Overview
Unified Process (UP) development methodology
Consists of phases, iterations, and disciplines
Provides framework for project definition and
execution
Project management: critical support discipline
Project Management prominent in inception phase
Tasks include monitoring and controlling projects
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3.1 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
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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
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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
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Figure 3-1
Various Roles of Project Managers
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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
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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
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Figure 3-2
UP Phases and Iterations with Disciplines
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3.2 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
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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
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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
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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
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Figure 3-5
Sample Stakeholder Analysis Form for RMO
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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
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Figure 3-6a
Objectives, Business Benefits, and System Capabilities
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Figure 3-6b
Objectives, Business Benefits, and System Capabilities
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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
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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
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Figure 3-7
Sample Criteria for Defining Rigor of Project Controls
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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
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Figure 3-8
System Scope and Project Scope
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Figure 3-9
Sample Essential Use Case List for RMO
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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
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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
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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
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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
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Figure 3-11
Entering the WBS Into MS Project
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Figure 3-13
Gantt Chart of RMO’s Inception Iteration
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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
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Figure 3-16
Entering Resources for the Scheduled Tasks
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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
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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
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Figure 3-17
Simplified Risk Analysis
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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
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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
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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
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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
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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
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Figure 3-18
MS Project Showing Project Labor Costs
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Figure 3-22
Net Present Value, Payback Period, and Return on Investment for RMO
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3.3 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
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3.4 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
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Summary
Project management processes: initiating, planning,
monitoring, controlling, closing
Project manager is liaison and project focal point
Project Management Institute divides knowledge into
nine major areas (PMBOK)
Develop skills managing integration, scope, cost,
quality, communication, human resources, risk, and
procurement
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Summary (continued)
Unified Process (UP): methodology for software
development
UP basic premise: software developed in iterations
Iteration: mini-project
Four phases: inception, elaboration, construction,
and transition
Phases include development activities, called
disciplines
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Summary (continued)
Nine disciplines in UP
Chief inception phase disciplines: (1) business
modeling (2) environment (3) project management
After inception, project manager tracks and
controls project
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