Final presentation of CMMI Maturity Level 2 Project Planning António Cerqueira , Girson Monteiro,  Tiago Teixeira e Vitor ...
Remembering what is Project Planning <ul><li>Purpose </li></ul><ul><ul><li>Establish and maintain plans  that define proje...
Defining the activities <ul><li>“ A specific practice is the description of an activity that is considered important in ac...
PP Specific Goals, Specific Practices and Activities Gestão da Qualidade –  MIEIC –  FEUP 2008/2009
Workflow for the SG1 Gestão da Qualidade –  MIEIC –  FEUP 2008/2009
PP Specific Goals, Specific Practices and Activities Gestão da Qualidade –  MIEIC –  FEUP 2008/2009
Workflow for the SG2 Gestão da Qualidade –  MIEIC –  FEUP 2008/2009
PP Specific Goals, Specific Practices and Activities Gestão da Qualidade –  MIEIC –  FEUP 2008/2009
Workflow for the SG3 Gestão da Qualidade –  MIEIC –  FEUP 2008/2009
Company’s Process <ul><li>Context: </li></ul><ul><ul><li>Company develops Enterprise software business. </li></ul></ul><ul...
Company’s Process <ul><li>SG 1: </li></ul><ul><ul><li>“ Work Packages”:  Manufacturing, Supply Chain Management, Financial...
Company’s Process <ul><li>SG 1: </li></ul><ul><ul><li>Project Lifecycle </li></ul></ul><ul><ul><ul><li>Spiral Model </li><...
Company’s Process <ul><li>SG 2: </li></ul><ul><ul><li>Project Risks : </li></ul></ul><ul><ul><ul><li>ERP is unprecedented ...
Company’s Process <ul><li>SG 2: </li></ul><ul><ul><li>Staffing requirements  </li></ul></ul><ul><ul><ul><li>Scope of the P...
<ul><li>SG 2: </li></ul><ul><ul><li>Entities  </li></ul></ul><ul><ul><ul><li>Project Manager: </li></ul></ul></ul><ul><ul>...
Company’s Process <ul><li>SG 3: </li></ul><ul><ul><li>Documents Revision: </li></ul></ul><ul><ul><ul><li>Project Risks. </...
Conclusions <ul><li>Perception of the importance of quality concepts (ex: COQ) </li></ul><ul><li>Sensibility about the pro...
Conclusions <ul><li>A more formalized approach: </li></ul><ul><ul><li>Obtaining commitments from all relevant stakeholders...
Questions Gestão da Qualidade –  MIEIC –  FEUP 2008/2009
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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 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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CMMI Project Planning Presentation

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

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