explain the elements of project management and the responsibilities of a project manager describe...

Explain the elements of project management and the responsibilities of a project manager

Describe how the UP disciplines of business modeling and environment relate to the inception phase

Describe the project management activities that are done during the inception phase

Develop a project schedule using a work breakdown structure (WBS) and PERT and Gantt charts

Object-Oriented Analysis and Design with the Unified Process 2

Use Microsoft Project to build the project schedule

Perform a risk analysis of potential project risks Develop a cost/benefit analysis using net

present value calculations List the key deliverables and activities of the

end of the inception phase Discuss three techniques for monitoring and

controlling a system development project


Unified Process (UP) development methodology

Consists of phases, iterations, and disciplines

Provides framework for project definition and execution

Project management: critical support discipline

Project Management prominent in inception phase

Tasks include monitoring and controlling projects


Development project artifacts (products) Development of a new software systemEnhancement 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 producedDifferent activities required for varying schedulesDifferent resources are used


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. Resource Resource 2


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



Figure 3-1Various Roles of Project Managers

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


Project management is a support business discipline

Project management tasks prominent at inception

Other important disciplines of inception phase Business modeling

Environment

Requirements

Design



Figure 3-2UP Phases and Iterations with Disciplines

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


Primary purpose: understand business needs

Chief activities

Understand the business environment

Create the system vision

Create business models

Business modeling interwoven with requirements


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


Identify all of the stakeholders Most important executive stakeholders

RMO project sponsor: VP William McDougalExecutive stakeholders: John and Liz Blankens

Other stakeholders Operational users such as sales reps and mail Warehouse workersTechnical staff



Figure 3-5Sample Stakeholder Analysis Form for RMO

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



Figure 3-6aObjectives, Business Benefits, and System Capabilities


Figure 3-6bObjectives, Business Benefits, and System Capabilities

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


Discipline concerned with development environment

Several activities are includedSelect and configure the development tools

IDEs and CASE

Tailor the UP development process

Defining the rigor of a project

Provide technical support services



Figure 3-7Sample Criteria for Defining Rigor of Project Controls

System scope: defines capabilities of new system Project scope: describes how project is to be built

Provides disposition toward staff trainingProvides data conversion informationSets 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



Figure 3-8System Scope and Project Scope


Figure 3-9Sample Essential Use Case List for RMO

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


Two general approaches for building a WBSBy deliverable timelineBy a sequential timeline

Four techniques for identifying WBS tasksTop-down: Identify major activities first Bottom-Up: List all tasks first and organize laterTemplate: Use standard template of tasks Analogy: Copy tasks of similar completed

project


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


Two types of charts used to show project schedulePERT/CPM chart Gantt chart

Charts show same information in different formats

Key metricsCritical pathSlack time, or floatMilestones



Figure 3-11Entering the WBS Into MS Project


Figure 3-13Gantt Chart of RMO’s Inception Iteration

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



Figure 3-16Entering Resources for the Scheduled Tasks

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


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



Figure 3-17Simplified Risk Analysis

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


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


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


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


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



Figure 3-18MS Project Showing Project Labor Costs


Figure 3-22Net Present Value, Payback Period, and Return on Investment for RMO

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


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



Project management processes: initiating, planning, monitoring, controlling, closing

Project manager is liaison and project focal point

Project Management Institute divides knowledge into nine major areas (PMBOK)

Develop skills managing integration, scope, cost, quality, communication, human resources, risk, and procurement


Unified Process (UP): methodology for software development

UP basic premise: software developed in iterations

Iteration: mini-project

Four phases: inception, elaboration, construction, and transition

Phases include development activities, called disciplines


Nine disciplines in UP

Chief inception phase disciplines: (1) business modeling (2) environment (3) project management

After inception, project manager tracks and controls project

explain the elements of project management and the responsibilities of a project manager describe...

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project managementpmi

project definition

project scheduleperform

project managerdescribe

project management activities

project inception activities

costbenefit analysis

elements of project