Chapter 5: Project Conceptualization and Definition James R. Burns

WT PMI Student Chapter Meeting b WHEN: Tuesday, September 16, 7:00 pm b WHERE: BA rm. 105 b WHAT: Learn about PMP, CAPM certification b Learn about the PMI b Learn about PMBOK

Plan for Today b Recitation b Functions/Tasks/Competencies/Skills of… bProject Manager bProject Leader bTeam Leader bTeam member b Chapter 5—Burns/Chapter 3--Larson

You have been assigned the following HW b Burns EX. 1-4, 1-7, 1-10, p. 27 b Larson EX 1-2, 1-4 b Burns EX. 2-5, 2-6, b Larson EX 2-1, 2-4, 2-5 b Burns Ex. 5-6, 5-18, 5-19, 5-20 at the end of Chapter 5, pp b Requirements Scrubbing Spreadsheet b Homework 1 is due Tuesday, September 16

Homework: b Due Feb 6 b One week from today b Turn-in Hardcopy in class

9/19/2015Texas Tech University -- J. R. Burns 6 Functions, Tasks, Expectations of the IT Project Manager b (coach, mentor, leader, negotiator, assessor, informer, motivator, delegator, encourager) b Selects Project leader, team leader, subordinates b Works hardest during the definition and planning stages—first two stages b Assesses progress during execution and reports on that b Negotiates with line managers for required human resources

9/19/2015Texas Tech University -- J. R. Burns 7 b Interfaces with customer, upper management on behalf of team b Negotiates with upper management and customer b Keeps everybody informed Expectations of the IT Project Manager

9/19/2015Texas Tech University -- J. R. Burns 8 More Expectations of the IT Project Manager b Is a positive leader, motivator, coach b Knows how to use PM software b Knows the technologies employed well b Must re-plan the remainder of the project after the completion of each deliverable, each phase

9/19/2015Texas Tech University -- J. R. Burns 9 Skills, Competencies of the PM b Leadership— articulate the vision and hold everyone accountable to it b Delegation Competencies b An ability to develop people b Communication competencies b Interpersonal competencies b Able to handle stress b Problem solving skills b Time management skills b Negotiation skills

9/19/2015Texas Tech University -- J. R. Burns 10 Functions, Tasks, Expectations of the IT Project Leader b Large projects will have such a person if there are several teams involved b In charge of all technical aspects of the project b Assists the project manager with project planning and control particularly, the bottom levels of the WBSparticularly, the bottom levels of the WBS b Focused on the toughest technical problems

9/19/2015Texas Tech University -- J. R. Burns 11 Functions, Tasks, Expectations of the IT Team Leader b Reports to the IT Project Leader b Oversees day-to-day execution b More technically competent, mature and experienced than team members b Should possess good communications competencies b Should develop a good rapport with each team member

9/19/2015Texas Tech University -- J. R. Burns 12 Functions, Tasks, Expectations of the Information Technology Professional Team Member b Energetic, communicative, a good listener b Not a perfectionist b Possesses the requisite technical expertise b Doesn’t make any promises to the customer b Star performance

9/19/2015Texas Tech University -- J. R. Burns 13 Recall the Large Project Hierarchy Project Manager Project Leader Developer 1Developer 2 Developer N Team Leader 2Team Leader 1 Developer 3 Developer 4Developer 5Developer 6 Developer 7Developer 8

Recitation, Continued b What is the difference between competencies vs. skills b Name some competencies of PM’s b What are the five stages of the PM lifecycle? b What are the four core knowledge areas b What are the four facilitating knowledge areas

Chapter 5 Outline b The First Stage b Using a SOW b Defining Project Boundaries/Scope b Why getting this right is so important b The use of surveys and interviews b Definition of Deliverables and Due Dates b Managing stakeholder expectations

Conceptualization and Definition Construct Statement of Work Define Requirements Determine Organization Structure/Cult ure Assess Feasibility Ensure fit with business strategy and priorities Assess technology consistency Define scope, size and resource requirements Planning and Budgeting Identify dependencies with other projects Assess overall risk Test alignment with strategies Test resource availability Make GO/NO GO Decision

The First Stage b Analogous to a missile or rocket b If the launch is “bad,” the project may have to be killed Just as a rocket that misfires must be detonatedJust as a rocket that misfires must be detonated

Deliverables of this stage b Project stakeholders b Project charter b Project deliverables, what these will be b Requirements document (the main deliverable) b Project team members

Project stakeholders b This group must be molded into one in which there is a lot of cohesion b If you can’t get cohesion, then you may have to settle for a plurality or majority rule b If is most important that everyone knows up front what this project is about b Stakeholders who don’t get what they want from the project need to know this up front

Cohesion and Consensus b You’ve got to have this prior to execution or you’ll never get it later on

Requirements document b What the problem is b What functionality is needed b What outputs b What inputs b What performance b What reliability

What kind of meeting is appropriate to begin discussions? b A Joint Requirements Definition Session, also known as a JAD Session b To create a strongly held shared vision of what the project is all about b To hammer out a REQUIREMENTS DOCUMENT

JAD and JRD Sessions b They commit top executives to the software planning process b They shorten the requirements-specification phase b They eliminate features of questionable value b They help to get requirements right the first time b They help to get the user interface right the first time b They reduce organizational infighting

Managing Different Views b The problem of ends vs. means values b This is relative to getting consensus b Stakeholder analysis

Project Charter b Template appears in Chapter 5 b Advantage here is that the rules are made explicit from the outset b Helps remind the PM and team what the goals/objectives are b ANNOUNCES THE PROJECT

What does the Project Charter announce? b Project b Project manager b Project stakeholders b Project scope b Project deliverables b Project assumptions b Project rules/processes b Project governance

Methodology for Facilitation of JRDS b SWOT Analysis/Brainstorming/Brain- writing b Goldratt Thinking Process b Quality Function Deployment You should have seen this in your ISQS 3344 class.You should have seen this in your ISQS 3344 class. Slides cover itSlides cover it

House of Quality Trade-off matrix Design characteristics Customer requirements Target values Relationship matrix Competitive assessment Importance Figure 3.7

House of Quality Figure 3.8 Irons well Easy and safe to use Competitive Assessment Customer Requirements Customer Requirements12345 X Presses quickly9BAX X Removes wrinkles8ABX X Doesn’t stick to fabric6XBA X Provides enough steam8ABX X Doesn’t spot fabric6XAB X Doesn’t scorch fabric9AXB X Heats quickly6XBA X Automatic shut-off3ABX X Quick cool-down3XAB X Doesn’t break when dropped5ABX X Doesn’t burn when touched5ABX X Not too heavy8XAB

House of Quality Figure 3.9 Energy needed to press Weight of iron Size of soleplate Thickness of soleplate Material used in soleplate Number of holes Size of holes Flow of water from holes Time required to reach 450º F Time to go from 450º to 100º Protective cover for soleplate Automatic shutoff Customer Requirements Presses quickly Removes wrinkles+++++ Doesn’t stick to fabric-++++ Provides enough steam++++ Doesn’t spot fabric+--- Doesn’t scorch fabric+++-+ Heats quickly--+- Automatic shut-off+ Quick cool-down--++ Doesn’t break when dropped++++ Doesn’t burn when touched++++ Not too heavy Irons well Easy and safe to use

House of Quality Figure 3.10 Energy needed to press Weight of iron Size of soleplate Thickness of soleplate Material used in soleplate Number of holes Size of holes Flow of water from holes Time required to reach 450º Time to go from 450º to 100º Protective cover for soleplate Automatic shutoff

House of Quality Figure 3.11 Energy needed to press Weight of iron Size of soleplate Thickness of soleplate Material used in soleplate Number of holes Size of holes Flow of water from holes Time required to reach 450º Time to go from 450º to 100º Protective cover for soleplate Automatic shutoff Units of measure ft-lblbin.cmtyeammoz/ssecsecY/NY/N Iron A 31.48x42SS NY Iron B 41.28x41MG NY Our Iron (X) 21.79x54T NY Estimated impact Estimated cost Targets 1.28x53SS Design changes ******* Objective measures

House of Quality Figure 3.12

Goldratt Thinking Process— three steps b What to Change b What to Change to b How to Cause the Change

What to Change b Let’s talk about the problems with mainframe/glass house architecture b Data were isolated/non integrated Corporate visibility was impossibleCorporate visibility was impossible b Centralized MIS shop had long lead times Like 36 months for maintenance work on legacy appsLike 36 months for maintenance work on legacy apps b MIPS on mainframes were expensive and very much in demand b MIPS in PC were dirt cheap and idle most of the time

We will build a tree b Called a current reality tree b Begin by identifying the UNDESIRABLE EFFECTS the stakeholders are experiencing b The basic tree relationship: b IF {box a is true}, then {box b}.

Sales cannot see what is happening in accounts receivable Sales cannot track customer orders through the manufacturing/distribution process Information visibility across the enterprise is impossible Independent data pools are created that cannot be integrated or accessed Islands of automation are created End users develop their own independent applications that then run on departmental PC’s Centralized MIS shops have lead times of 36 months or longer Centralized mainframes are computing bottlenecks

Only the centralized MIS shop could do maintenance and new development work Mainframes were computational bottlenecks Each application had to reside entirely on the mainframe Many new applications were being built Change requests for existing apps were frequent and increasing Centralized MIS shop backlogs were extending out to 36 months Competitive and customer environments are changing rapidly Budgets for MIS shops were stretched to their limits

What to change to b An architecture in which the data are totally integrated b An architecture in which most of the processing is not done on mainframes b Decentralization of MIS b What architecture was this???

How to cause the change b ERP implementation b Solves the problems identified above

Feasibility Assessment Process b Identify Dependencies with other projects b Assess overall risk b Test alignment with/impact on strategies and plans b Test resource availability b Submit Stage one deliverables for a quality gate inspection b MAKE GO/NO GO Decision

Making Decisions amongst Projects b _________________________________________________________________ b b efficiency 9 b frontier b G b R 8 b A b D 4 5 b E b b 3 b b 7 b b 2 6 b 1 b b _________________________________________________________cost__________ b Figure 5.8. Plot for Relating Proposal Cost to Grade

Multi-attribute Tree for Grading Projects

Solution

Linear Programming (optimization) PROJECT NAMEABBREV- IATION BENEFIT SCORE (0-100)COST Customer Relationship ManagementCRM851.5M Data Warehouse FacilityDWF951.3M Scrubbing of Marketing DataSMD55.5M Supply Chain ManagementSCM801M Supply chain data PrepSCD50.4M CAD/CAM SystemCAD75.8M Finite Capacity Scheduling SystemFCS30.2M Process Flow AnalysisPFA35.01M Manufacturing Costing AnalysisMCA30.01M Process Charting SystemPCS30.01M Value Stream MappingVSM40.01M Collaborative Product CommerceCPC851M

b b MAX 85*CRM + 95*DWF + 55*SMD + 80*SCM + 50*SCD + 75*CAD + 30*FCS + 35*PFA + 30*PCS + 40*VSM + 85*CPC b b s.t. b b 1.5*CRM + 1.3*DWF +.5*SMD +.1*SCM +.4*SCD +.8*CAD +.2FCS +.01*PFA +.01*PCS +.01*VSM + 1*CPC <= 6 b b CRM – DWF >= 0 b b DWF – SMD >= 0 b b 2SCM – DWF – SCD >= 0 b b FCS – SCM >= 0 b b CAD + PFA + MCA + PCS + VSM >= 2 b b CPC – SCM >= 0

More process steps b Obtain funding b Review alternative approaches b Obtain necessary signatures b Move to next stage

A Caveat b If possible, avoid making quick and dirty estimates of duration and cost in this stage b If your superiors insist, make your estimates high and insist that there could be 75% variability in the estimate b Educate your superiors to the effect that you cannot give a definitive estimate until a well- defined product for the project emerges.

Summary b This is the most important stage b There is a lot of PM involvement b PM must LeadLead communicatecommunicate NegotiateNegotiate DecideDecide b A most important focus: Build ConsensusBuild Consensus