2object-oriented analysis and design with the unified process overview unified process (up)...

2Object-Oriented Analysis and Design with the Unified Process

Overview

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


3.1 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


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


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


Figure 3-1Various Roles of Project Managers


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


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


Figure 3-2UP Phases and Iterations with Disciplines


3.2 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


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


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


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


Figure 3-5Sample Stakeholder Analysis Form for RMO


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


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


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


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


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


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


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


Figure 3-8System Scope and Project Scope


Figure 3-9Sample Essential Use Case List for RMO


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


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


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


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


Figure 3-11Entering the WBS Into MS Project


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


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


Figure 3-16Entering Resources for the Scheduled Tasks


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


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


Figure 3-17Simplified Risk Analysis


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


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


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


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


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


Figure 3-18MS Project Showing Project Labor Costs


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


3.3 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


3.4 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


Summary 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


Summary (continued) 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


Summary (continued)

Nine disciplines in UP

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

After inception, project manager tracks and controls project

2object-oriented analysis and design with the unified process overview unified process (up)...

Documents

project management slide

project definition

project inception phase

project management pmi

execution project management

project inception activities

failure project manager

project manager accountable