David Harris

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MGT631 IS Project Management

• Slides Two

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Session Objectives

• Case discussion
• e.g. Big I BCDC, Grip Projects
• System Life Cycle
• Rapid Application Development (RAD)
• Prototyping Time Box
• Capability Maturity Model (CMM)

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Remember VerzuhsFive Essential Success Factors

• Agreement on Goals
• Plan clearly indicating what and who
• Constant, effective Communication
• Controlled Scope
• Management support

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Case Discussion

• BIG I
• Successful?
• Well planned?
• Clear accountability?
• Did things go wrong?
• Effective communications?
• Carrot stick?

• BCDC
• Fiasco?
• Planned or happened?
• Anyone accountable?
• Anyone fired?
• Franks plumbing?
• One disaster after another?
• Who cares?

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I40/Coors Interchange Reconstruction Project

• http//nmgrip.com/projects.asp?project14912

I40 Pennsylvania Bridge
http//nmgrip.com/projects.asp?project15300
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Projects Dont Run In Isolation

• Projects operate in broad organizational
  environment
• PMs must take holistic or systems view
• understand how project fits into larger
  organization

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Project Management doesnt take place in isolation
Organizational environment
Project environment
Rest of the world
Boundaries
Interactions create pressure cause changes
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Systems View of Project Management

• Systems approach emerged in 1950s
• More analytical approach to management problem
  solving
• Examine the problem by first understanding the
  environment in which it exists, next reduce the
  problem into smaller components then manage the
  resolution of the problem
• Three parts
• Systems philosophy View things as systems,
  interacting components working within an
  environment to fulfill some purpose
• Systems analysis problem-solving approach
• Systems management Address business,
  technological organizational issues before
  making changes to systems

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Systems Development Life Cycle

• Systems Development Life Cycle
• SDLC
• framework for describing phases in developing
  maintaining information systems
• Typical SDLC phases include
• planning, analysis, design, implementation
  support

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Systems Development Life Cycle

• Traditional (heavyweight)
• RAD
• (Rapid Application Development)
• Agile (Lightweight)

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Sample SDLC Models

• Waterfall model
• well-defined, linear stages of systems
  development of support
• Spiral model
• software developed using iterative or spiral
  approach rather than linear approach

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Sample SDLC Models (cont.)

• Incremental release model
• progressive development of operational software
• RAD model
• produces systems quickly without sacrificing
  quality (!)
• Prototyping model
• develops prototypes to clarify user requirements

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Systems Development Life Cycle
SDLC
Traditional Approach
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Structured ApproachesWaterfall Method
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Spiral Model of Software Development (Boehm, 1988)
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RAD -- Prototyping
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Sandra DewitzSystems Analysis Design (1996)

• Traditional systems development
• ill-suited for online, real time systems
  development
• ill-suited for leading edge development
• does not foster customer-designer communication
• inflexible as freezes requirements (tries to!)
• Three popular strategies
• joint application development (JAD)
• phased development
• rapid application development (RAD)

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JAD

• Overcomes customer-designer communications gap
• Reduce time/effort documenting, approving
  requirements/design
• JAD sessions bring users/designers together to
  focus on project development
• Employs prototyping as integral part of process

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JPP

• Joint Project Planning (JPP) session
• Objective develop a project plan that meets
  conditions negotiated between requester
  provider
• Wysocki chapter 8

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Phased Development

• Partitions large system into subsystem based on
  major processes
• Performs traditional cycle iteratively till full
  system implemented

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RAD

• Similar to both JAD phased development
• Segments system into subsystem
• Iteratively performs model-critique-refine
  process till users approve prototype
• What sets RAD apart is addition of TIMEBOX sets
  time limit on prototyping phase
• Goal is having working system of limited
  functionality quickly

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RAD (continued)

• Incremental delivery reduces time from
  requirements to system delivery
• Limited time and expense at risk for organization
• RAD approach not appropriate for all projects

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RAD Process
System initiation
System definition
JAD planning design
system redefinition performed if not suitable for
implementation
Timebox User request for change
User review
Build evolve
Minor system modifications made
System evaluation
Put system into production
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Other SDLC Models

• Scrum model
• Rational Unified Process (RUP) model
• Agile methodologies
• e.g. eXtreme Programming XP) model

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Project Phases Management Reviews

• Project should successfully pass through each
  project phase in order to continue on to next
• Management reviews (also called phase exits or
  kill points) should occur after each phase to
  evaluate
• projects progress
• likely success
• continued compatibility with organizational goals

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Distinguishing Project Life Cycles Product Life
Cycles

• Project life cycle applies to all projects,
  regardless of products being produced
• Product life cycle models vary considerably based
  on nature of product
• Most large IT products are developed as a series
  of projects
• Project management is a done is all of the
  product life cycle phases
• I have three 5-7 months mini-projects not an 18
  months project

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Project Team Stakeholders Organization

• Marchewka
• project success does not depend primarily on
  the team, but more on the set of processes and
  infrastructure in place

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Need for Organizational Commitment to IT

• If the organization has a negative attitude
  toward IT, it will be difficult for an IT project
  to succeed
• Having a Chief Information Officer (CIO) at a
  high level in the organization helps IT projects
• Assigning non-IT people to IT projects also
  encourages greater commitment

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Need for Organizational Standards

• Standards guidelines help project managers be
  more effective
• Senior management can encourage
• use of standard forms software for project
  management
• development use of guidelines for writing
  project plans or providing status information
• creation of project management office or center
  of excellence

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Project Management Process Groups

• Project management can be viewed as a number of
  interlinked processes
• The project management process groups include
• initiating processes
• planning processes
• executing processes
• controlling processes
• closing processes

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PMBOK Project Management Process Groups
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Developing an IT Project Management Methodology

• Just as projects are unique, so are approaches to
  project management
• Many organizations develop their own project
  management methodologies, especially for IT
  projects
• Next slides illustrates outline methodology from
  Marchewka

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An IT Project Methodology
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PLC versus SDLC
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Software Engineering Institute (SEI)

• SEI at Carnegie Mellon, funded by DOD
• http//www.sei.cmu.edu/
• Focus on 2 areas of software development
• enhanced management process
• technical engineering practices

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Process Improvement

• If you can guarantee the quality of the
  processes used by an organization, you can
  guarantee the quality of the products and
  services generated by these processes

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Capability Maturity Models

• SEI offers a number of CMMs
• CMMs define best practices
• Are cornerstones for process improvement
• How mature/immature are your organizations
  processes?
• Software CMM defines
• principles principles underlying software
  process maturity

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Software CMMFive Levels of Maturity

• Initial
• overall approach ad hoc, occasionally chaotic
  few processes defined success depends on
  individual effort
• Repeatable
• basic PM processes in place to track cost,
  schedule, functionality
• Defined
• S/w processes for management engineering
  documented, standardized integrated into
  development processes

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Five levels of Maturity (cont.)

• Managed
• detailed measures of software process product
  quality collected software processes understood
  controlled
• Optimizing
• continuous process of improvement enabled by
  quantitative feedback from process piloting
  innovative ideas technologies

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Maturity Levels Defects

• Maturity level
• 1
• 2
• 3
• 4
• 5

• Defects E/KSLOC
• 12
• 6
• 2.5
• 0.9
• 0.3

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The Cost of Quality

• The cost of quality is
• the cost of conformance or delivering products
  that meet requirements and fitness for use
• the cost of nonconformance or taking
  responsibility for failures or not meeting
  quality expectations

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Costs Per Hour of Downtime Caused by Software
Defects
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Six Phases of a Project

• Enthusiasm
• Disillusionment
• PANIC
• Search for Guilty
• Punishment of Innocent
• Praise Honors for Non-Participants