The Unified Process Inception Phase
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Transcript The Unified Process Inception Phase
Overview
Unified Process (UP) development methodology
Consists of phases, iterations, and disciplines
Provides framework for project definition and
execution
Project management: critical support discipline
Project Management prominent in inception phase
Tasks include monitoring and controlling projects
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3.1 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
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Project Success Factors
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: 28 percent as of 2000
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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
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Figure 3-1
Various Roles of Project Managers
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Project Management
Knowledge Areas
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
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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
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Figure 3-2
UP Phases and Iterations with Disciplines
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3.2 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
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Business Modeling and the
Inception Phase
Primary purpose: understand business needs
Chief activities
Understand the business environment
Create the system vision
Create business models
Business modeling interwoven with requirements
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Understanding the Business
Environment
Objective: understand project operational context
Initial document: statement of business problem
Two follow-up activities
Considering needed interfaces to other systems
Evaluating existing architecture
Criticality of performing stakeholder analysis
Stakeholders: people with an interest in the system
Users, sponsors and support staff
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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
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Figure 3-5
Sample Stakeholder Analysis Form for RMO
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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
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Figure 3-6a
Objectives, Business Benefits, and System Capabilities
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Figure 3-6b
Objectives, Business Benefits, and System Capabilities
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Creating Business Models
Three major areas normally require business models
Business events
Business processes
Information repositories and flows
Business models tied to system requirements
Model format and rigor vary with each project
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Environment and the Inception
Phase
Discipline concerned with development environment
Several activities are included
Select and configure the development tools
◘ IDEs and CASE
Tailor the UP development process
Defining the rigor of a project
Provide technical support services
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Figure 3-7
Sample Criteria for Defining Rigor of Project Controls
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Finalizing the System and
Project Scope
System scope: defines capabilities of new system
Project scope: describes how project is to be built
Provides disposition toward staff training
Provides data conversion information
Sets parameters for quality control
System scope is part of the larger project scope
Essential use case model helps delineate scope
Essential use case list attached to the project
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Figure 3-8
System Scope and Project Scope
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Figure 3-9
Sample Essential Use Case List for RMO
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Developing the Project and
Iteration Schedule
Development team sets schedule for project and
iterations
Tasks involved in scheduling:
Develop the work breakdown structure (WBS)
Develop the schedule
Develop resource requirements and staffing plan
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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
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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
Scheduling tool: Microsoft Project
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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
Milestones
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Figure 3-11
Entering the WBS Into MS Project
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Figure 3-13
Gantt Chart of RMO’s Inception Iteration
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Develop the Resource
Requirements and the Staffing
Plan
Core team members very active in inception iteration
Most early tasks are project management activities
MS Project allows several ways to input resource
information
Formula for effort: Effort = Duration x Persons
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Figure 3-16
Entering Resources for the Scheduled Tasks
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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
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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
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Figure 3-17
Simplified Risk Analysis
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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
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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
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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
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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
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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
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Figure 3-18
MS Project Showing Project Labor Costs
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Figure 3-22
Net Present Value, Payback Period, and Return on Investment for RMO
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3.3 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
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3.4 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
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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
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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
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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
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