Final presentation of CMMI Maturity Level 2 Project Planning

António Cerqueira , Girson Monteiro, Tiago Teixeira e Vitor Madureira.

Gestão da Qualidade – MIEIC – FEUP 2008/2009

Remembering what is Project Planning

Purpose

Establish and maintain plans that define project activities

Characteristics

The main output is the project plan, the basis for performing and controlling the project’s activities that address the commitments with the project’s customer.

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Defining the activities “A specific practice is the description of an

activity that is considered important in achieving the associated specific goal.” (CMMI® for Development, Version 1.2)

However some specific practices (SP): Were linked by dependencies Had a similiar purpose Shared or Exchanged information between them

Consequence: Aggregating the SP’s into one activity

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PP Specific Goals, Specific Practices and Activities

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Workflow for the SG1

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PP Specific Goals, Specific Practices and Activities

Workflow for the SG2

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PP Specific Goals, Specific Practices and Activities

Workflow for the SG3

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Company’s Process Context:

Company develops Enterprise software business.

Intends to produce an ERP, to aid herself in achieving greater performance, using CMMI Maturity Level 2 Project Planning.

Before, had created with success two types of Enterprise software systems: CRM and CMS.

Long-term desire: An external organization recognizes the value of the company’s ERP and demonstrates interest in buying it (ex: government).

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Company’s Process SG 1:

“Work Packages”: Manufacturing, Supply Chain Management, Financials, Projects, Human Resources, Customer Relationship Management, Data Warehouse, and Access Control and Customization.

“Work Products”: Deliverables, Software, Associated Documents, and Non-Deliverables

Requirements Engineer: Establish Estimates of Work Products.

External Consultants Definition of “Work Packages”. Establishment of estimates of “Work Products” and task

‘s attributes.

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Company’s Process SG 1:

Project Lifecycle Spiral Model

Iterative Strategy. Risk Management. Large and Mission-Critical Projects.

Estimate the effort and cost Estimates reliability

Historical data collected from previous CRM application developed.

Consultant: Experience in ERP development .

Unprecedented efforts represents a great risk.

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Company’s Process SG 2:

Project Risks: ERP is unprecedented

Increased costs and delivery time. ERP has a large dimension

Unrealistic estimates of effort and cost. Sudden unavailability of key elements. External Consultant, and Project Manager.

Major milestones Release of each ERP’s functional module.

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Company’s Process SG 2:

Staffing requirements Scope of the Project

The number of developers required to work in the module CRM depends on the project requirements defined within the work package .

Plan for Needed Knowledge and Skills: The developers of CRM should have the knowledge of and/or

skills needed for that specific module, and if not, should be trained accordingly.

Entities Consultant:

Concording with the requirements document and knowing well ERP’s, can recommend the best employees and resources

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SG 2: Entities

Project Manager: Needs to have proven his skills on leading solutions with

dimension and characteristics.

Training In-house training.

Stakeholders Repercussion of not involving them:

Senior managers don’t disseminate the message to all the organization levels of the goals of the ERP

Senior managers don’t support the project team

Company’s Process

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Company’s Process

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SG 3: Documents Revision:

Project Risks.

Reconcile work and resource levels Provide help and training when needed. Adjusts in the work staff skill mix.

Obtain plan commitment Establish commitments with external consultants on

ERP issues. Involvement of the top management in all

commitments.

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Conclusions

Perception of the importance of quality concepts (ex: COQ)

Sensibility about the problems and advantages of CMMI Rigorous and organized approach of developing software

versus “It works” philosophy of university projects.

The bridge between PP and company was a challenge Activity and Process notions. ERP is a vast and complex system.

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Conclusions A more formalized approach:

Obtaining commitments from all relevant stakeholders. Documenting the commitments.

Consequences of the common approach: Projects more lengthy and consequently more

expensive Difficult to identify deviations from documented plans

with lesser discipline

Difficulties in the company’s process: Defining the project lifecycle phases and importance. Identification and analysis of the project risks.

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Questions

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