI provides extensive support material and training
Defines specialist’s body of knowledge (BOK)
PMBOK organized into nine knowledge areas
PMBOK principles to be applied to iteration activities
Object-Oriented Analysis and Design with the Unified Process
5
Project Management within the
Unified Process
Project management is a support business discipline
Project management tasks prominent at inception
Other important disciplines of inception phase
Business modeling
Environment
Requirements
Design
Object-Oriented Analysis and Design with the Unified Process
6
Figure 3-2
UP Phases and Iterations with Disciplines
Object-Oriented Analysis and Design with the Unified Process
7
The Unified Process and the
Inception Phase
Inception phase of the UP has (5) objectives
Identify the business need for the project
Establish the vision for the solution
Identify scope of the new system and the project
Develop preliminary schedules and cost estimates
Develop the business case for the project
Inception phase may be completed in one iteration
Object-Oriented Analysis and Design with the Unified Process
8
Business Modeling and the
Inception Phase
Primary purpose: understand business needs
Chief activities
Understand the business environment
Create the system vision
Create business models
Business modeling interwoven with requirements
Object-Oriented Analysis and Design with the Unified Process
9
Understanding the Business
Environment
Objective: understand project operational context
Initial document: statement of business problem
Two follow-up activities
Considering needed interfaces to other systems
Evaluating existing architecture
Criticality of performing stakeholder analysis
Stakeholders: people with an interest in the system
Users, sponsors and support staff
Object-Oriented Analysis and Design with the Unified Process
10
The Stakeholders for Rocky
Mountain Outfitters
Identify all of the stakeholders
Most important executive stakeholders
RMO project sponsor: VP William McDougal
Executive stakeholders: John and Liz Blankens
Other stakeholders
Operational users such as sales reps and mail
Warehouse workers
Technical staff
Object-Oriented Analysis and Design with the Unified Process
11
Creating the System Vision
Purpose: justify strategic importance of new system
Clear vision statement includes (3) essential pieces
Precisely specified objective(s)
Concrete (dollar value) benefits tailored to sponsors
System capabilities meeting objective(s)
Project charter: defines need, objective, benefits, scope
System vision
Statement of business need
Stakeholder analysis form
Object-Oriented Analysis and Design with the Unified Process
12
Figure 3-6a
Objectives, Business Benefits, and System Capabilities
Object-Oriented Analysis and Design with the Unified Process
13
Figure 3-6b
Objectives, Business Benefits, and System Capabilities
Object-Oriented Analysis and Design with the Unified Process
14
Creating Business Models
Three major areas normally require business models
Business events
Business processes
Information repositories and flows
Business models tied to system requirements
Model format and rigor vary with each project
Object-Oriented Analysis and Design with the Unified Process
15
Environment and the Inception
Phase
Discipline concerned with development environment
Several activities are included
Select and configure the development tools
◘ IDEs and CASE
Tailor the UP development process
Defining the rigor of a project
Provide technical support services
Object-Oriented Analysis and Design with the Unified Process
16
Figure 3-7
Sample Criteria for Defining Rigor of Project Controls
Object-Oriented Analysis and Design with the Unified Process
17
Finalizing the System and
Project Scope
System scope: defines capabilities of new system
Project scope: describes how project is to be built
Provides disposition toward staff training
Provides data conversion information
Sets parameters for quality control
System scope is part of the larger project scope
Essential use case model helps delineate scope
Essential use case list attached to the project
Object-Oriented Analysis and Design with the Unified Process
18
Figure 3-9
Sample Essential Use Case List for RMO
Object-Oriented Analysis and Design with the Unified Process
19
Developing the Project and
Iteration Schedule
Development team sets schedule for project and
iterations
Tasks involved in scheduling:
Develop the work breakdown structure (WBS)
Develop the schedule
Develop resource requirements and staffing plan
Object-Oriented Analysis and Design with the Unified Process
20
Developing the WBS
Two general approaches for building a WBS
By deliverable timeline
By a sequential timeline
Four techniques for identifying WBS tasks
Top-down: Identify major activities first
Bottom-Up: List all tasks first and organize later
Template: Use standard template of tasks
Analogy: Copy tasks of similar completed project
Object-Oriented Analysis and Design with the Unified Process
21
Developing the Schedule
Project schedule orders all activities and tasks
Building the schedule
Identify dependencies between the tasks on WBS
Estimate the effort that each task will require
Dependencies: identify related tasks
Finish-start relationships
Start-start relationships
Finish-finish relationships
Scheduling tool: Microsoft Project
Object-Oriented Analysis and Design with the Unified Process
22
Entering the WBS into MS
Project
Two types of charts used to show project schedule
PERT/CPM chart
Gantt chart
Charts show same information in different formats
Key metrics
Critical path
Slack time, or float
Milestones
Object-Oriented Analysis and Design with the Unified Process
23
Figure 3-11
Entering the WBS Into MS Project
Object-Oriented Analysis and Design with the Unified Process
24
Figure 3-13
Gantt Chart of RMO’s Inception Iteration
Object-Oriented Analysis and Design with the Unified Process
25
Develop the Resource
Requirements and the Staffing
Plan
Core team members very active in inception iteration
Most early tasks are project management activities
MS Project allows several ways to input resource
information
Formula for effort: Effort = Duration x Persons
Object-Oriented Analysis and Design with the Unified Process
26
Figure 3-16
Entering Resources for the Scheduled Tasks
Object-Oriented Analysis and Design with the Unified Process
27
Identify Project Risks and
Confirm Project Feasibility
Feasibility analysis: verifies project viability
Activities used to evaluate a project’s feasibility
Assess the risk to the project (risk management)
Determine the organizational/cultural feasibility
Evaluate the technological feasibility
Determine the schedule feasibility
Assess the resource feasibility
Perform cost/benefit (economic) analysis
Object-Oriented Analysis and Design with the Unified Process
28
Assessing the Risks to the
Project (Risk Management)
Feasibility analysis also includes risk management
Risk management: identify potential trouble spots
Organize potential problems in risk matrix
Project manager bases two strategies on matrix
Preventing the negative event
Developing a contingency plan
Object-Oriented Analysis and Design with the Unified Process
29
Figure 3-17
Simplified Risk Analysis
Object-Oriented Analysis and Design with the Unified Process
30
Determining Organizational
and Cultural Feasibility
Identify organizational and cultural risks
Some potential human risks impacting new system
Low level of computer competency among employees
Perceived shifting of organizational power
Fear of employment loss due to increased automation
Reversal of long-standing work procedures
 One way to counter risks: training sessions
Object-Oriented Analysis and Design with the Unified Process
31
Evaluating the Technological
Feasibility
Staffing should have technological proficiency
Solutions to problem are straightforward
Provide additional training
Hire consultants
Hire more experienced employees
Possibly alter scope and approach of the project
Realistic assessments speedup corrective response
Object-Oriented Analysis and Design with the Unified Process
32
Determining the Schedule
Feasibility
Development of project schedule involves high risk
Assumptions and estimates made without adequate
information
Adaptive projects very susceptible to schedule risks
Project managers use milestones to evaluate pace
and compensate for slippage
Contingency plans help reduce the risk of slippage
Object-Oriented Analysis and Design with the Unified Process
33
Assessing the Resource
Feasibility
Human and other resources to assess
Primary resource consists of team members
◘ Systems analysts, system technicians, users
Support staff
Computer resources and physical facilities
Factors adversely impacting human resource
Lack of required people skill sets
Relocations or departures
Object-Oriented Analysis and Design with the Unified Process
34
Determining the Economic
Feasibility
Economic feasibility consists of two questions
Does anticipated value of benefits exceed project costs?
Is there adequate cash flow to fund the project?
Cost/benefit analysis determines economic feasibility
Developing cost/benefit analysis is a three-step process
Estimate anticipated development and operational costs
Estimate the anticipated financial benefits
Subtract costs from benefits
MS Project supports cost/benefit analysis
Object-Oriented Analysis and Design with the Unified Process
35
Figure 3-18
MS Project Showing Project Labor Costs
Object-Oriented Analysis and Design with the Unified Process
36
Figure 3-22
Net Present Value, Payback Period, and Return on Investment for RMO
Object-Oriented Analysis and Design with the Unified Process
37
Completing the Inception Phase
Inception activities are project foundation
Summary of key deliverables of inception
Project charter package
Essential use case list
Project schedule
Cost/benefit analysis
Project feasibility and risk analysis
General scope and approach should be clearly defined
Scope and essential use case lead to elaboration phase
Object-Oriented Analysis and Design with the Unified Process
38
Project Monitoring and
Control
Maintaining pace requires periodic adjustments
Methods for overseeing UP phases
Manage and control plan (schedule and deliverables)
Manage and control internal/external communications
Manage and control the risks and outstanding issues
Schedules should balance flexibility with firm targets
Project manager is communication gateway or nexus
Project manager should maintain log of open issues
Object-Oriented Analysis and Design with the Unified Process
39