Aucun titre de diapositive

1
Prospective IT governance 9- Projects
113
2
Strategic Alignment
13
3
114
4
113
5
Organization's pro-jection and its PROJECTS
Organization finality
PROJECTS
115
6
Project
You and me, Paris !
Later, I will be...
- Reflection over the present (lack of
satisfaction, what is missing) - Desire or will
to fill these lacks - Implementation of actions
at the service of this desire or will -
Organization to channel the actions - Regular
evaluation of the progression
"...Its objective is to mobilize, following
temporary but with precision defined purposes,
productive perennial structures, more
traditionally turned towards aggregations of
jobs, functions or equipment of comparable
nature, that towards a joint mobilization to the
benefit of a product, a market or a customer...
This mobilization gives to the project its
transverse characteristic, and results in
speaking of matrix structures... Implementation
of an organization by projects is a delicate
activity, because it requests to create effective
imbalances, for it leads to transform companies
beyond their only organizational aspects"
115
7
The Pharaoh and the pyramids time, short delay
limited human resources technical
specifications
Project triangle
time
technical specs
ressources
X50-105 Afnor standard  a specific approach
which enable methodically and gradually to
structure a reality to come    ... a project
is implemented to work out a response to the need
of one user, one customer or one market. It
implies an objective, actions to be undertaken
with given resources  
116
8
PROJECT definition A project is - a
coordinated set of works, - accomplished by
people - using means and supports - in order to
equip a company with a product, a service or a
system - to deal with anticipated situation
aimed - at the slightest cost the cost can be
financial, social, human, technical
116
9
Basic tools for projects pert, gannt ..
118
10
A Type Some big, strategic, important projects,
split into sub-projects ex automotive
industry pb company regulation vs projects
autonomy B Type Project in the center of
regulation, enterprise project C type small
projects, reduced autonomy ex pharmaceutical,
.
118
D après Vincent Giard (IAE Paris) dans Cahiers
Français (La documentation Française)
11
D après Vincent Giard (IAE Paris) dans Cahiers
Français (La documentation Française)
12
Organization Design and Innovation
1 Functional Structure 2 Lightweight Project
Manager
Function Manager (FM)
FM
FM
FM
FM
FM
ENG
MFG
MKG
ENG
MFG
MKG
PMs Assistants
L
L
Project Manager PM)
Working Level
Liaison (L)
Area of Strong PM Influence
4 Autonomous Project Team
3 Heavyweight Project Manager
FM
FM
FM
FM
FM
FM
Market
ENG
MFG
MKG
ENG
MFG
MKG
Con- cept
Market
L
L
L
PM
Con- cept
Leader (L)
L
L
L
PM
Source Fujimoto
13
Some IT project typical diseases. Intellec
tual temptation or perfection
pursuit Creeping specs or inability to say
no Cavalry or therapeutic obstinacy Enforced
project or go after others happiness without
their consent Project arthritis or insidious
paralysis The monster or uncontrollable
gigantism Degeneracy or memento mori

123
14
2 - What has been proposed by IT Organization
group...
3 - What has been designed by project team...
1 - What was client's demand...
4 - What has been really implemented...
5 - After some final adjustments by the end
user...
6 - Client's real need...
124
15
 1      DEADLINES33 of enterprise wait for 3
years (Xephon 1983), delayed backlog is 7
years (Martin 1984).5 years for Fortune 500
(Rosenberger 1981), sometimes 10 years. Demand
is 2 to 3 times supply (Alloway et Quillard 1983)
16
2      COSTS60 à 80 of maintenance costs are
due to communication problems (Lientz et al.
1978). 30 à 50 of overall costs are due to
communication problemsStrassman (1985)3     
REQUIREMENTS80 of development budget
maintenance
17
Methodology

• Rapid Application Development
• Iterative Process vs. Linear (Traditional
  Development)

18
RAD
19
RAD

• Benefits
• converge early toward a design acceptable to the
  customer and feasible for the developers
• limit a project's exposure to the forces of
  change
• save development time

• Drawbacks
• aggressive schedule often requires tradeoffs in
  product quality and/or costs
• difficult to gauge progress
• lots of installs

20
Traditional "Waterfall" methodology
System requirement specs
Software requ. validation
Preliminary design and validation
Detailed design and validation
Code, debug,
Unit by unit tests
Integration, deployment, tests
Pre-operation, validation test
Operation, maintenance, final val.
124
21
V-cycle risk of forgetting needs, weak delays
mastership...
Needs specification
Operational system
Tunnel effect
System requirement specs
Operation, maintenance, final val.
Software requ. validation
Pre-operation, validation test
Preliminary design and validation
Integration, deployment, tests
Detailed design and validation
Unit by unit tests
Code, debug,
125
22
In 1986, Dr. Barry Boehm created the Spiral
Method which he recognized and incorporated the
factor of project risk into a life cycle
model. The aim of the new model ways to
incorporate shifting the management emphasis to
risk evaluation and resolution. The spiral model
illustrated one strength, in which the system
size grows but the resources can be held
constant. This sometimes known as project risk.
The spiral model is an attempt to provide a
disciplined framework for software development
that both overcomes deficiencies in the waterfall
model, and accommodates activities such as
prototyping, reuse, and automatic coding as a
part of the process.
23
Cumulative cost
Alternatives research, Risk decrease
Needs, Solutions, Constraints, definition
Step by step progress
Step products review
Iterative development
125
24
Evolutive development           Preliminary
study          General functional design
1          General technical design
1          Prototype 1  Implementation of
prototype 1.

         Preliminary study          General
functional design n          General technical
design n          Prototype n  Implementation
of prototype n. Intégration.
25
The Spiral Model
126
26
128
27
74