EE 685S

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EE 685S

• Advanced Engineering Operations
• Fall
• 2003
• Lifecycle Selection

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Project Knowledge and Project Lifecycle Phases
High
100
Typical Building, Bridge, etc. Projects
Typical New Manufacturing Process Projects
Knowledge (project, impacts, risks)
Typical IT Projects
EOP
EOL
Low
Build Phase
Roll out Phase
Design Phase
Support Phase
Project Lifecycle - Time
Source Dr. Kevin McCormack - 2002
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Project Characteristics v. Lifecycle Approach
Low
Fat Pitch SDLC / Waterfall Hard Approach
Curve Ball IE / Waterfall w/
Prototyping Modified Hard Approach
Complexity of Project
Fast Ball Waterfall w/ Sub Projects Staged
Delivery Modified Hard Approach
Wild Pitch Soft Systems Spiral Evolutionary
Prototyping Soft Approach
High
Clarity of Requirements
High
Low
Source Dr. Kevin McCormack - 2002
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Lifecycle Major Check Points

• Clearly defined (processes, deliverables,
  measures, activities)
• Situational fit (complexity, requirement clarity,
  user involvement, team skills, visibility,
  flexibility, time constraints, risk)
• Technology fit (architecture, tools, code,
  package, objects)
• Bottom line
• The lifecycle must help create the environment
  for a
• measurable, predictable, repeatable, efficient,
  effective process
• for executing the project.

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EE 685S

• Advanced Engineering Operations
• Fall
• 2003
• Team Type Selection

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Team Types

• Match the objective (and lifecycle) to the type
  of team (McConnell)
• Problem resolution
• Creativity
• Tactical execution

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Project Characteristics v. Lifecycle Approach and
Team Type
Low
Fat Pitch Tactical Execution Carry out a well
defined plan SDLC / Waterfall Hard Approach
Curve Ball Combo Explore possibilities /
alternatives Focus - solving problem then - carry
out plan IE / Waterfall w/ Prototyping Modified
Hard Approach
Complexity of Project
Fast Ball Creativity Explore possibilities /
alternatives then execute Waterfall w/ Sub
Projects Staged Delivery Modified Hard Approach
Wild Pitch Problem Resolution Focus -solving
complex problem Soft Systems Spiral Evolutionary
Prototyping Soft Approach
High
Clarity of Requirements
High
Low
Source Dr. Kevin McCormack - 2002
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Team Types

• Problem resolution
• Trustworthy, intelligent, pragmatic
• Creativity
• Self motivated, independent, creative, persistent
• Tactical execution
• Soldiers -
• Highly focused tasks, clearly defined roles,
  sense of urgency

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Critical Success Factors

• Clear roles and responsibilities
• Monitoring of individual performance and feedback
• Effective communication
• Fact based decision making

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Team Structures

• Business Team
• Peer group headed by technical lead
• Streamlines communication - one point of contact
• Flexible - all types of teams
• Business Team - Client Liaison
• Lead or Co-lead by Client / Business User
• Technical lead may or may not report to Client
  Liaison
• Integrates - good for all types of teams
• Chief Programmer Team
• Surgical team - with assistant surgeon and
  specialists (docs, test)
• Good for creative and tactical projects
• Skunkworks Team
• Black box Organize itself -
• Intense ownership / buy-in
• Lacks visibility -Good for creative projects

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Team Structures

• Feature Team
• Traditional hierarchy with focused teams
• Representative team members
• Accountable, empowered, balanced
• Good for problem resolution / creativity
• Search and Rescue Team
• EMT team - specialized knowledge of tech and
  business problem
• Good for problem resolution
• SWAT Team
• Skilled With Advanced Tools
• Focused skills - Focused team - Well defined
  roles
• Good for tactical execution

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Team Structures

• Professional Athletic Team
• Stars with managers
• Specialized roles
• Good for tactical projects
• Theater Team
• Director - with vision, roles and actors
• Strong direction with individual contributions
  and negotiation
• Producer - software manager
• Good for projects that must integrate many
  aspects
• Large Team
• Communication / coordination / control are issues
• Create small teams within team with clear command
  and control

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EE 685S

• Advanced Engineering Operations
• Fall
• 2003
• Control Mode Selection

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Definitions

• Formal
• Outcome Control
• Define targets and controllees decide how to meet
  them.
• Behavior Control
• Define steps and procedures for task performance
  according to prescribed procedures.
• Informal
• Self Control
• Individuals set their own goals, self monitors
  goal achievement and rewards / sanctions
  themselves accordingly.
• Clan Control
• Clan - group of individuals who are dependent on
  each other / common goals. Clan control operates
  when all members embrace the same values, similar
  problem solving approaches and commits to
  achieving group goals.

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Project Characteristics v. Control Approach
High
High
Behavior Control
Outcome Control
Client Liaison Understanding of IS development
Process
Outcome Measurability
Clan Control
Self Control
Behavioral Observability
Low
Low
High
Low
Source Dr. Kevin McCormack - 2002
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Definitions

• Outcome Measurability
• Ability to measure achieved results.
• Behavior Observability
• Availability of information that reveals
  controllers behaviors.
• Client Liaison
• Business manager that is actively sponsoring /
  championing an IS project.
• Understanding of IS Development Process
• Knowledge of IS development lifecycles, practices
  and procedures.