Project Management Methodology Development Stage

Project management tasks Risk management Procurement management Communication management Scope management Time management Cost management

Risks Management Risks identification Risks Analysis Evaluation Mitigating planning Tracking and Control Reaction

Strategy for the risk response Leave it Monitor the risk Avoid the risk Move the risk Mitigate the risk

Supporting document Major Project Risks Mitigating Plan Risks occurrence

Procurement Management Purchasing Hardware Software Vendor Services Consulting Services Outsourcing development Training Services Maintenance Documents Contract Specification Statement Of Work

Communication Management Communication Plan Audience Content Medium for delivery Timing Communication Deliverables Responsible person

Planning triangle ScopeTime Cost

Planning triangle Scope, Time and Cost – 3 major constraints of project management The right order in ideal Identify scope first Define the time desirable Cost will derive from this Be careful – not always possible to manipulate with the time

Project Plan Input Project Plan Project deliverables (scope) Work Time (time) Resources (cost)

Project plan input Project plan integrate Project deliverables (scope) Work time (time) Resources (cost) Any changes in at least one result in changing project plan

Scope management Setup the formal procedure of changes management Create and maintain change requests log Have a project sponsor approval to implement changes Inform team members about a discipline of changes request Have all the changes frozen at appropriate time (normally at the beginning of design stage) Reflect changes in WBS, project schedule and other supporting documentation

Time Management Make detailed WBS Identify activities Identify dependencies Identify duration (no longer than 10 days tasks) Ongoing changes Keep the schedule in accurate state Review upcoming tasks and update if necessary Create new sub-tasks if necessary

Critical Path List the nodes Link them to chains Find the longest way from Start to Finish The longest way length is the shortest time for the project to be completed

Going to production Some additional tasks must be implemented to move the system to production: Installation and configuration of servers and middleware Source code compiling and deployment Supporting tables creating and loading Data conversion from other systems Training All the tasks must be included into Project Plan Some tasks may be implemented in parallel with development

Project cost Purchasing Hardware Software First year maintenance Consulting services Data Internal cost Software development Testing Training Traveling

Post-implementation cost Support personnel cost Vendor annual support cost

Project Benefits Detailed analysis of changes in: Workflow Materials Human resources Time to implement business functions Client service excellence Information security and other features

Cost-Benefit Analysis Non-financial gains Security Clients experience (usability, performance) Compliance to regulatory requirements Financial gains Soft dollars, e.g. saving employees’ time Hard dollars, e.g. reduced expenses for materials, such as paper, toners. Or reduced number of employees

CBA – some definitions Cash flow – money in or out Net present value – expected net gain or loss in future cash flow discounted by present time (present value of money is higher than future value) Payback period – amount of time it will take to recap investments into the project Return On Investment (ROI) : Gain – Cost/ Cost

Resource Management - allocation Review Functional Requirements Identify critical functions and less important ones Concentrate resources on critical functions implementation Exclude “nice to have” tasks

Resource Management - Team Build the right team Be prepared to changes Follow the methodology and standards requirements Complete documentation Complete Pilot Project if necessary Support high spirit of the development team

Team models Business team Peer group headed by technical leader Team members are differentiated by the area of expertise All the members are equal Technical leader is supposed to make technical decision Most often in use

Team models Chief-Programmer Team Chief-programmer is one with very high productivity and skills, much higher than the others’ He/she is supposed to do major part of work, including design and programming The others are involved to help only

Team models Feature team Team members represent different areas of the project development They all are responsible for the decisions made Often is created to resolve the problem