E-Gov Project Management Essentials
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E-Gov Project Management Essentials

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Elaboration of reference standards and fundamental competencies in the management of e-government projects,

Elaboration of reference standards and fundamental competencies in the management of e-government projects,

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E-Gov Project Management Essentials E-Gov Project Management Essentials Presentation Transcript

  • E-GOV PROJECT MANAGEMENT Understanding and Practices johnmacasio@gmail.com
  • First Five Steps to Manage johnmacasio@gmail.com
  • First Steps to Manage  Get organized  Get support  Identify go-to-people Responsible Accountable Expert Work johnmacasio@gmail.com
  • First Steps to Manage  Identity the project team and stakeholders  Define the project management methodology  Identify the documentation templates  Set up the management system johnmacasio@gmail.com
  • Project is… johnmacasio@gmail.com  PMI PMBOK - “A project is a temporary endeavour undertaken to create a unique product, service or result.”
  • Project is… johnmacasio@gmail.com  PMI PMBOK - “It is performed by people, constrained by limited resources, planned, executed and controlled.”
  • Project is… johnmacasio@gmail.com “Projects are different from operations because the latter are ongoing and repetitive activities, while projects are temporary and unique.”
  • Project is… johnmacasio@gmail.com “Projects is different from programs because the later adopt new set of objectives and continue to work, while projects cease when declared objectives have been attained.”
  • E-Gov Project is… johnmacasio@gmail.com is constrained by the developmental outcomes RESULTS BENEFICIARY
  • E-Gov Project is… johnmacasio@gmail.com is constrained by the interest of stakeholders BUDGET COST
  • E-Gov Project is… johnmacasio@gmail.com is planned and executed when scope, time and cost are duly approved. Needs, Requirements, Schedules,Risks, Suppliers People, Organization, Process, Culture, Technology, Plans, Metrics, Funds COST TIMESCOPE
  • E-Gov Project is… johnmacasio@gmail.com is enabled to execute given the resource availability and capability SUPPLIERS SOURCES
  • E-Gov Project is… johnmacasio@gmail.com is closed based on the customer satisfaction of delivered number and quality of experience SATISFACTION CUSTOMER
  • Describe E-Gov Project Matrix johnmacasio@gmail.com STRATEGY PURPOSE RESULTS TIMEFRAME REQUIREMENTS RELEVANCE BUDGET WORK MATERIALS SOURCES QUANTITY QUALITY CUSTOMER
  • E-GOV Project Stages johnmacasio@gmail.com JUSTIFICATION- RESULTS, REQUIREMENTS, OPTIONS, COST, TIME DESIGN & PROTOTYPE VERSION PLANNING SOURCING & PROCUREMENT BUILD INTEGRATE & TEST RELEASE ACCEPTANCE CLOSE SERVICE SUPPORT
  • E-GOV Project Stages johnmacasio@gmail.com JUSTIFICATION- REQUIREMENTS & FUNDS 1. PROJECT FEASIBILITY STUDY 2. PROJECT LOGFRAME 3. PROJECT BUSINESS CASE 4. PROJECT VISION & SCOPE 5. PROJECT RESOURCE REQUIREMENT & BUDGET 6. PROJECT SCHEDULE EXPECTATIONS
  • E-GOV Project Stages johnmacasio@gmail.com 1. PROJECT MANAGEMENT PLAN 2. PROCUREMENT PLAN 3. SOURCING STRATEGY 4. PROJECT TERMS OF REFERENCES 5. REQUEST FOR PROPOSAL 6. CONTRACT TEMPLATES 7. BUDGET ALLOCATION 8. BIDS & AWARDS COMMITTEE PLANNNING SOURCING & PROCUREMENT EXPECTATIONS
  • E-GOV Project Stages johnmacasio@gmail.com 1. ENTERPRISE ARCHITECTURE 2. SYSTEMS BLUEPRINT 3. COMPONENTS DRAWING 4. ASSEMBLED PROTOTYPES 5. DESIGN ACCEPTANCE 6. STANDARDS DEFINITION 7. PERFORMANCE BENCHMARK DESIGN & PROTOTYPE EXPECTATIONS
  • E-GOV Project Stages johnmacasio@gmail.com 1. PRODUCT COMPONENTS 2. ASSEMBLED SOLUTION 3. TEST PROCEDURES 4. PERFORMANCE REPORT 5. CHANGE REQUESTS 6. COMPONENT ACCEPTANCE 7. INTEGRATION TEST 8. INTEGRATION COMPLIANCE BUILD INTEGRATE & TEST EXPECTATIONS
  • E-GOV Project Stages johnmacasio@gmail.com 1. PRODUCT PACKAGES & VERSION 2. USER’S ACCEPTANCE 3. CLOSED & PAID CONTRACTS 4. LESSON’S LEARNED RELEASE ACCEPTANCE CLOSE EXPECTATIONS
  • E-GOV Project Stages johnmacasio@gmail.com 1. SERVICE LEVEL AGREEMENTS 2. SERVICE DESK 3. SERVICE REPORT SERVICE SUPPORT EXPECTATIONS
  • Causes of Project Failure… johnmacasio@gmail.com
  • Project Failure… -OGC P3M3 johnmacasio@gmail.com  Design and Definition Failure  Decision Making Failure  Program and Project Discipline Failure  Supplier Management Failure  People Failure
  • Project Failure… johnmacasio@gmail.com  Lack of financial incentive: Why save money when that will reduce next year's budget?  Why set a stop-loss rule when there is new money next year? The attitude can often be that a project has to succeed at all costs.
  • Project Failure… johnmacasio@gmail.com  Changes in the political agenda: Typically, election years can force things to go wrong as politicians and their staff are rushing contracts or partnerships.  Promising too much publicly can lead to a premature launch
  • Project Failure… johnmacasio@gmail.com  Outside events: In a public setting, lots of things can happen. There could be unforeseen budget effects or debates, shifts in public attention, or media campaigns.
  • Project Maturity Model johnmacasio@gmail.com Maturity Level Maturity Condition Descriptor 5 Optimized Process The organization runs continuous process improvement with proactive problem and technology management for projects in order to improve its ability to depict performance over time and optimize processes 4 Managed Process The organization obtains and retains specific measurements on its project management performance and run a quality management organization to better predict future performance 3 Defined Process The organization has its own centrally controlled project processes, and individual projects can flex within these processes to suit the particular project. 2 Repeatable Process The organization ensures that each project is run with its own processes and procedures to a minimum specified standard. There may be limited consistency or co-ordination between projects. 1 Initial Process The organization recognizes projects and run them differently from its ongoing business. Projects may be run informally with no standard process or tracking system.
  • Project Leadership… johnmacasio@gmail.com
  • Project Manager Competency johnmacasio@gmail.com Attributes VISIONING Leads strategic management; defines, communicates, and leads goals and objectives CONTROL Decides, implements and monitors NEGOTIATION Listens, builds consensus, and manages conflict LEADERSHIP
  • Project Manager Competency johnmacasio@gmail.com MANAGEMENT Attributes PLANNING Gathers data, analyze information, look forward decision, design, and write CONTROL Facilitates process initiation, execution, control and improvement, and lead decision making DOCUMENTATION Captures and stores information for knowledge requirements
  • Project Manager Competency johnmacasio@gmail.com TECHNICAL Attributes ANALYSIS Captures information and apply appropriate thinking tool to build understanding, decision, and planned action. DESIGN Captures requirements and performance specifications, and apply appropriate modeling tool BUILDING Defines and implements the development platform, and to control delivery and integration of work packages to comply with the project scope and outcome requirements
  • Project Management johnmacasio@gmail.com  Definition: Application of principles, practices, techniques to: 1. To lead project team 2. To control project scope, schedule, costs and risks to deliver the result of delighted customers.
  • Project Management… johnmacasio@gmail.com is situated by BENEFICIARY PEOPLE CULTURE PROCESS TECHNOLOGY STANDARDS-METHODS-SOURCING SKILLS-KNOWLEDGE-POWER ATTITUDE-VALUES-BELIEFS POLICIES-BUSINESS-PROCEDURES
  • Project Management johnmacasio@gmail.com  Control: 1. Scope 2. Time 3. Cost 4. Risks 5. Resources 6. Expectations 7. Communication 8. Quality 9. Change 10. Security
  • Project Management johnmacasio@gmail.com  Agenda: 1. Performance 2. People 3. Process 4. Methodology 5. Metrics 6. Standards 7. Technology 8. Suppliers
  • Project Management Office johnmacasio@gmail.com PMBoK Definition:  Shared and coordinated resources across all projects administered by the PMO  Identification and development of project management methodology, best practices, and standards.
  • Project Management Office johnmacasio@gmail.com PMBoK Definition:  Clearinghouse and management for project policies, procedures, templates, and other shared documentation  Centralized configuration management for all projects administered by the PMO
  • Project Management Office johnmacasio@gmail.com PMBoK Definition:  Centralized repository and management for both shared and unique risks for all projects  Central office for operation and management of project tools, such as enterprise-wide project management software
  • Project Management Office johnmacasio@gmail.com PMBoK Definition:  Central coordination of communication management across projects  A mentoring platform for project managers
  • Project Management Office johnmacasio@gmail.com PMBoK Definition:  Central monitoring of all PMO project timelines and budgets, usually at the enterprise level  Coordination of overall project quality standards between the project manager and any internal or external quality personnel or standards organization.
  • Project Stakeholders… johnmacasio@gmail.com
  • Know Project Stakeholders johnmacasio@gmail.com  Structured understanding of power, influence and interest of the stakeholders  guide the means to engage and communicate  the needs, requirements, costs, participation, options and skills  to move forward the project justification, funds, plans, issues, changes and deliverable acceptance.
  • Project Stakeholders johnmacasio@gmail.com Stakeholders are called  person, individual, organization, community, government, suppliers and influencers  whose interest and agreement  are critical in the successful justification, planning, design, implementation and improvement of the project
  • Project Stakeholders johnmacasio@gmail.com Critical to project is agreement on objectives and expectation. The sides of power in stakeholder analysis speaks of  Power to influence thinking  Power to provide funds  Power to seal decision  power to execute work
  • Project Stakeholders… johnmacasio@gmail.com their sides of power BENEFICIARY THINKING DECISION FUNDS WORK EXPERTISE-TIME-PRODUCTS FRAMEWORK-ANALYTICS-SOLUTION VALUE-OPTIONS-ACCOUNTABILITY FINANCIAL-RETURNS-SOURCE
  • Project Stakeholders -Power & Influence Matrix PERSON ORGANIZATION THINKING DECISION FUNDS WORK johnmacasio@gmail.com List down the kind of input the stakeholder is able to bring and make impact in the activities and results of the project.
  • Project Stakeholders johnmacasio@gmail.com Critical to project is the level of interest displayed or asserted to the input, process and output of the project The level of interests in stakeholder analysis speaks of  Wants  Image  Position  Opportunities
  • Project Stakeholders johnmacasio@gmail.com INTEREST POWER KEEP SATISFIED MANAGE CLOSELY MONITOR MINIMUM EFFORT KEEP INFORMED LOW HIGH LOWHIGH
  • Project Stakeholders johnmacasio@gmail.com  High power, interested people: these are the people you must fully engage with, and make the greatest efforts to satisfy. POWER INTEREST KEEP SATISFIED MANAGE CLOSELY MONITOR MINIMUM EFFORT KEEP INFORMED LOW HIGH LOWHIGH
  • Project Stakeholders johnmacasio@gmail.com  High power, less interested people: put enough work in with these people to keep them satisfied, but not so much that they become bored with your message. communication POWER INTEREST KEEP SATISFIED MANAGE CLOSELY MONITOR MINIMUM EFFORT KEEP INFORMED LOW HIGH LOWHIGH
  • Project Stakeholders johnmacasio@gmail.com  Low power, interested people: keep these people adequately informed, and talk to them to ensure that no major issues are arising. These people can often be very helpful with the detail of your project. POWER INTEREST KEEP SATISFIED MANAGE CLOSELY MONITOR MINIMUM EFFORT KEEP INFORMED LOW HIGH LOWHIGH
  • Project Stakeholders johnmacasio@gmail.com  Low power, less interested people: again, monitor these people, but do not bore them with excessive communication POWER INTEREST KEEP SATISFIED MANAGE CLOSELY MONITOR MINIMUM EFFORT KEEP INFORMED LOW HIGH LOWHIGH
  • Project Stakeholders johnmacasio@gmail.com  Project manager - The person responsible for managing the project.  Customer/user - The person or organization that will use the project’s product.
  • Project Stakeholders johnmacasio@gmail.com  Performing organization - The enterprise whose employees are most directly involved in doing the work of the project.  Project team members - The group that is performing the work of the project
  • Project Stakeholders johnmacasio@gmail.com  Project management team - The members of the project team who are directly involved in project management activities.  Sponsor - The person or group that provides the financial resources, in cash or in kind, for the project.
  • Project Stakeholders johnmacasio@gmail.com  Influencers - People or groups that are not directly related to the acquisition or use of the project’s product,  but due to an individual’s position in the customer organization or performing organization,  can influence, positively or negatively, the course of the project
  • Project Organization Model… johnmacasio@gmail.com
  • Project Organization Model johnmacasio@gmail.com SOURCING VIEW INSOURCE OUTSOURCE OFFSHORE
  • Project Organization Model johnmacasio@gmail.com LEADING VIEW FUNCTIONAL ORGANIZATION MATRIX ORGANIZATION PROJECT ORGANIZATION
  • PROJECT MANAGEMENT METHODOLOGY… johnmacasio@gmail.com
  • Project Management Standards -Business of Doing Project johnmacasio@gmail.com  Project Management Body of Knowledge  Logical Framework Approach  Project in Controlled Environment
  • PMI PMBOK johnmacasio@gmail.com
  • NORAD LFA johnmacasio@gmail.com
  • Project Management Standards -Managing Solution Development johnmacasio@gmail.com  Software Engineering Body of Knowledge  Microsoft Solutions Framework  SCRUM
  • SWEBOK johnmacasio@gmail.com
  • MICROSOFT SOLUTIONS FRAMEWORK johnmacasio@gmail.com
  • PROJECT MANAGEMENT LIFE CYCLE johnmacasio@gmail.com PMBOK PRINCE2 1. Initiating 1. Starting Up a Project 2. Planning 2. Planning 3. Executing 3. Controlling a Stage 4. Controlling and Monitoring 4. Managing Product Delivery 5. Closing 5. Managing Stage Boundary 6. Closing a Project
  • PROJECT MANAGEMENT LIFE CYCLE johnmacasio@gmail.com MSF SWEBOK 1. Envisioning Phase 1. Requirements 2. Planning Phase 2. Design 3. Developing Phase 3. Construction 4. Stabilizing Phase 4. Testing 5. Deploying Phase 5. Maintenance
  • PROJECT MANAGEMENT KNOWLEDGE AREAS johnmacasio@gmail.com PMBOK PRINCE2 SWEBOK Integration Management Business Case Requirements Scope Management Organization Design Time Management Plans Construction Cost Management Controls Testing Quality Management Management of Risks Maintenance Human Resource Management Quality in a Project Environment Communication Management Configuration Management Risk Management Change Control Procurement Management
  • Project Management Phases johnmacasio@gmail.com INITIATION PLANNING EXECUTION CLOSURE INPUT PRE-REQUISITES PROCESS TASKS OUTPUT DOCUMENTATON
  • PROJECT LIFE CYCLES  BUSINESS LIFE CYCLE  SOLUTION LIFE CYCLE johnmacasio@gmail.com
  • Project Management Cycle johnmacasio@gmail.com BUSINESS CYLE PROJECT MANAGEMENT
  • Project Management Cycle johnmacasio@gmail.com STAGE: INITIATION TASKS -Data gathering for the baseline information to define the need for the project, value justification of the project, solution and requirements, the available options -Agreement on the project methodology, estimation tools, and financial valuation formula. -Elaboration of the needs, key performance indicators, critical success factors, financial valuation metrics -Formulation and approval of the business case Composition, approval and release of the request for proposal with project terms of reference -Acceptance, review and approval of project proposal -Composition, approval and release of the project contracts, and project implementation terms of reference based on the approved project proposal -Setting up of the project organization and the appointment of the project manager RESULTS Research data and information Approved business case Approved Sourcing Approach Request for Proposal and Project Terms of Reference Approved Project Proposal Project Contracts Project Implementation Terms of References Project Manager Appointment PLANNINGINITIATION EXECUTION CLOSINGCONTROL L
  • Project Management Cycle johnmacasio@gmail.com STAGE: PLANNING TASKS -Definition of the tasks and requirements to be planned for execution and utilization -Elaboration and agreement on of the applicable input, procedures, methodology and tools to be use in planning the project development. -Composition of the Project Management Plan to integrated the following plans .Work Plan –work breakdown schedule, organization breakdown schedules .Resource Plan – organization, skills needs, recruitment, people training, deployment schedules .Procurement Plan – bills of materials, acquisition strategy, contract handling .Communication Plan – reporting instruments, kinds of communications, audience definition and information needs RESULTS Work Breakdown Schedule Organization Breakdown Schedule Estimation Techniques Project Management Plan Issues and Problem Management Plan Change Management Organization PLANNINGINITIATION EXECUTION CLOSINGCONTROL L
  • Project Management Cycle johnmacasio@gmail.com STAGE: EXECUTION TASKS -Definition of solutions requirement -Design the solution model -Create the solution model prototype -Verify and Validate solution model prototype -Build the beta version of the solution -Internal Team verification and validation of beta version of the solution -Train users to test the beta version release -Test and Approve the beta version -Integration and normalization of the final version -Test and approve the final version -Release the final version -Handle incident, problem and change request RESULTS Process Model Information Model Technology Model Work Packages Delivery Report Accomplishment Reports Minutes of the Meeting User’s Approval, Sign-in and Sign-Off document Training Report Configuration Documentation User’s Manual PLANNINGINITIATION EXECUTION CLOSINGCONTROL L
  • Project Management Cycle johnmacasio@gmail.com STAGE: CONTROL TASKS -Institute and enforce compliance report -Issues reporting and change management handling RESULTS Compliance Checklist Issues Documentation Attendance Reporting Testing and Quality Assurance Documents PLANNINGINITIATION EXECUTION CLOSINGCONTROL L
  • Project Management Cycle johnmacasio@gmail.com STAGE: CLOSURE TASKS -Audit and Compliance Final Acceptance Lessons Learned - Retrospection Contracts closure Handing over Project document archived RESULTS Lesson Learned Document Payment Project Acceptance Documentation Turn-over Documentations PLANNINGINITIATION EXECUTION CLOSINGCONTROL L
  • Project Management Cycle -Project LogFrame DESCRIPTION INDICATORS VERIFICATION ASSUMPTIONS Overall Objectives OO Achievement Metrics Quantity, Quality and Time to Measure How to collect information, when and who Project Purpose Purpose Achievement Metrics Quantity, Quality and Time to Measure If the purpose is achieved, what assumption of OO is hold as true Project Results Results Achievement Metrics Quantity, Quality and Time to Measure If the results is achieved, what assumption of purpose is hold as true Project Activities INPUT Work and Materials –Effort and Cost If activities are done, what assumption is true to bring result johnmacasio@gmail.com
  • Project Management Cycle -Project LogFrame OVERALL OBJECTIVES PROJECT PURPOSE PROJECT RESULTS PROJECT ACTIVITIES Contribution to policies and impact of program objectives Direct benefits of target group/s Tangible products or services to be delivered Tasks to accomplished to deliver results johnmacasio@gmail.com
  • Project Management Cycle -Project LogFrame OVERALL OBJECTIVES PROJECT PURPOSE PROJECT RESULTS PROJECT ACTIVITIES Contribution to policies and impact of program objectives Direct benefits of target group/s Tangible products or services to be delivered Tasks to accomplished to deliver results johnmacasio@gmail.com PROJECT JUSTIFICATION
  • Project Management Cycle -Project LogFrame PROJECT OBJECTIVES & TIME FRAME TO ACHIEVE MEASURABLE INDICATORS TO TELL PURPOSE IS BEING ACHIEVED METHODOLOGY TO CAPTURE THE INDICATORS TO BE MEASURED INPUT PROVIDED TO ACHIEVE THE PURPOSE The direct benefits to be experienced by the target group/s within targeted period Data specification to quantify and qualify Tangible products or services to be delivered Work and materials delivered and cost johnmacasio@gmail.com PROJECT MONITORING & EVALUATION
  • Project Management Cycle -Project LogFrame PROJECT ACTIVITIES & EXPECTED RESULTS MEASURABLE INDICATORS TO TELL ACTIVITIES ARE PERFORMED AND OUTCOMES ACHIEVED METHODOLOGY TO CAPTURE THE INDICATORS TO BE MEASURED INPUT PROVIDED TO PERFORM THE ACTIVITIES Tasks Items and deliverable Data specification to quantify and qualify Process, Tools and People Work and materials delivered and cost johnmacasio@gmail.com PROJECT MONITORING & EVALUATION
  • Project Management Cycle -Project LogFrame johnmacasio@gmail.com NAME OF PROJECT PROJECTPURPOSE BENEFICIARYPROBLEM PROGRAMOBJECTIVES PROJECTRESULTS PROJECTINPUT PROJECTCOST PROJECTTIMELINE PROJECTCORGANIZATION
  • Project Management Cycle johnmacasio@gmail.com PLANNINGINITIATION EXECUTION CLOSINGCONTROL WORK BREAKDOWN SCHEDULE Time Objectives Duration Estimate Sequences Critical Path Work and Time Cost Breakdown Tasks
  • Project Solution Life Cycle johnmacasio@gmail.com PROJECT TASKS RESPONSIBLE ACCOUNTABLE EXPERT WORKER Solution Visioning and Scoping Process Mapping and Analysis Application Functional and Non-Functional Requirement Definition Data Dictionary and Entity Relationship Modeling Technology Infrastructure Configuration modeling
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING DESIGN DEVELOP TEST & INTEGRATION ICT SOLUTION DEVELOPMENT CYCLE
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING & PLANNING TASKS Setting the goals, strategy, approach, configuration, and plan of developing the solution based on the approved business case and project proposal of the project. RESULTS Project Work Plan VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE REQUIREMENT ANALYSIS TASKS Elicitation and documentation of information to compose the input, process, output, and technology architecture specifications of the proposed solution Analysis and definition of the functional and non-functional requirements of the proposed solution. RESULTS Business, Information, Technology Configuration Documentation Functional and non-functional requirement checklists
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE REQUIREMENT TYPES Functional – the ‘must be’ functions and features of the system to fulfill the business tasks required of the user. It covers technical specifications, system design parameters and guidelines, data manipulation, data processing, and calculation modules, etc.
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE REQUIREMENTS TYPES Non-Functional – the expected properties or quality attributes of the system to reflect the prescribed performance of the business user. It descriptive parameters of efficiency, reliability, availability, quality control, cost, design constraints, etc.
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE REQUIREMENTS TRACEABILY MATRIX
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE SOLUTION DESIGN TASKS Visual drawing of the application, data, and technology model, and prototype making of the solution Generate mock-ups and prototypes of processes, screen, reports Validation, verification and approval of the visual drawing and prototype. RESULTS Process, application, data, and technology models Application conceptual model Database model Technology platform model
  • Project Solution Life Cycle CRITICAL TO SOLUTION DESIGN  Understand the Business  Know What is Possible  Model the Business  Define the Gaps johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE
  • Project Solution Life Cycle CRITICAL TO SOLUTION DESIGN  Develop the Blueprint  Obtain the Components  Assemble the Components  Execute and Deploy johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE
  • Project Solution Life Cycle PROCESS MAPPING  Process map will graphically describe the overall process flow and identifies the work activities, activity outputs, and resources required. johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE
  • Project Solution Life Cycle PROCESSING MAPPING  It creates a common understanding across the departments of the organization of the current (i.e., "as-is") situation, and a starting point to elaborate the future (i.e. “to-be”) situation. johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE
  • Project Solution Life Cycle 1. Determine the Boundaries 2. List the Steps 3. Sequence the Steps 4. Draw Appropriate Symbols 5. System Model 6. Check for Completeness 7. Finalize the Flowchart johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE 7 STEPS PROCESS MAPPING
  • Project Solution Life Cycle johnmacasio@gmail.com S.I.P.O.C.
  • Project Solution Life Cycle johnmacasio@gmail.com S.I.P.O.C.
  • Project Solution Life Cycle johnmacasio@gmail.com E.T.V.X.
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE SOLUTION BUILDING TASKS Coding of the approved application, data and technology prototype. Internal testing on the conformance of the coded solution to approved design of the solution requirements RESULTS Work Packages Conformance Testing Report – Pass – Fail – Revision Report
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE SOLUTION TESTING TASKS Validation and verification of the functional and non- functional requirements of the alpha version of the application model and database tables Issues reporting and change request RESULTS List of approved work packages Change Requests
  • Testing Framework Actor's View  Coding Experts – standards comply  Designer – models comply  User – Functional Requiremetns and User Interface Intergation Test  Infrastructure Connected  Application Workflow Synchronization  Data Harmonization  Performance johnmacasio@gmail.com
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE SOLUTION INTEGRATION TASKS Putting together the functionally accepted modules, databases, network services and security services to run the integrated version of the solution Integration testing to validate and verify the inter-operational performance RESULTS Integrated work package beta version Testing report and change requests
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE SOLUTION ACCEPTANCE TASKS Conduct of user’s training on using the functional beta version of the solution Perform user’s testing and acceptance of the completed solution version Solution business readiness assessment of the final solution version for release RESULTS Training Design Testing Scripts Testing Report Change Request List of accepted functional and non-functional features
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE SOLUTION RELEASE Normalization of the configuration requirements for the solution final version release Deploying by installing and configuring the release version of the solution to business production area. Training of the production users. Final Release Version of the work packages User manual List of location and users for deployment, and status of installation and configuration Users training schedules
  • Project Solution Life Cycle johnmacasio@gmail.com VISIONING PLANNING REQUIREMENT DEFINITION DESIGN BUILDING TESTING INTEGRATION RELEASE SUPPORT MAINTENANCE SOLUTION SUPPORT TASKS Setting up of the organization and procedures for Incident, problem and change handling Accepting incident and problems for documentation, reporting, analysis and resolution RESULTS Service Desk
  • Reading Project Proposal 1. Needs Definition 2. Objectives Identification 3. Approach, Methodology, Technology 4. Capability Requirements 5. Scope Statement 6. Estimated Cost and Schedule of Payment 7. Estimated Time 8. Mitigated Risk 9. Assumption Constraints 10. Deliverable Estimated Schedule 11. Deliverable Performance Metrics 12. Change Management 13. Organization and Responsibilities 14. Transistion and Support 15. Litigation johnmacasio@gmail.com