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CMMI Project Planning Presentation

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This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on …

This is a presentation of a college work, at Faculdade de Engenharia da Universidade do Porto, programme Master in Informatics and Computing Engineering, about the definition of a process, based on CMMI Level 2 Project Planning Process Area, and the usage of that process in a fictitious company.

It is in English.

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  • 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
  • 15.
    • 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
  • 16. 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
  • 17. 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
  • 18. 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
  • 19. Questions Gestão da Qualidade – MIEIC – FEUP 2008/2009