1. CMT3342 Computing Project Management Week 3 Pirkko Helena Harvey Associate Professor Computer Science School of Science and Technology

2. Project management methods and related software development lifecycle approaches – Part 2

3. Project management lifecycle
Concept
Definition
Implementation
Handover and closeout
(APM BoK 2006)

4. Project lifecycles Manage the project Project management lifecycle
Modify the
system
Systems development lifecycle
System Lifecycle
Project Start
Project End

5. Project lifecycles Manage the project Project management lifecycle
Modify the
system
Systems development lifecycle
System Lifecycle
Project Start
Project End

6. Project lifecycles Manage the project Project management lifecycle
Modify the
system
Systems development lifecycle
System Lifecycle
Most common product life cycle in IT is SDLC
Project Start
Project End

7. Project management lifecycle
Select
Project
Proposal
Determine
Business
Case
Commence
Project
Manage
Project
Close
Project
Evaluate
Project
Adapted from Marchewka 2003

8. Project management lifecycle
Select
Project
Proposal
Determine
Business
Case
Commence
Project
Manage
Project
Close
Project
Evaluate
Project
Systems
Development
Lifecycle
Adapted from Marchewka 2003

9. Systems development lifecycle approaches
Sequential - introduction last week
Incremental - introduction last week
Prototyping
Iterative / Evolutionary

10. Sequential Traditional approach based on sequential design
Referred to as the waterfall model
Fixed requirements
Design tasks only begin after requirement are completely defined
Limited client involvement
Sometimes referred to as command and control approach.
Structured, linear approach
No / Little feedback
Works well if requirements are known upfront
Problematic if requirements are unknown upfront and/or are changing.

11. The Waterfall Model Winston Royce (1970) Royce actually believed in
System
Requirements
Winston Royce (1970)
Software
Requirements
Analysis
Royce actually believed in
incremental and iterative models.
An accident that people picked up on his Page 1 diagram
Larman (2004)
Program
Design
Coding
Testing
Operations

12. V-Process Model Basically a waterfall model More Detailed Design
Increasing
Levels of
Testing
Level of
Abstraction
Field testing
User requirements
User acceptance testing
System specification
System testing
System design
Function testing
Systems architectural design
Integration testing
Code
Unit testing
Time

13. Incremental / Phased Delivery
Delivery to
Customer
of Increment 1
of Increment 2
of Increment 3
of Increment 4
of Increment 5
Waterfall Models

14. Crashed Increments Use of two teams Delivery to customer
on completion of each increment

15. Prototyping Take care over the term ‘prototype’
Can be used in different context
Design prototypes: engineering, construction etc.
Physical models, architectural blueprints, engineering drawings
Can be a sample or model of a product built to test a concept or process
Can be something to be replicated or learned from
Can provide specifications for a real, working system rather than a theoretical one

16. Prototyping Prototyping has several benefits
Can be a throw-away version of some aspect of the system for demonstration to the stakeholders
Testing out some ideas or aspect of risk: for example the user interface or maybe technical feasibility
Aim to get rapid feedback before committing too much effort/resources
Evolutionary prototypes have an advantage over throwaway prototypes - they are functional systems

17. Prototyping Prototyping has several benefits
Can be a throw-away version of some aspect of the system for demonstration to the stakeholders
Testing out some ideas or aspect of risk: for example the user interface or maybe technical feasibility
Aim to get rapid feedback before committing too much effort/resources
Evolutionary prototypes have an advantage over throwaway prototypes - they are functional systems
Read more on different types of prototypes

18. Systems development lifecycle models
Sequential: waterfall model
Incremental: multiple waterfall models
Incremental phased delivery
Prototyping
Iterative / Evolutionary:
Evolutionary delivery (Evo)
Spiral model
RUP (Rational Unified Process)
DSDM (Dynamic Systems Development Method)
XP (Extreme Programming)
Scrum
Lean

19. Systems development lifecycle models
Sequential: waterfall model
Incremental: multiple waterfall models
Incremental phased delivery
Prototyping
Iterative / Evolutionary:
Evolutionary delivery (Evo)
Spiral model
RUP (Rational Unified Process)
DSDM (Dynamic Systems Development Method)
XP (Extreme Programming)
Scrum
Lean
Later – Agile Lectures

20. Some Timelines Waterfall 1970 SSADM Early 1980s
RAD Prototyping Early 1980s
DSDM 1994
Iterative IBM FSD Harlan Mills
Gilb’s Evo 1976
Boehm’s Spiral mid 1980s
Unified Process (UP) mid 1990s
Agile Manifesto 2001
1970
1980
1990
2000
2010

21. ‘Iterative’ / Evolutionary
Terminology Issues:
Larman (2004) sometimes uses “Incremental and Iterative”, sometimes shorter “Iterative”
Gilb (1988) uses “Evolutionary”
‘Incremental’ means building in steps
‘Iterative’ means repeating/going round again
But there is also learning from feedback
‘Evolutionary’ not in the biological sense of small random mutations or survival of the fittest

22. ‘Iterative’ / Evolutionary
Based on the Shewhart Cycle from 1930s. Also known as the Deming Cycle (Deming worked with Shewhart).
Involves increments/iterations
Time-boxing (varying durations)
Delivery to market or client
Incorporates feedback (learning)
Being prepared to retreat
Not ‘freezing’ the requirements
Decide what to do in the next increment/iteration using the feedback from the last increment/iteration and the current set of requirements

23. The Shewhart Cycle or Deming Cycle
Decide Actions
Needed
Plan Actions
Act
Plan
Study* Do
Study Results
of Actions Taken
Execute Plans
* Deming finally decided to use ‘Study’ instead of ‘Check’ (Gilb 2005)

24. Iterative Result Cycle
Based on the Shewhart Cycle
For each Iteration:
Requirements
Act
Actual Results Feedback
Study
Deliver
Increment
Designs
Stakeholder Value
Plan Do
Plan
Increment
Sequence for delivery
Estimated value known
Slightly modified from
(Brodie and Woodman 2008)

25. Evolutionary Project Management (Evo)
Developed by Tom Gilb (2005) in the 1960s (published from 1976)
Principles
Small Steps (2%-5% of project time and money budget)
Early High Value
Actual Benefits
Evaluation of High Risk
Frequent Delivery
Use Feedback
Allow Requirements to change

26. Evo Result Cycle Strategic Management Cycle Development Cycle
Feedback
‘Go’
Strategic
Management
Cycle
‘The Head’
Development
Cycle
Backroom
‘The Body’
Production
Cycle
Backroom
Delivery
Cycle
Frontroom
(Gilb 2005)
Result Cycle

27. Evo Step Development and Delivery
Backroom
‘KITCHEN’
Frontroom
‘RESTAURANT’ A A
Potential Next Step
(Step 4) D B B C H
Step 3 D C E G
Development
& Production Cycles
Delivery
Cycle F F
Implementation Cycle for F
Step 2 G E H
Step 1
Step 1
Step 2
Step 3
Step 1
Step 2
Step 3
Time
From (Gilb 2005)

28. Evo Step Development and Delivery
Think how a restaurant prepares food in the kitchen and then delivers it to the table. Total preparation can take weeks, but courses delivered as customers want them!
You don’t have to build everything only in the duration of one increment. But focus must be on early delivery and early feedback!
Backroom
‘KITCHEN’
Frontroom
‘RESTAURANT’ A A
Potential Next Step
(Step 4) D B C B H
Step 3 D C E G
Development
& Production Cycles
Delivery
Cycle F F
Implementation Cycle for F
Step 2 G E H
Step 1
Step 1
Step 2
Step 3
Step 1
Step 2
Step 3
(Gilb 2005)
Time

29. Recap: Systems development lifecycle approaches
Waterfall
Sequential
Incremental
Prototyping
Iterative / Evolutionary
Linear – one pass / one delivery
Build and deliver
the system,
increment by increment
Increment 1
Increment n
...
Throwaway version of some system aspect
Prior to building the real system
Test ideas
Get feedback
Act
Plan
Use feedback
Study Do

30. Which of these lifecycles need to be considered e. g
Which of these lifecycles need to be considered e.g. in a student project? What activities do they involve? DISCUSS
Project management lifecycle
Systems development lifecycle
System Lifecycle
Project Start
Project End

31. Factors influencing project failure Yardley (2002)
Technical Failure
Human Failure
Process Failure
Lure of the leading edge
Lack of executive support
Absence of any project management methodology
Poor technical design
Lack of leadership
Absence of any systems development methodology
Technical solution to a non-technical problem
Uncommitted project team
Absence of any benefits management methodology
Dependence on software packages to satisfy requirements
Dysfunctional project team
Failure to identify and mitigate project risks
Lack of tools throughout development lifecycle
Failure to manage third parties
Failure to manage requirements
Technology-led development
Lack of a project ‘champion’
Lengthy project timescales
Lack of project ownership
Insufficient testing
Stakeholder conflict
‘Big-bang’ approach to computerization
Resistance to change
Hostile organizational culture
Inexperienced project managers
Lack of business justification
Unclear or ambiguous business priorities
Lack of user training
Misaligned stakeholder motivation

32. Summary Project management lifecycle
Systems development lifecycle approaches
Systems development lifecycle models
Provides many easy to read articles of various project management topics, whitepapers etc.

33. IMPORTANT - next week Assessment Preparation Week
Week 4: NO lecture and NO labs
Week 4: Complete searches for publications for the Essay
Further guidance online: “Information; Resources and Relevance of Publications”
Handout “The Rise and Fall of the Chaos Report Figures” by J. Laurenz Eveleens and Chris Verhoef
Week 5 labs (w/c 3 November) :
Group Project team formation
Formative feedback on the Essay ‘Overview’ Section. You must bring a draft into labs

34. References
Yardley, D. (2002), Successful IT Project Delivery, Addison-Wesley, ISBN
Association for Project Management (2006), Project Management Body of Knowledge (5th Edition) (APM BoK 2006), ISBN
Project Management Institute (2008), A Guide to the Project Management Body of Knowledge (4th Edition) (PMBOK Guide), ISBN X.
Marchewka, J. T. (2003), Information Technology Project Management: Providing Measurable Organizational Value, Wiley, ISBN
Royce, W. (1970). Managing the Development of Large Software Systems: Concepts and Techniques. Proceedings of IEEE WESCON. August Originally published by TRW.
Larman, C. (2004), Agile and iterative Development: A Manager’s Guide, Addison-Wesley, ISBN
Gilb, T. (2005), Competitive Engineering: A Handbook For Systems Engineering, Requirements Engineering, and Software Engineering Using Planguage, Butterworth-Heinemann. ISBN
Dalcher, D. & Brodie, L. (2007), Successful IT Projects, Thomson, ISBN
Brodie, L. & Woodman, M. (2009), Using Metrics to Express Quality, Proceedings of the Seventeenth International Conference on Software Quality Management (SQM 2009), The British Computer Society, ISBN , pp