Transcript Chapter 1: The Nature of Information Technology Projects
Information Technology Project Management
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The Nature of Information Technology Projects
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The Software Crisis •Although IT is becoming more reliable, faster, and less expensive, the costs, complexities, and risks of IT projects continue to increase.
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Why Projects Fail – CHAOS STUDY 1-4
Improving The Likelihood Of Success
• • •
Socio-technical Approach Project Management Approach Knowledge Management Approach
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Improving The Likelihood Of Success
•
Socio-technical Approach
– IT professionals must understand the business and be actively creative on applying the technology in ways that bring value to the organization – The clients must become stakeholders in the project.
– Equal responsibility 1-6
Improving The Likelihood Of Success
• •
Project Management Approach
– Applying PM principles and tools across the entire organization.
– Should be part of a methodology
Why project management is needed?
– resources – expectations – competition – efficiency and effectiveness 1-7
•
Improving The Likelihood Of Success
Knowledge Management Approach
– lessons learned – best practices 1-8
The Context Of Project Management
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Project Definitions
– A
project
is a temporary endeavor undertaken to accomplish a unique purpose.
–
Project management
is the application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project 1-9
The Context Of Project Management Project Attributes:
• Time Frame • Purpose • Ownership
• Interdependent tasks • Organizational change • Operating Environment 1-10
The Triple Constraint 1-11
Roles • • •
Project Manager Project Sponsor Subject Matter Expert(s) (SME)
•
Technical Expert(s) (TE)
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Risks & Assumptions • • •
Internal:
– may arise from the estimation process or from the fact that a key member of the project team could leave in the middle of the project
External:
– Could arise from dependencies on other contractors or vendors
Assumptions:
– What we use to estimate scope, schedule, and budget and to assess the risks of the project.
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The Project Life Cycle and IT Development
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Definitions • • • •
Project Life Cycle (PLC)
– A collection of logical stages or phases that maps the life of a project from its beginning to its end in order to define, build, and deliver the product of a project
Deliverable
– A tangible and verifiable product of work
Phase exits, stage gates, or kill points
– Phase-end review of key deliverables that allow the organization to evaluate the project’s performance and take immediate action to correct any errors or problems
Fast tracking
– Starting the next phase before approval 1-15
Generic Project Life Cycle 1-16
Phases/Stages of PLC • •
Define project goal
– Should focus on providing business value to the organization
Plan project
– Answer questions (What, why, how, who, et al) – Baseline plan (initial plan) • The agreed upon scope, schedule, and budget and is used as a tool to gauge the project ’ s performance throughout the life cycle 1-17
Phases/Stages of PLC • •
Execute project plan
– Manage scope, schedule, budget, and people – Document and compare progress to baseline plan – Deliver a completed product
Close project
– Ensure that all of work is completed as planned and as agreed – Formal acknowledgement – Deliver a final project report and presentation 1-18
Phases/Stages of PLC •
Evaluate project
– Sometimes the value of an IT project is not readily known when the system is implemented.
– The project team should document its experiences-> translate to best practice and integrated into future project.
– The project manager evaluate each member ’ s performance – Outside third party audit the project (well manage, provide promised deliverables, follow established processes and standard) 1-19
Systems Development Life Cycle 1-20
Systems Development Life Cycle • •
SDLC: sequential phases or stages an information system follows throughout its useful life.
Phases/Stages
– Planning – Analysis – Design – Implementation – Maintenance and Support 1-21
Implementing SDLC:
Structured Approaches: Waterfall Method
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New Approaches
:
• Rapid Application Development (RAD) Approaches – Prototyping – Spiral Development – Extreme Programming – The Incremental Model 1-23
Outline description Prototyping Concurr ent activities Specification Development Validation Initial version Intermediate versions Final version 1-24
Spiral Development Determine objectives alternatives and constraints Plan next phase REVIEW Requirements plan Life-cycle plan Development plan Integration and test plan Evaluate alternatives identify, resolve risks Risk analysis Risk analysis Risk analysis Prototype 2 Risk analysis Proto type 1 Prototype 3 Opera tional protoype Simulations, models, benchmarks Concept of Operation S/W requirements Product Requirement validation design Detailed design Code Design V&V Service Acceptance test Unit test Integr ation test Develop, verify next-level product 1-25
Extreme Programming simple design
CRC cards
spike solut ions
prot ot ypes
user st ories
values accept ance t est crit eria
it erat ion plan ref act oring Release sof t ware increment
project v elocit y comput ed
unit t est cont inuous int egrat ion accept ance t est ing pair programming 1-26
Extreme Programming • •
Relies on object -oriented approach XP Planning
– Begins with the creation of “user stories” – Agile team assesses each story and assigns a cost – Stories are grouped to for a deliverable increment – A commitment is made on delivery date – After the first increment “project velocity” is used to help define subsequent delivery dates for other increments 1-27
Extreme Programming • • •
XP Design
– Follows the KIS principle – Encourage the use of CRC cards – For difficult design problems, suggests the creation of “spike solutions”—a design prototype – Encourages “refactoring”—an iterative refinement of the internal program design
XP Coding
– Recommends the construction of a unit test for a store
before
coding commences – Encourages “pair programming”
XP Testing
– All unit tests are executed daily – “Acceptance tests” are defined by the customer and executed to assess customer visible functionality 1-28
The Incremental Model 1-29
The PLC vs the SDLC 1-30
Project Management Body of Knowledge 1-31
Project Management Knowledge Areas 1. Project integration management 2. Project scope management 3. Project time management 4. Project cost management 5. Project quality management 6. Project human resource management 7. Project communication management 8. Project risk management 9. Project procurement management 1-32