INTERNATIONAL
SOFTWARE DEVELOPMENT
1DT046
The Lifecycle of A Large System
Integration Project
Mingsen Guo 郭明森
School of Software Engineering
Tongji University, Shanghai China
INTRODUCTION
IS “WHO AM I?”
A VALID QUESTION?
ME
BS Mathematics/Computer Science Dept., Fudan University 1965-1970
Lecturer Computer Science Dept./Computer Center, Fudan University 19701983
Visiting Scholar Computer Science Dept., University of Florida USA 19831985
MS EE & CE, University of Florida USA 1985-1987
PHD EE & CE, University of Florida USA 1987-1990
Staff Engineer, Bull HN, Phoenix, Arizona USA 1990-1996
Chief Engineer, Motorola, Phoenix, Arizona USA 1996-2004
Visiting Professor, School of Software Engineering, Tongji 2005--present
Mingsen Guo
Office Room 1334
Email:
guolucas@yahoo.com.cn
Mobile: 0764197585
SYLLABUS
A. COURSE DESCRIPTION
This course is a practical introduction to the major concepts
in project management and software development in an international
environment via a large-scale system integration project: Beijing
Capital International Airport Terminal System II (BCIA CATS-II).
It mainly addresses project management with some technical aspects,
which covers all areas in the lifecycle of a large software project,
from presale activities, bidding process, program management, team
building, process, quality control, requirement and risk management,
to system architecture, design, implementation, testing, system
delivery, training, maintenance services and documentations. The
very important CMM (Capability Maturity Model) concept is also
introduced. Instead of presenting them individually, the content of
each topic may scattered in appropriate steps of the project, where it
is more appropriate.
The personal rich experiences in depth in many projects
around the world shall give students a broad and practical view of
software business, and cultural impacts for international software
development. Students shall be able to review the knowledge learnt
in many courses in software engineering, system and database design,
coding, and testing, and to combine them systematically and
practically, which hopefully may help students in their career
development in the future.
Nowadays the world is getting smaller and smaller. Business
across countries gradually becomes the only model to success.
Different countries means different cultures. We would not say that
one culture is good or bad, not even one culture is better than another.
However, cultures do impact on the success or failure of project and
sometime business. Wherever suitable, stories of cultural impact in
my personal experiences will be illustrated.
B. TENTATIVE OUTLINE

Introduction to the course and syllabus

Airport Operational System Integration Project Overview

Presale Activities: customer relation and bidding

Program/Project Planning

Software Development Processes,

Requirement (scope) and Risk Management

Time/Cost and Estimation

Capability Maturity Method (CMM)
C. SCHEDULE
Week
Date
1
6/9
Introduction of the course and Airport Project
2
6/10
Airport Operation and SI
2
6/11
Requirement Management
2
6/12
Requirement Management
2
6/16
Requirement collection / Presale and 4P Management
2
6/17
Requirement collection / Presale and 4P Management
2
6/18
Process & Planning
2
6/19
Process & Planning
2
6/23
Risk Management
2
6/24
Time & Cost Estimation
2
6/25
Time & Cost Estimation
2
6/26
CMM (Capability Maturity Model)
2
6/30
CMM (Capability Maturity Model)
2
7/1
Project Presentation
2
7/2
Project Presentation
2
7/3
Final Exam
2
2
3
4
Content
Hours
Project/Exam
Project starts
Project Due
D. MATERIALS & REFERRENCES
PPT slides
Will be available on the web
References:
1.
2.
3.
4.
5.
6.
“CMM Implementation Guid”, Kim Cputo, 2002 Addison-Wesley Publishing
Company
“CMM In Practise”, Richard Murch, 2002 Addison-Wesley Publishing Company
“Managing Software Requirements, A United Approach”, Dean Leffingwell & Don
Widrig, 2002 Addison-Wesley Publishing Company
“Project Management”, Richard Murch, 2002 Prentice Hall Inc.
CMMI materials at http://www.sei.cmu.edu/cmmi/cmmi.html
Other books in IT project management
E. PROJECT
Project :
This project exercises one of the most important
process in a software development project: The Software
Requirement Collection and Analysis.
In this project, I will be the system and hardware
designer and provide you the hardware description and system
functions.
Students are divided into groups (two/three persons
per group). Each group is required to write a Software
Requirement Specification.
There will be two question/answer sessions for
requirement collection/analysis. Finally groups will be
randomly selected for presentation at the end of the semester.
Details will be given later before the project starts
F. SCHEDULE
Monday -- Thursday:
10:15 – 11:00, 11:15 – 12:00
G. SCORE DISTRIBUTION
Project:
Exam
Initiative:
60
30
10
TOTAL:
100
H. STUDENT HOUR
Two afternoon per week (Tuesday & Thursday) are located to
students regarding course related questions, feedbacks, or whatever
you are interested in. You may sign up an appointment during the
course hours. Each appointment will be approximately 30 minutes.
08/06/10
1:30-2:00
2:00-2:30
2:30-3:00
3:00-3:30
3:30-4:00
Name
Topic
Phone#
WHAT IS THE MOST
STUPID QUESTION
IN THE WORLD?
The Life Cycle of A Large System Integration Project
AIRPORT SYSTEM CATS-II
CHALLENGE OF AIRPORT BUSINESS
ATC
Landside
Airside
DCS
FIDS
Ramp Services
Gate
Management
BHS
Communication
VDGS
Inquiry
Building
Automation
Resource
Allocation
Consumption
Tracking
BHS
Information
Center
Property &
Inventory
Security Entry
Accounting
Real Estate
Parking &
Follow Me
Administration
Monitor &
Control
Emergency
Control
Security Management
Security
WHY SYSTEM INTEGRATION
INTEGRATED
NO INTEGRATION
25000 events for
450 flights/day
ATC
GBAS
FIDS
DCS
How many phone call?
ROC
BAS
BHS
CKAS
手动或半自动子系统
How many human mistakes?
Higher efficiency
Higher throughput
Decision support
•Flight dynamic status
•Devices real time status
•Financial status
•Subsystem status
ENTERPRISE-WIDE REAL TIME
INFORMATION SHARING
BUSINES
S
ACCOUNTIN
G
CARGO
AIRSITE
GBAS
CKAS
CATERING
D
ATC
D
L
E
FIDS
W
A
I
R
M
E
DCS
ROC
LANDSITE
BBS
PASSENGER
BHS
BAS
CUSTOMER,
IMMIGRATION
QUARANTINE
POLICE
MANAGEMENT
HR
MECHANICS
MERCHANDIS
E FLOW
TREND OF SYSTEM INTEGRATION
IN AIRPORT BUSINESS
• The first integrated design
• Result of aviation fast growth
Hong Kong
• IT dream realized
• All control from a control room
Transport World, June 1999
Kuala Lumpur
Beijing
Inchon
Shanghai
Guangzhou
The Asia Airport Operation Model
Becomes The New Standard Worldwide
MASTER SYSTEM INTEGRATOR
Master System Integrator (MSI) v.s. System Integrator
MSI is responsible for the whole system, including hardware, network,
software, tender for subsystems, interfaces, subsystems acceptance,
applications
Advantages using MSI
Disadvantages not use MSI
• It is an international standard
model for large system
integration
• Customer is relieved and
concentrates on organizational
change to fit for the system,
resulting in a efficient use of the
system and services
• It is safe with out any risks
• Predictable budget
• Customer is responsible for all
subsystems
• Customer is responsible the
coordination of all participants
and activities
• Customer usually do not have
the expertise and experiences
• High risks
• Budget reduction at the
beginning, but eventually higher
cost
BCIA GROUP ORGANIZATION
BCIA GROUP
机场
集团公司
LOGISTIC
货运
物流
机务
INVESTMENT
MICHANICS
投资
DEVELOP
& PLANNING
燃料
发展规划
IT
房地产
信息技术
扩建指挥部
机场股份公司
BCIA LIMITED
FUEL
REAL ESTATE
EXTENSION
CARGO
BCIA CORPORATED LIMITED
机场股份公司
审计部
营
运
管
理
部
运
行
保
障
部
商
业
管
理
部
航
空
安
全
部
独立董事
董事会
董事会秘书室
质
量
安
全
部
物
产
管
理
部
信
息
技
术
部
商
贸
分
公
司
古董大会
停
车
楼
分
公
司
广
告
分
公
司
规
划
发
展
部
财
务
部
北
服京
务空
公港
司地
面
北
设京
备维
公博
司空
港
人
事
行
政
部
北
服京
务机
公场
司餐
食
党
群
工
作
部
空北
港京
服空
务港
公华
司夏
ARCHITECTURE OF AIRPORT
ENTERPRISE
Operation Center
Emergency Center
Server Center
Network Center
Mechanics
Wireless App
Catering
OP
ERP
CRM
Applications
Government
Regulations
Fuel
Sub
Cargo
Sub
ATC
OP
Sub
FUEL
LG
Sub
FIREWALL
Intra Web Platform
Internet Web
Platform
Wireless
Applications
SYSTEM ARCHITECTURE
BHS
OPERATION CENTER
WORKSTATION
ATC
CKAS
FIMS
BPAS
BCAS
GBAS
NET A
NET B
ATM
ATM
GBIA
FWALL
A
外航
TC
NWM
DISK AODB
WORKSTATION
ATM
B
WORKSTATION
ATM
FIMS
离港
BAS
广播
票务中心
SITA
VDGS
MC
MAJOR SUBSYSTEMS & APPS
SUBSYSTEMS
APPLICATIONS
FIDS: Flight Information Display
RSM: Ramp Service Management
BHS: Baggage Handling
GII: General Information Inquiry
DCS: Departure Control
SR: Statistics & Report
BAS: Building Automation
……
VDGS: Visual Docking Guide
TOOLS
ATC: Air Traffic Control
OM: Operation Administration
FIMS: Flight Information Management
SM: System Administration
CKAS: Check-in Counter Allocation
……
GBAS: Gate & Bay Allocation
REMOTE ACCESS
BCAS: Baggage Carousel Allocation
Beijing Airline Ticketing Office
BPAS: Baggage Pier Allocation
North Bureau of Aviation
……
……
EVENTS
FLIGHT SCHEDULE
RESOURCE ALLOCATION
FACILITY STATUS (AUTO)
LONG TERM (SEASONAL) SCHEDULE
CHECK IN COUNTER ALLOCATION
BHS DEVICE STATUS
(CAROUSEL/PIER)
NEXT DAY SCHEDULE
CAROUSEL ALLOCATION
FIDS DEVICE STATUS
CURRENT DAY SCHEDULE
BATE/BAY ALLOCATION
BAS DEVICE STATUS
…
PIER ALLOCATION
SCADA DEVICE STATUS
…
CASS DEVICE STATUS
FLIGHT AMENDMENT
NEW FLIGHT
FDA DEVICE STATUS
FLIGHT DELAY
OPERATION DATA COLLECTION
VGDS DEVICE STATUS CHANGE
FLIGHT CANCEL
RSMS DATA
BHS DEVICE STATUS CHANGE
FLIGHT RETURN
DCS FLIGHT LOADING INFO
400HZ DEVICE STATUS CHANGE
FLIGHT RESTORE
CAR PARKING DATA
SUBSYSTEM STATUS CHANGE
FLIGHT DIVERT
VGDS ON/OFF TIME
…
AIRCRAFT TYPE CHANGE
400HZ ON/OFF TIME
AIRCRAFT CHANGE
COUNTER OPEN/CLOSE TIME
CODE SHARING CHANGE
LDCS BOARDING STATUS
COUNTER STATUS CHANGE
FLIGHT SPLIT/COMBINE…
WEATHER
PARKING BAY STATUS CHANGE
ENTER CORRIDOR
FIRST BAG ON CAROUSEL
RUNWAY STATUS CHANGE
ETA OF ARRIBAL
LAST BAG ON CAROUSEL
BOARDING BRIDGE STATUS CHANGE
ATA OF ARRIVAL
BAS COMSUMPTION DATA
GATE STATUS CHANGE
ETD OF ARRIVAL
…
WORKSTATION STATUS CHANGE
FACILITY STATUS (MANUAL)
…
ATD OF ARRIVAL
ETD OF DEPARTURE
FLIGHT PROGRESS
ATD OF DEPARTURE
POTENTIAL DELAY
ETA OF DEPARTURE
…
ATAOF DEPARTURE
TERMINAL CHANGE
Note: The complete set of events will be defined after requirements tailored to the BCIA’s operation.
FOUR CENTERS
Airport Operation Center
FIMS subsystem and terminals
GMS subsystem and terminals
AIMS View terminals
Emergency communication devices
Internal/external telephones
Sub control center of central CCTV monitoring, recording, etc.
FIDS, BIDS and PA manual operation terminals
Terminals for monitoring central BAS, SCADA, FDA, and CASS
Environment control/monitoring
Landsite road traffic control
Clock
Crisis Control Center
Special internal/external means of voice communication,
Sub control center of Central CCTV with monitoring/recording/replay,
Sub display of Central CASS in AOC
AIMS View stations,
Internet/intranet access
Big screen
Security Control Center
Network Management Center
Central CCTV center
Monitor CASS and passenger check point,
Monitor in-line screening from BHS,
Access control monitoring as a sub center,
PIN/badge management,
Guidance/monitoring evacuation process
Network management for the entire network,
Retrieve data for collecting communication fees.
TYPES OF PROJECTS
Pre-qualification
RFP
FIXED PRICE
T&M&P
TMP and FP
Sign contract
Sign contract
Agree for TMP part
Begin project
Prepare execution plan
Requirement analysis
FP proposal
Project complete
Get work request
Execution
Sign contract
Begin project
Terminate contract
Project complete
Terminate contract
Terminate contract
THE LIFECYCLE
OF A TYPICAL IT PROJECT
PLAN: Total of 17 months
2 mo
?
7 mo
2 mo
3 mo
2 mo
1 mo
Delivery
Acceptance
& Training
Installation
And Testing
Implementation
Coding & Unit Test
Design
Requirement
PPP Plans
Presale
ACTUAL: Total of 28 months
2 yr
2 mo
12 mo
End (Postmortem)
M5
Testing
Delivery
M4
Implementation
1 mo
Acceptance
M3
Design
5 mo
Installation
And Testing
M2
Analysis
3 mo
Implementation
Design
Requirement
PPP Plans
Presale
M1
Planning
2 mo
Operation
Backup
3 mo
M6
Delivery
PARTICIPANTS IN PROJECT LIFECYCLE
Requirement
Design
H
I
J
K
End
PP Plans
G
Delivery
F
Acceptance
E
Installation
And Testing
D
Implementation
C
Kickoff
Presale
B
Bidding
A
A. Presale: Marketing, Sales, PM, SE, SOE
G. Implementation: PJM, All Engineers
B. Bidding: PM, ALL
H. Installation: PJM, All Engineers, MM
C. Kickoff: PM, PJM, SE, HE, SOE
I. System testing: PJM, All Engineers, QA
D. PP Plan: PJM, PJM, SE, SOE
J. Delivery: PM, CM, QA, PJM, All Engineers
E. Requirement: PJM, All Engineers, QA
K. Celebration: PM, ALL, BM
F. Design: PJM, All Engineers
K. Postmortem: PM, ALL
PROJECT LIFE CYCLE
& ACTUAL ACTIVITY TIME
ACTUAL: Total of 28 months
Operation
Backup
2 yr
2 mo
12 mo
M5
Testing
Overall/Time Management
Engineer Effort
M6
Delivery
End (Postmortem)
Delivery
Requirement Management
M4
Implementation
3 mo
1 mo
Acceptance
Risk Management
M3
Design
5 mo
Installation
And Testing
M2
Analysis
3 mo
Implementation
Design
Requirement
PPP Plans
Presale
M1
Planning
2 mo
MILESTONE & DELIVERABLES
Milestone:
• Symbol of significant achievements
• Payment distribution
Program Plan
（Business process）
Planning
Project plan
Engineering plan
Reqmnt plan
Analysis
Design
SRS
Data model
Event model
Quality model
H&L Design
document:
System arch
Application arch
Database schema
Subcontract plan User interface
Conceptual design Material plan
Manual outline
Development
Code
Internal test
result
Statistics matrix
(Code inspection,
& internal test)
Int. test model,
case, data &
schedule
Test
Int. test results
Acceptance test
plan and
schedule
Delivery
Acceptance test
Results
User manual
Training docs.
Data conversion
plan & process
Unit test plan
Int. test plan
Quarterly/monthly/weekly reports
finance, resource, requirement, risk, schedule, quality, CMM
THE FACTS
In 1998
• The cost of failed projects went down
$81 billion in 1995 to $75 billion in 1998
• Cost overruns
$59 billion in 1995 to $22 billion in 1998
• Project succeeded in meeting scope, time, and cost
26% of all IT projects
• Project challenged (overrun and delay)
46% of all IT projects
• Project failed
28% of all IT projects
In 2001
• Time overruns decreased to 63% from 222%
• Cost overruns were down to 45% from 189%
• Required features and functions were up to 67% from 61%
• 78,000 U.S. projects were successful, compared to 28,000
• 28% of IT projects were succeeded compare to 16%
The Standish Group “1998 CHAOS Report” & “CHAOS 2001: A Recipe for Success
GROUTH IN PMP CERTIFICATION
IN US 1993 - 2000
30,000
27,052
25,000
18,164
20,000
15,000
10,086
10,000
5,000
6,415
1,900
2,800
4,400
1,000
1993
1994
1995
1996
0
1997
YEAR
1998
1999
2000
PROJECT AND OTHER DICIPLINE
Project
Management
Knowledge and
Practice
General
Management
Knowledge and
Practice
Application
Area
Knowledge and
Practice
PROJECT MANAGEMENT
FRAMEWORK
Project
Int. Mgt.
Scope
Mgt.
Time
Mgt.
Cost
Mgt.
Quality
Mgt.
Tools
Technology
Needs
expectation
HR
Mgt.
Comm.
Mgt.
Risk
Mgt.
Procure.
Mgt.
Projec
t
Succes
s
PROJECT MANAGEMENT
KNOWLEDGE AREAS
1. Project Integration
Management
2. Project Scope
Management
3. Project Time
Management
1.1 Project Plan Development
1.2 Project Plan Execution
1.3 Integrated Change Control
2.1
2.2
2.3
2.4
2.5
3.1
3.2
3.3
3.4
3.5
4. Project Cost
Management
5. Project Quality
Management
6. Project Human Resource
Management
4.1
4.2
4.3
4.4
5.1 Quality Planning
5.2 Quality Assurance
5.3 Quality Control
6.1 Organizational Planning
6.2 Staff Acquisition
6.3 Team Development
7. Project Communications
Management
8. Project Risk
Management
9. Project Procurement
Management
7.1
7.2
7.3
7.4
8.1
8.2
8.3
8.4
8.5
8.6
9.1
9.2
9.3
9.4
9.5
9.6
Resource Planning
Cost Estimating
Cost Budgeting
Cost Control
Communication Planning
Information Distribution
Performance Reporting
Administrative Closure
Initiation
Scope Planning
Scope Definition
Scope Verification
Scope Change Control
Risk Management Planning
Risk Identification
Qualitative Risk Analysis
Quantitative Risk Analysis
Risk Response Planning
Risk Monitoring and Control
Activity Definition
Activity Sequencing
Activity Duration Estimation
Schedule Development
Schedule Control
Procurement Planning
Solicitation Planning
Solicitation
Source Selection
Contract Administration
Contract Closeout
SKILL SET OF A LARGE PROJET (1)
Business Manager: Vertical 1
Management Team
Vertical 2 Vertical 3
Engineering Manager
Marketing
Legal
Program Manager
PM
Project Manager PJM
Contract Manager
CM
System Engineer
SE
Subcontract Manager SCM
Hardware Engineer HE
Material Manager
MM
Software Engineer SOC
Training Manager
TM
Quality Assurance QA
Finance
Sales
SKILL SET OF A LARGE PROJET (2)
Management
Program Manager
He is the decision-maker at program level such as
price, budget, customer relation, schedule, etc., in all
phases including bid, execution and delivery.
Contract Manager
He is in charge of contract negotiation, contract
documents, and deals with contract issues during
program execution.
Subcontract Manager
He is the interface to Motorola’s subcontractor(s), e.g.,
servers, PCs, network, database.
Sales Representative
He is in charge of daily customer relation during presale.
Material/Equipment
Purchasing
He is in charge of material/equipment purchasing.
Contract Financial
Controller
He is in charge of accounting of the project.
Legal
He provides consulting work regarding legal issues.
SKILL SET OF A LARGE PROJET (3)
Engineers
Project Manager
(Leader)
He manages the implementation of the project, including daily
contact with customer and subsystems’ schedule management,
internal process supervision. He should also participate in one area
of development.
Chief Architect
He is responsible for the system architecture for the proposal,
design, and implementation, integration test, and resolving
technical issues. He will participate in contract/SOW negotiation
and be responsible for proposal, technical part of contract, and
SOW. He is also responsible for subsystem interface specification
to help customer in subsystems procurement.
Hardware Engineer
He is in charge of network design, hardware installations (actual
work can be done by vendors).
System Engineer
He coordinates the software development process and test. He
should also participate in one area of development. He will also
assist the chief architect.
Database Engineer
He is responsible for database design, implementation, and
administration.
Software Developer
There are seven persons who are fluent in PowerBuilder/Visual
Basic. At least one of them is capable of coding in C++ of UNIX
network programming.
Quality controller
She is responsible for quality assurance in development processes
and software. .
SKILL SET OF A LARGE PROJET (4)
Hardware Engineer
HE
System Engineer
SE
Software Engineer
SOE
• Based on the architecture and
requirements prepared by SE,
design and implement the
software to drive the hardware
capabilities.
• Based on the requirements at product
(system) level, which uses the most
suitable technology and hardware
components to implement the
functions of the product, under the
support of the software.
• Based on system architecture and
software technology, identify a
corresponding software architecture.
• Based on requirements at product
(system) level and hardware design,
elicit and convert them into software
requirements.
• Coordinate the work between SE and
SOC
RELATIONSHIP WITH CUSTOMER
CUSTOMER
Legal
Sales
Contract Manager
Marketing
Program Manager
Subcontract Manager
Project Manager
Quality Assurance
System Engineer
Material Manager
Hardware Engineer
Training
Software Engineer
Finance
Internal
Formal
contact
Casual
contact
KEY ELEMENTS FOR SUCCESS
TECHNOLOGY
• Technology
• Domain knowledge
• Experiences
CUSTOMER
MANAGEMENT
•
•
•
•
Requirement
Risk
Schedule (milestones)
Cost
• Culture
• Relationship
METHODOLOGY
METHODOLOGY
CUSTOMER
• Right process
• Culture
• Relationship
MANAGEMENT
•
•
•
•
Requirement
Risk
Schedule (milestones)
Cost
• Right process
TECHNOLOGY
• Technology
• Domain knowledge
• Experiences
THE KEY OBJECTIVES OF
IT PRJECT MANAGEMENT
Improved customer relationship
Shorter development times
Lower costs
Higher quality and increased reliability
Improved productivity
Better internal coordination
Higher worker morale
Better control of work resources
Higher profit margins