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Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 1
Product Processes
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 2
3.6 Key process areas of IT projects
Requirements design and – management5
Project definition in IT projects 4
IT Infrastructure Library (ITIL)3
Capability Maturity Model Integrated (CMMI)2
Capability Maturity Model (CMM)1
Software engineering6
Testing7
Configuration management8
Infrastructure9
IT specific processesin IT projects
OD in IT projects10
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 3
3.6.1 Capability Maturity Model
The Capability Maturity Model (CMM) is a collection of instructions an organization can follow with the purpose to gain better control over its software development process
(Source: Wikipedia)
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 4
Software became more important an complex Organizational difficulties to fulfill promised requirements in time,
budget and quality (golden triangle) Developers often did not fulfill their promises
Client did not obtain ordered software in time and/or quality. Result: Delayed benefits and/ or extra cost
Contractor had to deal with a damaged image and/or contractual penalties
Status Quoin the 1980’s
Problem
Initiation of CMM development at the Software Engineering Institute (SEI) by the US Department of Defense in 1986: High quality of complex software needed for the Strategic Defense Initiative (SDI or Star Wars Project)
Goal: To assure capability of the contractor’s organization to fulfill clients needs
Both, Contractor and client started to benefit of CMM!
Solution
Excessive demand & poor quality in software development in the 1980‘s
Development of the Capability Maturity Model (CMM)
3.6.1 CMM - Roots
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 5
3.6.1 CMM – Definition
A Capability Maturity Model (CMM) is a reference model of mature practices
in a specified discipline, used to improve and appraise a group’s
capability to perform that discipline.*
Source: http://www.sei.cmu.edu/cmmi/adoption/pdf/cmmi-overview05.pdfBack to PM-standards
‚All models are wrong, some are usefull‘(George Box)
‚In god we trust, all others bring data‘(W. Edwards Deming)
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 6
3.6.1 CMM – Maturity Levels
Organization’s support level for SW-processesOptimizing - ImprovementManaged - Measured, controlledDefined - Documented and understoodRepeatable - Repeat mastered tasksInitial - Unpredictable, poorly controlled
Softw
are
proc
ess
Mat
urity
Lev
els
Intended to help software organizations to improve the maturity of their software processes in terms of an evolutionary bottom-up path
Focus: Identifying Key Process Areas and the exemplary practices that may comprise a disciplined software process
SW Organizations
(1)
(2)
(3)
(4)
(5)
„The primary goal for most organizations is to achieve a Level 3 maturity“ (Walker Royce)
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 7
Maturity Level Management Organizational Engineering
5 - Optimizing Technology Change Mng Process Change Mng
Defect Prevention
4 - Managed Quantitative Process Mng SW Quality Mng
3 - Defined Integrated SW Mng Intergroup Coordination
Org Process Focus Org Process Definition Training Program
SW Product Engineering Peer Reviews
2 - Repeatable Requirements Mng SW Project Planning SW Project Tracking SW Subcontract Mng SW Quality Assurance SW Configuration Mng
1 - Initial AD HOC PROCESSES = No KPA’s at this time!
3.6.1 CMM – Key Process Areas
The CMM defines five levels of software process maturity, based on an organization's support for 18 Key Process Areas (KPAs)
Continuous process improvement
Quantitativemanagement
Processstandard-ization
Basicprojectmanagement
Focus
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 8
Cha
ract
eris
tics
of P
rogr
ams
by S
EI L
evel
3.6.1 CMM - Performance
1
2
3
4
5
Ref.: Mark C. Paulk, Bill Curtis, Mary Beth Chrissis, and Charles V. Weber, “Capability Maturity Model Version 1.1”, IEEE Software, Vol. 10, No. 4, July 1993, pp. 18-27.
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 9
3.6.2 CMM – Planning interval
Average time of organizations to move to next maturity level using SW-CMM
Empirical evidence indicate similar data for CMMi-Model (see few slides later)
Nearly 2 years to move to next upper level!
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 10
Talk about affiliation of each characteristic to corresponding CMM-Level
Optimizing
Managed
Defined
Repeatable
Initial
3.6.1 CMM - Exercise
Process ManagementDynamically self-
optimizing processes
Experience rating of processes
Change Management
Process and product metrics
To analyze and evaluate experiences in a quantities way
Project experiences and knowledge are used in the
whole organization
Definition of processes
Overall exchange of project based knowledge
To learn from similar projects
Requirements Management
Project Management
Quality Management
Chaos and Heroism
Low adherence to delivery dates and cost
High risk
Instable Processes,danger of backslide to lower level
Technology Management
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 11
Students shall assign each characteristic to corresponding CMM-Level
Optimizing
Managed
Defined
Repeatable
Initial
3.6.1 CMM - Exercise
Process Management
Technology Management
Dynamically self-optimizing processes
Experience rating of processes
Change Management
Process and product metrics
To analyze and evaluate experiences in a quantities way
Project experiences and knowledge are used in the
whole organization
Definition of processes
Overall exchange of project based knowledge
To learn from similar projects
Requirements Management
Project Management
Quality Management
Chaos and Heroism
Low adherence to delivery dates and cost
High risk
Instable Processes,danger of backslide to lower level
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 12
3.6.2 From CMM to CMMi
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 13
3.6.2 Capability Maturity Model Integration
Capability Maturity Model®Integration (CMMI) is a process improvement approach that provides organizations with the essential elements of effective processes(Source: http://www.sei.cmu.edu/cmmi/general/general.html)
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 14
3.6.2 CMMi – Representation
Two types of representations in the CMMI models:
Staged and Continuous
A representation allows an organization to pursue different improvement paths.
The organization and presentation of the data are different in each representation.
But: The content is the same!
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 15
Staged
ML 1
ML2ML3
ML4
ML5
. . .for an established set of process areas across anorganization
Continuous
. . .for a single process areaor a set of process areas
PA PA
Proc
ess
Area
C
apab
ility
PA
3.6.2 CMMi – Comparing Model Representations (I)
The difference between them is that process area capability deals with a set of processes relating to a single process area or specific practice, while organizational maturity pertains to a set of process areas across an organization
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 16
3.6.2 CMMi – Comparing Model Representations (II)
Continuous Flexible in its application so the organization can choose
which areas to emphasize according to business goals and objectives
Provides equivalent staging to compare to staged representation
Staged Structured for implementation based on proven grouping
and ordering of processes
Familiar structure for those transitioning from the SW-CMM
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 17
3.6.2 CMMi – Staged Representation (I)
Very similar to SW-CMM
Easy migration from the SW-CMM to CMMI staged representation
Provides a proven sequence of improvements, each serving as a foundation for the next
Provides a single rating that summarizes appraisal results and permits comparisons across and among organizations
Allows an organization to select a specific process area and improve relative to it
Higher maturity level processes may be performed by organizations at lower maturity levels, with risk of not being consistently applied in a crisis.
Maturity Levels
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 18
3.6.2 CMMi – Staged Representation (II)
A maturity level is a well-defined evolutionary plateau of process improvement.
There are five maturity levels.
Each level is a layer in the foundation for continuous process improvement using a proven sequence of improvements, beginning with basic management practices and progressing through a predefined and proven path of successive levels.
Discussion:
Technically maturity levels can be skipped. Do you think it would be wise to skip levels? - Keep in mind: Organizations have kind of a life, think about a scenario of disaster
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 19
3.6.2 CMMI – Continuous Representation (I)
Standardized process areas Assessment of PA Comparison of PA among
different organizations/ units using CMMI or ISO 15504 (SPICE)
Allows to focus on companies most important processes
Obtain a differentiated overview of the organization’s actual status quo by representing each process area by a bar (see next slide)
...
Process Areas (PA) Category
Each process area has goals and activities to guide the improvement
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 20
3.6.2 CMMI – Continuous Representation (II)
A capability level is a well-defined evolutionary plateau describing the organization’s capability relative to a particular process area
Six CMMI capability levels:
Each level is a layer in the foundation for continuous process improvement.
Process Areas identify “what you do” Capability Levels: “how well you do it”
Process areas are assessed and assigned to a corresponding Capability Level4 5 2 2 3 1 0 4 1 1 4 5 3
Org
aniz
. Pro
cess
Foc
us
Org
aniz
. Pro
cess
Def
initi
on
Org
aniz
. Tra
inin
g
... Pro
ject
Pla
nnin
g
Pro
ject
Mon
itori
ng a
nd C
ontr
ol
Sup
plie
r A
gree
men
t Mgm
t
... Req
uire
men
ts M
gmt
Req
uire
men
ts D
evel
omen
t
Tech
nica
l Sol
utio
n
... Con
figur
atio
n M
gmt
Pro
cess
& P
rodu
ct Q
ualit
y A
ssur
ance
Mea
sure
men
t & A
nalis
ys
...
1 2 3 4 5 6 7 8 9 10 11 12
Process Mgmt Project Mgmt Engineering Support
0
1
2
3
4
5
Capability Level
1 2 3 4 5 6 7 8 9 10 11 12
Process Area Nr.
CMMI Model: Continuous Representation
Example!
The CMMI Continuous representation is flexible –we may decide to achieve level 3 in one process area and level 5 in another
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 21
3.6.2 CMMI – Continuous Representation (III)
CL0Incomplete Not performed, incomplete
CL1Performed Perform the work
CL2Managed
Adhere to policy, follow documented plans and processes,apply adequate resources, assign responsibility andauthority, train people, apply CM, monitor, control, andevaluate process, identify and involve stakeholders,review with management
CL3Defined
Project’s process is tailored from organization’sstandard processes, understand process qualitatively,process contributes to the organizations assets
CL4Quantitatively
Managed
Measure process performance,stabilize process, control charts, deal with causes of special variations
CL5Optimizing
Defect prevention, proactive improvement,innovative technology insertion and deployment
Capability Levels: Improving a Process Area
Capability levels are
cumulative
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 22
3.6.2 CMMi – Comparison
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 23
3.6.2. CMM(i) - Benefits
Reduction in systems integration and test time
Greater probability of success Cause integration of, and interaction
among, the various engineering functions
Extend SW-CMM benefits to the total project & organization
Employ systems engineering principles in SD
Increase & improve SE content in programs
Leverage previous process improvement investments
Business benefits
Increased focus and consistency in … requirements development and
mgmt systems design and development systems integration risk management measurement & analysis other engineering-related
activities
Technical benefits
In today’s fast-paced, competitive business environment, approaches used in the past such as “manufacturing in quality” and present, “engineering in
quality” are not enough. The future is innovation!
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 24
CMMi
Today still developed Integration of various
standards to a new one Includes more areas of
processes, emphasizes on important practices
Better useable as an implementation guideline
Involvement of all relevant stakeholders through refocusing requirements
Staged and continuous representation model
Compliance of CMMI with ISO 15504 (SPICE)
Process areas extendible
CMM
Differences
Will not be upgraded by SEI from Dec 2001
Today‘s standard in many companies
Focus on Software engineering
One staged representation model with five maturity levels
Process areas fix
3.6.2 Differences CMM/ CMMi
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 25
3.6.3 ITIL
The Information Technology Infrastructure Library (ITIL) is a customizable framework of best practices that promote quality computing services in the IT sector.(Source: Wikipedia)
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 26
3.6.3 ITIL - General
is a set of guidance and consists of a series of publications
is still developed by the United Kingdom’s Office Of Government Commerce (OGC)
was conceived in the late 1980s
Giving guidance on the best practices for provision of quality IT services
Providing documented, process based approach to deliver well managed IT services
Back to PM-standards
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 27
3.6.3 ITIL – Framework
ITIL is comprehensive because of its definition as a collection of books
Individual subjects of each book is referred to as sets. The sets are further divided into disciplines, each of which is focused on a specific subject.
Currently eight sets available:
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 28
3.6.3 The ITIL sets – Main aspects
How to start the changeover to ITIL
Identification of benefits
Planning to implement Service Management
Which services must be provided
Adequate support to the business
- IT Financial Mgmt
- Capacity Management
- Availability Mgmt
- IT Continuity Mgmt
- Service Level Mgmt
Service Delivery
Ensure customer’s access to appropr. services that supp-ort business funct.
- Service Desk
- Change Management
- Release Management
- Problem Management
- Incident Management (!)
- Configuration Mgmt
Service Support
How to realize defined security services
Availability, confidentiality & Integrity need to be guaranteed
Security Management
How business’ framework affect IT
Development, delivery and support of IT Services
Bridging the gap of customers req. & organization’s working
Business Perspective
Helps redesign business require-ment according to business changes
How to manage the SW development lifecycle
Also the testing of IT services
Application Management
Financial investment
Control, manage, protect SW in the organization through lifecycle
Software Asset Management
Requirement of tools, organization, processes
Stable IT & Communication
- Network service Mgmt
- Operations Management
- Mgmt of local processors
- Computer installation
- Systems Management
ICT Infrastructure Management
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 29
3.6.3 ITIL – Service Management
Service
Desk
4
3 2
1
“One face to the
customer”
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 30
3.6.3 ITIL – Four selected processes
43
21
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 31
3.6.3 ITIL – Benefits/ Disadvantages
Systematic, professional approach to the management of IT service provision
Risk of not meeting business requirements
Staff turnover Costs of training Cost per incident Costs when developing new
procedures and practices in an organization
ITIL reduces… Customer satisfaction with
IT services Communication and
information flows between IT staff and customers
Morale of service delivery A quality approach to IT
services Standards and guidance for
IT staff Greater productivity and
better use of skills and experience
Availability systems/apps Asset utilization
ITIL improves… Excessively bureaucratic –
everything done by the book
It requires senior management buy-in
Cost of implementation Cost of management Deal with cultural changes
ITIL’s Disadvantages
Adopting ITIL’s guidance can provide benefits, but some say there are disadvantages, too
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 32
3.6.3 CMMi & ITIL – To cover all of IT
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 33
3.6.3 CMMi & ITIL: Example
Development & maintenance ofIT products and services
Management of IT infrastructure
CMMi
ITIL
Requirements Management.
Requirements Development
Technical Solution, Product Integration, Validation and Verification
Config. Mgmt
Change Request
CMMi Availability
Management Security
Management
ITIL processes
Config. Mgmt
Service Desk
ITIL Collection and management
of requirements Functional and technical analysis
Development
Configuration
Maintenance
“New IT-System needed”
Source: Adopted of http://www.kneuper.de/English/Cmmi/itil-cmmi.html
“In spite of their different structure, these two models support each other by
covering different aspects of the IT lifecycle” R.Kneuper
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 34
3.6.3 CMMi & ITIL: Business impact
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 35
3.6.4 Project definition
Now go through contract book example
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 36
3.6.4 Project definition: Exercise
Senior managers require from you to implement by July X (assuming it‘s December X-1 now)
You know that previous implementations needed 24 month, 60 man years effort and 12 Mio $. The documentation of this team is accessible for you.
You know you can probably get 10 month, 15 man years and 2 Mio $ approved. You have no team available yet. You have not got all the details available (effort estimates, cycle time estimates,
cost estimates, H/W sizing, exact scope etc.) You know that the project will take 50% h/c of department A, 30% of department C
out of business, but they have to deliver most of the project. You have senior managers that have no clue about IT project management
You have been appointed to be a project manager of a software imple-mentation which is a standard package – But you don‘t know the package
Tasks for the exercise:
A.) Describe how you proceed to get the project defined (process flow or list of steps)
B.) What key elements do you need figure out to get the project approved?
C.) Describe how you get these elements defined
D.) Describe your strategy to make the project a success after approval
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 37
3.6.5 Requirements design and management
A fool with a tool is still a fool…
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 38
3.6.5 Requirements design and management
Requirements design & management: Key area and the hardest part of an IT project!
Customers often don‘t know what they want! (see W.S. Humphrey)
Don‘t miss it in the beginning! (see evaluation phase)
Progressive elaboration! (e.g. layer concept)
Business process orientation vs. tools or screens orientation
Cut the number of prototypes and iterations by encouraging initial thinking
A fool with a tool is still a fool…
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 39
3.6.5 Requirements design and management
Use
r Acc
epta
nce
Expa
nsib
ility
Requirements
Selection and Assessment5 very important4 relative important (relative to what)3 important2 unimportant1 totally unimportant
Completeness of FunctionsAll functions are realized
Serviceability
EfficiencyPerformance of functions in acceptable time
Correctnessof execution
ReliabilityError free execution of functions
RobustnessHandling of unexpected and invalid Inputs;
Recognition and handling about system errors
Safety
FlexibilityAdoption to new requirements
Bug fixingRecognition and easy Bug fixing
AdaptilityConnectivity with other Software Systems
Reusability
TimeMemory
Easy to UseEasy to LearnEasy to Understand
SecurityImproper use of access
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 40
3.6.5 Requirements design and management
Simple and handmade draft:
Not style or program important,but the fact that s.o did it!
Source: Somewhere in the internet
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 41
HLD
DLD
ELD
Req/Designs
ProgramCodes
Main Business Process
1 : 1
m
1
1
1
1
n
x
z
Func
tiona
lD
evel
opm
ent
Customization,Data conversion
Standard ERP
3.6.5. Requirements design and management
Decomposition of requirements
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 42
4. Integration Test
1. Execution Level Design
Gap List
Defect List
List existingCustomizations *
Inventory existingCustomizations MCS / Oracle 10.7
Data MigrationProgramm
External Systems /Interfaces
Migration Programm
5. Cut Over Test
MigrationCustomizations
7. Live System
* Contain: BRIO, Forms,Reports, Trigger, Interfaces
Compass List
GlobalCustomizations
2. Unit TestTest Forms, Reports, Scripts,Packages, ...
Test System, Processes, Data,Interfaces, Customizations
Process Doc ELD
Process Testplan
Unit Testplan
Setup Plan
CommonalityCheck
Inventory
top down / bottom up
Process Description
HLD DLDProcessList
3. Box TestTest Part Processes overmore than one Unit
Mass Data Test
Stress Test
Development TeamFunctional Team
6. Cut Over
3.6.5. Requirements design and management
The functional design drives the project and links the development work
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 43
3.6.5 Requirements design and managementSuppliers
Receive Payment
Send Statements
F10
F12, F13
POI
PO Receipts
GeneralLedger
GeneralLedger
Close Order
S11, F15
S9, S10
F14
F1, F14
D2
Make and SourceDeliverFinanceExternal
W. M. S.
S6, S7, S8, S9
AP
OracleInventory
Run MRP
OracleWIP
Send PO to Supplier
ATO WIP JOB
Sale
s O
rder
Dem
and
WIP
JOB
S
Com
plet
ions
Issues
OVP PO Requisitions
OVP PO Receipts
Pick confirmations
Ship Confirmation
Load Forecast Run MDS Release PO
RequisitionsApprove
Requisition Manual
Requisition
Create PO
ApprovePO
MiscellaneousAdjustments
ManufacturingAccounting
Cus
tom
ers
(End
Cus
tom
ers
or D
.C.)
Enter/ReceiveOrder
Order ProcessingSend Order
Acknowledgement
Pick Order Pack Order Ship Order Ship Confirm
Send Shipping Documents
Create ARTransaction
Send Customer Invoice Collection
ActivitiesSend Dunning
Letters
Adjust AR Transactions
Close AR Transactions
Schedule Sharing
Production Scheduling
S1, S2, S3
S2, S5
S7, S14, S17
S6,S8S4 S3, S7, S9S4S4
S3, S6, S7, S8, S9
M4, M5,M6
M10, M11
F2, F3, F4, F14
M1, M2, M7,M8,M9M3
D1, D2
D2
D2, D3, D5, D6, D8
D7
F7
F10
F5, F6, F7, F8, F9 F10 F11
F10, F11, F12
D4 D4 D4, D5, D7 D4
Shop Floor Control
Data Warehouse
MOL
End of Product Life
Excess & Obsol. Mgmt
S12
S13
Item & BOM Mgmt
M1,M2
Transportation PlanningD7
Project Accounting
F17
Commercial Invoice
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 44
3.6.5 Basics of ERP architecture
ERP
DWH CAM
WMS / PPS
ContractManufacturing
Frei
ght
Forw
arde
rsCorporate wide
master data
Vend
orE-
busi
ness
Vendor MasterVendorsPOAP
Customer MasterCustomersSOAR
Item Master
Internal OperationsMRPWIPPPSINVNPI
Supply chain transaction shadowed by finance
R & D Tools
Freight Forw
arders
Custom
er E-business
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 45
3.6.6 S/W engineering
Requirements = Work release process
Documentation and coding standards
Version control and tools (e.g. Clearcase, Sourcesafe)
Reusability vs. hard coded
Architecture (modular etc.)
Clarity
Used technology
Used platforms (OS, DB, H/W)
Release strategy and process
Defects, errors and patching
SQA, peer reviews
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 46
3.6.6 S/W engineering – Example
20 Mio mobile devices sold p.a. in Germany, 2-3 Mio sent back for repairs, ≈ 1/3 because of SW defects!*
SW development often is pressured for time! Despite of intensive testing by producers and operators not all bugs are detected.
Consequences: Customer dissatisfaction, slump in sales and reduction in profits, also damage of corporate prestige!
The more functions a device is able to handle the more complex the software gets with an increasing probability of SW errors
*Source: Tagesspiegel, 28th Aug 2005
Software
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 47
3.6.7 Testing
Practical Expertise: Test strategy is the key to success! Avoidance of go live errors -> Cost
per phase increase! Substantial training effect for key
users! Tests corresponding to design
levels! Test -> Log issue -> Resolve issue ->
Test -> UAT Use test results to understand
progress in project Test all areas! No assumptions (dummy data to
production data)
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 48
Main Business Process
Process Verification HWTest
Mass Data Test
Cutover Test + Maint. Prep
IT 1 + IT 2 + [ IT 3 = UAT ]
System Test
Go Live Test
Prerequisite Test to Cutover
Ready to Go Live Test
3.6.7 Testing: Verification Levels
Gap Analysis
HLD DLD ELD Req/Des [Codes]
Box Test (IT0) Unit Testfunctional / technical
Not all processes
withprod data
All processes +
All satellites
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 49
3.6.8 Configuration Management
Configuration
IdentificationConfiguration
Control
Configuration
Audit
Configuration
Status accounting
ISO 10007
Ongoing
In projects
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 50
3.6.8 Configuration Management
Simple and handmade draft:
Not style or program important,but the fact that s.o did it!
Source: Somewhere in the internet
Software Config. Mgmt: Goals View
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 51
BL0
DV
SB
IT‘PatchesSetups
Develop-ments
BL1
IT
Freshinstall
Baseline0 Baseline1t
Backup Backup Backup
CV
PT
Fresh Install
0
1
2
3
3
4
6
57
8
9
3.6.8 Configuration Management
Baseline 1 iteration
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 52
BLn PR
DV
SB
PatchesSetups
Develop-ments
ITIT‘
PR‘
potential downtime
Baselinen Go Live 1st Operationt
Backup Backup
CV
PT
PatchesSetups
Develop-ments
Production Iteration‘
TR
TR
Backup
User Training
14
15
16 17
18
18
19
20
21
22
23
24
3.6.8 Configuration Management
Go Live 1st OP & Prod iterations
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 53
All Operations are LiveGo Live other Operations
PR
DV
TR
PT
CV
Backup
t
DV‘
TR‘
SB
PR
Backup
25
26
26
26
27
27
3.6.8 Configuration Management
Go Live other Ops & All Ops Live
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 54
3.6.9 Infrastructure
Practical Expertise: H/W sizing is kind of a science!
Instance plan and cloning Stress test Performance tuning DRP and test, restore Recovery time Downtime management Computing, storage, computing
infrastructure (e.g. backups) Transaction volumes, data amounts, users, S/W licensing models BIA vs. SLA vs. cost, 5/9 and systems availability Application oriented or capacity oriented? Homologation of platforms across projects Provision of test systems and timely refreshes and backups are
key
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 55
3.6.10 Organizational Development in IT Projects
Practical Expertise: IT projects require special OD efforts!
Usually IT projects drive change in the business
Especially in bigger projects OD becomes important
Initial evaluation of change to come and impact analysis
Start organization, intermediate snapshots, final stage
Otherwise: Passive and active resistance, friction in team,which can lead to total failure of the project.
Give people a clear view on their future!
Plan for rewards
Identify key positions and explain/ offer
Create a win–win situation for team and company!
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 56
Table of Contents
Introduction
IT Projects
International IT project management
Case Study: ERP implementation
Summary
Basics of IT Project Management
Appendix & Back up slides
1.
2.
4.
5.
6.
3.
7.
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 57
International
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 58
Table of Contents
4.1 Requirements
4.2 Time zone differences
4.3 Span of control (SOC) vs. Line of sight (LOS)
4.4 Local interests
4.5 Cultural differences
4.6 Language and communication
4.7 Impact on Project or Program organization
4.8 Impact on Project processes
International IT project management4.
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 59
4. 0 Teaser*
* Turn on your sound device!
By courtesy of Berlitz
Get used to daily challenges of international collaboration!
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 60
4.1 International IT projects: Requirements
Agreed decision making structures on process and solutions design Cooperation processes, tools and media defined in detail from the beginning. Routines to detect and fix defects / errors in the concept. Standardization must be done at a defined level of granularity but must respect
varying levels of resource and funding availability. An agreed architecture is needed early in the process.
Architectural decisions must consciously be made in time to enable budget planning
Common funding: Template to be reused + clear pricing and sizing Has to be part of IT LRP + LRPs have to be in sync.
Higher degree of discipline A reasonable approach on ‚global‘ and regional degrees of freedom and control
levels + a clear agreement and communication what these exactly are. Buy in & communication of the major principles to all involved business teams Consideration of individual starting positions A common project life cycle and view on the resource pool Deliverables of each group defined and understood in detail. Defined interfaces between the main playing groups An agreed strategy and approach that is communicated to all levels of the team. An international project organization requirements capturing process that is
sensitive to regional requirements
PM-Culture Cooperation
Social aspects
Procedure Architecture
Business aspects
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 61
4.2 Time zone differences
Site
Time
ASIA 14 15 16 17 18 19 20 21 22 23 24 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24EMEA 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17USA 24 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 1 2 3 4 5 6 7 8 9 10
ASIA USAEMEA ASIA EMEA
Day 1 Day 2 Day 3
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 62
4.2 Time zone differences – Follow the sun
European Center
9 am – 5 pm
5 pm – 1 am
1 am – 9 pm
North American Center
1 am – 9 pm
9 am – 5 pm
5 pm – 1 am Asia Pacific Center
5 pm – 1 am
1 am – 9 pm
9 am – 5 pm
Work – Leisure – SleepHelpdesk
usually needed during work
time
Exploiting time zones to provide global service and support 24/ 7
Shift personnel and/or data center to a daylight location
But: Communication obstacles and cultural differences between user and support
But: Cost-efficiency of high service level. Security and administrative access policies
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 63
4.3 Span of control vs. Line of sight
What is the final goal of a project?
Encouraging strategic behaviors?
Where is the optimal aggregation level?
Central vs. local: What is central, what is local?
The myth of flexibility vs. cost optimization?
In optics, photography, or even hunting, the line of sight is the straight line between the observer and the target
Range of effective interaction between individuals
Necessity of local cooperation or possibility of worldwide delegation
Line of sight The number of people a manager
can effectively manage Is said to be wide if a superior
has many subordinates and narrow if there are few
Inverse relationship to the number of layers of hierarchy
Span of control
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 64
4.4 Local interests
General tendency is to keep direct control But especially business critical success factors that influence
business results or execution of speed Remote decisions are not always good for the local business Local decisions are not always good for the business in total
Fair play and balance of interests vs. encouraging political behaviors and hiding by using wrong mechanisms
Need to provide the ‚right‘ mechanisms to show advantages as well as disadvantages of decisions locally as well as globally: Share the burden!
Never under estimate the power of passive resistance and in transparency!
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 65
4.5 Cultural differences
Various studies have been made to explain cultural differences, e.g. the IBM study by Geert Hofstede or studies for Shell by Fons Trompenaars
„Think globally act locally!“
„Cultural differences exist and have to be dealt with“
„Within one company cultural differences get reduced over time if the company has a strong culture itself“
" Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster."Prof. Geert Hofstede, Emeritus Professor, Maastricht University.
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 66
People orientation
Friendliness
Intercultural interest
Patience
Ability to compromise
IntegritySensitivity
CompetenceSkills
Reliability
Honesty
Modesty
General values are important to achieve complex goals in culturally diverse environments
4.5 Cultural differences – General values
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 67
4.5 Cultural differences – Profile US vs. Ger (I)
Contact: Official & serious Form of address: Often last name Once in a while need to talk turkey
(‘talk tacheles’) Professional criticism s.t understood
as personal criticism, thus criticism might cause negative motivation
Small talk is small talk, big talk is big talk! Positive effects of small talk often underestimated
Contact: Informal & humorous Form of address: first name Talk: Confrontation avoided or
attenuated, paper over the cracks with jokes
Necessity for harmony: Give lots of compliments! Harsh words often are understood as a direct offence!
Small talk is big talk! Use small talk to get to know each other
Smattering greeting used as a door opener: “how is it going” or “how are you?”
Friendliness is very important, accommodation usual
Personal relationship less important than achievement of results
Political correctness: Avoid any aspect of discrimination against race, color, religion, sex, …
“How are you?” Often understood as a serious inquiry on existential orientation
Germans ought to act polite and friendly, because other nationalities might be offended by direct or harsh words, even if it wasn’t meant
Germans s.t. act reserved & short-spoken, accommodation understood as invitation to develop friendship
Communication
Friendliness
US Germany
Source: I. Nitzsche “Business-Spielregeln rund um den Globus”
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 68
4.5 Cultural differences – Profile US vs. Ger (II)
Performance is important, also academic titles (like Dr. Ing.)
Often complex & bureaucratic hierarchy, use of official channels
Teamwork: “What’s the big picture?” A team is to support one another to achieve the great & common goal.
Thoughtful project start: “at first we concern, discuss & plan, then we might start”. This might be considered as a stumbling block
Rather down-to-earth, might cause underestimation of competence
Document the effective results!
Performance is important, academic titles not. (A “Dr.” is a medic!)
Often flat hierarchy. Easy to talk to higher ranked personnel if necessary
Teamwork: “What’s in it for me?” A team is a bunch of people to profit one another. Profit shall be revealed!
Pragmatic project start: “first we start, then we’ll see.” Might result in chaos & ineffectiveness
Rather enthusiastic: Everything is great or outstanding
Document the progress!
Good entertainment supported by state of the art technology in a relaxed & humorous manner
KISS: Keep It Short and Simple, the problem definition
Very important: Catalog of measures
Often present an extensive analysis to proof the status of an expert
Aspects of service (e.g. after sales concept) shall not be forgotten!
US Germany
Project behavior
Presentation
Source: I. Nitzsche “Business-Spielregeln rund um den Globus”
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 69
4.5 Cultural differences – Profile US vs. Ger (III)
Business lunch: Often need to put it on a personal level. Might result in “Gemütlichkeit”
Visiting program: Germans like to get all the details (e.g. Empire State Building in 1,5 h) or discover the ‘bizarre’ stuff
Business clothing: A bit more casual than in the US
Business lunch: On time and targeted, ends after dessert.
Visiting program: Americans like to see effectively plenty in less time, details not important (e.g. dome of cologne in 15 min)
Business clothing: more conservative than in Germany,Woman wearing skirt must wear panty hose & must have shaved legs Men have to pay attention to spruce ness & attend to sweat, body odor.
Legacy of the pioneers also key business driver: Independence and personal responsibility
Flexibility in job and residence Ideology: “Let’s get it on!”, less
psychological burden in case of failure
The job is your mission, often of a lifetime perspective
Less flexibility in changing residence Ideology: “If you do something, do it
the right way” Failure often causes psychological
burden
US Germany
Soft factors
Mentality
Source: I. Nitzsche “Business-Spielregeln rund um den Globus”
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 71
4.5. Cultural differences – Iceberg analogy
Orientation to:
• Environment
• Competitiveness
• Individualism
• Power
• Space
• Communication
• Action
• Time
• Thinking• Structure
• Music
• Art
• Food & Drink• Greeting
• Manners• Rituals
• Outward behavior
Source: Adopted from: http://www.trinity.edu/rjensen/cultures/culture.htm
“The most powerful elements of culture
are those that lie beneath the surface
of everyday interaction“
W.B Carper
Like an iceberg, most of culture is out of conscious awareness. This ‘hidden’ part of
culture has been termed “deep
culture”
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 72
4.5 Cultural differences: Geert Hofstede
Geert HofstedeCultures, organizations and intercultural cooperation
Differences and influences by national culture
Assumes that national character has some influence on workplace orientations, even in very diverse countries like the U.S.
The individual comes first!
Avoid generalization or stereotypes!
The findings are ‘averages’, will vary between individuals!
Groundbreaking work in cultural differences across countries in workplace orientations
A scientific approach to cultural differences!
Conducted a poll among 100.000 of IBM’s staff members in 1967-73
Findings BUT:
See also: http://www.uigarden.net/english/national_culture_differences ; http://www.geert-hofstede.com/index.shtml
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 73
4.5 Cultural differences: Geert Hofstede
The extent to which a society accepts the fact that power in institutions and organizations is distributed unequally
Accessibility of superiors
All people should have equal rights
„ Power distance“ The extent to which a society
feels threatened by uncertain & ambiguous situations, AND tries to avoid them with formalization, rules, and absolutism
„Uncertainty avoidance“
Definition of cultural dimension 1 and 2
PD UA
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 74
4.5 Cultural differences: Geert Hofstede
The degree to which people in a society prefer to act as individuals, rather than as members of a group.
High individualism = low collectivism
„Individualism-Collectivism “
Long-term orientation looks to the future, and values thrift & persistence.
Short-term orientation looks to the past & present, and values tradition & fulfilling social obligations
„Long term orientation“
Definition of cultural dimension 3 and 4
IDV LTO
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 75
4.5 Cultural differences: Geert Hofstede
The extent to which the dominant values in society are “masculine:”
Assertive
Acquisitive
Not caring for others
Not caring for quality of life
Men should dominate
„Masculinity“
The extent to which the soft values in society are “feminine:”
Equality between the sexes
Sympathy is important
Work in order to live, not the other way around
People are important
Interdependence is ideal
“Femininity”
Definition of cultural dimension 5
MA
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 76
4.5 Cultural differences: Geert Hofsteede
PD UA IDV LTO MAUnited States 40L 46L 91H 29L 62HGermany 35L 65M 67H 31m 66HJapan 54M 92H 46M 80H 95HFrance 68H 86H 71H 30*l 43MNetherlands 38l 53M 80h 44M 14lHong Kong 68H 29L 25L 96H 57HIndonesia 78H 48L 14L 25*L 46MWest Africa 77H 54M 20L 16L 46MRussia 95*H 90*L 50*M 10*L 40*LChina 80*L 60*L 20*L 118H 50*L
PD = Power distanceIDV = Individualism vs. CollectivismMA = Masculinity vs. feminismUA = Uncertainty avoidanceLTO = Long term vs. short term orientation
Source: Internet, complete tables see better Hofsteede directly, -> 7.5
Results of study: Differences expressed in values of 5 differentiated dimensions of cultural differences:
L = LowM = MidH = High
0
10
20
30
40
50
60
70
80
90
100
PD
UA
IDVLTO
MA
Japan Germany United States Indonesia
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 77
4.5 Cultural differences: Geert Hofsteede
NOTE: In this version, LTO data have been removed since accurate values are only available for a subset of the countries covered by this tool.
The smaller the difference in scores between countries, the greater the cultural similarities
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Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 78
4.5 Cultural differences: International analysis
USA, GB, AUL (Australia) NZ and Canada are all English
speaking nations with similar cultural characteristics. They are
nations of individuals whose cultural upbringing leads them to
cope well with change and uncertainty.
Collectivist societies such as China, Korea and Japan tend to be more likely to avoid change until a collective decision has
been made and the element of uncertainty has been minimized.
Individualism/Collectivism vs. Uncertainty avoidance
Source: http://ausweb.scu.edu.au/aw03/papers/edwards2/paper.html
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 79
4.5 Cultural differences: Job effects (I)
Low Flat hierarchy The ideal boss is a resourceful
democrat who considers himself as pragmatic, systematic and feels the need of support
Managers trust rely on personal experience and subordinates
Subordinates expect to be asked Privileges and status symbols
displease
High Multilayer hierarchy The ideal boss is an autocrat
ruler with good intentions like a good father who considers himself as a helpful decision maker
Managers rely on formal rules Subordinates expect orders Privileges and status symbols for
managers are popular
High High degree of loyalty towards
employer, long period of employment
Focus on task Few patents/trademarks Naturally high level of precision
and punctuality
Pow
er d
ista
nce
Unc
erta
inty
avo
idan
ce
Low Low degree of loyalty
towards employer, short period of employment
Focus on relationship Lots of new patents/trademarks Precision and punctuality must
be learned and controlled
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 80
4.5 Cultural differences: Job effects (II)
High degree It’s a disadvantage to be a relative
of the employer/employees
Bad job performance result in dismissal
Job and company take priority over personal relationship
High level of control on job, work condition and work time
Low degree Relatives of employer and
employees are favored for hire
Bad job performance result in other job assignment
Personal relationship take priority over job and company
Low level of control on job, work condition and work time
High Stable, binding and cross-
generational structures Differentiation between older and
younger brothers and sisters Same interests are no pre-
condition for marriage
Indi
vidu
alis
mLo
ng ti
me
orie
ntat
ion
(Effe
ct s
ocia
l rel
atio
ns)
Low Traditions are of low value,
often considered nostalgically Social changes are happening
easily New relations are often unstable
and uncertain
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 81
4.6 Language and communication (I)
Practical expertise: „Challenges of internationality“
Employees from many nations can get involved in projects in multi national corporations
Conference calls, remote meetings, no face to face dialog possible
Different email communication styles, e.g. exact wording, simplification of message, misunderstanding
People are not prepared to communicate well on netmeetings and conference calls
Common language is English
Native speakers usually are not aware and they also don‘t mind
Acoustics usually bad
Deal with accents and learn to understand
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 82
4.6 Language and communication (II)
Practical expertise: “Possible activities”
More travel is/ should be done to establish personal relationship -> Affect project cost
Webcams Take pictures of people and distribute to entire team Investment in Telecom and sound equipment (e.g. microphones) Test telecom facilities and look at quality results Change telecom conference providers if the results are not satisfactory Avoid to much email usage, in doubt call
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 83
4.7 Impact on Project/ Program organization
Practical expertise: “Recommendations”
Up front buy-in of all involved/ impacted parties Equal representation but balanced by capacities Continuous involvement of key players Strong sponsorship Establish direct contact with key stakeholders
Prepare the ground Establish consensus building processes Bottom up and top down decision making
mechanisms are required Escalation mechanisms and filter criteria: What is
important to be globally looked at, what is not important?
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 84
4.8 Impact on project processes
Establish common understanding of how processes will work
Thorough full preparation and verification of project processes
Leadership needs to sing from one song sheet
Establish tracking mechanisms to assess process quality and discipline of usage Local process training required
Documentation and Pre-approval of processes before they get published
Practical expertise: “Recommendations”
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 85
4.
Loop untilIssues Solved
Task
1. Identify Subprocessesout of the DLD
2. Create generic UserManual
Generic Testplan(Box Testplan) Ww Process Team
Deliverables Who
Generic User Manual(Box Manual) Ww Process Team
3. Create ExecutableTest plan
Executable Test Plan(Box Testplan) SME
Execute ExecutableTest plan Issues or Process ok SME
Enter Issues inClearQuest Issues in ClearQuest SME
Assign Issues inClearQuest
Solve Issue solved Issue IT and/or SME
5. IT1Local Team presents process
to the global team SME
Regional SME / IT
IT
IT
IT
SME
Assign Issues
Defect
Data
Setup
Functional gap
Global
Regional
4.8 Impact on project processes
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 86
Table of Contents
Introduction
IT Projects
International IT project management
Case Study: ERP implementation
Summary
Basics of IT Project Management
Appendix & Back up slides
1.
2.
4.
5.
6.
3.
7.
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 87
Table of Contents
Introduction
IT Projects
International IT project management
Case Study: ERP implementation
Summary
Basics of IT Project Management
Appendix & Back up slides
1.
2.
4.
5.
6.
3.
7.
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 88
Summary
1) Introduction
Why IT Projects fail? Errors to avoid? How to do that? Standards of Project Management, S/W Engineering CMM, CMMI, ISO 10006, 10007, PMBOK
2) IT Projects
Criteria of project assessment Context: How IT projects are weaved into the corporation? Breakdown phases, S/W development life cycles Different type of projects: Consequences for proceeding? Project life cycle: What are the project phases? Beside project execution, what else do you have to bear in mind? Project Cost: -> What cost types? How do you retain control on the expenses?
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 89
Summary3) IT Project Management Basics
Importance of resource, effort, cycle time estimation Determination of project processes and project media Selection of personnel PM/ PMO Project monitoring and controlling of cost Which cost types exist, procedure Selection of approver, team members, steering committees, sponsors What kind of steering mechanisms could a PM use to correct plan variation?
4) International IT Projects
Intercultural differences (work manners, way of thinking, language, socio-cultural imprinting) Different perception and interest (everything depends on the point of view) Obstacles in communication, problems on leadership Line of Sight vs. Span of Control
5) ERP case study
How do you run an ERP implementation? What do you have to consider in which phase? Differences in process design: Package or self made? Instance plan
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 90
7.
Table of Contents
Introduction
IT Projects
International IT project management
Case Study: ERP implementation
Summary
Basics of IT Project Management
Appendix & Back up slides
1.
2.
4.
5.
6.
3.
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 91
Table of Contents
7.1 Change history
7.2 Terms and definition
7.3 Additional sources
7.4 Recommended literature: English
7.5 Recommended literature: German
7.6 Back up slides
Appendix & Back up slides7.
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 92
7.1 Change history
Release Date Changes made Author1.3 1st Mar 2004 First published release CS1.4 23rd Aug 2004 Added change history CS
Added additional sources, ISO17799, computer worldAdded ISO10006 material references Updated IT trendsAdded participants feedback and summaryAdded Motorola descriptionAdded more details on CMMiAdded excercise to clarify basics for project costingAdded contract book example as part of project definitionAdded project definition exercise for studentsAdded explanations about effort estimatesAdded Geert Hofstede‘s investigations on cultural differencesAdded explanation about program management
1.5 6th Mar 2005 Added details about estimation, estimation methods CSAdded estimation processAdded ERP architectureAdded feedback from Release 1.4 studentsAdded exercise about estimation methodsUpdated Portfolio / program management slide
1.6 20th Sept 2005 Graphical upgrade DS
1.7 1st Mar 2006 Added ITIL CS/ DSAdded EVMAdded CMMI Added estimation methods Added PM organization
1.8 xx.xx. 2006 Update to PMBOK, 3rd Edition, 2004 CS/ DS
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 93
7.2 Terms and definitions AACEAssociation for the Advancement of Cost Engineering http://www.aacei.org/ AMR Advanced Manufacturing Research AIM Application Implementation Method BIA Business Impact Analysis CMM (i) Capability Maturity Model (integrated) CPM / PERT Critical Path Method, Program Evaluation and Review Technique CobiTControl objectives for Information and related Technology
http://www.isaca.org DIN 69901 Project Management DRP Disaster Recovery Plan EVM Earned Value Management http://evm.nasa.gov FTE Fulltime equivalent GPMO Global program management office HLD/ DLD/ ELD High Level Design / Detailed Level Design / Executable Level Design ISO 10006 Project Management (here: Link of PMBOK comparison to ISO)
http://www.welchco.com/sd/08/00101/02/95/07/21/134937.HTMhttp://www.aipm.com/globalstandards/List of Standardshttp://www.vwi.org
ISO 10007 Configuration Management ISO/IEC TR 15504 International Standard for Software Process Assessment
http://www.softwareresearch.net/site/teaching/SS2003/PDFdocs.SE2/SPICE.I.pdfhttp://isospice.com/standard/tr15504.htm
ISO/IEC TR 12207 Software life cycle process http://www.acm.org/tsc/lifecycle.html ; http://www.software.org/quagmire/descriptions/iso-iec12207.asp ITIL IT Infrastructure library, http://www.ogc.gov.uk/index.asp?id=2261 KPA Key process area LPR Long Range Plan PM Project manager, project management PMI Project management institute, http://www.pmi.org/info/PP_StandardsExcerpts.asp
PMO Program management office PMBOK Project Management Body of Knowledge http://egweb.mines.edu/eggn491/Information%20and%20Resources/pmbok.pdf
Download of 2000 issue http://www.pmi.org/prod/groups/public/documents/info/pp_pmbok2000licenseagr.asp RUP Rational unified process SEI Software engineering institute http://www.sei.cmu.edu/cmmi/ SCOR Supply Chain Operations Reference Model SLA Service Level Agreement SME Subject Matter Expert SPICE Software Process Improvement and Capability determination, http://www.isospice.com/ UAT User Acceptance Test
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 94
7.3 Additional sources
Computer world: Project failure http://www.computerworld.com/managementtopics/management/project/story/0,10801,95196,00.html?nas=PM-95196 ERP Enterprise resource planning IEC International Electrotechnical Comission
http://www.iec.ch/ http://www.cs.tcd.ie/15445/15445.HTML (HTML, see foreword for cooperation ISO + IEC) IPPD Integrated product and process development (s. CMMI) ISO17799+ ISO norm for IT security MD Man Day MW Man Week MY Man Year TR Technical report (A standard is published as a Technical Report Type 2, when the subject is still under technical development, or
where for another reason there is the future possibility of an agreement on an International Standard. Source: http://www.isospice.com )
USDP Unified Software Development Process WBS Work Breakdown Structure IFPUG International Function Point User Group http://www.ifpug.org/ SME Subject Matter Expert DRP Disaster Recovery Plan LRP Long Range Plan COTS Commercial-of-the-shelf software OH Overhead PM Project Management HR Human Resource DP Data processing SOW
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 95
7.4 Recommended Literature: English
1. “A guide to the Project Management Body of Knowledge”PMBOK guide, 2000 Edition, Published by Project Management Institute, Inc., Pennsylvania, USAISBN 1-880410-23-0
2. W.S. Humphrey: “Winning with Software” ISBN 0-201-77639-1
3. CMMI -> s. terms and definitions
4. Tom DeMarco: “The Deadline”, 1997ISBN 0932633390
5. Geert Hofstede: “Cultures and organizations, software of the mind, Intercultural cooperation and its importance for survival”, 1991 ISBN 0-07-029307-4
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 96
7.5 Recommended Literature: German
1. A.-W. Scheer: „Wirtschaftsinformatik“
2. Walter: „Systementwicklung“
3. Ernest Waldmüller: „Software-Qualitätsmanagement in der Praxis“
4. Krallmann et al.: „Systemanalyse im Unternehmen“
5. Hering et al.: „Informatik für Ingenieure“
6. Integriertes Qualitätsmanagement, 3. Auflage, Hanser
7. PMBOK 4th Edition
8. I. Nitzsche “Business-Spielregeln rund um den Globus” ISBN 3-8214-7650-8
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 97
7.6 Backup slides
Additional information for further self-study see
following (hidden) slides
Carlo Selwat: International IT project management SYSEDV/ITPM SS 2005/www.sysedv.tu-berlin.de 98
Case Study