Project Management z Define project project management RAD
- Slides: 36
Project Management z Define project, project management, RAD, JAD z Describe project management activities z Describe the advantages, disadvantages and characteristics of SDLC (System Development Life Cycle) and prototyping z Describe the phases of SDLC z Describe project dimensions affecting risk z Discuss integration and project management tools to use in dealing with risk z Discuss issues in managing behavioral factors
Project Management z. Project - temporary endeavor undertaken to create a unique product or service ymay be divided into subprojects z. Project management - application of knowledge, skills, tools and techniques to project activities to meet or exceed stakeholder needs and expectations from a project y. T. A. N. S. T. A. A. F. L.
Project Management Activities z. Ensuring progress of project using metrics z. Identifying risks and assessing the probability of them occurring z. Ensuring progress toward deliverables within constraints of time and resources z. Running coordination meetings of the project team z. Negotiating for resources on behalf of the project
Project Modeling z. Common vocabulary (beyond data repository) z. Teamwork z. Cycle Plan z. Management y. Demonstrated in SDLC and other approaches y. Project planning & requirements identification y. Project control (status, corrective action) y. Team management y. Organizational integration
Development Models z. Systems Development Life Cycle z. Rapid Applications Development (RAD) z. Prototyping z. Joint Applications Development (JAD) (like RAD with users) z. Object-Oriented
Systems Development Life Cycle (SDLC) z. Overview z. Software Acquisition Choices z. SDLC Overview z. SDLC: Phases z. Alternative Approaches
SDLC - Prior Problems z. Failure to meet: y. Budgets y. Schedules y. Expectations z. TOO LITTLE…. TOO LATE
SDLC - Characteristics z“Problem” or “Opportunity” z. Many names; Widely applicable z“Analysis” vs. “Synthesis” z. Variance across stages z. Disciplined approach z. Systems approach z. Iterative (not sequential) z. Cyclical
SDLC - Advantages z. Focus on tradeoffs z. Focus on goals z. Controls: milestones, checklist, accountability z. Tools, models, CASE z. Hierarchical decomposition z. Designed for user & manager involvement
SDLC - Reasons for Failure z. Scope too broad or too narrow z. Lack of needed skills z. Incomplete specifications z. No control/no framework z. Lack of management/user involvement z. Too time-consuming
SDLC Phases z. Initiation and Feasibility z. Requirements Definition z. Functional Design z. Technical Design and Construction z. Verification z. Implementation z. Maintenance & Review
I. Initiation & Feasibility z. Project objectives & Scope z. Preliminary survey & feasibility y. Technical y. Economic y. Operational z. Project proposal and schedule z. Identify assumptions &
II. Requirements Definition z. Problem/Opportunity definition z. Analyze current system z. Focus on decisions and related information needs z. Define business functionality z. Plan for training, user acceptance
Problem/Opportunity Definition z. Symptoms vs. real problems z. Question decision maker’s statement of problem z. Bound problem realistically z. Try to ascertain actual cause z. Sometimes figuring out the problem is half the solution
Analyze Current System z+ Understand activities involved z+ Identify decision points z+ Help identify problems & deficiencies z+ Be aware of history z- Bias thinking
III. Functional Design z. Focus on business needs yusability, reliability z. Logical design y. Outputs y. Inputs y. Presentation y. Processes y. Databases y. Personnel
IV. Technical Design and Construction z. Finalize architecture and acquire hardware z. Complete technical definition of data access and other system components z. Make (program) vs. buy z. Develop test plans z. Revise schedule, plan and costs
V. Verification z. Program Testing y. Structured walkthrough y. Code inspection y. Unit test y. Pairs testing z. Verification, stress, user and security testing
VI. Implementation z. Cut-over y. Parallel conversion y. Direct cut-over y. Pilot conversion y. Phased conversion z. User training
VII. Maintenance and Review z. Post-implementation audit y. Ends - information requirements (information, performance) y. Means - process z. Maintenance (correcting bugs & scheduled maintenance) z. Enhancement (adding
Rapid Applications Development (RAD) z. Like prototyping, uses iterative development z. Uses tools to speed up development y. GUI yreusable code ycode generation yprogramming, language testing and debugging
Iterative Development System Concept Version “ 1” Version “ 2” Software Development Process Version “N”
Uses of Prototyping l Verifying user needs l Verifying that design = specifications l Selecting the “best” design l Developing a conceptual understanding of novel situations l Testing a design under varying environments l Demonstrating a new product to upper management l Implementing a new system in the user environment quickly
Prototyping Proposed Advantages y. Improved user communication y. Users like it y. Low risk y. Avoids over-design y. Experimentation and innovation y. Spreads labor to user department Disadvantages in practice y. Prototypes are used “as is” x. Integration often difficult x. Design flaws x. Poor performance y. Difficult to manage process y. Creates unrealistic expectations y. Documentation is difficult
Observed Effects of Prototyping Software Product z ease of use (+) z user needs (+) z unrealistic user expectations (-) z added features (? ) z poorer performance (-) z mixed design quality z mixed maintainability yless need ymore difficult to do Software Process z effort decreased (+) z difficult cost-estimation (-) z end-user participation increased (+) z more expertise needed ( -) z difficult planning & control (-)
Examples of Software Risk Items z personnel shortfalls z unrealistic schedules/budgets z developing wrong functionality z developing wrong user interface z “gold plating” z continuing stream of requirements changes z shortfalls in externally furnished components z shortfalls in externally performed tasks z real-time performance shortfalls z strained technical capabilities
Project Dimensions Affecting Risk z. Project Size (relative to others) y. Interchangeable man months y. The pregnant lady z. Experience with Technology z. Project structure y. High vs. Low z. Complexity? ? ?
Low Company-Relative Technology
High Company. Relative Technology
Tools for Project Management z. External integration tools (beyond project team) z. Internal integration tools ( within project team) z. Formal planning tools z. Formal results-control mechanisms
Integration Tools z. EXTERNAL z. INTERNAL z User project manager z User specification approval process z User-managed control process z Users as team members z User responsibility for education&installation z IT professional team leader z Frequent team meetings z Regular technical status reviews z Outside technical assistance z Goal setting by team
Tools of Project Management z. Formal Planning Tools z. Formal Control Tools z PERT, CPM z Milestones z Systems specification standards z Feasibility study specifications z Project approval processes z Postaudit procedures z Periodic formal status reports vs. plan z Change control disciplines z Regular milestone presentation meetings z Deviations from plan reports
Project Management Tools - Low Structure
Project Management Tools - High Structure
Comparison of Software Acquisition Choices Method Cost Risk Meets Needs Ease of Installation Maintenance Firm. Wide Impact Packaged Applications Low Moderate Limited Customized Software Moderate High Moderate Limited Extensive Moderate Extensive Limited Extensive Outsourced Development Moderate High Moderate Limited Not Applicable Limited Extensive Enterprise. Wide Systems High Moderate High Limited Difficult Complex Moderate Extensive In-House Development High Moderate High Extensive Moderate Extensive Limited
Managing Behavioral Factors z. Balance goals of stakeholders yproject manager ycustomer yend-user (there’s a difference) ysponsor z. Sustain commitment yproject ypsychological (personal responsibility, biases) ysocial (rivalry, norms for consistency) yorganizational (political support, culture)
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