2. 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

3. 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

4. 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

5. 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

6. 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

7. UP Phases and Iterations with Disciplines
Figure 3-2
UP Phases and Iterations with Disciplines
Object-Oriented Analysis and Design with the Unified Process

8. 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

9. 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

10. 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

11. 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

12. 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

13. Objectives, Business Benefits, and System Capabilities
Figure 3-6a
Objectives, Business Benefits, and System Capabilities
Object-Oriented Analysis and Design with the Unified Process

14. Objectives, Business Benefits, and System Capabilities
Figure 3-6b
Objectives, Business Benefits, and System Capabilities
Object-Oriented Analysis and Design with the Unified Process

15. 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

16. 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

17. Sample Criteria for Defining Rigor of Project Controls
Figure 3-7
Sample Criteria for Defining Rigor of Project Controls
Object-Oriented Analysis and Design with the Unified Process

18. 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

19. Sample Essential Use Case List for RMO
Figure 3-9
Sample Essential Use Case List for RMO
Object-Oriented Analysis and Design with the Unified Process

20. 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

21. 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

22. 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

23. 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

24. Entering the WBS Into MS Project
Figure 3-11
Entering the WBS Into MS Project
Object-Oriented Analysis and Design with the Unified Process

25. Gantt Chart of RMO’s Inception Iteration
Figure 3-13
Gantt Chart of RMO’s Inception Iteration
Object-Oriented Analysis and Design with the Unified Process

26. 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

27. Entering Resources for the Scheduled Tasks
Figure 3-16
Entering Resources for the Scheduled Tasks
Object-Oriented Analysis and Design with the Unified Process

28. 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

29. 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

30. Simplified Risk Analysis
Figure 3-17
Simplified Risk Analysis
Object-Oriented Analysis and Design with the Unified Process

31. 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

32. 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

33. 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

34. 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

35. 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

36. MS Project Showing Project Labor Costs
Figure 3-18
MS Project Showing Project Labor Costs
Object-Oriented Analysis and Design with the Unified Process

37. Net Present Value, Payback Period, and Return on Investment for RMO
Figure 3-22
Net Present Value, Payback Period, and Return on Investment for RMO
Object-Oriented Analysis and Design with the Unified Process

38. 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

39. 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