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Objectives . Explain the elements of project management and the responsibilities of a project manager Describe how the UP disciplines of business modeling and environment relate to the inception phase Describe the project management activities that are done during the inception phase 

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objectives
Objectives
  • Explain the elements of project management and the responsibilities of a project manager
  • Describe how the UP disciplines of business modeling and environment relate to the inception phase
  • Describe the project management activities that are done during the inception phase 
  • Develop a project schedule using a work breakdown structure (WBS) and PERT and Gantt charts

Object-Oriented Analysis and Design with the Unified Process

objectives continued
Objectives (continued)
  • Use Microsoft Project to build the project schedule
  • Perform a risk analysis of potential project risks 
  • Develop a cost/benefit analysis using net present value calculations
  • List the key deliverables and activities of the end of the inception phase 
  • Discuss three techniques for monitoring and controlling a system development project

Object-Oriented Analysis and Design with the Unified Process

overview
Overview
  • Unified Process (UP) development methodology
    • Consists of phases, iterations, and disciplines
    • Provides framework for project definition and execution
  • Project management: a critical support discipline
  • Project Management prominent in inception phase
  • Tasks include monitoring and controlling projects

Object-Oriented Analysis and Design with the Unified Process

project management
Project Management
  • Development project artifacts (products)
    • Development of a new software system
    • Enhancement or upgrade of an existing system
    • Integration of software into existing environment
  • Projects constrained by schedule and resources
  • Project novelty presents great challenges
    • Different products are produced
    • Different activities required for varying schedules
    • Different resources are used

Object-Oriented Analysis and Design with the Unified Process

project success complexity
Project Success & Complexity
  • Development projects produce software systems
  • Projects are wide ranging
    • Simple Web sites
    • Implementation of real-time business applications
  • Issues complicating project management
    • Sophisticated business needs
    • Changing technology
    • Integrating OS, support programs, and new systems
  • Project success rate very low: 34 percent as of 2004

Object-Oriented Analysis and Design with the Unified Process

slide7

Sample Criteria for Defining Rigor or Complexity of Project Controls

Object-Oriented Analysis and Design with the Unified Process

project success factors
Project Success Factors
  • Clear system requirements
  • Substantial user involvement
  • Support from upper management
  • Thorough and detailed project plans
  • Realistic work schedules and milestones
  • Adequate project resources
  • Proper execution of control processes

Object-Oriented Analysis and Design with the Unified Process

the role of the project manager
The Role of the Project Manager
  • Project manager coordinates project development
  • Specifications in a detailed plan at project inception
    • Activities that must take place
    • The deliverables that must be produced
    • Resources needed
  • Project manager accountable for success or failure
  • Project manager has internal/external responsibilities
  • Many career paths lead to project management

Object-Oriented Analysis and Design with the Unified Process

slide10

Figure 3-1

Various Roles of Project Managers

Object-Oriented Analysis and Design with the Unified Process

project management knowledge areas
Project Management Knowledge Areas

Appendix A Reading

  • The Project Management Institute (PMI)
    • Professional organization promotes project management
    • PMI provides extensive support material and training
    • Defines specialist’s body of knowledge (BOK)
  • PMBOK organized into nine knowledge areas
  • PMBOK principles to be applied to iteration activities 

Object-Oriented Analysis and Design with the Unified Process

knowledge areas
Knowledge Areas
  • Project Scope Management
  • Project Time Management
  • Project Cost Management
  • Project Quality Management
  • Project Human Resources Management
  • Project Communications Management
  • Project Risk Management
  • Project Procurement Management
  • Project Integration Management

Object-Oriented Analysis and Design with the Unified Process

project management within the unified process
Project Management within the Unified Process
  • Project management is a support business discipline
  • Project management tasks prominent at inception
  • Other important disciplines of inception phase
    • Business modeling
    • Environment
    • Requirements
    • Design

Object-Oriented Analysis and Design with the Unified Process

slide14

UP Phases and Iterations with Disciplines

Object-Oriented Analysis and Design with the Unified Process

the unified process and the inception phase
The Unified Process and the Inception Phase
  • Inception phase of the UP has (5) objectives
    • Identify the business need for the project
    • Establish the vision for the solution
    • Identify scope of the new system and the project
    • Develop preliminary schedules and cost estimates
    • Develop the business case for the project
  • Inception phase may be completed in one iteration

Object-Oriented Analysis and Design with the Unified Process

understanding the business environment
Understanding the Business Environment
  • Objective: understand project operational context
  • Define the business problem
  • Evaluate existing architecture
  • Define needed interfaces to other systems
  • Perform stakeholder analysis
      • Stakeholders: people with an interest in the system
        • Users, sponsors and support staff

Object-Oriented Analysis and Design with the Unified Process

the stakeholders for rocky mountain outfitters
The Stakeholders for Rocky Mountain Outfitters
  • Identify all of the stakeholders
  • Most important executive stakeholders
    • RMO project sponsor: VP William McDougal
    • Executive stakeholders: John and Liz Blankens
  • Other stakeholders
    • Operational users such as sales reps and mail
    • Warehouse workers
    • Technical staff

Object-Oriented Analysis and Design with the Unified Process

slide18

Sample Stakeholder Analysis Form for RMO

Object-Oriented Analysis and Design with the Unified Process

creating the system vision
Creating the System Vision
  • Purpose: justify strategic importance of new system
  • Clear vision statement includes (3) essential pieces
    • Precisely specified objective(s)
    • Concrete (dollar value) benefits tailored to sponsors
    • System capabilities meeting objective(s)
  • Project charter: defines need, objective, benefits, scope
    • System vision
    • Statement of business need
    • Stakeholder analysis form

Object-Oriented Analysis and Design with the Unified Process

slide20

Objectives, Business Benefits, and System Capabilities

Object-Oriented Analysis and Design with the Unified Process

slide21

Objectives, Business Benefits, and System Capabilities

Object-Oriented Analysis and Design with the Unified Process

creating business models
Creating Business Models
  • Three major areas normally require business models
    • Business events (what triggers a process to start)
    • Business processes
    • Information repositories and flows
  • Business models are tied to system requirements
  • Model format and rigor may vary with each project

Object-Oriented Analysis and Design with the Unified Process

environment and the inception phase
Environment and the Inception Phase
  • Discipline concerned with development of the project environment
  • Several activities are included
    • Design and configure the physical environment
      • Cubes, desks, chairs, phones
    • Select and configure project tools
      • Development tools IDEs, CASE, modeling tools, database tools
      • Office desktop (i.e. Word, Excel, Outlook, scheduling)
      • Project management tools (i.e. Project, ReqPro, Risk monitor, issues mgt)
    • Tailor the UP development process
    • Defining the rigor of a project
      • Determine high risk issues
    • Setup technical support services

Object-Oriented Analysis and Design with the Unified Process

finalizing the system and project scope
Finalizing the System and Project Scope
  • Scope
    • Project scope: describes what the project will include
    • System scope: defines capabilities of new system
    • System scope is part of the larger project scope
  • Use Case Model
    • Essential use case model helps delineate scope
    • Essential business use case list is attached to the project
  • Some Project tasks outside of the business problem scope
    • Provide staffing model and training
    • Provide data conversion information
    • Define standards for analysis & design, coding, data modeling
    • Define quality control measures for documents, deliverables, testing, and system migration

Object-Oriented Analysis and Design with the Unified Process

slide25

System Scope and Project Scope

Object-Oriented Analysis and Design with the Unified Process

slide26

Processes

The System Must Do

Sample Essential Use Case List for RMO

Object-Oriented Analysis and Design with the Unified Process

developing the project and iteration schedule
Developing the Project and Iteration Schedule
  • Project Manager and Development team sets schedule for project and iterations
  • Tasks involved in scheduling:
    • Develop the work breakdown structure (WBS) (outline of work to be completed)
    • Develop the schedule
    • Develop resource requirements and staffing plan

Object-Oriented Analysis and Design with the Unified Process

developing the wbs
Developing the WBS
  • Two general approaches for building a WBS
    • By deliverable timeline
    • By a sequential timeline
  • Four techniques for identifying WBS tasks
    • Top-down: Identify major activities first
    • Bottom-Up: List all tasks first and organize later
    • Template: Use standard template of tasks
    • Analogy: Copy tasks of similar completed project

Object-Oriented Analysis and Design with the Unified Process

developing the schedule
Developing the Schedule
  • Project schedule orders all activities and tasks
  • Building the schedule
    • Identify dependencies between the tasks on WBS
    • Estimate the effort that each task will require
  • Dependencies: identify related tasks
    • Finish-start relationships
    • Start-start relationships
    • Finish-finish relationships
  • Select a scheduling tool like Microsoft Project

Object-Oriented Analysis and Design with the Unified Process

entering the wbs into ms project
Entering the WBS into MS Project
  • Two types of charts used to show project schedule
    • PERT/CPM chart
    • Gantt chart
  • Charts show same information in different formats
  • Key metrics
    • Critical path, slack time, or float
    • Milestone due dates
    • Estimate cost of project and establishing a baseline

Object-Oriented Analysis and Design with the Unified Process

slide31

Entered

Outline

Of

Tasks

Entering the WBS Into MS Project

Object-Oriented Analysis and Design with the Unified Process

slide32

Entered

Dependencies

Entered

Durations

Gantt Chart of RMO’s Inception Iteration

Object-Oriented Analysis and Design with the Unified Process

pert or network diagram
Pert or Network Diagram

Red is Critical Path

Object-Oriented Analysis and Design with the Unified Process

develop the resource requirements and the staffing plan
Develop the Resource Requirements and the Staffing Plan
  • Core team members very active in inception iteration
  • Most early tasks are project management activities
  • Must enter resources in MS Project (Project allows several ways to input resource information)
  • Formula for effort: Effort = Duration x Persons

Object-Oriented Analysis and Design with the Unified Process

slide35

Resource

Entry

Entering Resources for the Scheduled Tasks

Object-Oriented Analysis and Design with the Unified Process

project management processes

Project Management Processes

Case Examples

Object-Oriented Analysis and Design with the Unified Process

project management not an easy job
Project Management – “Not an Easy Job”
  • Standish Group Study of IS Projects:
    • 21% cancelled before finished
    • 51% over time and original budget or lacking original functionality
      • 43% had cost exceeding budget
      • 42% contain original functionality
    • 15% failed projects
    • 34% successful projects

Standish Group, “CHAOS Chronicles ”, 2004,

https://secure.standishgroup.com/reports/reports.php?rid=500

Object-Oriented Analysis and Design with the Unified Process

abc project description
ABC Project Description
  • ABC Project Characteristics
    • Major Retirement System Replacement
      • Use of a customized COTS system as replacement
      • Custom development of security, reporting, and Internet system functionality
      • Custom integration with existing systems
      • Need to convert legacy data from replaced systems
      • Full lifecycle initiation, analysis, design, testing, training, and implementation
    • Environment
      • Multiple language (Forte, Java, Fortran, COBOL, Natural, PeopleSoft, PowerBuilder, Visual Basic) and database (AdaBase, Oracle, VSAM) technologies
      • Multiple platforms (MVS, Unix, Windows XP)
      • Large geographic distribution with 8 regional offices
    • Size
      • Budget over 20 million dollars
      • Total implementation timeframe 2.5 years
      • 1000 internal users, 1.5 million plus external users
abc project scope change control challenges
ABC Project: Scope & Change ControlChallenges
  • RFP was incomplete as to the extent and complexity of system interfaces
  • Existing systems were not compatible with financial data in new system
  • Complexity of organization and approval much greater than estimated
  • Information systems staff limitations greatly restricted workflow
  • Contract was a fixed price bid with penalties for late deliverables

Object-Oriented Analysis and Design with the Unified Process

issues management
Issues Management

Internal

Factors

External

Factors

Issue

Resolved

Review and Status

Issues at Weekly

Meeting

Resolution

Issue Resolution

Generate Reports

Issue Tracking

Risk

Status Changed

To Risk

Escalate to the

Program Review

Board

Issues

  • Tracking Number
  • Impacted Activity
  • Impact to Project
  • Identifier
  • Date
  • Target Resolution
  • Criticality
  • Status
  • Name
  • Description
  • Possible Solution
  • Resolution
  • Resolution Date

Issue

Identified

Owner Assesses

and Resolves

Mitigation/Contingency

Options

Issue Documentation

Document

Issue in

(Access Database)

Issue Analysis

Analyst Assigned

to Investigate

and Present

Options

Escalate to

Change Control

Board

Object-Oriented Analysis and Design with the Unified Process

change control process

Status Logged

Project Staff will

Schedule and

Implement the

Requested Change

Change

Implemented and

Tested

Request is Logged

in the Change

Control Register

Change Requested

PM

Adjusts PMP, Budget,

and Schedule to Reflect

Impact

Triage Change

Through PM

CCB Considers

Findings

Approved

Rejected

Change

Control Board

Reviews Request

Impact Analysis

of Making the

Change or Not

Analysis

Change Control Process

Object-Oriented Analysis and Design with the Unified Process

abc project scope change control key issues
ABC Project: Scope & Change ControlKey Issues
  • Scope of interfaces grew by 23 additional system interactions
    • Each interface needed to be addressed separately for client
    • Client interpreted broad requirements as being all inclusive of additional interfaces
    • New interfaces were estimated to cost $2.5 million and take 8 months to complete
    • Client Project manager was involved in creating RFP so the additions were politically unacceptable
  • Existing system would not support financial data integrity
    • Lengthy analysis would need to carried out to determine how to change existing system
    • Rewrite of current systems would be necessary to correctly handle record deletes
    • Current business processes would need to reengineered to to support changes in existing system
    • Existing system built on obsolete technology platforms

Object-Oriented Analysis and Design with the Unified Process

abc project scope change control key issues1
ABC Project: Scope & Change ControlKey Issues
  • Organization complexity greatly under estimated
    • Analysis sessions involved as many as 50 to 60 people
    • Couldn’t get user agreement and achieve sign-off on analysis scenarios or business rules
    • Approval process ran long taking 6 weeks instead of contract 10 days
    • Lack of clarity of deliverables forced “analysis paralysis”
  • IT resources over committed
    • Technical people not adequately represented at meetings causing issues to reopened after analysis
    • Issues could not be brought to timely resolution since technical people unavailable so design task delayed

Object-Oriented Analysis and Design with the Unified Process

abc project scope change control lessons learned
ABC Project: Scope & Change ControlLessons Learned
  • Incomplete or changing requirements – Changes needed to be brought forward quickly to change control board, so project schedule wouldn’t get into trouble before approval could occur
  • Poor planning – Greater time should have been estimated in the schedule for less clearly defined interfaces. Also time estimates for approval and review processes needed to much greater given the size and complexity of organization
  • Lack of technical support – Technical representatives must be present in all analysis sessions to avoid costly rework and schedule delays
  • Lack of executive support – Executive action needed to taken as soon as the financial data integrity issue was discovered
  • The project team is demoralized because milestones are not reached – Better communication of work effort confirmation needed to occur

Object-Oriented Analysis and Design with the Unified Process

project staffing or human resources
Project Staffing or Human Resources

Object-Oriented Analysis and Design with the Unified Process

def project description
DEF Project Description

Europe Merchant

Performing B2B

  • DEF Project Characteristics
    • B2B Financial Transaction System
      • Internet base B2B financial transaction
      • Integrate and update an existing bank charge card system to provide clearing and account authorization
      • Market for B2B trading in Europe
      • Project management in US and London
    • Environment
      • Internet Language Java, Bank card system C and COBOL and Oracle relational database
      • Platform (IBM Unix server, Browser client)
      • Development and service provider in Phoenix, merchant in Europe, and financial house in London
    • Size
      • Budget about 2 million dollars
      • Total implementation timeframe 6 months
      • > 10,000 B2B traders, > 50 internal users

London, UK

Financial Clearing

Phoenix, AZ

Service Provider

Object-Oriented Analysis and Design with the Unified Process

def project human resources challenges
DEF Project Human ResourcesChallenges
  • Needed to ramp up all staff in two weeks
  • Needed diverse technical skill sets including WebSphere (application server), Java (object developer), HTML (artists and web front-end), Oracle (database), IBM Unix (system administrator), COBOL and C (programmers for Card System), etc.
  • The company had limited availability of HR people for recruiting

Object-Oriented Analysis and Design with the Unified Process

def project human resources key issues
DEF Project Human ResourcesKey Issues
  • Had to hire many contractors to meet time goals for staffing
    • Contractors very expensive and changed planned costs
    • Schedule had to change to reduce contractor use
    • Contractor loyalty is always a question, and project knowledge is lost when a person leaves the team
  • Needed to put relationships in place with placement firms
    • Contracts needed to negotiated is a very short time
    • Conflict with placement firms and internal HR

Object-Oriented Analysis and Design with the Unified Process

def project human resources key issues1
DEF Project Human ResourcesKey Issues
  • Needed to do many interviews
    • Interviewed 50 Java programmers to find one hire
    • Had to build skill lists to correctly screen applicants
    • A big problem was finding time to allocate for interviews and interaction with placement people
  • Lost rate after hire was depressing
    • People quit because job was too hard
    • People were hired and quit the day they were to report for work
    • The market for contractors makes for difficult hiring

Object-Oriented Analysis and Design with the Unified Process

def project human resources lessons learned
DEF Project Human ResourcesLessons Learned
  • Poor planning – Needed to allocate a great amount of schedule time to the hiring functions. Needed to include time estimates in project plan for turnover and retraining
  • Lack of required resources – Developed a relationship with a Java consulting organization and contracted with them for many people. The people had worked together before and were comfortable with their manager
  • Turf wars over ownership – Had to let HR negotiate the rates and contacts with the placement firms to resolve battles over commission

Object-Oriented Analysis and Design with the Unified Process

quality control
Quality Control

Object-Oriented Analysis and Design with the Unified Process

def project quality assurance challenges
DEF Project Quality AssuranceChallenges
  • Transaction testing and execution from London to Phoenix
  • Volume or load testing sufficient to prove US service provider will work
  • Testing of Bank financial posting from Phoenix data center to UK banks
  • Control of requirements and use case document versions with US and UK deployment

Object-Oriented Analysis and Design with the Unified Process

def project quality assurance key issues
DEF Project Quality AssuranceKey Issues
  • Testing of transaction across pond
    • Band width availability varied widely depending on the time of day
    • Failover scenarios couldn't be tested successfully with telephone company limitations on lines
    • Difficult to get users in London to use testing software correctly
  • Volume testing worked sometimes and didn’t other
    • Our Java objects had a memory leak somewhere in the persistence layer
    • The Java was plenty fast, but the back-end card system was originally designed for batch and we were using it as a real-time clearing house so performance was a problem to trouble shoot

Object-Oriented Analysis and Design with the Unified Process

def project quality assurance key issues1
DEF Project Quality AssuranceKey Issues
  • UK bank standards for transactions different than US
    • Standards differences forced developers to relearn skills and transaction types
    • Bank encryption software had to reside on physical network in UK and band-width was a problem as well as management of the server
  • Document management became and issue
    • When client disagreed with requirements the excuse was that the requirements were not received
    • We were forced to create common directories with encrypted VPN connections that created security problems to provide access to documents

Object-Oriented Analysis and Design with the Unified Process

def project quality assurance lessons learned
DEF Project Quality AssuranceLessons Learned
  • Poor planning – US service provider made since conceptually, but physical location of some equipment in UK defeated the original totally outsourced provider plan
  • Lack of required resources – Should have added a dedicated test management early to the project team and a more complete test plan would have resulted
  • Lack of technical support – Should have used UK banking expert to resolve bank transaction problems with UK. Also needed to add staff specialized in memory leaks and diagnosis took long and create bad client relations

Object-Oriented Analysis and Design with the Unified Process

project communication
Project Communication

Object-Oriented Analysis and Design with the Unified Process

xyz project description
XYZ Project Description

1. Zurich, Switzerland

  • XYZ Project Characteristics
    • Build Medical System
      • Develop canned medical system including
        • Billing
        • Patient records
        • Lab
        • Staffing
      • Adapt model already used in Europe
      • Target market State medical insurers
    • Environment
      • Language C++ and relational database
      • Platform (Unix server, Windows client)
      • Development in India, US (Phoenix, Washington DC, with engineering staff in Zurich
    • Size
      • Budget over 40 million dollars
      • Total implementation timeframe 2 years
      • > 100 internal users, > 500 external subscribers

2. Phoenix, AZ

US Medical

System

3. Washington, DC

3. India

Object-Oriented Analysis and Design with the Unified Process

xyz project communications challenges
XYZ Project CommunicationsChallenges
  • Get three companies with different culture backgrounds on three continents to work together
  • Make technology work effectively for development and testing across three continents
  • Provide timely direction and control communications
  • Manage subcontract communications effectively across geographic boundaries

Object-Oriented Analysis and Design with the Unified Process

xyz project communications key issues
XYZ Project CommunicationsKey Issues
  • Culture and time differences
    • Swiss company, German CEO and engineering staff, India off-shore development, US management of development caused conflicts
    • Time differences limited the available teleconferences
  • Multiple companies with conflicting statements of work
    • Swiss owned parent to build and sell end product
    • US consulting firm to provide US management
    • India developers in both DC and India
    • Who does analysis for US? Who does screen design for German code generators? How is the QA handled?

Object-Oriented Analysis and Design with the Unified Process

xyz project communications key issues1
XYZ Project CommunicationsKey Issues
  • Provide delivery of components, test and new product releases
    • Problem was keeping everything in synchronization
    • Delivery of test result was very problematic for engineers to review
    • Managers in Zurich didn’t understand status reports from US
  • Management staff on-site in DC were not effective
    • Manager misrepresented credentials
    • Manager lacked understanding of technology

Object-Oriented Analysis and Design with the Unified Process

xyz project communications lessons learned
XYZ Project CommunicationsLessons Learned
  • Unclear objectives – Communication of analysis work for US market needed to be rule based specification for the German engineers
  • Poor planning – Extremely clear and detailed technical specifications were required to get productivity from India
  • Lack of required resources – A native speaking person should be in both countries to avoid miscommunications. Also hire screening needed to be improved
  • Lack of technical support – Communication lines between countries was too costly for the bandwidth needed, concluding that joint development could not be done and US team was moved to Zurich
  • Turf wars over ownership or further business development – India firm wanted to push out consulting firm management

Object-Oriented Analysis and Design with the Unified Process

identify project risks and confirm project feasibility
Identify Project Risks and Confirm Project Feasibility
  • Feasibility analysis: verifies project viability
  • Activities used to evaluate a project’s feasibility
    • Assess the risk to the project (risk management)
    • Determine the organizational/cultural feasibility
    • Evaluate the technological feasibility
    • Determine the schedule feasibility
    • Assess the resource feasibility
    • Perform cost/benefit (economic) analysis

Object-Oriented Analysis and Design with the Unified Process

assessing the risks to the project risk management
Assessing the Risks to the Project (Risk Management)
  • Feasibility analysis also includes risk management
  • Risk management: identify potential trouble spots
  • Organize potential problems in risk matrix
  • Project manager bases two strategies on matrix
    • Preventing the negative event
    • Developing a contingency plan

Object-Oriented Analysis and Design with the Unified Process

determining organizational and cultural feasibility
Determining Organizational and Cultural Feasibility
  • Identify organizational and cultural risks
  • Some potential human risks impacting new system
    • Low level of computer competency among employees
    • Perceived shifting of organizational power
    • Fear of employment loss due to increased automation
    • Reversal of long-standing work procedures
  •  One way to counter risks: training sessions

Object-Oriented Analysis and Design with the Unified Process

evaluating the technological feasibility
Evaluating the Technological Feasibility
  • Staffing should have technological proficiency
  • Solutions to problem are straightforward
    • Provide additional training
    • Hire consultants
    • Hire more experienced employees
    • Possibly alter scope and approach of the project
  • Realistic assessments speedup corrective response

Object-Oriented Analysis and Design with the Unified Process

determining the schedule feasibility
Determining the Schedule Feasibility
  • Development of project schedule involves high risk
  • Assumptions and estimates made without adequate information
  • Adaptive projects very susceptible to schedule risks
  • Project managers use milestones to evaluate pace and compensate for slippage
  • Contingency plans help reduce the risk of slippage

Object-Oriented Analysis and Design with the Unified Process

assessing the resource feasibility
Assessing the Resource Feasibility
  • Human and other resources to assess
  • Primary resource consists of team members
      • Systems analysts, system technicians, users
    • Support staff
    • Computer resources and physical facilities
  • Factors adversely impacting human resource
    • Lack of required people skill sets
    • Relocations or departures

Object-Oriented Analysis and Design with the Unified Process

determining the economic feasibility
Determining the Economic Feasibility
  • Economic feasibility consists of two questions
    • Does anticipated value of benefits exceed project costs?
    • Is there adequate cash flow to fund the project?
  • Cost/benefit analysis determines economic feasibility
  • Developing cost/benefit analysis is a three-step process
    • Estimate anticipated development and operational costs
    • Estimate the anticipated financial benefits
    • Subtract costs from benefits
  • MS Project supports cost/benefit analysis

Object-Oriented Analysis and Design with the Unified Process

slide71

Figure 3-18

MS Project Showing Project Labor Costs

Object-Oriented Analysis and Design with the Unified Process

slide72

Net Present Value, Payback Period, and Return on Investment for RMO

Object-Oriented Analysis and Design with the Unified Process

completing the inception phase
Completing the Inception Phase
  • Inception activities are project foundation
  • Summary of key deliverables of inception
    • Project charter package
    • Essential use case list
    • Project schedule
    • Cost/benefit analysis
    • Project feasibility and risk analysis
  • General scope and approach should be clearly defined
  • Scope and essential use case lead to elaboration phase

Object-Oriented Analysis and Design with the Unified Process

project monitoring and control
Project Monitoring and Control
  • Maintaining pace requires periodic adjustments
  • Methods for overseeing UP phases
    • Manage and control plan (schedule and deliverables)
    • Manage and control internal/external communications
    • Manage and control the risks and outstanding issues
  • Schedules should balance flexibility with firm targets
  • Project manager is communication gateway or nexus
  • Project manager should maintain log of open issues

Object-Oriented Analysis and Design with the Unified Process

summary
Summary
  • Project management processes: initiating, planning, monitoring, controlling, closing
  • Project manager is liaison and project focal point
  • Project Management Institute divides knowledge into nine major areas (PMBOK)
  • Develop skills managing integration, scope, cost, quality, communication, human resources, risk, and procurement

Object-Oriented Analysis and Design with the Unified Process

summary continued
Summary (continued)
  • Unified Process (UP): methodology for software development
  • UP basic premise: software developed in iterations
  • Iteration: mini-project
  • Four phases: inception, elaboration, construction, and transition
  • Phases include development activities, called disciplines

Object-Oriented Analysis and Design with the Unified Process

summary continued1
Summary (continued)
  • Nine disciplines in UP
  • Chief inception phase disciplines: (1) business modeling (2) environment (3) project management
  • After inception, project manager tracks and controls project

Object-Oriented Analysis and Design with the Unified Process