1dt046 international software development 1dt046 the lifecycle of a large system integration project...
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INTERNATIONAL SOFTWARE
DEVELOPMENT 1DT0461DT046
INTERNATIONAL SOFTWARE
DEVELOPMENT 1DT0461DT046
The Lifecycle of A Large System The Lifecycle of A Large System Integration Project Integration Project
Mingsen Guo 郭明森
School of Software Engineering School of Software Engineering Tongji University, Shanghai ChinaTongji University, Shanghai China
School of Software Engineering School of Software Engineering Tongji University, Shanghai ChinaTongji University, Shanghai China
BS Mathematics/Computer Science Dept., Fudan University 1965-1970Lecturer Computer Science Dept./Computer Center, Fudan University 1970-1983Visiting Scholar Computer Science Dept., University of Florida USA 1983-1985MS EE & CE, University of Florida USA 1985-1987PHD EE & CE, University of Florida USA 1987-1990Staff Engineer, Bull HN, Phoenix, Arizona USA 1990-1996Chief Engineer, Motorola, Phoenix, Arizona USA 1996-2004Visiting Professor, School of Software Engineering, Tongji 2005--present
Mingsen GuoOffice Room 1334 Mobile: 0764197585 Email: guolucas@yahoo.com.cn
MEME
This course is a practical introduction to the major concepts in project management and software development in an international environment via a large-scale system integration project: Beijing Capital International Airport Terminal System II (BCIA CATS-II). It mainly addresses project management with some technical aspects, which covers all areas in the lifecycle of a large software project, from presale activities, bidding process, program management, team building, process, quality control, requirement and risk management, to system architecture, design, implementation, testing, system delivery, training, maintenance services and documentations. The very important CMM (Capability Maturity Model) concept is also introduced. Instead of presenting them individually, the content of each topic may scattered in appropriate steps of the project, where it is more appropriate.
A. COURSE DESCRIPTION
The personal rich experiences in depth in many projects around the world shall give students a broad and practical view of software business, and cultural impacts for international software development. Students shall be able to review the knowledge learnt in many courses in software engineering, system and database design, coding, and testing, and to combine them systematically and practically, which hopefully may help students in their career development in the future.
Nowadays the world is getting smaller and smaller. Business across countries gradually becomes the only model to success. Different countries means different cultures. We would not say that one culture is good or bad, not even one culture is better than another. However, cultures do impact on the success or failure of project and sometime business. Wherever suitable, stories of cultural impact in my personal experiences will be illustrated.
Introduction to the course and syllabus
Airport Operational System Integration Project Overview
Presale Activities: customer relation and bidding
Program/Project Planning
Software Development Processes,
Requirement (scope) and Risk Management
Time/Cost and Estimation
Capability Maturity Method (CMM)
B. TENTATIVE OUTLINE
C. SCHEDULE
Week Date Content Hours Project/Exam
1 6/9 Introduction of the course and Airport Project 2
6/10 Airport Operation and SI 2
6/11 Requirement Management 2
6/12 Requirement Management 2 Project starts
2 6/16 Requirement collection / Presale and 4P Management 2
6/17 Requirement collection / Presale and 4P Management 2
6/18 Process & Planning 2
6/19 Process & Planning 2
3 6/23 Risk Management 2
6/24 Time & Cost Estimation 2
6/25 Time & Cost Estimation 2
6/26 CMM (Capability Maturity Model) 2
4 6/30 CMM (Capability Maturity Model) 2 Project Due
7/1 Project Presentation 2
7/2 Project Presentation 2
7/3 Final Exam 2
References:References:
1.1. ““CMM Implementation Guid”, Kim Cputo, 2002 CMM Implementation Guid”, Kim Cputo, 2002 Addison-Wesley Publishing ComAddison-Wesley Publishing Companypany
2.2. ““CMM In Practise”, Richard Murch, 2002 CMM In Practise”, Richard Murch, 2002 Addison-Wesley Publishing CompanyAddison-Wesley Publishing Company3.3. ““Managing Software Requirements, A United Approach”, Managing Software Requirements, A United Approach”, Dean Leffingwell & DoDean Leffingwell & Do
n Widrig, 2002 Addison-Wesley Publishing Companyn Widrig, 2002 Addison-Wesley Publishing Company4.4. ““Project Management”, Richard Murch, 2002 Project Management”, Richard Murch, 2002 Prentice Hall Inc.Prentice Hall Inc.5.5. CMMI materials at http://www.sei.cmu.edu/cmmi/cmmi.htmlCMMI materials at http://www.sei.cmu.edu/cmmi/cmmi.html6.6. Other books in IT project managementOther books in IT project management
D. MATERIALS & REFERRENCES
PPT slidesWill be available on the web
Project :
This project exercises one of the most important process in a software development project: The Software Requirement Collection and Analysis.
In this project, I will be the system and hardware designer and provide you the hardware description and system functions.
Students are divided into groups (two/three persons per group). Each group is required to write a Software Requirement Specification.
There will be two question/answer sessions for requirement collection/analysis. Finally groups will be randomly selected for presentation at the end of the semester.
Details will be given later before the project starts
E. PROJECT
Project: 60Exam 30Initiative: 10
TOTAL: 100
G. SCORE DISTRIBUTION
F. SCHEDULE
Monday -- Thursday:Monday -- Thursday: 10:15 – 11:00, 11:15 – 12:0010:15 – 11:00, 11:15 – 12:00
Two afternoon per week (Tuesday & Thursday) are located to students regarding course related questions, feedbacks, or whatever you are interested in. You may sign up an appointment during the course hours. Each appointment will be approximately 30 minutes.
H. STUDENT HOUR
08/06/10 Name Topic Phone#
1:30-2:00
2:00-2:30
2:30-3:00
3:00-3:30
3:30-4:00
AIRPORT SYSTEM CATS-IIAIRPORT SYSTEM CATS-IIAIRPORT SYSTEM CATS-IIAIRPORT SYSTEM CATS-II
The Life Cycle of A Large System Integration Project The Life Cycle of A Large System Integration Project The Life Cycle of A Large System Integration Project The Life Cycle of A Large System Integration Project
CHALLENGE OF AIRPORT BUSINESSCHALLENGE OF AIRPORT BUSINESS
Landside Airside
SecuritySecurityAdministrationAdministration
Property &Property &InventoryInventory
AccountingAccounting
Real EstateReal EstateParking &Parking &Follow MeFollow Me
Monitor &Monitor &ControlControl
Security ManagementSecurity Management
Security EntrySecurity Entry
Emergency Emergency ControlControl
ATCATCDCSDCS
BHSBHS
InquiryInquiry ResourceResourceAllocationAllocation
FIDSFIDS
Gate Gate ManagementManagement
Building Building AutomationAutomation
BHSBHSConsumptionConsumption
TrackingTracking
CommunicationCommunication
Ramp ServicesRamp Services
VDGSVDGS
InformationCenter
InformationCenter
NO INTEGRATION
手动或半自动子系统
FIDSATC
DCS
BHSBAS
CKAS
GBAS
ROC
25000 events for25000 events for
450 flights/day450 flights/day
How many phone call?
How many human mistakes?
WHY SYSTEM INTEGRATIONWHY SYSTEM INTEGRATION
INTEGRATED
Higher efficiencyHigher throughputDecision support•Flight dynamic status•Devices real time status•Financial status•Subsystem status
ENTERPRISE-WIDE REAL TIME INFORMATION SHARING
ENTERPRISE-WIDE REAL TIME INFORMATION SHARING
BUSINESBUSINESSS
PASSENGERPASSENGER
HRHR
MECHANICSMECHANICS
AIRSITAIRSITEE
LANDSITELANDSITE
MERCHANDISMERCHANDISE FLOWE FLOW
CARGOCARGO
CATERINGCATERING
CUSTOMER,CUSTOMER,IMMIGRATIONIMMIGRATIONQUARANTINEQUARANTINE
POLICEPOLICE
ACCOUNTINACCOUNTINGG
MANAGEMENTMANAGEMENT
CKASCKAS FIDSFIDS
ATCATC
GBASGBAS
BBSBBS
BHSBHS
BASBAS
DCSDCS
ROCROC
MM
II
DDDD
LL EEWW
AA
RR
EE
TREND OF SYSTEM INTEGRATION IN AIRPORT BUSINESS
TREND OF SYSTEM INTEGRATION IN AIRPORT BUSINESS
Kuala LumpurKuala LumpurKuala LumpurKuala Lumpur
InchonInchonInchonInchonBeijingBeijingBeijingBeijing
ShanghaiShanghaiShanghaiShanghai
Hong KongHong KongHong KongHong Kong
Transport World, June 1999Transport World, June 1999
• The first integrated designThe first integrated design
• Result of aviation fast growthResult of aviation fast growth
• IT dream realizedIT dream realized
• All control from a control roomAll control from a control room
• The first integrated designThe first integrated design
• Result of aviation fast growthResult of aviation fast growth
• IT dream realizedIT dream realized
• All control from a control roomAll control from a control room
The Asia Airport Operation Model The Asia Airport Operation Model Becomes The New Standard WorldwideBecomes The New Standard Worldwide
GuangzhouGuangzhouGuangzhouGuangzhou
MASTER SYSTEM INTEGRATORMASTER SYSTEM INTEGRATOR
Master System Integrator (MSI) v.s. System IntegratorMaster System Integrator (MSI) v.s. System Integrator
MSI is responsible for the whole system, including hardware, network, software, tender for subsystems, interfaces, subsystems acceptance, applications
Advantages using MSI
• It is an international standard model for large system integration
• Customer is relieved and concentrates on organizational change to fit for the system, resulting in a efficient use of the system and services
• It is safe with out any risks• Predictable budget
Advantages using MSI
• It is an international standard model for large system integration
• Customer is relieved and concentrates on organizational change to fit for the system, resulting in a efficient use of the system and services
• It is safe with out any risks• Predictable budget
Disadvantages not use MSI
• Customer is responsible for all subsystems
• Customer is responsible the coordination of all participants and activities
• Customer usually do not have the expertise and experiences
• High risks• Budget reduction at the
beginning, but eventually higher cost
Disadvantages not use MSI
• Customer is responsible for all subsystems
• Customer is responsible the coordination of all participants and activities
• Customer usually do not have the expertise and experiences
• High risks• Budget reduction at the
beginning, but eventually higher cost
BCIA GROUP ORGANIZATIONBCIA GROUP ORGANIZATION
扩建指挥部扩建指挥部
机场机场集团公司集团公司机场机场集团公司集团公司
发展规划发展规划
投资投资
物流物流
燃料燃料
信息技术信息技术
机务机务
货运货运
房地产房地产
机场股份公司机场股份公司机场股份公司机场股份公司
BCIA GROUP
BCIA LIMITED
CARGO
MICHANICS
FUEL
REAL ESTATE
EXTENSIONIT
INVESTMENT
DEVELOP& PLANNING
LOGISTIC
BCIA CORPORATED LIMITEDBCIA CORPORATED LIMITED
机场股份公司机场股份公司
董事会董事会 董事会秘书室董事会秘书室审计部审计部
营运管理部
营运管理部
商业管理部
商业管理部
信息技术部
信息技术部
物产管理部
物产管理部
质量安全部
质量安全部
财务部
财务部
规划发展部
规划发展部
人事行政部
人事行政部
党群工作部
党群工作部
运行保障部
运行保障部
航空安全部
航空安全部
商贸分公司
商贸分公司
停车楼分公司
停车楼分公司
广告分公司
广告分公司
北京空港地面
北京空港地面
服务公司
服务公司
北京维博空港
北京维博空港
设备公司
设备公司
北京机场餐食
北京机场餐食
服务公司
服务公司
北京空港华夏
北京空港华夏
空港服务公司
空港服务公司
古董大会古董大会 独立董事独立董事
ARCHITECTURE OF AIRPORT ENTERPRISE
ARCHITECTURE OF AIRPORT ENTERPRISE
LGLG
ERPERPCRMCRM
WirelessApplications
Internet WebPlatform
Catering
GovernmentRegulations
Mechanics
Fuel
Cargo
Intra Web Platform
FUELFUEL
OPOP
FIREWALLFIREWALL
OPOP
Sub
Sub
Sub
Sub
Applications
Wireless App
Network Center
Operation Center
Server Center
Emergency Center
ATCATC
OPERATION CENTER
SYSTEM ARCHITECTURESYSTEM ARCHITECTURE
VDGS
FIMS
广播BAS
CKAS BCAS BPASGBAS
ATC
MC
离港
票务中心 SITA
TC 外航
BHS
FIMS
WORKSTATION
GBIA
NET A NET B
ATM
ATM
ATM
ATM
NWMA
FWALL
WORKSTATIONWORKSTATION
B
DISK AODB
MAJOR SUBSYSTEMS & APPSMAJOR SUBSYSTEMS & APPS
SUBSYSTEMS APPLICATIONS
FIDS: Flight Information Display RSM: Ramp Service Management
BHS: Baggage Handling GII: General Information Inquiry
DCS: Departure Control SR: Statistics & Report
BAS: Building Automation ……
VDGS: Visual Docking Guide TOOLS
ATC: Air Traffic Control OM: Operation Administration
FIMS: Flight Information Management SM: System Administration
CKAS: Check-in Counter Allocation ……
GBAS: Gate & Bay Allocation REMOTE ACCESS
BCAS: Baggage Carousel Allocation Beijing Airline Ticketing Office
BPAS: Baggage Pier Allocation North Bureau of Aviation
…… ……
EVENTS EVENTS FLIGHT SCHEDULE RESOURCE ALLOCATION FACILITY STATUS (AUTO)
LONG TERM (SEASONAL) SCHEDULE CHECK IN COUNTER ALLOCATIONBHS DEVICE STATUS (CAROUSEL/PIER)
NEXT DAY SCHEDULE CAROUSEL ALLOCATION FIDS DEVICE STATUS
CURRENT DAY SCHEDULE BATE/BAY ALLOCATION BAS DEVICE STATUS
… PIER ALLOCATION SCADA DEVICE STATUS
FLIGHT AMENDMENT … CASS DEVICE STATUS
NEW FLIGHT FDA DEVICE STATUS
FLIGHT DELAY OPERATION DATA COLLECTION VGDS DEVICE STATUS CHANGE
FLIGHT CANCEL RSMS DATA BHS DEVICE STATUS CHANGE
FLIGHT RETURN DCS FLIGHT LOADING INFO 400HZ DEVICE STATUS CHANGE
FLIGHT RESTORE CAR PARKING DATA SUBSYSTEM STATUS CHANGE
FLIGHT DIVERT VGDS ON/OFF TIME …
AIRCRAFT TYPE CHANGE 400HZ ON/OFF TIME
AIRCRAFT CHANGE COUNTER OPEN/CLOSE TIME FACILITY STATUS (MANUAL)
CODE SHARING CHANGE LDCS BOARDING STATUS COUNTER STATUS CHANGE
FLIGHT SPLIT/COMBINE… WEATHER PARKING BAY STATUS CHANGE
ENTER CORRIDOR FIRST BAG ON CAROUSEL RUNWAY STATUS CHANGE
ETA OF ARRIBAL LAST BAG ON CAROUSEL BOARDING BRIDGE STATUS CHANGE
ATA OF ARRIVAL BAS COMSUMPTION DATA GATE STATUS CHANGE
ETD OF ARRIVAL … WORKSTATION STATUS CHANGE
ATD OF ARRIVAL …
ETD OF DEPARTURE FLIGHT PROGRESS
ATD OF DEPARTURE POTENTIAL DELAY
ETA OF DEPARTURE …
ATAOF DEPARTURE
TERMINAL CHANGE
Note: The complete set of events will be defined after requirements tailored to the BCIA’s operation.
Airport Operation Center
FIMS subsystem and terminals GMS subsystem and terminalsAIMS View terminalsEmergency communication devicesInternal/external telephonesSub control center of central CCTV monitoring, recording, etc.FIDS, BIDS and PA manual operation terminalsTerminals for monitoring central BAS, SCADA, FDA, and CASSEnvironment control/monitoringLandsite road traffic controlClock
Crisis Control Center
Special internal/external means of voice communication,Sub control center of Central CCTV with monitoring/recording/replay,Sub display of Central CASS in AOCAIMS View stations,Internet/intranet accessBig screen
Security Control Center
Central CCTV centerMonitor CASS and passenger check point,Monitor in-line screening from BHS,Access control monitoring as a sub center,PIN/badge management,Guidance/monitoring evacuation process
Network Management Center
Network management for the entire network,Retrieve data for collecting communication fees.
FOUR CENTERSFOUR CENTERS
TYPES OF PROJECTSTYPES OF PROJECTS
TMP and FPTMP and FPFIXED PRICEFIXED PRICE
Sign contract
Begin project
Project complete
RFPRFP
T & M & PT & M & P
Pre-qualificationPre-qualification
Sign contract
Get work request
Prepare execution plan
Execution
Agree for TMP part
Requirement analysis
FP proposal
Sign contract
Begin project
Project complete
Terminate contractTerminate contract
Terminate contractTerminate contract
Terminate contractTerminate contract
THE LIFECYCLEOF A TYPICAL IT PROJECT
THE LIFECYCLEOF A TYPICAL IT PROJECT
PP
P
Plans
Requirem
ent
Implem
entationC
oding & U
nit T
est
Installation
And
Testing
Desi
gn
Acceptan
ce&
Training
Delivery
2 mo 7 mo 3 mo2 mo 2 mo 1 mo
PLAN: Total of 17 months
Presale
?
Presale P
PP
P
lans
Requirem
ent
Implem
entation
Installation
And
Testing
Desi
gn
Acceptan
ce
Delivery
End
(Postm
ortem)
2 yr 2 mo 12 mo 3 mo2 mo 3 mo5 mo 1 mo
ACTUAL: Total of 28 months OperationBackup
M1Planning
M2Analysis
M5Testing
M6Delivery
M4Implementation
M3Design
PARTICIPANTS IN PROJECT LIFECYCLEPARTICIPANTS IN PROJECT LIFECYCLE
A. Presale: Marketing, Sales, PM, SE, SOE
B. Bidding: PM, ALL
C. Kickoff: PM, PJM, SE, HE, SOE
D. PP Plan: PJM, PJM, SE, SOE
E. Requirement: PJM, All Engineers, QA
F. Design: PJM, All Engineers
G. Implementation: PJM, All Engineers
H. Installation: PJM, All Engineers, MM
I. System testing: PJM, All Engineers, QA
J. Delivery: PM, CM, QA, PJM, All Engineers
K. Celebration: PM, ALL, BM
K. Postmortem: PM, ALL
Presa
le PP
P
lans
Requirem
ent Im
plementati
on InstallationA
nd T
esting
Desi
gn Acceptan
ce Delive
ry EndBiddi
ng Kicko
ff
A B C D E F G H I J K
PROJECT LIFE CYCLE & ACTUAL ACTIVITY TIME
PROJECT LIFE CYCLE & ACTUAL ACTIVITY TIME
Risk Management Requirement Management Overall/Time Management
Presa
le PP
P
Plans
Requirem
ent Im
plementati
on InstallationA
nd T
esting
Desi
gn Acceptan
ce Delive
ry End
(Postm
ortem)
2 yr 2 mo 12 mo 3 mo2 mo 3 mo5 mo 1 mo
ACTUAL: Total of 28 months
OperationBackup
M1Planning
M2Analysis
M5Testing
M6Delivery
M4Implementation
M3Design
Engineer Effort
MILESTONE & DELIVERABLESMILESTONE & DELIVERABLES
AnalysisAnalysis
SRSData modelEvent modelQuality model
Subcontract plan
Conceptual design
DesignDesign
H&L Design document:System archApplication archDatabase schemaUser interface
Material planManual outline
Unit test planInt. test plan
DevelopmentDevelopment
CodeInternal test resultStatistics matrix(Code inspection,& internal test)
Int. test model,case, data &schedule
TestTest
Int. test results
Acceptance testplan and schedule
Data conversionplan & process
Program PlanProgram Plan( Business process)
Program PlanProgram Plan( Business process)
PlanningPlanning
Project plan
Engineering planReqmnt plan
DeliveryDelivery
Acceptance testResults
User manual
Training docs.
Quarterly/monthly/weekly reportsQuarterly/monthly/weekly reportsfinance, resource, requirement, risk, schedule, quality, CMMfinance, resource, requirement, risk, schedule, quality, CMM
Milestone:Milestone:• Symbol of significant achievementsSymbol of significant achievements• Payment distribution Payment distribution
THE FACTS THE FACTSIn 1998In 1998• The cost of failed projects went downThe cost of failed projects went down
$81 billion in 1995 to $75 billion in 1998$81 billion in 1995 to $75 billion in 1998• Cost overrunsCost overruns
$59 billion in 1995 to $22 billion in 1998$59 billion in 1995 to $22 billion in 1998• Project succeeded in meeting scope, time, and costProject succeeded in meeting scope, time, and cost
26% of all IT projects26% of all IT projects• Project challenged (overrun and delay)Project challenged (overrun and delay)
46% of all IT projects46% of all IT projects• Project failedProject failed
28% of all IT projects28% of all IT projects
In 2001In 2001• Time overruns decreased to 63% from 222% Time overruns decreased to 63% from 222% • Cost overruns were down to 45% from 189% Cost overruns were down to 45% from 189% • Required features and functions were up to 67% from 61%Required features and functions were up to 67% from 61%• 78,000 U.S. projects were successful, compared to 28,00078,000 U.S. projects were successful, compared to 28,000• 28% of IT projects were succeeded compare to 16%28% of IT projects were succeeded compare to 16%
The Standish Group “1998 CHAOS Report” & “CHAOS 2001: A Recipe for SuccessThe Standish Group “1998 CHAOS Report” & “CHAOS 2001: A Recipe for Success
19931993 19941994 19951995 19961996 19971997 19981998 19991999 2000200000
5,0005,000
10,00010,000
15,00015,000
20,00020,000
25,00025,000
30,00030,000
# O
F P
M#
OF
PM
Ps
Ps
YEARYEAR
GROUTH IN PMP CERTIFICATIONIN US 1993 - 2000
GROUTH IN PMP CERTIFICATIONIN US 1993 - 2000
1,0001,000 1,9001,900 2,8002,800 4,4004,4006,4156,415
10,08610,086
18,16418,164
27,05227,052
PROJECT AND OTHER DICIPLINE PROJECT AND OTHER DICIPLINE
Project Project ManagementManagement
Knowledge andKnowledge andPracticePractice
General General ManagementManagement
Knowledge andKnowledge andPracticePractice
ApplicationApplicationAreaArea
Knowledge andKnowledge andPracticePractice
PROJECT MANAGEMENT FRAMEWORK
PROJECT MANAGEMENT FRAMEWORK
HRHRMgt.Mgt.
Comm.Comm.Mgt.Mgt.
RiskRiskMgt.Mgt.
Procure.Procure.Mgt.Mgt.
ScopeScopeMgt.Mgt.
TimeTimeMgt.Mgt.
CostCostMgt.Mgt.
QualityQualityMgt.Mgt.
ProjecProjectt
SuccesSuccesss
NeedsNeedsexpectationexpectation
ToolsToolsTechnologyTechnology
ProjectProjectInt. Mgt.Int. Mgt.
PROJECT MANAGEMENTKNOWLEDGE AREAS
1. Project IntegrationManagement
1. Project IntegrationManagement
2. Project Scope Management
2. Project Scope Management
3. Project Time Management
3. Project Time Management
2.1 Initiation2.2 Scope Planning2.3 Scope Definition2.4 Scope Verification2.5 Scope Change Control
2.1 Initiation2.2 Scope Planning2.3 Scope Definition2.4 Scope Verification2.5 Scope Change Control
1.1 Project Plan Development1.2 Project Plan Execution1.3 Integrated Change Control
1.1 Project Plan Development1.2 Project Plan Execution1.3 Integrated Change Control
3.1 Activity Definition3.2 Activity Sequencing3.3 Activity Duration Estimation3.4 Schedule Development3.5 Schedule Control
3.1 Activity Definition3.2 Activity Sequencing3.3 Activity Duration Estimation3.4 Schedule Development3.5 Schedule Control
4. Project Cost Management
4. Project Cost Management
6. Project Human Resource Management
6. Project Human Resource Management
5. Project Quality Management
5. Project Quality Management
4.1 Resource Planning4.2 Cost Estimating4.3 Cost Budgeting4.4 Cost Control
4.1 Resource Planning4.2 Cost Estimating4.3 Cost Budgeting4.4 Cost Control
5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control
5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control
6.1 Organizational Planning6.2 Staff Acquisition6.3 Team Development
6.1 Organizational Planning6.2 Staff Acquisition6.3 Team Development
7. Project Communications Management
7. Project Communications Management
8. Project Risk Management
8. Project Risk Management
9. Project Procurement Management
9. Project Procurement Management
7.1 Communication Planning7.2 Information Distribution7.3 Performance Reporting7.4 Administrative Closure
7.1 Communication Planning7.2 Information Distribution7.3 Performance Reporting7.4 Administrative Closure
8.1 Risk Management Planning8.2 Risk Identification8.3 Qualitative Risk Analysis8.4 Quantitative Risk Analysis8.5 Risk Response Planning8.6 Risk Monitoring and Control
8.1 Risk Management Planning8.2 Risk Identification8.3 Qualitative Risk Analysis8.4 Quantitative Risk Analysis8.5 Risk Response Planning8.6 Risk Monitoring and Control
9.1 Procurement Planning9.2 Solicitation Planning9.3 Solicitation9.4 Source Selection9.5 Contract Administration9.6 Contract Closeout
9.1 Procurement Planning9.2 Solicitation Planning9.3 Solicitation9.4 Source Selection9.5 Contract Administration9.6 Contract Closeout
SKILL SET OF A LARGE PROJET (1) SKILL SET OF A LARGE PROJET (1)
Business Manager: Business Manager: Vertical 1 Vertical 2 Vertical 3Vertical 1 Vertical 2 Vertical 3
LegalLegal
Program Manager Program Manager PMPM
Contract Manager Contract Manager CMCM
Subcontract Manager Subcontract Manager SCMSCM
Training Manager Training Manager TMTM
FinanceFinance
Material Manager Material Manager MMMM
SalesSales
MarketingMarketingManagement TeamManagement Team Engineering ManagerEngineering Manager
Quality Assurance Quality Assurance QAQA
System Engineer System Engineer SESE
Hardware Engineer Hardware Engineer HEHE
Software Engineer Software Engineer SOCSOC
Project Manager Project Manager PJMPJM
SKILL SET OF A LARGE PROJET (2) SKILL SET OF A LARGE PROJET (2)
Program Manager He is the decision-maker at program level such as price, budget, customer relation, schedule, etc., in all phases including bid, execution and delivery.
Contract Manager He is in charge of contract negotiation, contract documents, and deals with contract issues during program execution.
Subcontract Manager He is the interface to Motorola’s subcontractor(s), e.g., servers, PCs, network, database.
Sales Representative He is in charge of daily customer relation during pre-sale.
Material/Equipment Purchasing
He is in charge of material/equipment purchasing.
Contract Financial Controller
He is in charge of accounting of the project.
Legal He provides consulting work regarding legal issues.
ManagementManagement
SKILL SET OF A LARGE PROJET (3) SKILL SET OF A LARGE PROJET (3)
Project Manager
(Leader)
He manages the implementation of the project, including daily contact with customer and subsystems’ schedule management, internal process supervision. He should also participate in one area of development.
Chief Architect He is responsible for the system architecture for the proposal, design, and implementation, integration test, and resolving technical issues. He will participate in contract/SOW negotiation and be responsible for proposal, technical part of contract, and SOW. He is also responsible for subsystem interface specification to help customer in subsystems procurement.
Hardware Engineer He is in charge of network design, hardware installations (actual work can be done by vendors).
System Engineer He coordinates the software development process and test. He should also participate in one area of development. He will also assist the chief architect.
Database Engineer He is responsible for database design, implementation, and administration.
Software Developer There are seven persons who are fluent in PowerBuilder/Visual Basic. At least one of them is capable of coding in C++ of UNIX network programming.
Quality controller She is responsible for quality assurance in development processes and software. .
EngineersEngineers
SKILL SET OF A LARGE PROJET (4) SKILL SET OF A LARGE PROJET (4)
Hardware Engineer Hardware Engineer HEHE
Hardware Engineer Hardware Engineer HEHE
System Engineer System Engineer SE SE
System Engineer System Engineer SE SE
Software Engineer Software Engineer SOESOE
Software Engineer Software Engineer SOESOE
• Based on the requirements at product (system) level, which uses the most suitable technology and hardware components to implement the functions of the product, under the support of the software.
• Based on the architecture and requirements prepared by SE, SE, design and implement the software to drive the hardware capabilities.
• Based on system architecture and software technology, identify a corresponding software architecture.
• Based on requirements at product (system) level and hardware design, elicit and convert them into software requirements.
• Coordinate the work between SE SE and SOCSOC
RELATIONSHIP WITH CUSTOMERRELATIONSHIP WITH CUSTOMER
Formalcontact
Casualcontact
Internal
CUSTOMERCUSTOMERCUSTOMERCUSTOMER
System EngineerSystem Engineer
SalesSales
MarketingMarketing
Project ManagerProject Manager
LegalLegal
Program ManagerProgram Manager
Contract ManagerContract Manager
Subcontract ManagerSubcontract Manager
Quality AssuranceQuality Assurance
TrainingTraining
FinanceFinance
Material ManagerMaterial Manager Hardware EngineerHardware Engineer
Software EngineerSoftware Engineer
KEY ELEMENTS FOR SUCCESSKEY ELEMENTS FOR SUCCESS
TECHNOLOGYTECHNOLOGY• Technology Technology • Domain knowledge Domain knowledge • ExperiencesExperiences
CUSTOMERCUSTOMER• Culture Culture • RelationshipRelationship
METHODOLOGYMETHODOLOGY• Right processRight process
MANAGEMENTMANAGEMENT• Requirement Requirement • Risk Risk • Schedule (milestones)Schedule (milestones)• CostCost
TECHNOLOGYTECHNOLOGY• Technology Technology • Domain knowledge Domain knowledge • ExperiencesExperiences
CUSTOMERCUSTOMER• Culture Culture • RelationshipRelationship
METHODOLOGYMETHODOLOGY• Right processRight process
MANAGEMENTMANAGEMENT• Requirement Requirement • Risk Risk • Schedule (milestones)Schedule (milestones)• CostCost
THE KEY OBJECTIVES OF IT PRJECT MANAGEMENTTHE KEY OBJECTIVES OF IT PRJECT MANAGEMENT
Improved customer relationshipImproved customer relationshipShorter development timesShorter development timesLower costsLower costsHigher quality and increased reliabilityHigher quality and increased reliabilityImproved productivityImproved productivityBetter internal coordinationBetter internal coordinationHigher worker moraleHigher worker moraleBetter control of work resourcesBetter control of work resourcesHigher profit marginsHigher profit margins
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