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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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