CMMI Project Planning Presentation

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    CMMI Project Planning Presentation - Presentation Transcript

    1. Final presentation of CMMI Maturity Level 2 Project Planning António Cerqueira , Girson Monteiro, Tiago Teixeira e Vitor Madureira. Gestão da Qualidade – MIEIC – FEUP 2008/2009
    2. Remembering what is Project Planning
      • Purpose
        • Establish and maintain plans that define project activities
      • Characteristics
        • The main output is the project plan , the basis for performing and controlling the project’s activities that address the commitments with the project’s customer.
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
    3. Defining the activities
      • “ A specific practice is the description of an activity that is considered important in achieving the associated specific goal.” (CMMI® for Development, Version 1.2)
      • However some specific practices (SP):
        • Were linked by dependencies
        • Had a similiar purpose
        • Shared or Exchanged information between them
      • Consequence: Aggregating the SP’s into one activity
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
    4. PP Specific Goals, Specific Practices and Activities Gestão da Qualidade – MIEIC – FEUP 2008/2009
    5. Workflow for the SG1 Gestão da Qualidade – MIEIC – FEUP 2008/2009
    6. PP Specific Goals, Specific Practices and Activities Gestão da Qualidade – MIEIC – FEUP 2008/2009
    7. Workflow for the SG2 Gestão da Qualidade – MIEIC – FEUP 2008/2009
    8. PP Specific Goals, Specific Practices and Activities Gestão da Qualidade – MIEIC – FEUP 2008/2009
    9. Workflow for the SG3 Gestão da Qualidade – MIEIC – FEUP 2008/2009
    10. Company’s Process
      • Context:
        • Company develops Enterprise software business.
        • Intends to produce an ERP, to aid herself in achieving greater performance, using CMMI Maturity Level 2 Project Planning.
        • Before, had created with success two types of Enterprise software systems: CRM and CMS.
        • Long-term desire: An external organization recognizes the value of the company’s ERP and demonstrates interest in buying it (ex: government).
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
    11. Company’s Process
      • SG 1:
        • “ Work Packages”: Manufacturing, Supply Chain Management, Financials, Projects, Human Resources, Customer Relationship Management, Data Warehouse, and Access Control and Customization .
        • “ Work Products”: Deliverables, Software, Associated Documents, and Non-Deliverables
          • Requirements Engineer: Establish Estimates of Work Products.
        • External Consultants
          • Definition of “Work Packages”.
          • Establishment of estimates of “Work Products” and task ‘s attributes.
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
    12. Company’s Process
      • SG 1:
        • Project Lifecycle
          • Spiral Model
            • Iterative Strategy.
            • Risk Management.
            • Large and Mission-Critical Projects.
        • Estimate the effort and cost
          • Estimates reliability
            • Historical data collected from previous CRM application developed.
            • Consultant: Experience in ERP development .
          • Unprecedented efforts represents a great risk.
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
    13. Company’s Process
      • SG 2:
        • Project Risks :
          • ERP is unprecedented
            • Increased costs and delivery time.
          • ERP has a large dimension
            • Unrealistic estimates of effort and cost.
          • Sudden unavailability of key elements.
          • External Consultant, and Project Manager.
        • Major milestones
          • Release of each ERP’s functional module.
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
    14. Company’s Process
      • SG 2:
        • Staffing requirements
          • Scope of the Project
            • The number of developers required to work in the module CRM depends on the project requirements defined within the work package .
          • Plan for Needed Knowledge and Skills:
            • The developers of CRM should have the knowledge of and/or skills needed for that specific module, and if not, should be trained accordingly.
        • Entities
          • Consultant:
            • Concording with the requirements document and knowing well ERP’s, can recommend the best employees and resources
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
      • SG 2:
        • Entities
          • Project Manager:
            • Needs to have proven his skills on leading solutions with dimension and characteristics.
        • Training
          • In-house training.
        • Stakeholders
          • Repercussion of not involving them:
            • Senior managers don’t disseminate the message to all the organization levels of the goals of the ERP
            • Senior managers don’t support the project team
      Company’s Process Gestão da Qualidade – MIEIC – FEUP 2008/2009
    15. Company’s Process
      • SG 3:
        • Documents Revision:
          • Project Risks.
        • Reconcile work and resource levels
          • Provide help and training when needed.
          • Adjusts in the work staff skill mix.
        • Obtain plan commitment
          • Establish commitments with external consultants on ERP issues.
          • Involvement of the top management in all commitments.
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
    16. Conclusions
      • Perception of the importance of quality concepts (ex: COQ)
      • Sensibility about the problems and advantages of CMMI
        • Rigorous and organized approach of developing software versus “It works” philosophy of university projects.
      • The bridge between PP and company was a challenge
        • Activity and Process notions.
        • ERP is a vast and complex system.
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
    17. Conclusions
      • A more formalized approach:
        • Obtaining commitments from all relevant stakeholders.
        • Documenting the commitments.
      • Consequences of the common approach:
        • Projects more lengthy and consequently more expensive
        • Difficult to identify deviations from documented plans with lesser discipline
      • Difficulties in the company’s process:
        • Defining the project lifecycle phases and importance.
        • Identification and analysis of the project risks .
      Gestão da Qualidade – MIEIC – FEUP 2008/2009
    18. Questions Gestão da Qualidade – MIEIC – FEUP 2008/2009

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