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3. PLANNING & PROCESSES The Life Cycle of A Large System Integration Project.

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Presentation on theme: "3. PLANNING & PROCESSES The Life Cycle of A Large System Integration Project."— Presentation transcript:

1 3. PLANNING & PROCESSES The Life Cycle of A Large System Integration Project

2 PLANNING Unit Test Plan Objectives Method Schedule Integration Test Plan Integration Test Plan Objectives Method Schedule InternalExternal RequirementsSRS Subcontract Plan Subcontract Plan Material Plan Material Plan Budget Schedule Criteria Budget Schedule Project Plan Schedule Resource Risk Engineering Plan Engineering Plan Solution Method Kickoff Team/ Resource plan Schedule QA Plan Criteria Procedure Doc quality Requirement verification Objectives Participants Schedule Requirement Plan Requirement Plan DesignDocs Budget Payment Schedule Resource Risk Program Plan Contract Bid, Ref

3 PROGRAM PLAN BASE DOCUMENTS: BASE DOCUMENTS: BID PROPOSAL: solution CONTRACT: what we promised, schedule, price REFERENCES: estimation and document format TEAM: TEAM: Program Manager, Contract Manager Chief Engineers OUTPUT: PROGRAM PLAN, reviewed by AQ and approved by business director KEY CONTENTS: KEY CONTENTS: Objectives and reference projects Scope and process Selection Budget: Material (LAB), manpower, Travel cost Payment schedule and Cash flow Skill set and manpower distribution Contract & subcontractor management Quality Control RISK management (program level:emergency plan) Project and review schedule and milestone Customer visit plan Contract Book structure

4 ENGINEERING PLAN BASE DOCUMENTS: BASE DOCUMENTS: BID PROPOSAL: solution CONTRACT: what we promised PROGRAM PLAN: schedule REFERENCES: experiences and document format OUTPUT: OUTPUT: ENGINEERING PLAN, Reviewed by QA and approved by Program Manager and Engineer Manager TEAM: TEAM: Chief Engineer, Network Engineer, Software Engineer KEY CONTENTS: KEY CONTENTS: High level overview System architecture Software architecture System operation Technology and Prototype Tasks and quality control in every step of the process: requirement to acceptance test Integration test methodology Devices CMMI execution plan Subcontract items list Major material selection

5 PROJECT PLAN BASE DOCUMENTS: PROGRAM PLAN: schedule, manpower, ENGINEERING PLAN: solution, REFERENCES: experiences and document OUTPUT: PROJECT PLAN, reviewed by QA and approved by Program Manager TEAM: Project Manager, Program Manager, Chief Engineers KEY CONTENTS: Schedule Skill set and manpower management Process execution Lab establishment Milestone (deliverable) management Risk management Requirement management Relation with other functions: QA, PM, Monthly and weekly report plan

6 REQUIREMENT PLAN BASE DOCUMENTS: PROJECT PLAN: schedule ENGINEERING PLAN: solution, REFERENCES: experiences and document OUTPUT: REQUIREMENT PLAN, reviewed by QA and approved by Project Manager TEAM: Engineers, Chief Engineer, Project Manager KEY CONTENTS: Schedule Questionnaires for all parts

7 CONTRACT MANAGEMENT Contract manager is specialized in contract execution and has legal background and sufficient knowledge of company’s charging structure. When risks caused by customers, he/she must evaluate the impact and estimate it’s associated cost, and sends memorandum to customer. A personal visit may be necessary, get layer involved when issues become serious. Know the process and procedure of arbitration and suit Participate in milestone review meeting with the Program Manager.

8 SUBCONTRACT MANAGEMENT With combined functions of a program manager and a contract manager, but at a smaller scale Identify potential vendors Access vendors profile and evaluate their qualification Contract negotiation: price, schedule Supervise the vendor’s activities Risk management

9 WATERFALL MODEL (1) Requirement Operation&maintenance SystemIntegration Coding& unit test Design (Winston Roy 1970)

10 WATERFALL MODEL (2) Advantages: A better model than the primitive model: code/fix Recognize the need for feedback loops between stages. Disadvantages: When requirements are huge, a project may never get into the design phase before deadline. Does not reference prototyping activities. (Winston Roy 1970)

11 V-SHAPE DEVELOPMENT PROCESS Operation&maintenanceOperation&maintenance Coding& unit test Coding& RequirementRequirement DesignDesign SystemIntegrationSystemIntegration Test Plan Test Model Test Case Test Data

12 DEVELOPING PROCESS Requirements specification approved by customer Detail design Unit testing Subsys testing Integration planning System test planning Warranty Installation FAT System testing UT planning Code review Coding REQUIREMENT, CONFIGURATION AND RISK MANAGEMENT Document High level design

13 CODE INSPECTION AND UNIT TEST Unit Test Plan Plan CodingCoding CodeInspectionCodeInspection Plan Plan DesignDesign SystemIntegrationSystemIntegration

14 CHANGE CONTROL Change Control Board (CCB) (CCB) Initial Investigation Estimation Feasibility Study Design & Modification Local Test & Regression Test Fix DONE Y/N DONE Fix Delivery & CLOSE New change requests or stars N NN N ARCHIEVE REDO N

15 SPIRAL MODEL (1) Risk analysis Risk analysis Risk analysis Progress through steps Evaluate alternatives Identify, resolve risks Prototype Software product design Operational prototype Design validation and verification Code Unit test Integration and test Acceptance test Implementation Integration and test plan Development plan Requirement validation Commitment Partition Requirements plan lifecycle plan Plan next phases Develop, verify Next-level product Determine objectives, Alternative, constraints Software requirement Prototype Concept of operation Prototype Cumulative cost (Barry Boehm 1988) Risk-Driven and Incremental Model

16 SPIRAL MODEL (2) (Barry Boehm 1988) Risk-Driven and Incremental Prototype Model It works for large projects with complicated requirements that can be divided into phases It is driven by a series of risk-driven prototype followed by a structured waterfall-like process Multiple feedback opportunities with the users and customers to get “Yes. Buts” out early

17 ITERATIVE MODEL (1) InceptionElaborationConstruction Transition Prelim Iteration … Arch Iteration … Dev Iteration Dev Iteration … Trans Iteration … Inception:focus on understanding the business of the project, project scope and feasibility; define estimated schedule, budget, risk; the Vision document is created. Elaboration: Refine the requirements, executable architecture; early prototype(s) is developed and demonstrated for validation. Construction: focus on implementation, architecture and design are fully developed; most of code are done. Transition: alpha, beta (testing) releases are done and deployed for use internally or by customers. Release Alpha Release Beta Release Product Release (Krutchten 1995)

18 ITERATIVE MODEL (2) InceptionElaborationConstructionTransition Process Workflow Requirement Analysis/design Implementation Test Deployment Supporting Workflow Configuration Change Management Project & process Management

19 ITERATIVE MODEL (3) Construction Development Group Elaboration Design Group Inception Theory and Concept Group Transition Release Group THE DOOD PROJECT Deductive Object-Oriented Database Based on Predicate Logic Support recursion Data , rules , queries are in the same format AlphaBeta P (manager, employ) select P1(manager), P2 (employee) from P1 as P, P2 as P where P1.employee = P2 (manager); P (manager m, employee e) -> P1 (m, e) ; P (manage m, employee e) and P (manager e, employee x) -> P1 (m, x);

20 M-GATE PROCESS M-Gate 15M-Gate 14M-Gate 13M-Gate 12M-Gate 11M-Gate 10M-Gate 9M-Gate 8M-Gate 7M-Gate 6M-Gate 5M-Gate 4M-Gate 3M-Gate 2M-Gate 1M-Gate 0 MPP Market Product Planning SPD System Product Development Project Definition Phase Implementation Phase Launch & Closeout Phase The Market and Product Planning (MPP) M-Gates, M-15 through M-11, address the Market Intelligence and Analysis, Business Case Development, and Portfolio Planning phase of the Marketing Activities associated with candidate project. The MPP M-Gates result in the development of a Business Solution. This Solution is transitioned to the System and Product Development (SPD) Project M-Gates activities of Project Definition, Implementation, Launch and Close out. Business Case Development Phase Portfolio Planning Phase MARKET INTELLIGENCE AND ANALYSIS PHASE

21 M-GATE BUSINESS OBJECTIVES M-Gates defines a set of requirements that must be satisfied by all proposed solutions from different sectors/business units enabling the selection of cross-sector solutions that are the best fit for the company and its customers. Clearly define roles and responsibilities that are cross-sector and cross-functional to enable efficient and sound decision- making. Clearly identified and documented M-Gate decisions that allow all sectors and business units to understand why certain solutions are selected and why others are not, which helps sectors understand the overall strategy of the company.

22 SPD M-GATE PROCESS (1) Contract Book Baselined & Approved System Requirement Allocated System Requirement Baselined Project Initiation M-Gate 10 M-Gate 9 M-Gate 8 M-Gate 7 Project Definition Phase Ready For Controlled Introduction Ready For Field Test System Test Readiness Design Readiness M-Gate 6 M-Gate 5 M-Gate 4 M-Gate 3 Implementation Phase End of Life Retirement Plan Volume Development M-Gate 5 M-Gate 4 M-Gate 3 Launch & Closeout Phase

23 SPD M-GATE PROCESS (2) Project Definition Phase (M-Gate 10 – M-Gate 7) Deliverables:Project Plan, Engineering Plan, Quality Assurance Plan, Requirement Plan, Requirement Specification, System Architecture Key Note:These deliverables are base lined in a formal contract book that defined the project’s commitment to deliver the specified system, product or platform within the identified schedule and cost targets. Implementation Phase (M-Gate 7 – M-Gate3) Deliverables:Integration Test Plan, High Level Design, Low Level Design, Code, Unit Test Plan, Test Reports Key Notes:These deliverables are the design, implementation, the implementation, and validations of the product according to the allocated requirements. Each performing team organization may have its own unique development lifecycle for this phase. Launch & Closeout Phase (M-Gate3 –M-Gate 0) Deliverables:Final Acceptance Report, User Manual, Operation Manuals Key Notes:All required sources, manufacturing, sales, customer services, and marketing process are in-place for volume production until a trigger is activated for the retirement or the the product. If the product is a system, the deliverable signals the end of the project and maintenances/services process begin.

24 SPD M-GATE PROCESS (3) Complete -- all applicable requirements and associated criteria have been evaluated and are completed A risk assessment has been performed and an action plan developed, with owners, complete with triggers and final due dates that are tracked at a solution level. The review board at the specific M-Gate will approve these action plans, complete execution or which is required for final completion of the gate or Activities are in progress, and on target; but not enough to satisfy gate completion Significant Issues -- this status arises when the project is deviating from the intent (e.g., critical success factors, schedule etc) and this condition can occur due to one or a combination of reasons: Majority of the requirements and criteria have not been completed Associated action plans are incomplete Factors or influences external to the project are impacting the project to an unacceptable extent To proceed with the current status would incur unacceptable risk Not started or late No Issues – not started yet In Progress -- not all of the applicable requirements and criteria have been completed, the project has not deviated from the inter

25 M-GATE IN SPIRIL LIFECYCLE MODEL Gate 10Gate 9 Definition Phase Gate 7Gate 8 Project Definition System Req Baselined System Req Allocated Contract Book Baselined & Approved System Validation &verification System Test Readiness Gate 5 System Design Readiness Gate 6 Ready for Field Test Gate 4 Start Next Level Requirement Design Implementation Subsystem Integration & Evaluation Gate 3Gate 2 Launch & Closeout Phase Gate 0Gate 1 Volume Development Retirement Plan Approved End of Life Ready Ror Controlled Information

26 LINEAR CHAN FOR MULTIPLE PRODUCT GENERATIONS Gate 10Gate 7 Gate 3Gate 2 Definition PhaseImplement PhaseLaunch & Closeout Phase Gate 0Gate 1 Initial Product Development Gate 10Gate 7 Gate 3Gate 2 Definition PhaseImplement PhaseLaunch & Closeout Phase Gate 0Gate 1 Product Enhancement


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