Northern Finishing School: IT Project Managment


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Northern Finishing School (CMU, Chiang Mai)
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Northern Finishing School: IT Project Managment

  1. 1. Project & Program Management Siwawong W. Project Manager 2009.10.11
  2. 2. Agenda Verification & V alidation 14:45 – 15:30 Maintenance 15:30 – 16:30 Case-study ~ Q&A 16:30 – 17:00 Break 14:30 – 14:45 Implementation 13:30 – 14:30 Planning & Scheduling (Con’t) 13:00 – 13:30 Lunch Break 12:00 – 13:00 Planning & Scheduling 11:30 – 12:00 Initiation 11:00 – 11:30 Break & Morning Refreshment 10:45 – 11:00 Project Management Concept 09:15 – 10:45 Self-Introduction 09:00 – 09:15
  4. 4. About Me <ul><li>My Name: Siwawong Wuttipongprasert </li></ul><ul><ul><li>Nick-name: Tae (You can call this name. it’s easier) </li></ul></ul><ul><li>My Background: </li></ul><ul><ul><li>B.Eng (Computer Engineering), Chiang Mai University. </li></ul></ul><ul><ul><li>CPE#3, Gear25 </li></ul></ul><ul><li>My Career Profile: </li></ul><ul><ul><li>10+ years in IT business </li></ul></ul><ul><ul><li>5+ years with Blue Ball Co., Ltd. </li></ul></ul><ul><ul><li>Role: Programmer, System Analysis, Consultant & Project Manager </li></ul></ul><ul><ul><li>Working Area: ERP, MRP, Retailing, Banking, Financial, E-Commerce, etc. </li></ul></ul><ul><ul><li>Working with multi-cultures: Japanese, German and Vietnamese </li></ul></ul><ul><li>Know Me More.. </li></ul>
  5. 5. My Company: Blue Ball Blue Ball Group is an Offshoring Company that focus totally in customer satisfaction. It takes advantage of western management combined with Asian human resources to provide high quality services Thailand (Head Office) Mexico (Special Developments) Vietnam (Offshoring Center)
  6. 6. Services from My Company Offshoring Programmers &Testers   Blue Ball will get you ready to offshore successfully. No need to rush you into offshoring without you feeling confident on how to send, organize, receive, test and accept job confidently   System Development & Embedded Solutions   Solutions that combine technological expertise and deep business understanding. We only start coding once every single detail such as milestones, scheduling, contact point, communication, issue management and critical protocols are in place Web design and E-commerce   Premium web design, CMS, e-commerce solutions and SEO services. Website maintenance and copy content creation to develop marketing campaigns that SELL for discerning companies to increase the quality and reach of their marketing campaigns
  7. 7. My Clients
  8. 8. Project Management Concept
  9. 9. Project Management in Textbook <ul><li>Introduction </li></ul><ul><li>Project Management Activities </li></ul><ul><li>Project Constraints </li></ul><ul><li>Project management approaches </li></ul><ul><li>Understand the Project </li></ul><ul><li>Project development stages </li></ul><ul><ul><li>Initiation </li></ul></ul><ul><ul><li>Planning or development </li></ul></ul><ul><ul><li>Production or execution </li></ul></ul><ul><ul><li>Monitoring and controlling </li></ul></ul><ul><ul><li>Closing </li></ul></ul>
  10. 10. Introduction <ul><li>Project Management is aimed to ensure that: - </li></ul><ul><ul><li>Delivery on-time </li></ul></ul><ul><ul><li>Within Budget </li></ul></ul><ul><ul><li>Satisfies the requirements of the client </li></ul></ul><ul><li>S/W Project Management is different because: </li></ul><ul><ul><li>Software is not tangible </li></ul></ul><ul><ul><li>Software processes are relatively new and still “ under trial ” </li></ul></ul><ul><ul><li>Larger software projects are usually “ one-off ” projects </li></ul></ul><ul><ul><li>Computer technology evolves very rapidly </li></ul></ul>
  11. 11. Project Management Activities <ul><li>Writing proposals </li></ul><ul><li>Planning the project </li></ul><ul><li>Scheduling the project </li></ul><ul><li>Estimating the cost of the project </li></ul><ul><li>Monitoring and reviewing the project’s progress </li></ul><ul><li>Selecting, hiring, and evaluating personnel </li></ul><ul><li>Writing reports and giving presentations </li></ul>
  12. 12. Project Constraints Within Budget Satisfied the needs Delivery on-time Goals VS Factors
  13. 13. Project management approaches <ul><li>The traditional approach </li></ul><ul><ul><li>A traditional phased approach identifies a sequence of steps to be completed . See project Life-cycle </li></ul></ul><ul><li>Critical Chain Project Management (CCPM) </li></ul><ul><ul><li>CPM aggregates the large amounts of safety time added to many subprojects in   project buffers   to protect due-date performance, and to avoid wasting this safety time . </li></ul></ul><ul><li>Extreme Project Management </li></ul><ul><ul><li>Planning and   feedback   loops with the time frames of the multiple loops . </li></ul></ul><ul><li>Process - based management </li></ul><ul><ul><li>This area has been driven by the use of Maturity models such as the CMMI ( Capability Maturity Model Integration ) and ISO/IEC15504 ( SPICE - Software Process Improvement and Capability Determination ). </li></ul></ul>For example
  14. 14. Understand the Project <ul><li>What’s the project? </li></ul><ul><ul><li>short-term efforts to create a unique product, service or environment, </li></ul></ul><ul><ul><li>e.g. removing old servers, developing a custom e-commerce site, creating new desktop images or merging databases , etc. </li></ul></ul><ul><li>Project Life-Cycle </li></ul>
  15. 15. Project development stages <ul><li>Stages are: - </li></ul><ul><ul><li>Initiation </li></ul></ul><ul><ul><li>Planning & design </li></ul></ul><ul><ul><li>E xecuti ng </li></ul></ul><ul><ul><li>Monitoring and controlling </li></ul></ul><ul><ul><li>Closing </li></ul></ul>
  16. 16. Project development stages 1) Initiation <ul><li>The initiation stage should include a cohesive plan that encompasses the following areas : </li></ul><ul><li>Study analyzing the business needs/requirements in measurable goals </li></ul><ul><li>Review of the current operations </li></ul><ul><li>Conceptual design of the operation of the final product </li></ul><ul><li>Equipment and contracting requirements including an assessment of long lead time items </li></ul><ul><li>Financial analysis of the costs and benefits including a budget </li></ul><ul><li>Stakeholder analysis , including users, and support personnel for the project </li></ul><ul><li>Project charter including costs, tasks, deliverables , and schedule </li></ul>
  17. 17. Project development stages 2) Planning & Design <ul><li>The results of the design stage should include a product design that : </li></ul><ul><li>Satisfies the project sponsor, end user, and business requirements </li></ul><ul><li>Functions as it was intended </li></ul><ul><li>Can be produced within quality standards </li></ul><ul><li>Can be produced within time and budget constraints </li></ul>
  18. 18. Project development stages 3) Executing Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan . The deliverables are produced as outputs from the processes performed as defined in the project management plan .
  19. 19. Project development stages 4) Monitoring and Controlling <ul><li>Monitoring and Controlling includes : </li></ul><ul><li>Measuring the ongoing project activities ( where we are ) ; </li></ul><ul><li>Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project performance baseline ( where we should be ); </li></ul><ul><li>Identify corrective actions to address issues and risks properly ( How can we get on track again ) ; </li></ul><ul><li>Influencing the factors that could circumvent integrated change control so only approved changes are implemented </li></ul>
  20. 20. Project development stages 5) Closing <ul><li>This phase consists of: </li></ul><ul><li>Project close : Finalize all activities across all of the process groups to formally close the project or a project phase. </li></ul><ul><li>Contract closure : Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase. </li></ul>
  21. 21. IT Project in the Real-World
  22. 22. The Real World <ul><li>Results VS . Status </li></ul><ul><li>Just Do it ! We can fix it later </li></ul><ul><li>Not enough time, not enough resources </li></ul><ul><li>Project Managers are overhead </li></ul><ul><li>We don’t have time to plan ! </li></ul><ul><li>Go Early and go Ugly ! </li></ul>
  23. 23. The True of IT Project Life-Cycle We get this from customer FAIL Customer actually needs
  24. 24. Why We Need Project Management <ul><li>26% of projects are successful </li></ul><ul><li>46% of project are challenged </li></ul><ul><li>28% of projects FAIL </li></ul><ul><li>Average cost overrun is 89% </li></ul><ul><li>Average schedule overrun is 122% </li></ul><ul><li>45% of functions provided in newly developed systems are never used . </li></ul>
  25. 25. Why do IT projects fail so often? <ul><li>T hey're just plain harder </li></ul><ul><ul><li>Face usual project - management challenges </li></ul></ul><ul><ul><ul><li>e.g. deadlines, budget constraints and too few people to devote to the project .  </li></ul></ul></ul><ul><ul><li>F ace unique technology challenges </li></ul></ul><ul><ul><ul><li>from H/W, O/S, N/W or DB woes, to security risks, interoperability issues </li></ul></ul></ul><ul><ul><ul><li>The changes manufacturers make to their H/W and S/W configurations . </li></ul></ul></ul><ul><li>They fail at the beginning—not the end—due to a lack of sufficient plannin g </li></ul><ul><ul><li>The IT organization will never complete it on time, on budget or with the required functionality, which are three common factors for project success . </li></ul></ul><ul><li>They're rushed </li></ul><ul><ul><li>Organizations often feel that, to remain competitive, they must cut costs and maintain business operations, but that adds to the pressure on a big, expensive project. </li></ul></ul><ul><li>Their scope is too unwieldy </li></ul><ul><ul><li>A project with a large scope can usually be better executed by breaking it down into a series of smaller, more manageable projects </li></ul></ul>
  26. 26. How do I determine if a project is going to fail once it's in motion? <ul><li>Tradition approach </li></ul><ul><ul><li>During the project’s initiation , you should establish the criteria for success and failure </li></ul></ul><ul><ul><li>More detail in “ Verification & Validation ” topic. </li></ul></ul><ul><li>15-15 Rule </li></ul><ul><ul><li>if a project is more than 15 percent over budget or 15 percent off schedule, it will likely never recoup the time or cost necessary to be considered successful . </li></ul></ul><ul><li>The Earned Value Management technique </li></ul><ul><ul><li>allows an organization to measure a project’s completion, schedule variances, create schedule and cost performance indexes, and forecast a project’s likely completion date and financial impact upon completion . </li></ul></ul>
  27. 27. When should a project be canceled? <ul><li>Can be many reasons </li></ul><ul><ul><li>e.g. poor planning . Cost overruns by more than 15 percent, late milestones and poor quality. </li></ul></ul><ul><li>At the start, determine what circumstances would call for a project’s cancellation . </li></ul><ul><ul><li>You might consider time and cost overruns, or shifting business conditions </li></ul></ul><ul><li>If scrapping it sounds daunting, you might wish to create smaller projects that give some return for the sunk costs . </li></ul><ul><ul><li>After all, smaller projects are more likely to succeed than large ones . </li></ul></ul>
  28. 28. How can I ensure that my projects are successful? <ul><li>Organizations should create or adapt a standard approach to managing projects . </li></ul><ul><li>A standard approach to project management establishes ground rules and expectations for the project team . </li></ul><ul><ul><li>It also provides project managers, functional managers and the operational staff with a common language around project management that eases communication and helps ensure that everyone is on the same page . </li></ul></ul>
  29. 29. IT Project Management Methodologies <ul><li>Traditional Project Management </li></ul><ul><ul><li>It works with any IT project regardless of the technology involved or the duration of the project work. </li></ul></ul><ul><li>Extreme Programming (XP) </li></ul><ul><ul><li>a project - management approach designed specifically for software development . </li></ul></ul><ul><ul><li>XP uses a software development model that involves the users, customers and programmers in four iterative phases : planning, coding, designing and testing . </li></ul></ul><ul><li>Scrum </li></ul><ul><ul><li>also uses iterations of planning, coding, executing and testing software . </li></ul></ul><ul><ul><li>Scrum employs its own vernacular and has some rigid rules about meetings, hitting milestones and the duration of planning activities . </li></ul></ul>
  30. 30. What Project Managers are Telling Us <ul><li>Top Five Key Competencies of a PM: </li></ul><ul><ul><li>Communications Skills - verbal and written </li></ul></ul><ul><ul><li>Leadership Skills </li></ul></ul><ul><ul><li>Organizing Skills - planning, time management </li></ul></ul><ul><ul><li>Interpersonal Skills </li></ul></ul><ul><ul><li>Negotiating Skills - Diplomacy and mediating </li></ul></ul><ul><ul><li>Team Building Skills </li></ul></ul><ul><ul><li>Technical Skills </li></ul></ul>
  31. 31. What Project Managers are Telling Us <ul><li>Top Five Major Roadblocks to Project Start - up </li></ul><ul><ul><li>Resource Constraints </li></ul></ul><ul><ul><li>Lack of Information - Incomplete SOW, Unclear objectives, </li></ul></ul><ul><ul><li>Poor Requirements Definition </li></ul></ul><ul><ul><li>Roles and Responsibilities not defined </li></ul></ul><ul><ul><li>Unrealistic Schedules </li></ul></ul>
  32. 32. What Project Managers are Telling Us <ul><li>Top Five Major Issues affecting project completion </li></ul><ul><ul><li>Scope Creep / Scope Change </li></ul></ul><ul><ul><li>No defined completion criteria / acceptance criteria </li></ul></ul><ul><ul><li>Technology - Limited functionality, product instability </li></ul></ul><ul><ul><li>Failure to manage customer expectations </li></ul></ul><ul><ul><li>Poor Project Plan - Poorly defined deliverables </li></ul></ul>
  33. 33. Initiation
  34. 34. Why Initiate a Project <ul><li>Your starting point for a project is that you have some vague idea as to why the project is coming into existence. </li></ul><ul><li>There is usually some goal that has caused the project to commence . There are four questions to be answered before you actually do anything : </li></ul><ul><ul><li>Who are the key stakeholders and what do they see as their role in the project? </li></ul></ul><ul><ul><li>What is their perspective of what the project is all about? </li></ul></ul><ul><ul><li>Are they prepared to commit resources to the project? </li></ul></ul><ul><ul><li>What are the expectations of the outcome? </li></ul></ul>
  35. 35. How to Initiate a Project <ul><li>Identify the likely Sponsor </li></ul><ul><ul><li>Usually the Sponsor is evident but it may not be so . The Sponsor needs to be committed to the project rather than just nominated to the position . </li></ul></ul><ul><li>Identify the Key Stakeholders </li></ul><ul><ul><li>With the help of the Sponsor identify who else is a stakeholder. </li></ul></ul><ul><li>Prepare a Questionnaire </li></ul><ul><ul><li>Where do you think the project is up to at the momen t? </li></ul></ul><ul><ul><li>What do you expect will change in your area when the project is complet e? </li></ul></ul><ul><ul><li>W hat are the biggest hurdles we need to overcome? </li></ul></ul><ul><ul><li>etc. </li></ul></ul><ul><li>Interview the Key Stakeholders </li></ul><ul><ul><li>Book half an hour to an hour with key stakeholders and work through the questions. </li></ul></ul><ul><li>Identify & Resolve Problems </li></ul><ul><ul><li>Looking across all the interviews identify conflicts and differences . Make a list of these issues and discuss them with the Sponsor . They need to be either resolved prior to you developing a project charter, or the impact built into the project charter . </li></ul></ul>
  36. 36. Delivery Items for Project Initiation <ul><li>Project Goals </li></ul><ul><ul><li>Should be Short & Easy to understand for IT & non-IT person </li></ul></ul><ul><li>Scope </li></ul><ul><ul><li>Determine system boundary & activities of users </li></ul></ul><ul><li>Project Organization </li></ul><ul><ul><li>Need for both sides (customer/supplier) </li></ul></ul><ul><ul><li>Define Role & Responsible of each person </li></ul></ul><ul><li>Business Case </li></ul><ul><ul><li>Recommend to describe as UML diagram (e.g. Use-Case, Activities, etc.) </li></ul></ul><ul><li>Constraints </li></ul><ul><ul><li>Describe limitation in project in IT & non-IT area. </li></ul></ul>
  37. 37. Sample of Project Initiation <ul><li>ARAIA company is BIG supply Management Consultant in German </li></ul><ul><li>ARAIA have many brunches around the world for sourcing e.g. Istanbul, India, China, Poland, etc. </li></ul>Background <ul><li>The supplier database will be the center-point for any ARAIA sourcing as well as procurement activities. </li></ul>Needs? Target of the Supplier Database <ul><li>Platform to manage all of the collected supplier data for the past and the future </li></ul><ul><li>All information in a consolidated, structured and consistent way </li></ul><ul><li>All information up to date all the time </li></ul><ul><li>Accessibility from multiple points </li></ul><ul><li>Purpose: Usability of already collected supplier knowledge through the enablement to search in an efficient way under different characteristics to reduce the effort of sourcing and increase the quality in new projects </li></ul>Case study with ARAIA Company
  38. 38. Sample of Project Initiation Case study with ARAIA Company <ul><li>Internet connection in China is NOT good all the times </li></ul><ul><li>Required supplier input data in RFI document in Excel format and upload to server for reduce input time </li></ul><ul><li>Multi-Languages is required (e.g. for Korean, Chinese, Japanese, German, etc.) </li></ul><ul><li>Need to complete within 3 months, and let 1 month for UAT </li></ul>Constraint Initial Situation <ul><li>Heterogeneous raw data in various file format </li></ul><ul><li>Lack of common structure and approach </li></ul><ul><li>No central storage for supplier data </li></ul><ul><li>De-centralized access to supplier data </li></ul>
  39. 39. Sample of Project Initiation Case study with ARAIA Company Interview the Key Stakeholder
  40. 40. Sample of Project Initiation Case study with ARAIA Company Develop a user friendly application to consolidate and manage the supplier database in consistent way across all ARAIA locations via web with a replicated China node for local access. Goal Functional Requirements Non-Functional Requirements <ul><li>Search (must have) </li></ul><ul><ul><li>Multiple search methods </li></ul></ul><ul><ul><li>Search in Attachments </li></ul></ul><ul><ul><li>Multiple search criteria </li></ul></ul><ul><ul><li>Multiple search options (e.g. identical or fuzzy search) </li></ul></ul><ul><li>Storage and Import (must have) </li></ul><ul><ul><li>Import of existing supplier data through templates in Excel tables (e.g. SFU, RFI) </li></ul></ul><ul><ul><li>Imports have to be checked for duplicate entries (e. g. compare to MS Outlook address book) </li></ul></ul><ul><ul><li>Attachments of various file formats </li></ul></ul><ul><ul><li>Supplier self-service for the maintenance of master data, etc. with an online approval of new supplier data in an admin inbox </li></ul></ul><ul><li>Export (must have) </li></ul><ul><ul><li>Export of data to work in an offline-mode (e.g. SFU, eMail lists, print-outs, etc.) </li></ul></ul><ul><li>Administration (optional extensions) </li></ul><ul><ul><li>Change History </li></ul></ul><ul><ul><li>Usage Reports and Statistics </li></ul></ul><ul><li>Further enhancements (optional extensions) </li></ul><ul><ul><li>Supplier geo-mapping (planning of QCAs) </li></ul></ul><ul><ul><li>eRFI, eRFQ </li></ul></ul><ul><li>Database has to be usable in multiple countries, English as the standard language </li></ul><ul><li>Global usability in terms of language and interaction has to be insured (e.g. China) </li></ul><ul><li>Data access has to be controlled by user rights </li></ul><ul><li>Frequent backup of database content </li></ul><ul><li>Intuitive look & feel as well as search options </li></ul><ul><li>Real-time response and interaction through the database interface (online work modus) </li></ul><ul><li>The database structure and functionalities have to be easy to change and to extend </li></ul><ul><li>Basic settings should be able to be adjusted by the administrator, complex settings should be able to be adjusted remotely by an technical administrator </li></ul><ul><li>The database has to be transferable (e.g. to be sold as a product) </li></ul><ul><li>Security measures have to be taken (e.g. selected IP range) </li></ul><ul><li>The database has to be reliable and accessibly most of the time </li></ul><ul><li>The functions should be available with the least technical complexity </li></ul><ul><li>Changes and updates have to be recorded </li></ul>
  41. 41. Sample of Project Initiation User Search Supplier Create Supplier Delete Supplier Change Supplier Export Supplier Login/ Overview Login/ Overview Reporting/ Statistics Import Supplier Activities Admin Data Import Case study with ARAIA Company
  42. 42. Planning & Scheduling Based on Chapter 5 of the textbook [SE-8] Ian Sommerville, Software Engineering, 8th Ed., Addison-Wesley, 2006 and on Ch5 PPT presentation from /
  43. 43. Project Planning <ul><li>A project plan should be drawn at the start of the project. This plan drives the project and needs to be continuously adjusted </li></ul><ul><li>The role of the project manager is to anticipate possible problems and be prepared with solutions for these problems </li></ul><ul><li>Other plans that need be developed: </li></ul><ul><ul><li>Quality plan </li></ul></ul><ul><ul><li>Validation and verification plan </li></ul></ul><ul><ul><li>Configuration management plan </li></ul></ul><ul><ul><li>Maintenance plan </li></ul></ul><ul><ul><li>Staff development plan </li></ul></ul>
  44. 44. Project Planning Process From Fig 5.2, SE-8
  45. 45. Project Planning Structure <ul><li>Introduction (objectives, constraints) </li></ul><ul><li>Project organization (team structure, personnel involved, roles) </li></ul><ul><li>Risk analysis (types of risk, probabilities, solutions to prevent or reduce the risk) </li></ul><ul><li>Hardware and software resources needed (prices, delivery schedule) </li></ul><ul><li>Work breakdown (activities, milestones, deliverables) </li></ul><ul><li>Project schedule (dependencies between activities/tasks, work assignments, time allocated per task) </li></ul><ul><li>Monitoring and reporting mechanisms (reports, dates) </li></ul>
  46. 46. Project Planning <ul><li>Milestone = end-point of a specific, distinct software process activity or task (for each milestone a report should be presented to the management) </li></ul><ul><li>Deliverable = project result delivered to the client </li></ul><ul><li>In order to establish milestones the phases of the software process need be divided in basic activities/tasks. Example for requirements engineering [Fig. 5.3, SE-8] </li></ul>
  47. 47. Project Scheduling <ul><li>Divide the project in activities/tasks </li></ul><ul><li>Estimate time and resources needed to finish the project </li></ul><ul><li>Allocate resources to tasks </li></ul><ul><li>Try to employ efficiently all the project personnel </li></ul><ul><li>Minimize dependencies between tasks and teams </li></ul><ul><li>Prepare contingency plans </li></ul><ul><li>Rely on experience and intuition </li></ul>
  48. 48. Project Scheduling Process [Fig. 5.4, SE-8]
  49. 49. Project Scheduling Documentation <ul><li>Graphical notations used in software project scheduling: </li></ul><ul><ul><li>Tables: summary description of tasks </li></ul></ul><ul><ul><li>Bar charts : show schedule against the time </li></ul></ul><ul><ul><li>Activity charts : graphs that depict dependencies between tasks and indicate the critical path (the longest path in the activity graph) </li></ul></ul>
  50. 50. Project Schedule: Tables [Fig. 5.5, SE-8]
  51. 51. Project Schedule: Activity Chart [Fig. 5.6, SE-8]
  52. 52. Project Schedule: Bar Chart [Fig. 5.7, SE-8] aka, Gantt Chart
  53. 53. Project Schedule: Resource Allocation [Fig. 5.8, SE-8]
  54. 54. Project Planning A Step by Step Guide <ul><li>Use a tools (recommend on MS-Project) </li></ul><ul><ul><li>Easy to create Gantt Chart </li></ul></ul><ul><ul><li>Easy to tracking progress </li></ul></ul><ul><ul><li>Easy to plan resource allocation </li></ul></ul><ul><li>W hen a project has an imposed delivery deadline from the sponsor that is not realistic based on your estimate s. You should report to the sponsor and do following options : - </li></ul><ul><ul><li>Renegotiate the deadline ( project delay ) </li></ul></ul><ul><ul><li>Employ additional resources (increased cost) </li></ul></ul><ul><ul><li>Reduce the scope of the project ( less delivered ) </li></ul></ul> Use the project schedule to justify pursuing one of these options . 1 st : Project Goals 2 nd : Project Deliverables 3 rd : Project Schedule 4 th : Supporting Plans
  55. 55. Project Schedule in the Real-World Implement HHT for Siam Family Mart Co., Ltd. Customer Can’t confirm scope on-time Short-time development Dead-line is never change!
  56. 56. Project Planning A Step by Step Guide <ul><li>Human Resource Plan </li></ul><ul><ul><li>Name, Roles & Responsible </li></ul></ul><ul><ul><li>Included in Project Organization Chart </li></ul></ul><ul><li>Communications Plan </li></ul><ul><ul><li>Implement in any issue-trackers system (e.g. Red-mine, Mantis, etc.) </li></ul></ul><ul><li>Risk Management Plan </li></ul><ul><ul><li>an important part of project management. But we are always ignorance . </li></ul></ul><ul><ul><li>Including the “ Recovery Plan ” for support each risk. </li></ul></ul>1 st : Project Goals 2 nd : Project Deliverables 3 rd : Project Schedule 4 th : Supporting Plans
  57. 57. Sample of Communication Plan Drill-down Drill-down
  58. 58. Risk Management <ul><li>Types of risk in risk identification [Fig. 5.11, SE-8] </li></ul>
  59. 59. Risk Analysis <ul><li>Estimate risk probability : </li></ul><ul><ul><li>Very low (< 10%) </li></ul></ul><ul><ul><li>Low (10-25%) </li></ul></ul><ul><ul><li>Moderate (25-50%) </li></ul></ul><ul><ul><li>High (50-75%) </li></ul></ul><ul><ul><li>Very high (> 75%) </li></ul></ul><ul><li>Establish risk seriousness : </li></ul><ul><ul><li>Insignificant </li></ul></ul><ul><ul><li>Tolerable </li></ul></ul><ul><ul><li>Serious </li></ul></ul><ul><ul><li>Catastrophic </li></ul></ul>
  60. 60. Risk Planning <ul><li>Risk planning means preparing a strategy to deal with each of the risks identified </li></ul><ul><li>Classes of strategies: </li></ul><ul><ul><li>Avoidance strategies: the probability of the risk will be diminished </li></ul></ul><ul><ul><li>Minimization strategies: the effect of the risk will be reduced </li></ul></ul><ul><ul><li>Contingency strategies: plans for the worst case scenarios </li></ul></ul>
  61. 61. Example of Risk Management <ul><li>Examples of risk management strategies [Fig. 5.13, SE-8] </li></ul>
  62. 62. Risk monitoring <ul><li>Frequently re-assess the risks </li></ul><ul><ul><li>Changes in risk probability? </li></ul></ul><ul><ul><li>Changes in risk gravity? </li></ul></ul><ul><li>Take into consideration risk factors </li></ul><ul><li>Discuss key risks at each management project progress meeting </li></ul>
  63. 63. Sample of Common Project Risks <ul><li>Time and cost estimates too optimistic </li></ul><ul><li>Customer review and feedback cycle too slow </li></ul><ul><li>Unexpected budget cuts </li></ul><ul><li>Unclear roles and responsibilities </li></ul><ul><li>Stakeholder input is not sought or their needs are not properly understood </li></ul><ul><li>Stakeholders changing requirements after the project has started </li></ul><ul><li>Stakeholders adding new requirements after the project has started </li></ul><ul><li>Poor communication resulting in misunderstandings, quality problems and rework </li></ul><ul><li>Lack of resource commitment </li></ul>
  64. 64. Implementation
  65. 65. What is Implementation <ul><li>Implementation is the stage where all the planned activities are put into action . </li></ul><ul><li>Before the implementation of a project, the implementors (spearheaded by the project committee or executive) should identify their: - </li></ul><ul><ul><li>strength and weaknesses (internal forces) </li></ul></ul><ul><ul><li>opportunities and threats (external forces). </li></ul></ul>
  66. 66. Implementation Monitoring <ul><li>Monitoring is an integral part of every project </li></ul><ul><ul><li>from start to finish </li></ul></ul><ul><li>Monitoring is important at this implementation phase to ensure that the project is implemented as per the schedule. </li></ul><ul><ul><li>This is a continuous process that should be put in place before project implementation starts. </li></ul></ul><ul><li>As such, the monitoring activities should appear on the work plan and should involve all stake holders. </li></ul><ul><ul><li>If activities are not going on well, arrangements should be made to identify the problem so that they can be corrected. </li></ul></ul><ul><li>Monitoring is also important to ensure that activities are implemented as planned. This helps the implementors to measure how well they are achieving their targets. </li></ul><ul><ul><li>This is based on the understanding that the process through which a project is implemented has a lot of effect on its use, operation and maintenance. </li></ul></ul>
  67. 67. Question on Implementation <ul><li>Monitoring implementation asks the question &quot; What happens when we do? “ </li></ul><ul><li>When implementation of the project is not on target, there is a need for the project managers to ask themselves and answer the question, &quot; How best do we get there? &quot; </li></ul>
  68. 68. Summary of the Relationship <ul><li>The above illustrates the close relationship between monitoring , planning and implementation . </li></ul><ul><li>It demonstrates that: </li></ul><ul><ul><li>Planning describes ways which implementation and monitoring should be done; </li></ul></ul><ul><ul><li>Implementation and monitoring are guided by the project work plan; and </li></ul></ul><ul><ul><li>Monitoring provides information for project planning and implementation. </li></ul></ul>
  69. 69. (Enterprise) Project Management Implementation Methodology Implementation Phase On Going Development Phase Assessment & Planning Phase Communications & Change Management Sub-Project Project Management Organization & Governance Sub-Project
  70. 70. Implementation Activities <ul><li>The implementation phase normally commences in parallel with the development phase early activities and includes: </li></ul><ul><ul><li>Conduct executive and senior management training </li></ul></ul><ul><ul><li>Commence project management training and certification program </li></ul></ul><ul><ul><li>Implement project management software solution service and support </li></ul></ul><ul><ul><li>Implement selected pilot projects </li></ul></ul><ul><ul><li>Review pilot project results and adjust methodology and training materials as required </li></ul></ul><ul><ul><li>Proceed to full implementation across the organization based on the developed plan. </li></ul></ul><ul><ul><li>Ensure frequent information inputs to the communications subproject. </li></ul></ul><ul><ul><li>At some defined point after implementation has either reached a major milestone or is completed, it may be desirable to re-assess the project environment to ensure that improvement objectives are being met </li></ul></ul>
  71. 71. Sample of Implementation Plan <ul><li>Installation/Environment </li></ul><ul><ul><li>H/W,S/W, and N/W </li></ul></ul><ul><li>Master Data Setup </li></ul><ul><ul><li>Manual input or import </li></ul></ul><ul><li>S/W Customization </li></ul><ul><ul><li>Delivery Plan </li></ul></ul><ul><li>Training </li></ul><ul><ul><li>Train the Trainer, Training End-User </li></ul></ul><ul><li>UAT (User Acceptance Tests) </li></ul><ul><ul><li>Test Case, Result Review & Issue Review </li></ul></ul>Mostly that I found in Real-World
  72. 72. Verification & Validation (V&V)
  73. 73. What is V&V <ul><li>Verification and Validation (V&V) is the process of checking that a software system meets specifications and that it fulfils its intended purpose. It is normally part of the software testing process of a project. </li></ul><ul><li>Validation checks that the product design satisfies or fits the intended usage (high-level checking) — i.e., you built the right product. This is done through dynamic testing and other forms of review. </li></ul>
  74. 74. V&V in Capability Maturity Model (CMMi) <ul><li>Verification : </li></ul><ul><ul><li>The process of evaluating software to determine whether the products of a given development phase satisfy the conditions imposed at the start of that phase. [IEEE-STD-610]. </li></ul></ul><ul><li>Validation : </li></ul><ul><ul><li>The process of evaluating software during or at the end of the development process to determine whether it satisfies specified requirements. [IEEE-STD-610] </li></ul></ul> This is related to Q/A process in S/W Engineering
  75. 75. Test-Cases <ul><li>Test-Case is a tool used in the V&V process </li></ul><ul><li>The QA team prepares test cases for verification—to determine if the process that was followed to develop the final product is right . </li></ul><ul><li>The QC team uses a test case for validation—if the product is built according to the requirements of the user . Other methods, such as reviews, when used early in the Software Development Life Cycle provide for validation . </li></ul>
  76. 76. Sample Test-Cases in Real-World Summarize Cases Test-Case Detail
  77. 77. V&V Procedure in BB Testers Programmers In VN Implementors in BKK User Requirements External/Internal Spec External/Internal Spec User Requirements Application (Unit) Test-Cases Test Result PM
  78. 78. Maintenance
  79. 79. Project Maintenance <ul><li>Continuing support of end users </li></ul><ul><ul><li>Change Requirements </li></ul></ul><ul><li>Correction of errors </li></ul><ul><ul><li>Fixed bugs </li></ul></ul><ul><li>Updates of the   software   over time </li></ul><ul><ul><li>Following changed process (from business) </li></ul></ul> Related Topics on “ Change Requirements Management ”
  80. 80. Case-Study: Offshoring Project Management in BB
  81. 81. Parties in Project <ul><li>End-User </li></ul><ul><ul><li>PETRONAS DAGANGAN </li></ul></ul><ul><li>Implementors </li></ul><ul><ul><li>NetInfinium Corporation Sdn Bhd </li></ul></ul><ul><li>Project Management Team </li></ul><ul><ul><li>BB in Bangkok </li></ul></ul><ul><li>Developer/Tester </li></ul><ul><ul><li>BB in VN </li></ul></ul>
  82. 82. External Process Requirement External Spec PM Review PGM Tester Schedule Application Feed-back Update Status Update Status
  83. 83. Internal Process Testers Leader PGM1 PGM2 PM
  84. 84. In Fact, We’re.. TH VN BB Virtual Office MY PM Testers Leader PGM1 PGM2
  85. 85. How We’re Working? <ul><li>Real-time Communication </li></ul><ul><ul><li>Skype, MSN, etc. </li></ul></ul><ul><li>Offline Communication </li></ul><ul><ul><li>Mail </li></ul></ul><ul><li>Documentation </li></ul><ul><ul><li>URS, Internal design document, Test-Cases, etc. </li></ul></ul>
  86. 86. Thank you for your attention! [email_address]