IT Project Management PDF

IT PROJECT MANAGEMENT Note: Adapted from slide of the textbook: Schwalbe, Kathy. An Introduction to Project...

IT PROJECT MANAGEMENT Note: Adapted from slide of the textbook: Schwalbe, Kathy. An Introduction to Project Management, Seventh Edition See the text itself for full citations. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 1  Tujuan utama planning mengersekusi Brian project :. LEARNING OBJECTIVES membrat dokumen ! ¡ Discuss the importance of establishing a development approach, cadence, and project life cycle to optimize project outcomes ¡ Describe the five project management process groups, and map the process groups to knowledge areas for predictive project management ¡ Understand the importance of top management commitment, organizational standards, and Project Management Offices ¡ Summarize the initiating process for a predictive project management approach, be able to prepare a business case, perform a stakeholder analysis, create a project charter and assumption log, and describe the importance of holding a good project kick-off meeting ¡ Understand the difference between initiating a predictive project and an agile or hybrid project, describe the Scrum framework, and be able to create a product vision statement, product roadmap, initial product backlog, and release plan MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 2 PROJECT PLANNING MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 3 PROJECT PLANNING SHOULD GUIDE PROJECT EXECUTION ¡ Planning is often the most difficult and unappreciated process group in project management. ¡ Often, people do not want to take the time to plan well, but theory and practice show that good planning is crucial to good execution. ¡ The main purpose of project planning is to guide project execution. ¡ To guide execution, plans must be realistic and useful, so a fair amount of effort must go into the project planning process MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 4  Knowledge area Planning process Output SUMMARY OF PLANNING PROCESSES AND OUTPUTS FOR Project integration Develop project Project INTEGRATION AND SCOPE management management plan management plan ¡ You can consider many of these planning Project scope Plan scope Scope processes as generally following a management management management plan chronological order, especially for the Requirements scope, schedule, and cost processes. management plan ¡ You need to plan the project scope and determine what activities need to be done Collect Requirements before you can develop a detailed project requirements documentation schedule. Requirements ¡ Likewise, you need a detailed project traceability matrix schedule before you can develop a cost baseline. Define scope Project scope ¡ Once a cost baseline is developed there statement may be additional iterations required as Project documents adjustments are made to the project and updates more information is gathered. Create WBS Scope baseline Project documents updates MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 5 PROJECT INTEGRATION MANAGEMENT TRADITIONAL APPROACH MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 6 PROJECT MANAGEMENT PLAN ¡ Project integration management involves coordinating all the project management knowledge areas throughout a project’s life span. davi ekumpulan planning semva planning young lain. ¡ A project management plan is a document used to integrate and coordinate all project planning documents and to help guide a project’s execution, monitoring and control, and closure. ¡ Project management plans facilitate communication among stakeholders and provide a baseline for progress measurement and project control ¡ The main benefit of the process to create a project management plan is a comprehensive document that defines the basis of all project work and how it will be performed. Kalar di traditional/predictive approach project , management plannya bisa banyak. barget MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 7  kalar misalaya ada perubahan di luar PROJECT MANAGEMENT PLAN Retetapan baseline , harvs ngasih changing document A patoran unfuk / proces monitoring controlling ¡ A baseline is a starting point, a measurement, or ¡ common elements to most project management an observation that is documented so that it can plans, as follows: be used for future comparison. ¡ Introduction/overview of the project Project organization ¡ Before project teams define the baselines, project ¡ Management and technical processes (including project management plans can be updated as often as lifecycle description and development approach, as needed. After the project management plan is applicable) baselined, however, it can only be changed ¡ Work to be performed (scope) through the formal integrated change control process. ¡ Schedule and budget information ¡ The project management plan briefly describes ¡ References to other project planning documents the overall scope, schedule, and cost baselines for the project. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 8 PROJECT MANAGEMENT PLAN EXAMPLE (PARTIAL) MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 9 PROJECT SCOPE MANAGEMENT TRADITIONAL APPROACH MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 10 PROJECT SCOPE MANAGEMENT bathian rang ling lup pererjan young dilakukan dan young tidat dilakukan ↑. ¡ Project scope management involves defining and controlling what work is or is not included in a project. ¡ The main planning processes performed as part of project scope management include planning scope management, collecting requirements, defining scope, and creating the WBS. biasa > - di traditional approach ¡ The main documents produced are a scope management plan, a requirements management plan, requirements documents, a requirements traceability matrix, and a scope baseline, which is composed of an approved project scope statement, a WBS, and a WBS dictionary. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 11 PLANNING SCOPE MANAGEMENT dari planning stope management xtujran bagaimana cara menentukan bula Scopenya : , ¡ The purpose of the process of planning scope management is to determine how the menentulal project scope will be defined, validated, and controlled/verified Scopenya. ¡ validation means formal acceptance of deliverables by the customer and other identified stakeholders ¡ verification (done as part of controlling quality) means the deliverable complies with a regulation, requirement, specification, or imposed condition MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 12 PLANNING SCOPE MANAGEMENT ¡ The scope management plan is a subsidiary part of the project management plan ¡ A scope management plan includes the following information ¡ How to prepare a detailed project scope statement ¡ How to create a WBS ¡ How to maintain and approve the WBS ¡ How to obtain formal acceptance of the completed project deliverables ¡ How to control requests for changes to the project scope MANAJEMEN PROYEK TI 2020 – FASILKOM UI 13 REQUIREMENT MANAGEMENT PLAN > - isinya blm requirementaya apa tapi borr. cara mengumpulkan dan memanage requirement ¡ requirement is a condition or capability that is necessary to be present in a product, service, or result to satisfy a business need. ¡ requirements management plan describes how project requirements will be analyzed, documented, and managed. ¡ A requirements management plan can include the following information : ¡ Planning, tracking, and reporting requirements ¡ Prioritizing requirements ¡ Using product metrics ¡ Tracing requirements ¡ Performing configuration management activities, such as initiating, analyzing, authorizing, tracking, and reporting changes to requirements MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 14  MANAGEMENT PLAN EXAMPLE REQUIREMENT MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 15  Relative Cost to Correct a Software Requirement Defect COLLECTING REQUIREMENTS ¡ The second step in project scope management is often the most difficult: collecting requirements. ¡ A major consequence of not defining requirements well is rework, which can consume up to half of project costs, especially for software development projects ¡ For some IT projects, it is helpful to divide requirements development into categories called elicitation, analysis, specification, and validation ¡ It is important to use an iterative approach to defining requirements since they are often unclear early in a project MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 16 COLLECTING REQUIREMENT The main outputs of collecting requirements include: ¡ requirements documentation, which can range from a single-page checklist to a room full of notebooks with text, diagrams, images, etc. ¡ a requirements traceability matrix (RTM), which is a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all of them are addressed MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 17 METHODS FOR COLLECTING REQUIREMENTS ¡ Interviewing > - butuh Waktr buyk ¡ Focus groups and facilitated workshops are normally faster and less expensive than one-on- one interviews ¡ Questionnaires and surveys can be very efficient ways to collect requirements as long as key stakeholders provide honest and thorough information insight Yang bisa digali hanya sedikit > - ¡ Observation. especially for projects that involve improving work processes and procedures ¡ Prototyping > - bird ↳Conton : digitalisas ; corete/pake figma Sistem Kerangan. Dan ini biasanya mijs-benchmarknya suka subjektif. ¡ Benchmarking, or generating ideas by comparing specific project practices or product characteristics to those of other projects or products inside or outside the performing organization, can also be used to collect requirements ↳ melihat competitor/sistem young lain. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 18 STATISTICS ON REQUIREMENTS FOR SOFTWARE PROJECTS Even though there are many ways to collect requirements, people who work on software projects in particular have considerable difficulty defining and managing requirements  88% of the software projects involved enhancing existing products instead of creating new ones  86% of respondents said that customer satisfaction was the most important metric for measuring the success of development projects.  75% of respondents were managing projects with at least 100 requirements; 20 percent were managing projects with over 1,000 requirements.  70% of respondents spent at least 10 percent of their time managing changes to requirements; 30 percent spent more than 25 percent of their time on such changes.  83% of software development teams use Microsoft Office applications as their main tools to communicate requirements. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 19 REQUIREMENTS TRACEABILITY MATRIX ¡ Requirements are often broken down into different categories such as functional requirements, service requirements, performance requirements, quality requirements, and training requirements. ¡ A requirements traceability matrix (RTM) is a table that lists requirements, various attributes of each requirement, and the status of the requirements to ensure that all requirements are addressed MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 20 DEFINING SCOPE ↳ semva Yang akan kita Ferjakan Kerjaan. ¡ Good scope definition is very important to project success because it helps improve the accuracy of time, cost, and resource estimates, it defines a baseline for performance measurement and project control, and it aids in communicating clear work responsibilities. ¡ Project scope statements should include at least a : ¡ product scope description, ¡ product user acceptance criteria, and ¡ detailed information on all project deliverables. ¡ It is also helpful to document other scope-related information, such as the project boundaries, constraints, and assumptions. The project scope statement should also reference supporting documents, such as product specifications ¡ As time progresses, the scope of a project should become clearer and more specific MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 21  STATEMENT EXAMPLE SCOPE MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 22 SCOPE CREEP > - Kondis dimana scope disa makin gede di tengah ?. Ada tambalan requirement misal tadinya cuman A B tiba ,. , jad , A B. C. , ↳ biasanya Karena planning young tidak matary. ¡ As more information becomes available and decisions are made related to project scope—such as specific products that will be purchased or changes that have been approved—the project team should update the project scope statement. ¡ The scope statement describes in detail the work to be accomplished on the project and is an important tool for ensuring customer satisfaction and preventing scope creep, which is the tendency for project scope to continually increase. Jika terjadi alan ada constraint perbate di Jalan satr constraint (time/scope/cost) + maka pasti lain young ikut berubah. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 23 CREATING THE WORK BREAKDOWN STRUCTURE (WBS) ¡ A WBS is a deliverable-oriented grouping of the work involved in a project that defines the total scope of the project ¡ WBS is a foundation document that provides the basis for planning and managing project schedules, costs, resources, and changes ¡ Decomposition is subdividing project deliverables into smaller pieces ¡ A work package is a task at the lowest level of the WBS ¡ The scope baseline includes the approved project scope statement and its associated WBS and WBS dictionary MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 24 CREATING THE WORK BREAKDOWN STRUCTURE (WBS) ¡ The key concept is that the WBS includes 100% of the work required to complete the project. If your project will create something, it should be shown in the WBS. Nothing should be created that is not in the WBS. rendah WBS. WBS yang terrecil namanya work packages > - Level paling di MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 25 WBS navve mendeskripsiken 100 % pekerjaan. Kalar take ada di WB5 artiya dilvar scope. SAMPLE WBS ORGANIZED BY PHASE AND TABULAR FORM MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 26 INTRANET WBS AND GANTT CHART IN MICROSOFT PROJECT MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 27 INTRANET GANTT CHART ORGANIZED BY PROJECT MANAGEMENT PROCESS GROUPS MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 28 APPROACHES TO DEVELOPING WBSS 1. Using guidelines: Some organizations, like the DOD, provide guidelines for preparing WBSs 2. The analogy approach: Review WBSs of similar projects and tailor to your project 3. The top-down approach: Start with the largest items of the project and break them down > - dari bejar ke kevil 4. The bottom-up approach: Start with the specific tasks and roll them up dari Fecil ke besar > -. 5. Mind-mapping approach: Mind mapping is a technique that uses branches radiating out from a core idea to structure thoughts and ideas MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 29 THE WBS DICTIONARY AND SCOPE BASELINE menselastan masing work package. ¡ Many WBS tasks are vague and must be explained more so people know what to do and can estimate how long it will take and what it will cost to do the work ¡ A WBS dictionary is a document that describes detailed information about each WBS item MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 30  I Output dari Traditional Approach ① Dokumen Scope Management Plan how to collect rea O Reg-- penting - - > now to prioritize ⑤ #TM + collecting requirement ~ ② Scope Statement - defining scope ⑤ WBS & WB5 dictionary Bedanya Agile dan Traditional : Agile mempunyai banyak entry until peribanos point Agile di awal tidate his terial detail vincian planning nya , karena bisa direvisi ditengah until peribano. Kalar Traditional hanya ada (entry point ~ / peorbaken , yari di planning awal - INTEGRATION AND SCOPE PLANNING AGILE APPROACH MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 31 INTEGRATION PLANNING FOR AGILE PROJECTS ¡ The main difference between planning a predictive project and an agile or hybrid project is that planning remains at a high-level for the long-term, but more detailed plans are created for the short-term. ¡ Because change is expected, and requirements can change after every iteration. For this reason, a lengthy document like a project management plan is not required. ¡ Agile teams write down only what is necessary and have discussions to make sure everyone understands what is happening. The daily Scrum meetings, the sprint planning meeting, the sprint review, and sprint retrospectives allow for necessary discussions and interactions. The quarterly business review also provides the opportunity for integration across organizational units. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 32 SCOPE PLANNING FOR AGILE PROJECTS ¡ For predictive projects, the scope is defined at the beginning of the project. For agile projects, the scope is not completely known until the end of the project because the customer can add and remove features from the overall scope at the start of every iteration. ¡ The emphasis on scope planning is prioritizing and defining work that provides the most value. The work process is also very visible so anyone can see what work is being done. ¡ the product backlog is the main “document” that defines what work will be done. ¡ The user stories created in an initial product backlog are often elaborated in more detail at the start of each iteration (during sprint planning) to make sure the team understands the work. ¡ This process is called backlog refinement, where teams progressively elaborate and reprioritize the work to determine what can be accomplished during that iteration. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 33 THEMES, INITIATIVES, EPICS, AND STORY CARDS halaran beranda bisa liat beranda Di Geranda bisa lat helar jadwal , ↳ gabungan epic - Misal , initiative :. , e+ c. ¡ “Themes are large focus areas that span the organization. Initiatives are collections of epics that drive toward a common goal. ¡ Epics are large bodies of work that can be broken down into a number of smaller tasks (called stories). Cth Epic Kalaman beranda bisa melihat perbagai = + macam kelas. ¡ Stories, also called ‘user stories,’ are short requirements or requests written from the perspective of an end user. saling berhubungen > - satr soma lain. ↓ story his specific untuk membantr developernya MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 34 PRIORITIZE REQUIREMENTS ¡ It is important to prioritize requirements as well. ¡ While working at Oracle, software developer Dai Clegg initially designed the MoSCoW method as a prioritization framework for time-boxed projects where the acronym stands for must-haves, should-haves, could-haves, and will not have. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 35  Jangan STORY CARDS lupa Kalav arlis story paka dasannya Misal , , ,. " bisa · sepagai doien , saya ingin bisa membrat twis gar... Stories should be: ¡ A story card can be written on an index card or typed in software to facilitate planning and discussion. Story cards should include ¡ Independent: Can be completed on its own the following: ¡ Negotiable: One or two sentences long. Details 1. Title: A concise name for the task that the team can see and can be worked out through discussion understand. ¡ Valuable: Provide value to the customer 2. Value statement: The user story, emphasizing the stakeholder and benefit of the task. ¡ Estimable: A good approximation ¡ Small: Can be completed within one iteration 3. Basic requirements: A sentence or two describing expectations. ¡ Testable: Know when it is complete 4. Size or estimation. The size could be small, medium, large, etc., or use another estimating approach, described in more detail in Chapter 5. 5. Acceptance criteria. A benchmark that must be met to consider the user story complete. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 36 STORY CARDS EXAMPLES banan testing clagai MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 37 CHAPTER SUMMARY ¡ It is important to remember that the main purpose of project plans is to guide project execution. Planning is done in all ten project management knowledge areas. ¡ Planning for integration management for predictive projects includes developing a project management plan. Plans in the other knowledge areas are subsidiary parts of the project management plan. ¡ Planning processes for scope management include planning scope management, collecting requirements, defining scope, and creating a WBS. A project scope statement describes product scope, product user acceptance criteria, project boundaries, constraints, assumptions, and detailed information on all project deliverables. A WBS is a critical document in predictive project management because it provides the basis for planning and managing project schedules, costs, resources, and changes. ¡ When using an agile approach to project management, planning remains at a high-level for the long-term, but more detailed plans are created for the short-term. Teams refine the product backlog during sprint planning for each iteration and often break epics into user stories. Teams can use story cards to document requirements. MANAJEMEN PROYEK TI 2024/2025 – FASILKOM UI 38