Project Selection and Management PDF

Project Selection and Management © Copyright 2011 John Wiley & Sons, Inc. 2-0  Outline ▪ Project selection. ▪ Creating the project plan. ▪ Managing and controlling the project. © Copyright 2011 John Wiley & Sons, Inc. 2-1  INTRODUCTION ▪ CIOs (...

Project Selection and Management © Copyright 2011 John Wiley & Sons, Inc. 2-0  Outline ▪ Project selection. ▪ Creating the project plan. ▪ Managing and controlling the project. © Copyright 2011 John Wiley & Sons, Inc. 2-1  INTRODUCTION ▪ CIOs (chief information officers) are challenged to select projects that will provide highest return on the IT investments. ▪ Project portfolio management has become a critical success factor for IT departments. ▪ A selected system development project must undergo a thorough process of project management. ▪ A critical success factor for project management is to start with a realistic assessment of the work and then manage the project according to the plan. © Copyright 2011 John Wiley & Sons, Inc. 2-2 (cont’d) ▪steps – Select correct development methodology – Estimate the time (based on size) – List out all steps – What staff need ? – Assign works and place mechanism to coordinate the team members – Monitor the project – Refine estimates as work progress © Copyright 2011 John Wiley & Sons, Inc. 2-3 (cont’d) ▪Organizational Perspective – Balance between cost and benefits – Trade-off – % of high risk projects out of all projects ? ▪Why projects rejected – No money – Planned organizational change – Same project underway – Does not align with company strategy © Copyright 2011 John Wiley & Sons, Inc. 2-4  PROJECT SELECTION ▪ Systems projects today are evaluated in the context of an entire portfolio of projects. ▪ Determination of a project’s contribution to an entire portfolio of a project reinforces the need for a feasibility study. ▪ Portfolio management takes into consideration the different of projects that exist in an organization. © Copyright 2011 John Wiley & Sons, Inc. 2-5 (cont’d) ▪ An approval committee must be selective about where to allocate resources as most organizations have limited funds. ▪ If there are several potentially high-payoff projects, and they all have the same risk, then maybe only one of the projects will be selected. © Copyright 2011 John Wiley & Sons, Inc. 2-6  QUESTION ? ▪How CIO select project ? – Entire portfolio – Resource – Risk levels © Copyright 2011 John Wiley & Sons, Inc. 2-7  CREATING THE PROJECT PLAN ▪ Project management phases consist of - initiation - planning - execution - control, and - enclosure. © Copyright 2011 John Wiley & Sons, Inc. 2-8  Project Methodology Options ▪ A methodology is a formalized approach to implementing the SDLC. - Waterfall Development - Parallel Development - V-model (variation of the Waterfall Development) - Rapid Application Development (RAD) - Iterative Development - System prototyping - Agile Development © Copyright 2011 John Wiley & Sons, Inc. 2-9 Waterfall Development © Copyright 2011 John Wiley & Sons, Inc. 2-10 Parallel Development © Copyright 2011 John Wiley & Sons, Inc. 2-11  V-model © Copyright 2011 John Wiley & Sons, Inc. 2-12 Rapid Application Development: Iterative Development © Copyright 2011 John Wiley & Sons, Inc. 2-13 Rapid Application Development: System Prototyping © Copyright 2011 John Wiley & Sons, Inc. 2-14 (cont’d) ▪ Throwaway prototyping © Copyright 2011 John Wiley & Sons, Inc. 2-15  Agile Development ▪A group of programming-centric methodologies that focus on streamlining the SDLC. ▪Includes face-to-face communication ▪Extreme programming – emphasizes customer satisfaction and teamwork. © Copyright 2011 John Wiley & Sons, Inc. 2-16 Extreme Programming © Copyright 2011 John Wiley & Sons, Inc. 2-17  Question ▪What methodology to your project © Copyright 2011 John Wiley & Sons, Inc. 2-18  Selecting the Appropriate Development Methodology © Copyright 2011 John Wiley & Sons, Inc. 2-19 (cont’d) ▪Important factors to consider in selecting the development methodology - Clarity of User Requirements - Familiarity with Technology - System Complexity - System Reliability - Short Time Schedules - Schedule Visibility © Copyright 2011 John Wiley & Sons, Inc. 2-20  Estimating the Project Time Frame 1. Development methodologies have evolved in an attempt to accelerate the project whilst still producing a quality product 2. Project managers primary task is to develop time plan whether is critical or not to the individual project 3. Estimation is the process of assigning projected values for time and effort 4. Estimation can be perform manually or with SW - Construx Estimate, Costar, KnowledgePLAN 5. “Numbers” for calculations take from different sources - methodology itself, similar projects, personnel exp: © Copyright 2011 John Wiley & Sons, Inc. 2-21  Estimating the Project Time Frame 6. Those “numbers” are to be redefined with the actual project, hence “experience” produces best time plan 7. There are two ways in time estimation - Based on the “Planning” phase - Function point approach © Copyright 2011 John Wiley & Sons, Inc. 2-22 Estimating the Project Time Frame 8. Estimating Project Time Using Industry Standards © Copyright 2011 John Wiley & Sons, Inc. 2-23 Estimating the Project Time Frame 9. Function point approach - Need detailed knowledge of the system © Copyright 2011 John Wiley & Sons, Inc. 2-24 Estimating the Project Time Frame - Step 1 : the project manager estimates the size of the project in terms of the number of lines of code the new system will require. - Step 2 : This size estimate is converted into the amount of effort required to develop the system in terms of the number of person-months. - Step 3 : The estimated effort is then converted into an estimated schedule time in terms of the number of months from start to finish. © Copyright 2011 John Wiley & Sons, Inc. 2-25 Estimating the Project Time Frame Function point approach Detailed Step 1 : - A function point is a measure of program size that is based on the system’s number and complexity of inputs, outputs, queries, files, and program interfaces. - To calculate the function points for a project, components are listed on a worksheet to represent the major elements of the system. eg :data-entry screens are kinds of inputs, reports are outputs, and database queries are kinds of queries © Copyright 2011 John Wiley & Sons, Inc. 2-26 Estimating the Project Time Frame - The project manager records the total number of each component that the system will include, and then he breaks down the number to show the number of components that have low, medium, and high complexity. © Copyright 2011 John Wiley & Sons, Inc. 2-27 Estimating the Project Time Frame - a total number of points are calculated per line by multiplying each number by a complexity index. The complexity index values are drawn from function point research © Copyright 2011 John Wiley & Sons, Inc. 2-28 Estimating the Project Time Frame - The line totals are added up to determine the total unadjusted function points (TUFP) for the project © Copyright 2011 John Wiley & Sons, Inc. 2-29  Estimating the Project Time Frame - Complexity of overall system > the sum of its parts - Influences to the complex of a project - very complex if little experienced but little complexity for lot experienced. - To more realistic size for the project, assess the - data communications -…… - 0 = no effect on complexity - 3 = great effect on.. © Copyright 2011 John Wiley & Sons, Inc. 2-30  Estimating the Project Time Frame - These assessments are totaled and placed into a formula to calculate an adjusted project complexity (APC) factor. The APC factor has a baseline value of 0.65, and the total Processing Complexity (PC) score (converted to hundredths) is added to the baseline amount. The TUFP value is multiplied by the APC factor to determine the ultimate size of the project in terms of total adjusted function points (TAFP). Adjusted Project Complexity (APC): 0.65 + (0.01 x 7 ) = 0.72 Total Adjusted Function Points (TAFP): 0.72 (APC) x 338 (TUFP) = 243 (TAFP) © Copyright 2011 John Wiley & Sons, Inc. 2-31  Estimating the Project Time Frame - Instead of calculating the complexity using previous slide method it directly takes - APC is 0.65 for very simple - 1.00 for normal - 1.35 for complex - Convert Total Adjusted Function Points (TAFP) to lines of codes If COBOL Use 243 x 110 = 26,730 LoC  Estimating the Project Time Frame Function point approach If COBOL Use Detailed Step 2 : 243isx required - Estimate the effort that 110 = 26,730 LoC it. to build - Effort is a function of the system size combined with production rates (how Thenmuch26.26730 x 1.4 can complete in a work someone = 37.42 person months effort given time). - Much research has been done on software production rates. -COCOMO model - Barry W. Boehm - For small to moderate size projects (105 LoC & 10 x program:) - effort (pers months) = 1.4 x thousands of LoC - if LoC is 10,000 then effort is 14 person months © Copyright 2011 John Wiley & Sons, Inc. 2-33  If COBOL Use Estimating the243Project Time x 110 = 26,730 LoC Frame Function point approach Then 26 x 1.4 = 37.42 person months effort Detailed Step 3 : - Optimal schedule for the project time Scheduled estimates (months) - Historical data or estimation = 3.0 xsoftware can be used as aids, or 37.2 ^(1/3) one rule of thumb is to determine ~ 10 monthsschedule by schedule time(months) = 3.0 x person-months ⅓ - some estimators may use 3.5 or 2.5 instead of 3.0 Important note ▪ This estimate is for the analysis, design, and implementation phases ▪ It does not include the planning phase © Copyright 2011 John Wiley & Sons, Inc. 2-34  Home work – exam ▪ A individual homework ▪ Find TUFP, PC, APC, TAFP, LoC, effort, scheduled time for your own assumptions © Copyright 2011 John Wiley & Sons, Inc. 2-35  Developing the Work Plan ▪Start once project manager has a general idea of the size and approximate schedule for the project ▪ Dynamic schedule ▪ Records and keeps track of all of the tasks that need to be accomplished © Copyright 2011 John Wiley & Sons, Inc. 2-36 (cont’d) ▪Identify Tasks © Copyright 2011 John Wiley & Sons, Inc. 2-37  (cont’d) ▪ Overall objectives are in the system request ▪ PM to identify all the tasks that need to accomplish those objectives. ▪ The methodology for each task may be existing or to be purchased /hired ▪ Using an existing is the most popular way to create a work plan, because most organizations have a methodology that they use for projects. © Copyright 2011 John Wiley & Sons, Inc. 2-38  (cont’d) ▪ If begin from scratch, it can use a structured, top-down approach – Main Tasks – Subtasks. ▪ Each step is then broken down in turn and numbered in a hierarchical fashion. ▪ A list of tasks hierarchically numbered is called a work breakdown structure © Copyright 2011 John Wiley & Sons, Inc. 2-39 (cont’d) ▪ Work Breakdown Structure © Copyright 2011 John Wiley & Sons, Inc. 2-40 (cont’d) ▪ The WBS can be organized in one of two ways: –By SDLC PADI phase –By product Component of the product © Copyright 2011 John Wiley & Sons, Inc. 2-41 (cont’d) ▪ The project work plan is the mechanism to manage the tasks ▪ Can tell whether the project is ahead of or behind schedule, estimation success and alterations to meet the project deadline © Copyright 2011 John Wiley & Sons, Inc. 2-42 (cont’d) ▪ The project work plan © Copyright 2011 John Wiley & Sons, Inc. 2-43 (cont’d) ▪ Key milestones, or important dates are identified on the work plan. –Presentations to the approval committee –start of end-user training –due date of the system prototype © Copyright 2011 John Wiley & Sons, Inc. 2-44  STAFFING THE PROJECT How many ? What skills ? Motivation ? Minimize conflicts ? © Copyright 2011 John Wiley & Sons, Inc. 2-45 (cont’d) ▪ The first step is determining the average number of staff needed. ▪ Divide the total person-months of effort by the optimal schedule. – To complete a 40 person-month project in 10 months, a team should have an average of four full-time staff members, although this may change over time as different specialists enter and leave the team (e.g., business analysts, programmers, technical writers) ▪ Temptation is to assign more staff to a project to shorten the project’s length. … ? © Copyright 2011 John Wiley & Sons, Inc. 2-46 (cont’d) ▪ Adding staff may add more overhead than additional labor ▪ Staff size and productivity share a disproportionate relationship ▪ Using teams of 8-10 reporting in a hierarchical structure can reduce complexity © Copyright 2011 John Wiley & Sons, Inc. 2-47  (cont’d) ▪ Using the figure as a guide, draw the number of communication channels that will be needed in a six- member team. Now, determine the number of communication channels that will be needed in an eight- person team. © Copyright 2011 John Wiley & Sons, Inc. 2-48 (cont’d) Reporting structure © Copyright 2011 John Wiley & Sons, Inc. 2-49 (cont’d) ▪ People have technical skills and interpersonal skills, and both are important on a project. ▪ Technical skills are useful for working with technical tasks (e.g., programming in Java) and application of technology (e.g., how a Web server should be configured on the basis of a projected number of hits from customers). ▪ Interpersonal skills, include interpersonal and communication abilities that are used when dealing with business users, management and members © Copyright 2011 John Wiley & Sons, Inc. 2-50 (cont’d) ▪ The staffing plan describes the kinds of people working on the project ▪ The project charter describes the project’s objectives and rules ▪ A functional lead manages a group of analysts ▪ A technical lead oversees progress of programmers and technical staff members © Copyright 2011 John Wiley & Sons, Inc. 2-51  Motivation ▪Use monetary rewards cautiously ▪Use intrinsic rewards – Recognition – Achievement – The work itself – Responsibility – Advancement – Chance to learn new skills © Copyright 2011 John Wiley & Sons, Inc. 2-52 Motivation © Copyright 2011 John Wiley & Sons, Inc. 2-53  Handling Conflict ▪Clearly define plans for the project. ▪Recognize project importance to organization. ▪Project charter listing norms and ground rules. ▪Develop schedule commitments ahead of time. ▪Forecast other priorities and their possible impact on the project. © Copyright 2011 John Wiley & Sons, Inc. 2-54  Coordinating Project Activities ▪This to continue throughout the entire project until system is delivered to the project sponsor and end users ▪Two kind of activities – Putting efficient development practices in place – Mitigating risks ▪In this phase PM needs put those in places © Copyright 2011 John Wiley & Sons, Inc. 2-55  (cont’d) ▪ CASE (computer-aided software engineering) tools – A category of software that automate all or part of the development process. - Upper CASE - Lower CASE - Integrated CASE Eg: Visible Analyst Workbench, Oracle Designer, Rational Rose, Logic Works Suite © Copyright 2011 John Wiley & Sons, Inc. 2-56 (cont’d) ▪ Standards – Formal rules for naming files – Forms indicating goals reached – Programming guidelines © Copyright 2011 John Wiley & Sons, Inc. 2-57 © Copyright 2011 John Wiley & Sons, Inc. 2-58 (cont’d) ▪ Standards – Formal rules for naming files – Forms indicating goals reached – Programming guidelines ▪ Documentation – Project binder – Table of contents – Continual updating © Copyright 2011 John Wiley & Sons, Inc. 2-59 MANAGING AND CONTROLLING THE PROJECT ▪ The science (or art) of project management is in making trade-offs among three important concepts: - the size of the system, - the time to complete the project, and - the cost of the project. © Copyright 2011 John Wiley & Sons, Inc. 2-60 (cont’d) Tools for project management – Example of Gantt Chart © Copyright 2011 John Wiley & Sons, Inc. 2-61 (cont’d) Tools for project management – Example of PERT Chart © Copyright 2011 John Wiley & Sons, Inc. 2-62 Refining Estimates © Copyright 2011 John Wiley & Sons, Inc. 2-63  Managing Scope ▪ Scope creep – the most common reason for schedule and cost overruns occurs after the project is underway. ▪ The project manager should allow only absolutely necessary requirements to be added after the project begins. © Copyright 2011 John Wiley & Sons, Inc. 2-64  Timeboxing ▪Set a fixed deadline for a project ▪Reduce functionality, if necessary ▪ Don’t get hung up on the final “finishing touches” © Copyright 2011 John Wiley & Sons, Inc. 2-65 Timeboxing steps © Copyright 2011 John Wiley & Sons, Inc. 2-66  Managing Risk ▪Risk assessment ▪Actions to reduce risk ▪Revised assessment © Copyright 2011 John Wiley & Sons, Inc. 2-67  SUMMARY ▪ The project selection process takes into account all of the projects in the organization, using project portfolio management. ▪ The project plan defines the tasks, task time estimates, and other information. ▪ A project requires staffing and coordinating project activities. ▪ Managing and controlling the project include timeboxing and risk assessment. © Copyright 2011 John Wiley & Sons, Inc. 2-68 © Copyright 2011 John Wiley & Sons, Inc. 2-69 Copyright 2011 John Wiley & Sons, Inc. All rights reserved. Reproduction or translation of this work beyond that permitted in Section 117 of the 1976 United States Copyright Act without the express written permission of the copyright owner is unlawful. Request for further information should be addressed to the Permissions Department, John Wiley & Sons, Inc. The purchaser may make back-up copies for his/her own use only and not for redistribution or resale. The Publisher assumes no responsibility for errors, omissions, or damages, caused by the use of these programs or from the use of the information contained herein. © Copyright 2011 John Wiley & Sons, Inc. 2-70