2. Objectives
Explain the elements of project management and the responsibilities of a project manager
Describe how the UP disciplines of business modeling and environment relate to the inception phase
Describe the project management activities that are done during the inception phase 
Develop a project schedule using a work breakdown structure (WBS) and PERT and Gantt charts
Object-Oriented Analysis and Design with the Unified Process

3. Objectives (continued)
Use Microsoft Project to build the project schedule
Perform a risk analysis of potential project risks 
Develop a cost/benefit analysis using net present value calculations
List the key deliverables and activities of the end of the inception phase 
Discuss three techniques for monitoring and controlling a system development project
Object-Oriented Analysis and Design with the Unified Process

4. Overview Unified Process (UP) development methodology
Consists of phases, iterations, and disciplines
Provides framework for project definition and execution
Project management: a critical support discipline
Project Management prominent in inception phase
Tasks include monitoring and controlling projects
Object-Oriented Analysis and Design with the Unified Process

5. Project Management Development project artifacts (products)
Development of a new software system
Enhancement or upgrade of an existing system
Integration of software into existing environment
Projects constrained by schedule and resources
Project novelty presents great challenges
Different products are produced
Different activities required for varying schedules
Different resources are used
Object-Oriented Analysis and Design with the Unified Process

6. Project Success & Complexity
Development projects produce software systems
Projects are wide ranging
Simple Web sites
Implementation of real-time business applications
Issues complicating project management
Sophisticated business needs
Changing technology
Integrating OS, support programs, and new systems
Project success rate very low: 34 percent as of 2004
Object-Oriented Analysis and Design with the Unified Process

7. Sample Criteria for Defining Rigor or Complexity of Project Controls
Object-Oriented Analysis and Design with the Unified Process

8. Project Success Factors
Clear system requirements
Substantial user involvement
Support from upper management
Thorough and detailed project plans
Realistic work schedules and milestones
Adequate project resources
Proper execution of control processes
Object-Oriented Analysis and Design with the Unified Process

9. The Role of the Project Manager
Project manager coordinates project development
Specifications in a detailed plan at project inception
Activities that must take place
The deliverables that must be produced
Resources needed
Project manager accountable for success or failure
Project manager has internal/external responsibilities
Many career paths lead to project management
Object-Oriented Analysis and Design with the Unified Process

10. Various Roles of Project Managers
Figure 3-1
Various Roles of Project Managers
Object-Oriented Analysis and Design with the Unified Process

11. Project Management Knowledge Areas
Appendix A Reading
The Project Management Institute (PMI)
Professional organization promotes project management
PMI provides extensive support material and training
Defines specialist’s body of knowledge (BOK)
PMBOK organized into nine knowledge areas
PMBOK principles to be applied to iteration activities 
Object-Oriented Analysis and Design with the Unified Process

12. Knowledge Areas Project Scope Management Project Time Management
Project Cost Management
Project Quality Management
Project Human Resources Management
Project Communications Management
Project Risk Management
Project Procurement Management
Project Integration Management
Object-Oriented Analysis and Design with the Unified Process

13. Project Management within the Unified Process
Project management is a support business discipline
Project management tasks prominent at inception
Other important disciplines of inception phase
Business modeling
Environment
Requirements
Design
Object-Oriented Analysis and Design with the Unified Process

14. UP Phases and Iterations with Disciplines
Object-Oriented Analysis and Design with the Unified Process

15. The Unified Process and the Inception Phase
Inception phase of the UP has (5) objectives
Identify the business need for the project
Establish the vision for the solution
Identify scope of the new system and the project
Develop preliminary schedules and cost estimates
Develop the business case for the project
Inception phase may be completed in one iteration
Object-Oriented Analysis and Design with the Unified Process

16. Understanding the Business Environment
Objective: understand project operational context
Define the business problem
Evaluate existing architecture
Define needed interfaces to other systems
Perform stakeholder analysis
Stakeholders: people with an interest in the system
Users, sponsors and support staff
Object-Oriented Analysis and Design with the Unified Process

17. The Stakeholders for Rocky Mountain Outfitters
Identify all of the stakeholders
Most important executive stakeholders
RMO project sponsor: VP William McDougal
Executive stakeholders: John and Liz Blankens
Other stakeholders
Operational users such as sales reps and mail
Warehouse workers
Technical staff
Object-Oriented Analysis and Design with the Unified Process

18. Sample Stakeholder Analysis Form for RMO
Object-Oriented Analysis and Design with the Unified Process

19. Creating the System Vision
Purpose: justify strategic importance of new system
Clear vision statement includes (3) essential pieces
Precisely specified objective(s)
Concrete (dollar value) benefits tailored to sponsors
System capabilities meeting objective(s)
Project charter: defines need, objective, benefits, scope
System vision
Statement of business need
Stakeholder analysis form
Object-Oriented Analysis and Design with the Unified Process

20. Objectives, Business Benefits, and System Capabilities
Object-Oriented Analysis and Design with the Unified Process

21. Objectives, Business Benefits, and System Capabilities
Object-Oriented Analysis and Design with the Unified Process

22. Creating Business Models
Three major areas normally require business models
Business events (what triggers a process to start)
Business processes
Information repositories and flows
Business models are tied to system requirements
Model format and rigor may vary with each project
Object-Oriented Analysis and Design with the Unified Process

23. Environment and the Inception Phase
Discipline concerned with development of the project environment
Several activities are included
Design and configure the physical environment
Cubes, desks, chairs, phones
Select and configure project tools
Development tools IDEs, CASE, modeling tools, database tools
Office desktop (i.e. Word, Excel, Outlook, scheduling)
Project management tools (i.e. Project, ReqPro, Risk monitor, issues mgt)
Tailor the UP development process
Defining the rigor of a project
Determine high risk issues
Setup technical support services
Object-Oriented Analysis and Design with the Unified Process

24. Finalizing the System and Project Scope
Project scope: describes what the project will include
System scope: defines capabilities of new system
System scope is part of the larger project scope
Use Case Model
Essential use case model helps delineate scope
Essential business use case list is attached to the project
Some Project tasks outside of the business problem scope
Provide staffing model and training
Provide data conversion information
Define standards for analysis & design, coding, data modeling
Define quality control measures for documents, deliverables, testing, and system migration
Object-Oriented Analysis and Design with the Unified Process

25. System Scope and Project Scope
Object-Oriented Analysis and Design with the Unified Process

26. Sample Essential Use Case List for RMO
Processes
The System Must Do
Sample Essential Use Case List for RMO
Object-Oriented Analysis and Design with the Unified Process

27. Developing the Project and Iteration Schedule
Project Manager and Development team sets schedule for project and iterations
Tasks involved in scheduling:
Develop the work breakdown structure (WBS) (outline of work to be completed)
Develop the schedule
Develop resource requirements and staffing plan
Object-Oriented Analysis and Design with the Unified Process

28. Developing the WBS Two general approaches for building a WBS
By deliverable timeline
By a sequential timeline
Four techniques for identifying WBS tasks
Top-down: Identify major activities first
Bottom-Up: List all tasks first and organize later
Template: Use standard template of tasks
Analogy: Copy tasks of similar completed project
Object-Oriented Analysis and Design with the Unified Process

29. Developing the Schedule
Project schedule orders all activities and tasks
Building the schedule
Identify dependencies between the tasks on WBS
Estimate the effort that each task will require
Dependencies: identify related tasks
Finish-start relationships
Start-start relationships
Finish-finish relationships
Select a scheduling tool like Microsoft Project
Object-Oriented Analysis and Design with the Unified Process

30. Entering the WBS into MS Project
Two types of charts used to show project schedule
PERT/CPM chart
Gantt chart
Charts show same information in different formats
Key metrics
Critical path, slack time, or float
Milestone due dates
Estimate cost of project and establishing a baseline
Object-Oriented Analysis and Design with the Unified Process

31. Entering the WBS Into MS Project
Entered
Outline Of
Tasks
Entering the WBS Into MS Project
Object-Oriented Analysis and Design with the Unified Process

32. Gantt Chart of RMO’s Inception Iteration
Entered
Dependencies
Entered
Durations
Gantt Chart of RMO’s Inception Iteration
Object-Oriented Analysis and Design with the Unified Process

33. Pert or Network Diagram
Red is Critical Path
Object-Oriented Analysis and Design with the Unified Process

34. Develop the Resource Requirements and the Staffing Plan
Core team members very active in inception iteration
Most early tasks are project management activities
Must enter resources in MS Project (Project allows several ways to input resource information)
Formula for effort: Effort = Duration x Persons
Object-Oriented Analysis and Design with the Unified Process

35. Entering Resources for the Scheduled Tasks
Entry
Entering Resources for the Scheduled Tasks
Object-Oriented Analysis and Design with the Unified Process

36. Project Management Processes
Case Examples
Object-Oriented Analysis and Design with the Unified Process

37. Project Management – “Not an Easy Job”
Standish Group Study of IS Projects:
21% cancelled before finished
51% over time and original budget or lacking original functionality
43% had cost exceeding budget
42% contain original functionality
15% failed projects
34% successful projects
Standish Group, “CHAOS Chronicles ”, 2004,
Object-Oriented Analysis and Design with the Unified Process

38. Project Scope Management

39. ABC Project Description
ABC Project Characteristics
Major Retirement System Replacement
Use of a customized COTS system as replacement
Custom development of security, reporting, and Internet system functionality
Custom integration with existing systems
Need to convert legacy data from replaced systems
Full lifecycle initiation, analysis, design, testing, training, and implementation
Environment
Multiple language (Forte, Java, Fortran, COBOL, Natural, PeopleSoft, PowerBuilder, Visual Basic) and database (AdaBase, Oracle, VSAM) technologies
Multiple platforms (MVS, Unix, Windows XP)
Large geographic distribution with 8 regional offices
Size
Budget over 20 million dollars
Total implementation timeframe 2.5 years
1000 internal users, 1.5 million plus external users

40. ABC Project: Scope & Change Control Challenges
RFP was incomplete as to the extent and complexity of system interfaces
Existing systems were not compatible with financial data in new system
Complexity of organization and approval much greater than estimated
Information systems staff limitations greatly restricted workflow
Contract was a fixed price bid with penalties for late deliverables
Object-Oriented Analysis and Design with the Unified Process

41. Mitigation/Contingency
Issues Management
Internal
Factors
External
Factors
Issue
Resolved
Review and Status
Issues at Weekly
Meeting
Resolution
Generate Reports
Issue Resolution
Issue Tracking
Risk
Status Changed
To Risk
Escalate to the
Program Review
Board
Issues
Tracking Number
Impacted Activity
Impact to Project
Identifier
Date
Target Resolution
Criticality
Status
Name
Description
Possible Solution
Resolution
Resolution Date
Issue
Identified
Owner Assesses
and Resolves
Options
Mitigation/Contingency
Issue Documentation
Document
Issue in
(Access Database)
Issue Analysis
Analyst Assigned
to Investigate
and Present
Options
Escalate to
Change Control
Board
Object-Oriented Analysis and Design with the Unified Process

42. Change Control Process
Change Requested
Request is Logged
in the Change
Control Register
Impact Analysis
of Making the
Change or Not
CCB Considers
Findings PM
Adjusts PMP, Budget,
and Schedule to Reflect
Impact
Project Staff will
Schedule and
Implement the
Requested Change
Approved
Change
Implemented and
Tested
Analysis
Rejected
Control Board
Reviews Request
Triage Change
Through PM
Status Logged
Object-Oriented Analysis and Design with the Unified Process

43. ABC Project: Scope & Change Control Key Issues
Scope of interfaces grew by 23 additional system interactions
Each interface needed to be addressed separately for client
Client interpreted broad requirements as being all inclusive of additional interfaces
New interfaces were estimated to cost $2.5 million and take 8 months to complete
Client Project manager was involved in creating RFP so the additions were politically unacceptable
Existing system would not support financial data integrity
Lengthy analysis would need to carried out to determine how to change existing system
Rewrite of current systems would be necessary to correctly handle record deletes
Current business processes would need to reengineered to to support changes in existing system
Existing system built on obsolete technology platforms
Object-Oriented Analysis and Design with the Unified Process

44. ABC Project: Scope & Change Control Key Issues
Organization complexity greatly under estimated
Analysis sessions involved as many as 50 to 60 people
Couldn’t get user agreement and achieve sign-off on analysis scenarios or business rules
Approval process ran long taking 6 weeks instead of contract 10 days
Lack of clarity of deliverables forced “analysis paralysis”
IT resources over committed
Technical people not adequately represented at meetings causing issues to reopened after analysis
Issues could not be brought to timely resolution since technical people unavailable so design task delayed
Object-Oriented Analysis and Design with the Unified Process

45. ABC Project: Scope & Change Control Lessons Learned
Incomplete or changing requirements – Changes needed to be brought forward quickly to change control board, so project schedule wouldn’t get into trouble before approval could occur
Poor planning – Greater time should have been estimated in the schedule for less clearly defined interfaces. Also time estimates for approval and review processes needed to much greater given the size and complexity of organization
Lack of technical support – Technical representatives must be present in all analysis sessions to avoid costly rework and schedule delays
Lack of executive support – Executive action needed to taken as soon as the financial data integrity issue was discovered
The project team is demoralized because milestones are not reached – Better communication of work effort confirmation needed to occur
Object-Oriented Analysis and Design with the Unified Process

46. Project Staffing or Human Resources
Object-Oriented Analysis and Design with the Unified Process

47. DEF Project Description
Europe Merchant
Performing B2B
DEF Project Characteristics
B2B Financial Transaction System
Internet base B2B financial transaction
Integrate and update an existing bank charge card system to provide clearing and account authorization
Market for B2B trading in Europe
Project management in US and London
Environment
Internet Language Java, Bank card system C and COBOL and Oracle relational database
Platform (IBM Unix server, Browser client)
Development and service provider in Phoenix, merchant in Europe, and financial house in London
Size
Budget about 2 million dollars
Total implementation timeframe 6 months
> 10,000 B2B traders, > 50 internal users
London, UK
Financial Clearing
Phoenix, AZ
Service Provider
Object-Oriented Analysis and Design with the Unified Process

48. DEF Project Human Resources Challenges
Needed to ramp up all staff in two weeks
Needed diverse technical skill sets including WebSphere (application server), Java (object developer), HTML (artists and web front-end), Oracle (database), IBM Unix (system administrator), COBOL and C (programmers for Card System), etc.
The company had limited availability of HR people for recruiting
Object-Oriented Analysis and Design with the Unified Process

49. DEF Project Human Resources Key Issues
Had to hire many contractors to meet time goals for staffing
Contractors very expensive and changed planned costs
Schedule had to change to reduce contractor use
Contractor loyalty is always a question, and project knowledge is lost when a person leaves the team
Needed to put relationships in place with placement firms
Contracts needed to negotiated is a very short time
Conflict with placement firms and internal HR
Object-Oriented Analysis and Design with the Unified Process

50. DEF Project Human Resources Key Issues
Needed to do many interviews
Interviewed 50 Java programmers to find one hire
Had to build skill lists to correctly screen applicants
A big problem was finding time to allocate for interviews and interaction with placement people
Lost rate after hire was depressing
People quit because job was too hard
People were hired and quit the day they were to report for work
The market for contractors makes for difficult hiring
Object-Oriented Analysis and Design with the Unified Process

51. DEF Project Human Resources Lessons Learned
Poor planning – Needed to allocate a great amount of schedule time to the hiring functions. Needed to include time estimates in project plan for turnover and retraining
Lack of required resources – Developed a relationship with a Java consulting organization and contracted with them for many people. The people had worked together before and were comfortable with their manager
Turf wars over ownership – Had to let HR negotiate the rates and contacts with the placement firms to resolve battles over commission
Object-Oriented Analysis and Design with the Unified Process

52. Quality Control
Object-Oriented Analysis and Design with the Unified Process

53. DEF Project Quality Assurance Challenges
Transaction testing and execution from London to Phoenix
Volume or load testing sufficient to prove US service provider will work
Testing of Bank financial posting from Phoenix data center to UK banks
Control of requirements and use case document versions with US and UK deployment
Object-Oriented Analysis and Design with the Unified Process

54. DEF Project Quality Assurance Key Issues
Testing of transaction across pond
Band width availability varied widely depending on the time of day
Failover scenarios couldn't be tested successfully with telephone company limitations on lines
Difficult to get users in London to use testing software correctly
Volume testing worked sometimes and didn’t other
Our Java objects had a memory leak somewhere in the persistence layer
The Java was plenty fast, but the back-end card system was originally designed for batch and we were using it as a real-time clearing house so performance was a problem to trouble shoot
Object-Oriented Analysis and Design with the Unified Process

55. DEF Project Quality Assurance Key Issues
UK bank standards for transactions different than US
Standards differences forced developers to relearn skills and transaction types
Bank encryption software had to reside on physical network in UK and band-width was a problem as well as management of the server
Document management became and issue
When client disagreed with requirements the excuse was that the requirements were not received
We were forced to create common directories with encrypted VPN connections that created security problems to provide access to documents
Object-Oriented Analysis and Design with the Unified Process

56. DEF Project Quality Assurance Lessons Learned
Poor planning – US service provider made since conceptually, but physical location of some equipment in UK defeated the original totally outsourced provider plan
Lack of required resources – Should have added a dedicated test management early to the project team and a more complete test plan would have resulted
Lack of technical support – Should have used UK banking expert to resolve bank transaction problems with UK. Also needed to add staff specialized in memory leaks and diagnosis took long and create bad client relations
Object-Oriented Analysis and Design with the Unified Process

57. Project Communication
Object-Oriented Analysis and Design with the Unified Process

58. XYZ Project Description
1. Zurich, Switzerland
XYZ Project Characteristics
Build Medical System
Develop canned medical system including
Billing
Patient records
Lab
Staffing
Adapt model already used in Europe
Target market State medical insurers
Environment
Language C++ and relational database
Platform (Unix server, Windows client)
Development in India, US (Phoenix, Washington DC, with engineering staff in Zurich
Size
Budget over 40 million dollars
Total implementation timeframe 2 years
> 100 internal users, > 500 external subscribers
2. Phoenix, AZ
US Medical
System
3. Washington, DC
3. India
Object-Oriented Analysis and Design with the Unified Process

59. XYZ Project Communications Challenges
Get three companies with different culture backgrounds on three continents to work together
Make technology work effectively for development and testing across three continents
Provide timely direction and control communications
Manage subcontract communications effectively across geographic boundaries
Object-Oriented Analysis and Design with the Unified Process

60. XYZ Project Communications Key Issues
Culture and time differences
Swiss company, German CEO and engineering staff, India off-shore development, US management of development caused conflicts
Time differences limited the available teleconferences
Multiple companies with conflicting statements of work
Swiss owned parent to build and sell end product
US consulting firm to provide US management
India developers in both DC and India
Who does analysis for US? Who does screen design for German code generators? How is the QA handled?
Object-Oriented Analysis and Design with the Unified Process

61. XYZ Project Communications Key Issues
Provide delivery of components, test and new product releases
Problem was keeping everything in synchronization
Delivery of test result was very problematic for engineers to review
Managers in Zurich didn’t understand status reports from US
Management staff on-site in DC were not effective
Manager misrepresented credentials
Manager lacked understanding of technology
Object-Oriented Analysis and Design with the Unified Process

62. XYZ Project Communications Lessons Learned
Unclear objectives – Communication of analysis work for US market needed to be rule based specification for the German engineers
Poor planning – Extremely clear and detailed technical specifications were required to get productivity from India
Lack of required resources – A native speaking person should be in both countries to avoid miscommunications. Also hire screening needed to be improved
Lack of technical support – Communication lines between countries was too costly for the bandwidth needed, concluding that joint development could not be done and US team was moved to Zurich
Turf wars over ownership or further business development – India firm wanted to push out consulting firm management
Object-Oriented Analysis and Design with the Unified Process

63. Project Management Challenges

64. Identify Project Risks and Confirm Project Feasibility
Feasibility analysis: verifies project viability
Activities used to evaluate a project’s feasibility
Assess the risk to the project (risk management)
Determine the organizational/cultural feasibility
Evaluate the technological feasibility
Determine the schedule feasibility
Assess the resource feasibility
Perform cost/benefit (economic) analysis
Object-Oriented Analysis and Design with the Unified Process

65. Assessing the Risks to the Project (Risk Management)
Feasibility analysis also includes risk management
Risk management: identify potential trouble spots
Organize potential problems in risk matrix
Project manager bases two strategies on matrix
Preventing the negative event
Developing a contingency plan
Object-Oriented Analysis and Design with the Unified Process

66. Determining Organizational and Cultural Feasibility
Identify organizational and cultural risks
Some potential human risks impacting new system
Low level of computer competency among employees
Perceived shifting of organizational power
Fear of employment loss due to increased automation
Reversal of long-standing work procedures
 One way to counter risks: training sessions
Object-Oriented Analysis and Design with the Unified Process

67. Evaluating the Technological Feasibility
Staffing should have technological proficiency
Solutions to problem are straightforward
Provide additional training
Hire consultants
Hire more experienced employees
Possibly alter scope and approach of the project
Realistic assessments speedup corrective response
Object-Oriented Analysis and Design with the Unified Process

68. Determining the Schedule Feasibility
Development of project schedule involves high risk
Assumptions and estimates made without adequate information
Adaptive projects very susceptible to schedule risks
Project managers use milestones to evaluate pace and compensate for slippage
Contingency plans help reduce the risk of slippage
Object-Oriented Analysis and Design with the Unified Process

69. Assessing the Resource Feasibility
Human and other resources to assess
Primary resource consists of team members
Systems analysts, system technicians, users
Support staff
Computer resources and physical facilities
Factors adversely impacting human resource
Lack of required people skill sets
Relocations or departures
Object-Oriented Analysis and Design with the Unified Process

70. Determining the Economic Feasibility
Economic feasibility consists of two questions
Does anticipated value of benefits exceed project costs?
Is there adequate cash flow to fund the project?
Cost/benefit analysis determines economic feasibility
Developing cost/benefit analysis is a three-step process
Estimate anticipated development and operational costs
Estimate the anticipated financial benefits
Subtract costs from benefits
MS Project supports cost/benefit analysis
Object-Oriented Analysis and Design with the Unified Process

71. MS Project Showing Project Labor Costs
Figure 3-18
MS Project Showing Project Labor Costs
Object-Oriented Analysis and Design with the Unified Process

72. Net Present Value, Payback Period, and Return on Investment for RMO
Object-Oriented Analysis and Design with the Unified Process

73. Completing the Inception Phase
Inception activities are project foundation
Summary of key deliverables of inception
Project charter package
Essential use case list
Project schedule
Cost/benefit analysis
Project feasibility and risk analysis
General scope and approach should be clearly defined
Scope and essential use case lead to elaboration phase
Object-Oriented Analysis and Design with the Unified Process

74. Project Monitoring and Control
Maintaining pace requires periodic adjustments
Methods for overseeing UP phases
Manage and control plan (schedule and deliverables)
Manage and control internal/external communications
Manage and control the risks and outstanding issues
Schedules should balance flexibility with firm targets
Project manager is communication gateway or nexus
Project manager should maintain log of open issues
Object-Oriented Analysis and Design with the Unified Process

75. Summary
Project management processes: initiating, planning, monitoring, controlling, closing
Project manager is liaison and project focal point
Project Management Institute divides knowledge into nine major areas (PMBOK)
Develop skills managing integration, scope, cost, quality, communication, human resources, risk, and procurement
Object-Oriented Analysis and Design with the Unified Process

76. Summary (continued)
Unified Process (UP): methodology for software development
UP basic premise: software developed in iterations
Iteration: mini-project
Four phases: inception, elaboration, construction, and transition
Phases include development activities, called disciplines
Object-Oriented Analysis and Design with the Unified Process

77. Summary (continued) Nine disciplines in UP
Chief inception phase disciplines: (1) business modeling (2) environment (3) project management
After inception, project manager tracks and controls project
Object-Oriented Analysis and Design with the Unified Process