This document discusses factors that contribute to the success or failure of information technology (IT) projects. It summarizes that a study of over 200,000 IT projects found that only 34% were completed on time and budget, while 15% failed and 51% exceeded time or budget. Common problems that led to delays or failure included a lack of clear objectives, underestimating requirements and resources, and failing to properly structure the project into defined phases with assigned roles and responsibilities. Proper planning and execution across all phases from definition to programming is necessary to complete IT projects successfully.
The document discusses project planning and management. It describes estimating project parameters like effort, duration and cost using techniques like COCOMO. The project was planned using an iterative development approach with phases for requirements gathering, design, coding, testing etc. Risks were identified in categories like project risks, technical risks and business risks. The work breakdown structure, activity network and Gantt chart were used to schedule tasks and represent the project plan. Effort was estimated using the COCOMO model and duration was calculated based on the estimated effort.
Project Management Body of Knowledge (Time)Jeffrey Cheah
Time Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Project Management Body of Knowledge (Introduction)Jeffrey Cheah
Introduction to Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Project Management Body of Knowledge (Integration)Jeffrey Cheah
The document provides an overview of six processes under Project Integration Management according to the Project Management Body of Knowledge (PMBOK) Guide 5th Edition. The six processes are: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. For each process, the document lists the typical inputs, tools and techniques, and outputs involved in managing the project integration according to PMBOK best practices.
The document discusses various software project life cycle models and cost estimation techniques. It begins by describing agile methods like Scrum and Extreme Programming that emphasize iterative development, communication, and customer involvement. It then covers traditional models like waterfall and incremental development. Key estimation techniques discussed include function points, COCOMO, and analogy-based estimation. The document provides details on calculating sizes and estimating effort for different models.
This document provides an overview of the project initiation and planning process for systems development projects. It describes the key deliverables and outcomes of this process, including developing a business case, baseline project plan, and project scope statement. It also covers assessing project feasibility from economic, technical, operational, scheduling, legal and other standpoints. Methods for evaluating project benefits, costs, risks and determining economic feasibility like cost-benefit analysis are explained. The time value of money concepts and techniques for reviewing and finalizing the baseline project plan like structured walkthroughs are also outlined.
This document outlines a communication plan for an IRTC project to upgrade their web-based billing system. It identifies key stakeholders such as the project sponsor, steering committee, change control board, customers, and project team. It also includes a power/interest grid and communication matrix to guide communication between stakeholders. The plan discusses meeting guidelines, including setting agendas, distributing minutes, and tracking action items. It emphasizes that effective communication is critical to project success as shown in a case study where a lack of communication nearly caused a project to fail until a new manager implemented a strong communication plan.
The document discusses project planning and management. It describes estimating project parameters like effort, duration and cost using techniques like COCOMO. The project was planned using an iterative development approach with phases for requirements gathering, design, coding, testing etc. Risks were identified in categories like project risks, technical risks and business risks. The work breakdown structure, activity network and Gantt chart were used to schedule tasks and represent the project plan. Effort was estimated using the COCOMO model and duration was calculated based on the estimated effort.
Project Management Body of Knowledge (Time)Jeffrey Cheah
Time Management Process in Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Project Management Body of Knowledge (Introduction)Jeffrey Cheah
Introduction to Project Management Body of Knowledge (PMBOK 5th Edition)
Project Management Professional (PMP) topics sourced from the Project Management Institute (PMI)
Project Management Body of Knowledge (Integration)Jeffrey Cheah
The document provides an overview of six processes under Project Integration Management according to the Project Management Body of Knowledge (PMBOK) Guide 5th Edition. The six processes are: develop project charter, develop project management plan, direct and manage project work, monitor and control project work, perform integrated change control, and close project or phase. For each process, the document lists the typical inputs, tools and techniques, and outputs involved in managing the project integration according to PMBOK best practices.
The document discusses various software project life cycle models and cost estimation techniques. It begins by describing agile methods like Scrum and Extreme Programming that emphasize iterative development, communication, and customer involvement. It then covers traditional models like waterfall and incremental development. Key estimation techniques discussed include function points, COCOMO, and analogy-based estimation. The document provides details on calculating sizes and estimating effort for different models.
This document provides an overview of the project initiation and planning process for systems development projects. It describes the key deliverables and outcomes of this process, including developing a business case, baseline project plan, and project scope statement. It also covers assessing project feasibility from economic, technical, operational, scheduling, legal and other standpoints. Methods for evaluating project benefits, costs, risks and determining economic feasibility like cost-benefit analysis are explained. The time value of money concepts and techniques for reviewing and finalizing the baseline project plan like structured walkthroughs are also outlined.
This document outlines a communication plan for an IRTC project to upgrade their web-based billing system. It identifies key stakeholders such as the project sponsor, steering committee, change control board, customers, and project team. It also includes a power/interest grid and communication matrix to guide communication between stakeholders. The plan discusses meeting guidelines, including setting agendas, distributing minutes, and tracking action items. It emphasizes that effective communication is critical to project success as shown in a case study where a lack of communication nearly caused a project to fail until a new manager implemented a strong communication plan.
This document discusses project procurement activities including what procurement entails, the processes outlined in the PMBOK Guide, the author's past procurement experience, alternative procurement entities, expected activities for the IRTC project, and a list of activities needed for a successful project. Project procurement involves planning purchases, selecting suppliers, administering contracts, and closing contracts. It allows organizations to reduce costs and increase resource availability by obtaining goods and services from outside vendors.
1. The document discusses various software development process models including prescriptive models like waterfall and incremental development. It also covers evolutionary models like prototyping, spiral development and concurrent development.
2. Specialized process models for component-based development and formal methods are described. The unified process framework is also introduced as a iterative and incremental object-oriented development approach.
3. Key aspects of various process models like waterfall, spiral development and unified process are summarized, including their phases and characteristics.
- Provide overall project funding and resources
- Approve project scope and major deliverables
- Resolve issues escalated by the Project Manager
- Ensure project aligns with organizational strategy
Role:
Project Manager
Authority:
The Project Manager has full authority over the project team and day to day project activities. Reports to the Project Sponsor.
Responsibilities:
- Develop and maintain project plan
- Manage project scope, schedule, costs, and quality
- Remove roadblocks for the project team
- Report on project status to stakeholders
- Manage project risks and issues
- Ensure project deliverables meet requirements
Role:
Customer Service Department Manager
Authority: N/A
Respons
This document provides an overview of project integration management processes including developing a project charter, developing a project management plan, directing and managing project work, and monitoring and controlling project work. It describes the inputs, tools and techniques, and outputs of each process. The objective is to ensure the various aspects of a project are coordinated and that the project is executed according to the approved project management plan.
This chapter discusses project scope management, including defining the scope, creating a work breakdown structure (WBS), and processes for scope planning, definition, verification, and control. Key elements include developing a scope management plan and project scope statement, using various approaches to create the WBS, and the importance of user involvement, realistic scope, and change management to avoid scope creep and related problems.
Command center processing and display system replacement (ccpds-r) - Case StudyKuppusamy P
This document describes a case study of the Command Center Processing and Display System - Replacement (CCPDS-R) project led by TRW Space and Defense for the U.S. Air Force. The CCPDS-R was developed to replace the primary missile warning system at Cheyenne Mountain and included a 48-month development schedule using Ada. Key aspects of the CCPDS-R project included: 1) Developing a common subsystem with six software components, 2) Using an incremental design and development approach split into builds, and 3) Conducting demonstrations at major milestones to assess requirements and architectural risks. The project was completed on time and within budget to customer satisfaction.
The document provides information on scope management processes based on the PMBOK 5th edition. It defines key terms related to scope such as requirements, product scope, and project scope. It then describes the six scope management processes - plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. For each process, it lists the inputs, tools and techniques, and outputs as defined in PMBOK. The document is intended as personal notes for scope management and requests feedback be provided to the specified email.
The document discusses NASA's software engineering processes and requirements. It provides an overview of 12 key software engineering processes, including requirements management, planning and monitoring, measurement and analysis, software assurance, verification, configuration management, product integration, and their benefits. It also indicates which roles are typically involved with each process.
Topic: Project Management, Referece: PMBOK 5, PMI.
Degree: MBA, Syllabus: Alliance University. Date : Jan 2015.
Please note: This was prepared as a teaching aid. Not for commercial purposes. Sharing to spread the knowledge of Project Management. Note : Copyright belongs to respective owners. List of top references used to prepare these slides given.
If you have any questions, comments, improvement suggestions, Email to: niranjanakoodavalli@gmail.com
The document discusses various topics related to software project management including definitions of key terms, characteristics of software projects, the project management process, quality assurance, and reviews. Some key points covered are:
1) Software project management involves planning, monitoring, and controlling software projects. It aims to deliver quality software that meets requirements.
2) Quality assurance activities include reviews, testing, and standards enforcement to identify and address issues.
3) Reviews are a critical part of quality control and come in various forms like formal technical reviews, management reviews, and testing reviews. They help surface problems and improve work products.
The document discusses software development lifecycles and strategies. It describes:
1) Common lifecycle activities like planning, development, testing and maintenance. Different models can be used depending on the product.
2) Solution strategies are developed to determine the nature of possible solutions and provide a framework for design and implementation. The best strategies are developed by trained groups using techniques like brainstorming.
3) The phased lifecycle model involves a series of defined activities with inputs, processes, and outputs at each phase. Resources are required to complete each defined phase.
The document outlines a technical project monitoring framework for projects funded by the National ICT R&D Fund. It describes the key aspects of project monitoring including regular project reporting, a Project Review Committee to conduct mid-project reviews, and guidelines for project management, task management, change management, risk management, and project closure. Task management involves task scheduling using techniques like precedence diagrams, critical path method, and Gantt charts. Approved open source systems for task tracking are also listed.
This Booklet provide a high-level summery for PMBOK Knowledge area(s) , objective to support whom study PMP or willing to get a helicopter view for Project management Knowledge.
“It’s a way to knowledge simplification”.
The document provides a software project management plan (SPMP) for developing a conference management system called COMASYS. The SPMP outlines the purpose, scope, objectives, assumptions, schedule, budget, and deliverables of the project. Key deliverables include the SRS, SDD, test plans, and final product. The schedule is estimated to take 23 weeks to complete with a budget of 100,000 TL. The plan defines the processes, organization, and controls that will be used to manage the project.
The document provides an overview of JUMP (Scalable, Successful Approach to Software Project Management). It discusses key aspects of the JUMP methodology including its iterative process, roles, phases (inception, elaboration, construction, transition), reviews, artifacts, tools, best practices, and metrics for measuring success. The goal of JUMP is to achieve project commitment and consensus through formal reviews at key milestones to align projects with organizational directives.
This document discusses planning project communications. It provides details on analyzing stakeholder communication needs, choosing appropriate communication technologies and methods, and developing a Communications Management Plan. The plan identifies the communication requirements and an approach for effectively engaging stakeholders throughout the project. Meetings are an important interactive method that must be carefully planned, executed and followed up on. The overall goal is to establish a process for maintaining regular, clear communication with all parties involved in the project.
This document discusses the auditor's role in the system development life cycle (SDLC). It outlines three main objectives for auditing systems under development: 1) assessing project management efficiency and effectiveness, 2) evaluating data integrity and security controls, and 3) assessing operational controls. It describes how auditors can review documentation, attend meetings, and interview personnel to evaluate compliance with project standards and control objectives. Auditors may rate different SDLC phases and include technical experts when auditing technical work products. Key control considerations for auditors in the SDLC are also listed.
The document provides step-by-step instructions for creating a free account and project on Carbonmade.com. It details how to fill out required fields to set up an account, add a project title, description, images, and other details. The instructions conclude by explaining how to view and manage a completed project on the site.
Victorian gardens served several purposes, such as entertaining guests and displaying wealth. They typically included exotic plants grown in greenhouses, flowers, topiaries, statues, and other ornate structures. Victorians also used indoor window gardens and created miniature indoor landscapes. Victorian gardens emphasized fine details with ornamentation, iron fences, hedges, and flowers. While modern gardens focus more on hardiness, Victorian gardens remain historically significant for their unique beauty.
Victorian gardens served several purposes, such as entertaining guests and displaying wealth. They typically included exotic plants grown in greenhouses, flowers, topiaries, statues, and other ornate structures. Interior spaces were also decorated with indoor window gardens and miniature biospheres. Victorian gardens emphasized fine details with ornamentation, iron fences, hedges, and flowers. While modern gardens prioritize hardier plants and more practical uses, Victorian gardens remain historically significant for their unique beauty.
This document discusses project procurement activities including what procurement entails, the processes outlined in the PMBOK Guide, the author's past procurement experience, alternative procurement entities, expected activities for the IRTC project, and a list of activities needed for a successful project. Project procurement involves planning purchases, selecting suppliers, administering contracts, and closing contracts. It allows organizations to reduce costs and increase resource availability by obtaining goods and services from outside vendors.
1. The document discusses various software development process models including prescriptive models like waterfall and incremental development. It also covers evolutionary models like prototyping, spiral development and concurrent development.
2. Specialized process models for component-based development and formal methods are described. The unified process framework is also introduced as a iterative and incremental object-oriented development approach.
3. Key aspects of various process models like waterfall, spiral development and unified process are summarized, including their phases and characteristics.
- Provide overall project funding and resources
- Approve project scope and major deliverables
- Resolve issues escalated by the Project Manager
- Ensure project aligns with organizational strategy
Role:
Project Manager
Authority:
The Project Manager has full authority over the project team and day to day project activities. Reports to the Project Sponsor.
Responsibilities:
- Develop and maintain project plan
- Manage project scope, schedule, costs, and quality
- Remove roadblocks for the project team
- Report on project status to stakeholders
- Manage project risks and issues
- Ensure project deliverables meet requirements
Role:
Customer Service Department Manager
Authority: N/A
Respons
This document provides an overview of project integration management processes including developing a project charter, developing a project management plan, directing and managing project work, and monitoring and controlling project work. It describes the inputs, tools and techniques, and outputs of each process. The objective is to ensure the various aspects of a project are coordinated and that the project is executed according to the approved project management plan.
This chapter discusses project scope management, including defining the scope, creating a work breakdown structure (WBS), and processes for scope planning, definition, verification, and control. Key elements include developing a scope management plan and project scope statement, using various approaches to create the WBS, and the importance of user involvement, realistic scope, and change management to avoid scope creep and related problems.
Command center processing and display system replacement (ccpds-r) - Case StudyKuppusamy P
This document describes a case study of the Command Center Processing and Display System - Replacement (CCPDS-R) project led by TRW Space and Defense for the U.S. Air Force. The CCPDS-R was developed to replace the primary missile warning system at Cheyenne Mountain and included a 48-month development schedule using Ada. Key aspects of the CCPDS-R project included: 1) Developing a common subsystem with six software components, 2) Using an incremental design and development approach split into builds, and 3) Conducting demonstrations at major milestones to assess requirements and architectural risks. The project was completed on time and within budget to customer satisfaction.
The document provides information on scope management processes based on the PMBOK 5th edition. It defines key terms related to scope such as requirements, product scope, and project scope. It then describes the six scope management processes - plan scope management, collect requirements, define scope, create WBS, validate scope, and control scope. For each process, it lists the inputs, tools and techniques, and outputs as defined in PMBOK. The document is intended as personal notes for scope management and requests feedback be provided to the specified email.
The document discusses NASA's software engineering processes and requirements. It provides an overview of 12 key software engineering processes, including requirements management, planning and monitoring, measurement and analysis, software assurance, verification, configuration management, product integration, and their benefits. It also indicates which roles are typically involved with each process.
Topic: Project Management, Referece: PMBOK 5, PMI.
Degree: MBA, Syllabus: Alliance University. Date : Jan 2015.
Please note: This was prepared as a teaching aid. Not for commercial purposes. Sharing to spread the knowledge of Project Management. Note : Copyright belongs to respective owners. List of top references used to prepare these slides given.
If you have any questions, comments, improvement suggestions, Email to: niranjanakoodavalli@gmail.com
The document discusses various topics related to software project management including definitions of key terms, characteristics of software projects, the project management process, quality assurance, and reviews. Some key points covered are:
1) Software project management involves planning, monitoring, and controlling software projects. It aims to deliver quality software that meets requirements.
2) Quality assurance activities include reviews, testing, and standards enforcement to identify and address issues.
3) Reviews are a critical part of quality control and come in various forms like formal technical reviews, management reviews, and testing reviews. They help surface problems and improve work products.
The document discusses software development lifecycles and strategies. It describes:
1) Common lifecycle activities like planning, development, testing and maintenance. Different models can be used depending on the product.
2) Solution strategies are developed to determine the nature of possible solutions and provide a framework for design and implementation. The best strategies are developed by trained groups using techniques like brainstorming.
3) The phased lifecycle model involves a series of defined activities with inputs, processes, and outputs at each phase. Resources are required to complete each defined phase.
The document outlines a technical project monitoring framework for projects funded by the National ICT R&D Fund. It describes the key aspects of project monitoring including regular project reporting, a Project Review Committee to conduct mid-project reviews, and guidelines for project management, task management, change management, risk management, and project closure. Task management involves task scheduling using techniques like precedence diagrams, critical path method, and Gantt charts. Approved open source systems for task tracking are also listed.
This Booklet provide a high-level summery for PMBOK Knowledge area(s) , objective to support whom study PMP or willing to get a helicopter view for Project management Knowledge.
“It’s a way to knowledge simplification”.
The document provides a software project management plan (SPMP) for developing a conference management system called COMASYS. The SPMP outlines the purpose, scope, objectives, assumptions, schedule, budget, and deliverables of the project. Key deliverables include the SRS, SDD, test plans, and final product. The schedule is estimated to take 23 weeks to complete with a budget of 100,000 TL. The plan defines the processes, organization, and controls that will be used to manage the project.
The document provides an overview of JUMP (Scalable, Successful Approach to Software Project Management). It discusses key aspects of the JUMP methodology including its iterative process, roles, phases (inception, elaboration, construction, transition), reviews, artifacts, tools, best practices, and metrics for measuring success. The goal of JUMP is to achieve project commitment and consensus through formal reviews at key milestones to align projects with organizational directives.
This document discusses planning project communications. It provides details on analyzing stakeholder communication needs, choosing appropriate communication technologies and methods, and developing a Communications Management Plan. The plan identifies the communication requirements and an approach for effectively engaging stakeholders throughout the project. Meetings are an important interactive method that must be carefully planned, executed and followed up on. The overall goal is to establish a process for maintaining regular, clear communication with all parties involved in the project.
This document discusses the auditor's role in the system development life cycle (SDLC). It outlines three main objectives for auditing systems under development: 1) assessing project management efficiency and effectiveness, 2) evaluating data integrity and security controls, and 3) assessing operational controls. It describes how auditors can review documentation, attend meetings, and interview personnel to evaluate compliance with project standards and control objectives. Auditors may rate different SDLC phases and include technical experts when auditing technical work products. Key control considerations for auditors in the SDLC are also listed.
The document provides step-by-step instructions for creating a free account and project on Carbonmade.com. It details how to fill out required fields to set up an account, add a project title, description, images, and other details. The instructions conclude by explaining how to view and manage a completed project on the site.
Victorian gardens served several purposes, such as entertaining guests and displaying wealth. They typically included exotic plants grown in greenhouses, flowers, topiaries, statues, and other ornate structures. Victorians also used indoor window gardens and created miniature indoor landscapes. Victorian gardens emphasized fine details with ornamentation, iron fences, hedges, and flowers. While modern gardens focus more on hardiness, Victorian gardens remain historically significant for their unique beauty.
Victorian gardens served several purposes, such as entertaining guests and displaying wealth. They typically included exotic plants grown in greenhouses, flowers, topiaries, statues, and other ornate structures. Interior spaces were also decorated with indoor window gardens and miniature biospheres. Victorian gardens emphasized fine details with ornamentation, iron fences, hedges, and flowers. While modern gardens prioritize hardier plants and more practical uses, Victorian gardens remain historically significant for their unique beauty.
Victorian gardens served several purposes, such as entertaining guests and displaying wealth. They typically included exotic plants grown in greenhouses, flowers, topiaries, statues, and other ornate structures. Victorian gardens were more elaborate than modern gardens, featuring fine grass, decorative shrubs, iron fences, ornaments, and greenhouse for raising exotic plants. Only the wealthy could fully achieve the idealized Victorian garden aesthetic.
Jeff Johnson will provide training on GeoSystems' new geothermal heat pump product lines, the ECONAR Cold Climate and GeoSource High Efficiency. The training will cover the new cabinet designs, components, and control systems, including installation of circulating pumps, thermistor inputs, and operating the control interface. The technical update aims to familiarize trainees with the new product offerings and review installation and operation.
The document discusses project planning in software engineering. It defines project planning and its importance. It describes the project manager's responsibilities which include project planning, reporting, risk management, and people management. It discusses challenges in software project planning. The RUP process for project planning is then outlined which involves creating artifacts like the business case and software development plan. Risk management is also a key part of project planning.
The document discusses some key issues with conventional software management approaches like the waterfall model. It notes that software development is unpredictable and that management discipline is more important for success than technology. Some problems with the waterfall model are late risk resolution, adversarial stakeholder relationships due to rigid documentation requirements, and a focus on documents over engineering work. The document also provides metrics on the relative costs of development versus maintenance and how people are a major factor in productivity.
The document discusses elements that should be included in development and quality plans for software projects. It provides details on what should be covered in each plan, including deliverables, milestones, risks, resources, and testing. The development plan should define project scope, schedule, roles and tasks, while the quality plan outlines goals, reviews, tests and configuration management. Both plans are major elements for meeting standards like ISO29110 and CMMI. The document uses examples to illustrate how elements in each plan can be specified, such as deliverables tables, review activities, and test cases.
This document discusses project scope management. It defines project scope as the work involved in creating project deliverables and processes. Scope management ensures stakeholders agree on what will be delivered. Good scope management is important for project success and prevents common causes of failure like improper scope. Key scope management processes include scope verification, where the scope is formally accepted, and scope change control to manage any changes to the project scope. The document provides examples of scope planning tools like the scope statement and work breakdown structure used to define deliverables and divide work into manageable components.
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredeces.docxjessiehampson
VoIP Implementation WBSTask NameDurationStart DateEnd DatePredecessors% CompleteStatusAssigned ToCommentsStartFinishCritical1. Intiation14d10/02/1910/15/1999%CompleteJevin 1.1 Recommendation & evaluation3d10/02/1910/04/19100%CompletedJenny 1.2 Project chart Deveelopment2d10/05/1910/06/19100%CompletedJenny 1.3 Outline of deliverable2d10/07/1910/08/19100%CompletedMark 1.4 Stakeholders analysis3d10/09/1910/11/194100%CompletedJoe 1.5 Charter signed by Authority4d10/12/1910/15/1995%In ProgressJoe2. Planning22d10/16/1911/07/19 2.1 Make a scope management2d10/16/1910/17/190%Not StartedJudy 2.2 Design the project team4d10/18/1910/21/090%Not StartedMolly 2.3 Intial meeting to boost the project3d10/22/1910/24/190%Not StartedMolly 2.4 Development of project plan2d10/25/1910/26/19130%Not StartedJudy 2.4.1 Create the schedules2d10/27/1910/28/190%Not StartedAlex 2.4.2 Analysis the critical path3d10/29/1911/01/190%Not StartedAlex 2.5 Submission of Project plan4d11/02/1911/05/190%Not StartedTim 2.6 Approval for project Plan2d11/06/1911/07/19120%Not StartedTiana3. Designing20d11/08/1911/27/19 3.1 Meeting to boost the team2d11/08/1911/09/190%Not StartedMandy 3.2 Verify the user requirements3d11/10/1911/12/190%Not StartedMandy 3.3 Designing of system4d11/13/0911/16/190%Not StartedKathy 3.4 procurement of software and hardware3d11/17/1911/19/190%Not StartedKathy 3.5 Installation of development system2d11/20/1911/21/190%Not StartedTim 3.6 Initiate testing3d11/22/1911/24/190%Not StartedHarry 3.7 Installation of live system2d11/25/1911/26/19200%Not StartedHarry 3.8 Training of users1d11/27/1911/27/190%Not StartedTiana4. Control20d11/28/1912/18/19 4.1 Management of Project4d11/28/1912/01/190%Not StartedMolly 4.2 Meetings to track the status of the meeting4d12/02/1912/05/190%Not StartedMolly 4.3 Risk management8d12/06/1912/13/190%Not StartedManoj 4.4 Updation of project management plan5d12/14/1912/18/190%Not StartedMandy5. Closing11d12/19/1912/29/19 5.1 Audit procurement4d12/19/1912/22/190%Not StartedAlisha 5.2 Updating and revision of documents2d12/23/1912/24/19300%Not StartedPrem 5.3 Update records and files2d12/25/1912/26/190%Not StartedHari 5.4 Receive the acceptance formally1d12/27/1912/27/190%Not StartedJames 5.5. Archieve Documents and files2d12/28/1912/29/190%Not StartedJames
Comments
Running Head: PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 1
PROJECT PLAN-BUSINESS REQUIRMENT DOCUMENT 21
Project Plan-Business Requirement Document
CIS 599 Graduate Info Systems Capstone
Abstract
After finishing project plan inception with introduction Docume ...
1. Software project management involves planning, organizing, and controlling software development activities using scientific principles and techniques. It includes functions like scoping, planning, scheduling, and controlling.
2. Effective software project management focuses on people, product, process, and the project. It is important to manage stakeholders, recruit and train practitioners, define requirements and scope, select appropriate processes, and plan and track the project.
3. Project scheduling involves decomposing work into tasks, estimating efforts, identifying dependencies, and allocating tasks to time periods using tools like Gantt charts, PERT, and CPM to track progress against the schedule. Managing risks is also important for project success.
The document provides an overview of systems and infrastructure life cycle management processes, including business realization, project management structure, project management practices, business application development, and information systems maintenance practices. It discusses topics like portfolio/program management, the system development life cycle, project planning, and software acquisition. The document is broken into several sections that describe key concepts and processes.
Software Testing and Quality Management SubjectBhartiPatel95
This document provides an introduction to software engineering. It defines software engineering as the systematic approach to developing, operating, and maintaining software. It discusses the primary goals of software engineering as improving quality, increasing productivity, and increasing job satisfaction. The document also examines factors that affect software quality and productivity such as individual ability, team communication, product complexity, management skills, and stability of requirements. Finally, it outlines the ideal activities of managers in software engineering firms such as controlling resources, ensuring products are delivered on time and on budget, and establishing project management procedures.
The document discusses the limitations of the conventional or waterfall model of software development. It identifies five major problems with the conventional approach: 1) protracted integration and late design breakage due to lack of early integration and testing, 2) late risk resolution as risks are not addressed until late in the project, 3) requirements-driven decomposition leading to suboptimal component organization, 4) adversarial stakeholder relationships due to lack of early and frequent customer involvement, and 5) excessive focus on documents and review meetings rather than engineering work. The document advocates using a modern approach that assesses projects early and continuously to avoid these problems.
Unit III Project TopicPlease complete the information below .docxouldparis
Unit III Project Topic
Please complete the information below based on the project you have chosen for your project plan.
Project Network Diagram:
Description of the critical path in your project:
Description of how your project might be affected by delays in the critical path and how you could get the project back on schedule if such delays happen:
Description of project time and cost estimates and how your WBS impacts those estimates:
Unit II Project Topic
Project name: Enhanced Selection and Recruitment System
Project manager name: Arie McQuarley
Project’s goal:
• The anticipated benefits of this project include assisting organizations in finding quality candidates. Establishing a proper job description as well as advertisement in areas where an organization can attract candidates with the appropriate skills is the first primary step.
• Also, the project aims at saving training time and capital through proper selection. By candidates undergoing through an organized set of questions as well as skills tests to engage their ability to fulfill the job demands, an organization reduces time and resources to look for talents.
• Equally, the project focuses on reducing potential legal ramifications. Usually, employers get sued for prejudice if a candidate feels discrimination resulted in their lack of job acquisition. Enhanced selection and recruitment system eliminate these misunderstandings.
Cost estimate:
The approximate budget for the project is $9500. The base cost estimate will include the following expenditures:
• Resourcing such as staff costs and consultant fees ($3000)
• Accommodation ($1000)
• Consumables like IT supplies and power ($1500)
• Expenses such as subsistence ($1500)
• Capital items such as computer hardware ($2500)
Project structure:
The project will take a matrix structure since it is the most suitable and appropriate while dealing with changes in priorities and program needs. Matrix structure allows the team members to engage in information sharing more easily across the project's phases and permits for the specialization that increases the depth of understanding. Besides, it allows for the professional development of the project since the structure allocates all necessary resources equally. Specifically, it helps in making the scarce specialty skills like system developed to be comprehensively utilized in the project's course. There will be a project manager, followed by a system developer and staff.
People/departments involved:
The departments that will mainly be involved include the human resource department and the IT department.
• The human resource is essential in the recruitment and selection process and would provide useful insights into the elements, structure, and components of an effective recruitment system.
• The IT department, however, will help in the development of an efficient technical system that incorporates the best recruitment system dashboard.
Potential risks/issues to ov ...
This document provides an overview of project management concepts including:
- The definition of a project, project life cycle, characteristics of projects, and tools and techniques used for project management.
- Key aspects of project management like project identification, scope, deliverables, team, and the role of the project manager.
- The project life cycle involves initiation, planning, execution, and closure to complete a project on time and on budget.
- Effective project managers demonstrate leadership, task delegation, and communication skills to guide a project team to success.
The document discusses various aspects of software project management including the management scope, people, product, process, and project. It also covers the W5HH principle for defining key project characteristics including why the system is being developed, what will be done, when it will be done, who is responsible, where people are located, how the job will be done technically and authoritatively, and how many resources are needed. Finally, it discusses software metrics for measuring aspects like size, quality, and productivity.
The document discusses principles of software requirements analysis. It covers topics like requirements engineering, types of requirements, software requirements specification, problems in requirements specification, requirements gathering tools, modeling system architecture using techniques like data flow diagrams and entity relationship diagrams, software prototyping and metrics. The objectives of requirements analysis are to understand significance, develop software requirements specification document, and know various analysis tools and techniques.
This document provides an introduction to software project management. It defines software, projects, and management. Software project management aims to deliver software on time, within budget, and meeting requirements. The document discusses the differences between software and other projects, as well as contract management, common project activities, plans and methodologies used. It also covers categorizing projects, project charters, stakeholders, objectives, success and failure factors, the project management lifecycle, and differences between traditional and modern approaches.
The document discusses software project management responsibilities and activities. It covers project planning, estimation techniques, scheduling, and monitoring. Project managers are responsible for overall project success through tasks like planning, cost estimation, risk management, and client interfacing. Accurate project planning requires estimating project size, cost, duration, and effort. Techniques include expert judgment, Delphi, and mathematical models. The COCOMO model specifically estimates effort and time based on project size. Project managers use techniques like sliding window planning to address risks from inaccurate initial estimates.
The document discusses the four phases of the software development lifecycle: inception, elaboration, construction, and transition. It provides details on the objectives and essential activities of each phase. The inception phase focuses on establishing scope and demonstrating architecture. The elaboration phase builds prototypes and baselines requirements, architecture, and plans. Construction integrates components and tests features. Transition deploys the software to end users through activities like beta testing and training. The document also discusses engineering artifact sets for managing development, including management, requirements, design, implementation, and deployment artifacts.
This document provides an overview of software engineering concepts including:
1. Software can be both a product and a means to deliver a product, transforming data in simple or complex ways. Software is defined as instructions, data structures, and documentation.
2. Software engineering is the systematic development of software using theories, methods, and tools. It produces software products through defined processes, methods, and management activities.
3. Common software process models include waterfall, incremental, evolutionary (like prototyping and spiral), and concurrent development models. Each has advantages and disadvantages depending on the project.
This document discusses project management for software development projects. It covers topics such as the need for project management due to budget and schedule constraints. It also discusses distinguishing aspects of software project management compared to other engineering disciplines. Additional topics covered include project planning activities like proposal writing, scheduling, and reviews. It discusses challenges like estimating tasks, scheduling dependencies, and allocating staff. It also covers risk management activities like identifying risks, analyzing risks, planning strategies to address risks, and monitoring risks throughout the project.
The document discusses various techniques for project planning and cost estimation in software development projects. It covers topics such as project planning, scheduling, risk analysis, cost estimation models like COCOMO, and agile planning techniques like release planning in XP. Project planning involves breaking work into tasks, assigning resources, anticipating risks. Cost is estimated using experience-based techniques or algorithmic models that take into account factors like size, reuse, and team capabilities. Agile methods use iterative planning to select stories for increments based on priorities and progress.
This document discusses the project integration management knowledge area and its processes, including developing the project charter to formally authorize a project, developing the project management plan by defining subsidiary plans and integrating them into a comprehensive plan, directing and managing project work, monitoring and controlling project work, performing integrated change control, and closing the project or phase. It provides details on the inputs, tools and techniques, and outputs of developing the project charter and project management plan.
Ocean lotus Threat actors project by John Sitima 2024 (1).pptxSitimaJohn
Ocean Lotus cyber threat actors represent a sophisticated, persistent, and politically motivated group that poses a significant risk to organizations and individuals in the Southeast Asian region. Their continuous evolution and adaptability underscore the need for robust cybersecurity measures and international cooperation to identify and mitigate the threats posed by such advanced persistent threat groups.
Skybuffer AI: Advanced Conversational and Generative AI Solution on SAP Busin...Tatiana Kojar
Skybuffer AI, built on the robust SAP Business Technology Platform (SAP BTP), is the latest and most advanced version of our AI development, reaffirming our commitment to delivering top-tier AI solutions. Skybuffer AI harnesses all the innovative capabilities of the SAP BTP in the AI domain, from Conversational AI to cutting-edge Generative AI and Retrieval-Augmented Generation (RAG). It also helps SAP customers safeguard their investments into SAP Conversational AI and ensure a seamless, one-click transition to SAP Business AI.
With Skybuffer AI, various AI models can be integrated into a single communication channel such as Microsoft Teams. This integration empowers business users with insights drawn from SAP backend systems, enterprise documents, and the expansive knowledge of Generative AI. And the best part of it is that it is all managed through our intuitive no-code Action Server interface, requiring no extensive coding knowledge and making the advanced AI accessible to more users.
Introduction of Cybersecurity with OSS at Code Europe 2024Hiroshi SHIBATA
I develop the Ruby programming language, RubyGems, and Bundler, which are package managers for Ruby. Today, I will introduce how to enhance the security of your application using open-source software (OSS) examples from Ruby and RubyGems.
The first topic is CVE (Common Vulnerabilities and Exposures). I have published CVEs many times. But what exactly is a CVE? I'll provide a basic understanding of CVEs and explain how to detect and handle vulnerabilities in OSS.
Next, let's discuss package managers. Package managers play a critical role in the OSS ecosystem. I'll explain how to manage library dependencies in your application.
I'll share insights into how the Ruby and RubyGems core team works to keep our ecosystem safe. By the end of this talk, you'll have a better understanding of how to safeguard your code.
This presentation provides valuable insights into effective cost-saving techniques on AWS. Learn how to optimize your AWS resources by rightsizing, increasing elasticity, picking the right storage class, and choosing the best pricing model. Additionally, discover essential governance mechanisms to ensure continuous cost efficiency. Whether you are new to AWS or an experienced user, this presentation provides clear and practical tips to help you reduce your cloud costs and get the most out of your budget.
How to Interpret Trends in the Kalyan Rajdhani Mix Chart.pdfChart Kalyan
A Mix Chart displays historical data of numbers in a graphical or tabular form. The Kalyan Rajdhani Mix Chart specifically shows the results of a sequence of numbers over different periods.
Programming Foundation Models with DSPy - Meetup SlidesZilliz
Prompting language models is hard, while programming language models is easy. In this talk, I will discuss the state-of-the-art framework DSPy for programming foundation models with its powerful optimizers and runtime constraint system.
Unlock the Future of Search with MongoDB Atlas_ Vector Search Unleashed.pdfMalak Abu Hammad
Discover how MongoDB Atlas and vector search technology can revolutionize your application's search capabilities. This comprehensive presentation covers:
* What is Vector Search?
* Importance and benefits of vector search
* Practical use cases across various industries
* Step-by-step implementation guide
* Live demos with code snippets
* Enhancing LLM capabilities with vector search
* Best practices and optimization strategies
Perfect for developers, AI enthusiasts, and tech leaders. Learn how to leverage MongoDB Atlas to deliver highly relevant, context-aware search results, transforming your data retrieval process. Stay ahead in tech innovation and maximize the potential of your applications.
#MongoDB #VectorSearch #AI #SemanticSearch #TechInnovation #DataScience #LLM #MachineLearning #SearchTechnology
Taking AI to the Next Level in Manufacturing.pdfssuserfac0301
Read Taking AI to the Next Level in Manufacturing to gain insights on AI adoption in the manufacturing industry, such as:
1. How quickly AI is being implemented in manufacturing.
2. Which barriers stand in the way of AI adoption.
3. How data quality and governance form the backbone of AI.
4. Organizational processes and structures that may inhibit effective AI adoption.
6. Ideas and approaches to help build your organization's AI strategy.
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
leewayhertz.com-AI in predictive maintenance Use cases technologies benefits ...alexjohnson7307
Predictive maintenance is a proactive approach that anticipates equipment failures before they happen. At the forefront of this innovative strategy is Artificial Intelligence (AI), which brings unprecedented precision and efficiency. AI in predictive maintenance is transforming industries by reducing downtime, minimizing costs, and enhancing productivity.
Ivanti’s Patch Tuesday breakdown goes beyond patching your applications and brings you the intelligence and guidance needed to prioritize where to focus your attention first. Catch early analysis on our Ivanti blog, then join industry expert Chris Goettl for the Patch Tuesday Webinar Event. There we’ll do a deep dive into each of the bulletins and give guidance on the risks associated with the newly-identified vulnerabilities.
Best 20 SEO Techniques To Improve Website Visibility In SERPPixlogix Infotech
Boost your website's visibility with proven SEO techniques! Our latest blog dives into essential strategies to enhance your online presence, increase traffic, and rank higher on search engines. From keyword optimization to quality content creation, learn how to make your site stand out in the crowded digital landscape. Discover actionable tips and expert insights to elevate your SEO game.
Driving Business Innovation: Latest Generative AI Advancements & Success StorySafe Software
Are you ready to revolutionize how you handle data? Join us for a webinar where we’ll bring you up to speed with the latest advancements in Generative AI technology and discover how leveraging FME with tools from giants like Google Gemini, Amazon, and Microsoft OpenAI can supercharge your workflow efficiency.
During the hour, we’ll take you through:
Guest Speaker Segment with Hannah Barrington: Dive into the world of dynamic real estate marketing with Hannah, the Marketing Manager at Workspace Group. Hear firsthand how their team generates engaging descriptions for thousands of office units by integrating diverse data sources—from PDF floorplans to web pages—using FME transformers, like OpenAIVisionConnector and AnthropicVisionConnector. This use case will show you how GenAI can streamline content creation for marketing across the board.
Ollama Use Case: Learn how Scenario Specialist Dmitri Bagh has utilized Ollama within FME to input data, create custom models, and enhance security protocols. This segment will include demos to illustrate the full capabilities of FME in AI-driven processes.
Custom AI Models: Discover how to leverage FME to build personalized AI models using your data. Whether it’s populating a model with local data for added security or integrating public AI tools, find out how FME facilitates a versatile and secure approach to AI.
We’ll wrap up with a live Q&A session where you can engage with our experts on your specific use cases, and learn more about optimizing your data workflows with AI.
This webinar is ideal for professionals seeking to harness the power of AI within their data management systems while ensuring high levels of customization and security. Whether you're a novice or an expert, gain actionable insights and strategies to elevate your data processes. Join us to see how FME and AI can revolutionize how you work with data!
Driving Business Innovation: Latest Generative AI Advancements & Success Story
It projects austria
1. Success in information technology projects1
Introduction
(1) IT is a major prerequisite for efficient administration work. Today, desktop PCs with
office software, electronic communications, electronic filing and archiving, IT systems
for accounting, materials management and HR management are being used by
government authorities both at the federal and regional levels.
(2) IT projects are subject to the influence of a large number of critical factors. Not
paying enough attention to these factors frequently leads to major delays, budgets being
exceeded, or even projects being aborted.
A study conducted by an international IT consultant on roughly 200 000 IT projects
showed that, in 2002, only 34% of all these IT projects worldwide managed to stay
within time and budget as planned. 15% of the projects failed, while the remaining 51%
could be completed only by increasing the time and budget frameworks or restricting the
planned scope of functions.
(3) In 2003, federal IT expenditure - including outsourcing to external IT service
providers - amounted to about € 339 million, with a further € 110 million spent at the
regional government level. Legal entities whose financial operations also have to be
audited by the Austrian Court of Audit, such as local authorities in communities with
more than 20 000 inhabitants, social insurance institutions, health care institutions,
professional associations (chambers), parts of successor companies of the former state-
owned postal and telegraph services, other former government-run entities, as well as the
Austrian Railways, accounted for additional IT spending.
1
Bruno Walter, Austrian Court of Audit
1
2. The Court of Audit estimates public-sector IT expenditure in 2003 to have amounted to
more than € 1 billion.
(4) In the course of financial audits, the Court of Audit identified two key problem areas
in the context of IT projects.
• IT projects that significantly exceeded the approved time and budget frameworks
or did not provide the planned scope of functions, and
• IT projects that, in spite of high costs, were not conducted as a project should be,
i.e. without adequate structuring.
Phases of an IT project and potential problems
Using the sequence of phases in an application development IT project structured
according to best practices as an example, we will describe the purpose of each project
phase as well as the problems most frequently identified during financial audits.
Definition of objectives
(1) The definition of objectives is what guides the whole project and provides a
benchmark for measuring its success. Its purpose is to define the content, purpose, and
benefit of the project.
(2) Potential problems:
• lack of concrete objectives;
• lack of benchmarks to verify goal achievement;
• decisions on technical solutions without comprehensive knowledge of project
requirements.
2
3. Initial identification of requirements and resources
(1) The project approval process typically includes an estimate of cost, timeframe and
human resources needed. This necessitates the prior compilation of a list of requirements.
The functional requirements can be translated into development effort figures on the
basis of either empirical values gathered in previous projects or technical methods for
effort estimation, e.g., the function point method2.
(2) Potential problems:
• list of requirements is compiled only for parts of the project, with the
rest being extrapolated;
• requirements are described in too much detail in some sections;
• incorrect (typically too low) effort estimation due to lack of
experience.
Project functions
(1) It is absolutely vital for the project to define functions (contract awarder, steering
committee, contractor, head of analysis team, analysts, head of programming team,
programmers, system technicians, project management, controlling, testing) and appoint
people to fill them. The project team members must be assigned to report to the project
manager for the entire duration of the project.
2
A method for estimating the effort required for software projects on the basis of the program functions to
be implemented.
3
4. (2) Potential problems:
• project functions are not assigned; e.g., controlling, management, head of
analysis, head of programming;
• no definition of and/or non-compliance with decision-making structures between
contract awarder, steering committee and contractor;
• project manager is not given authority over project team members;
• project team members are not fully assigned to the project, but handle the project
in addition to their usual work;
• lack of expertise;
• lack of experience in project management;
• teams are formed without taking account of inter-personal and intra-personal
needs.
Approval
(1) The approval process has to cover the requirements, resources, time and budget as
well as the assignment of project functions to team members. Escalation mechanisms
and/or reactions to any exceeding of planned resource thresholds for each section must
be agreed upon.
(2) Potential problems:
• not all the key project data as mentioned are fully covered by the project approval
process;
• no agreements on what to do when approved resources thresholds are exceeded;
• no definition of milestones to enable output and input to be compared against
planned values.
4
5. Requirements analysis
(1) In this phase, which accounts for about 25% of overall project effort, it is necessary to
fully identify the requirements in the various departments affected by the IT applications.
Requirements should be classified by subject matters and prioritized by frequency of use
and/or development cost/benefit ratio.
In the case of functions which are rarely used, but need a lot of effort to implement, as
well as in special or isolated cases, an IT implementation within the scope of the overall
project should be avoided.
After the requirements analysis, the full list of requirements, which is now available for
the first time, has to be used as the basis for calculating subsequent effort in terms of HR,
time and budget and to compare these figures against the values planned so far.
(2) Potential problems:
• requirements analysis is initiated without a work breakdown chart;
• not all the affected departments are involved;
• the requirements are not adequately structured;
• all the individual requirements are taken into consideration without reflection;
• project costs and resources are not re-calculated after the requirements analysis.
5
6. Application design
(1) In this phase, which likewise accounts for about 25% of overall project effort, it is
necessary to translate the functional requirements into a technical workflow. This
includes first of all the definition of system and software requirements as well as the
decision for a particular software development environment and the definition of
interfaces. All of this furnishes the basis for the software design as such.
To ensure a consistent level of quality for the software design, which is drawn up by
various team members, it is possible to use a set of sample solutions and routines (after
consultation with the head of quality assurance). As a rule, it is useful to split the design
up into more or less independent modules and divide these in turn into sections with
defined milestones. This provides a clear structure for the work to be performed and
makes it easier to monitor project progress by comparing the actual status with the
planned values.
(2) Potential problems: application design is initiated without a work breakdown
chart;
• lack of expertise for technical decisions taken in the run-up to the project;
• decision for software tools with low market penetration;
• decision for software tools where no in-house experience is available and which
therefore require a lot of familiarization and training;
• no uniform solution methods for software design because of lacking coordination
between analysis and quality assurance;
• lack of modularity in application design makes it difficult to work in parallel and
to monitor progress.
6
7. Programming
(1) Programming, too, has to be structured on the basis of a work breakdown chart and be
standardized by means of programming guidelines. As a rule, the software design will be
created in a development environment that supports graphical representations of logical
sequences. This makes it possible to subsequently generate the program code
automatically, in which case programming is reduced to merging the various process
routines and programming the required interfaces. The automatically generated code
sections have to be commented to ensure the future serviceability of the program.
If programming languages without a program generator are used, the program code has
to be structured and adequately documented. Subsequently, the respective developers
have to test the program modules against the defined requirements.
(2) Potential problems:
• programming is initiated without a work breakdown chart;
• programming without guidelines, without adequate structuring and sufficient
documentation;
• use of automatically generated program code without sufficient documentation;
• no individual testing of each module.
7
8. Test, acceptance, and integration
(1) Testing also requires a work breakdown chart with test data and coverage of all the
individual functions. The subsequent test cycle consists of at least three sections.
System testing checks whether or not the overall program meets the requirements.
Integration testing checks how the program is embedded into existing IT systems; load
testing measures the system's behaviour under normally expected, but also under
exceptional loads.
After successful testing, the application can be acceptance-tested on the basis of a
comparison of actual against requested performance (functional objectives) and of a
verification of time and budget objectives.
(2) Potential problems:
• - no work breakdown chart for testing;
• - not all the program functions are tested;
• - no load tests based on real-life conditions;
• - a reduced acceptance procedure for time and budget reasons.
IT project examples
During the past few years, the Court of Audit has examined a number of IT projects. The
ones presented here refer to the in-house development of special application software
(case studies 1 and 2) and to the outsourcing of software development (case study 3).
Case study 1 lists all the key problem areas mentioned above, while cases studies 2 and 3
refer only to three problem areas that had a particularly negative impact on the project.
8
9. Case study 1
1995 saw the start of an in-house project for application software development, with a
budget of € 7.85 million. Development work was distributed over 5 locations in Austria,
with a planned timeframe of 3 years. In June 2002, work on the project was suspended
due to inadequate project progress combined with continuously increasing cost. The
project had been completed to a degree of only about 70% while having caused costs of
about € 14.71 million.
The Court of Audit considers the following problems to have had the strongest impact on
the project:
• The requirements had been defined only for parts of the project; time and budget
estimations had been based on an extrapolation of these results without knowledge of
the functional requirements for the rest of the project.
• The controlling, head of analysis and head of programming functions had not been
planned for and were thus not provided for.
• The project team members distributed over 5 locations in Austria did not report
directly to the project manager. Availability rates for project team members,
including the project manager, were less than 50%; employees were not assigned
fully to the project, but worked for it in addition to their other duties.
• The project was approved without knowing the project start date; a project end date
was not defined during the approval process. No procedures for what to do if
approved resources were exceeded and no milestones for actual-planned comparisons
were defined.
• The requirements analysis included all the individual requirements without
verification of their cost-benefit ratios.
9
10. • The application design phase was started without a work breakdown chart for the
analysis team.
• A software development environment with low market penetration was chosen; no
experience with this product was available, which resulted in long familiarization
periods. As the vendor has discontinued this software, it now has to be serviced in-
house.
• The actual status (progress) of development work was not regularly monitored.
• Programming took place without a work breakdown chart and without timeframes for
each module.
• Upon recommendation by the Court of Audit,
• the project was split up into independent parts and distributed over new locations,
which were each fully responsible for the part assigned to them;
• the project was placed under external project management;
• IT support and external controlling were set up additionally;
• work breakdown charts for analysts and programmers were introduced; and
• milestones were defined to make the project amenable to controlling through
actual/planned comparisons.
10
11. Case study 2
A comprehensive program system for the administration of specific personal data was to
be developed within the framework of 16 individual contracts. A program platform to
serve as basis for further development work was developed and tested under three
individual contracts worth a total of € 6.6 million.
The subsequent contract for the development of a prototype failed because the previously
developed platform relied on outdated, no longer adequate technology. Four additional
contracts for the development of a new basic system led to a six-fold increase of the
originally proposed budget of € 1.1 million, with a delay of more than five years.
The basic system was to serve as a platform for individual application programs for the
existing 68 organization units. The requirements had already been identified. After three
years and due to the extraordinary delay incurred, an amendment agreement had to be
concluded to bring application development down from 68 solutions to three
standardized categories. In spite of this reduction of functional scope, the cost for the
application programs rose from a budgeted € 6.5 million to € 8.4 million.
• The Court of Audit regards the following problem areas as particularly negative for
the project:
• The contracts for the development of a program system were not based on a technical
concept.
• The requirements for the technical basic system were not analyzed, and prototyping
was based on a technically inadequate system.
• The unreflected consideration of all user requirements submitted by 68 organization
units did not take account of the more or less identical workflows in these units and
resulted in exceptionally high development effort.
11
12. Case study 3
An IT project worth € 96.55 million with a planned runtime of twelve years was to equip
4500 employees with desktop PCs running office software plus a new, specially
developed application program, which was to be specifically adapted to the requirements
of each individual unit. To provide for an optimal implementation of these individual
requirements and to ensure high acceptance rates for the new software among its users, a
one-year period for adaptations was planned for each unit.
Several changes in PC operating system and office software made by the vendors led to
considerable and unexpected additional effort for re-installation and data conversion. The
need for a change in product for the application program and a subsequent version
change caused high programming effort and several years of delay. Work in the central
units is expected to be completed by 2005, which means a four-year delay against initial
plans.
The Court of Audit regards the following problem areas as particularly negative for the
project:
• The planned project duration of 1 years did not take account of the 3-year technology
change cycle in the PC and office software field and all the subsequent effort this
entailed.
• The combination of a variety of IT applications of different levels of complexity led
to different degrees of completion in each phase and made it more difficult to
complete the software installation process in each unit.
• The one-year adaptation period planned for each unit neither took account of similar
workflows nor limited the requirements to a reasonable and feasible extent.
12
13. IT project management
There is a lot of specialized literature describing how IT projects should be organized.
The two main versions are the lifecycle model and the process model.
Lifecycle model
The lifecycle models divides the process into discrete, chronologically subsequent
phases. Once a phase is completed, its results are summarized. The next phase can be
initiated only after a positive decision that the goals of the previous phase have been
reached.
Process model
The process model adds factors such as project, configuration and quality management to
the principles of the lifecycle model. The process model of project organization provides
concrete instructions for each single activity, but does not define the chronological
sequence of activities and how they interact. For this reason, it frequently occurs that the
process model is used for project organization, but a lifecycle approach is applied to the
sequence of the individual activities.
While the Court of Audit considers these theoretical models adequate, though not easily
translatable into practice, it regards the choice of a model for handling an IT project as a
major challenge in itself.
Court of Audit project model
For the purposes of its financial audits, the Court of Audit has merged the characteristics
of all of these models into a model of its own. This model combines elements from the
process and lifecycle models to form a separate, very simple structure that lends itself as
a project execution guideline for immediate application. It is not intended to replace the
project approval procedures and project structures already developed by government
authorities, but represents only one of many possible structures, which can also be used
for controlling purposes.
13
14. Court of Audit project model flowchart
project management project execution
project content requirements
and define objectives
Arrange project structure;
estimate of time and budget
1. approval
work breakdown charts
requirements analysis *
requirements analyses
Audit whether the projekt struktur
and –plan still appropriate;
calculation of costs and duration
2. approval
work breakdown charts of
application design*
application design
work breakdown charts of
programming*
programming
work breakdown charts of
test*
test
work breakdown charts of
integration*
integration
*Work breakdown;
definition of resources for each part and agreement on milestones
14
15. The work breakdown charts for requirements analysis, application design or
programming divide the work to be performed into modules and sections. Detailed
planning for each section must include maximum HR needs, timeframe and budget, and a
suitable milestone. The documentation of work performed and the presentation of results
for each milestone make it possible to compare output and input against the respective
detailed plans.
The Court of Audit relies on this model to evaluate the project phases in a given project.
In this context, it makes no difference whether or not these project phases are specifically
mentioned in the approved project plan. What is essential is that the functional tasks of
each project phase as described in the model are fulfilled during the course of the project
being audited.
Multi-level approval procedure
The Court of Audit model is based on a double approval of the project: first, on the basis
of the defined objectives and the estimated costs; second, on the basis of a full analysis of
the requirements and subsequent renewed project time and budget calculations. This
approach has the following key advantages:
• In the requirements analysis phase, which consumes about 25% of project resources,
it is possible to consider new or supplementary requirements - as compared against
the status at project initiation - without a cumbersome change request procedure.
• After the requirements analysis phase, it is possible to agree to limit additional
requirements or change requests as far as possible; this does not apply to absolutely
necessary changes, such as caused ,for example, by errors in underlying documents
or changes in the legal situation.
• After completion of the requirements analysis, it is possible to calculate project time
and budget so that reliable figures are available for further project approval.
15
16. The drawback of a two-level approval procedure lies in the fact that a final decision on
whether or not to continue the project can be taken only after about 30% of overall
project resources (5% for project initialization and 25% for the requirements analysis)
have been used up. However, this disadvantage is outweighed by the fact that even if
project continuation is not approved on account of too high cost in the future, the loss or
damage suffered is lower than if the same project would be aborted later on because it
had exceeded its budget.
The contents of the individual project phases are the same as already described in the
section on IT project phases. The Court of Audit sees the key problem areas in project
initiation, application design, and controlling. Accordingly, the model has been extended
for these phases.
Project initiation
The project initiation phase comprises the following steps, which are vital for project
success. Functions to be assigned include contract awarder, contractor (project manager),
management working group including planning/steering and controlling, and the steering
committee.
16
17. Project initiation in the Court of Audit project model
Project initiation by
Contract Awarder
Introduction of working goups
Management Development Steering
Committee
Definition of project structure; estimate
of human resources, time and budget
Definition of project
structure;
estimate of human resources,
time and budget
Agreement on team members:
Contractor = project manager,
head of analysis, analysts,
head of programming,
programmers, quality assurance,
configuration management, testing.
Agreement on functions,
planning and controlling
1. Approval by the Steering Committee
The steering committee approves the individual phases of the project, reviews controlling
reports and approves any necessary changes in project planning and resources.
The Development working group has the operative control of the project; functions such
17
18. as project management, analysis and programming have to be assumed by team members
with special IT skills who should, where possible, be fully assigned to the project. Project
approval thus not only covers human resources, project time and budget, but in particular
also the appointment of team members for the various project functions.
Application design
The application design phase shown in a simplified manner in the flowchart translates the
project contents identified in the requirements analysis into a technical concept. Prior to
software design as such, fundamental decisions regarding the technological environment
for development have to be taken.
It is necessary to select a system architecture and a software development environment
on the basis of the identified system requirements. Then the technical interfaces have to
be defined, governed by the software architecture that has been chosen. Only after this
technical architecture and the respective software tools have been defined is it possible
for the contents of the requirements analysis to enter into the software design.
18
19. Application design in the Court of Audit project model
Draw up
system requirements System architecture
Draw up Software development
software requirements environment
Draw up
Interfaces
software architecture
Draw up
software design and data catalogue
Controlling circuit
Basically, the Court of Audit considers it necessary to install comprehensive controlling.
The plans have to be checked for plausibility and/or feasibility in advance in order to
arrive at realistic specifications for subsequent evaluation. Controlling must be reflected
in the project organization by periodical actual/planned comparisons (milestones) of
output and input. If deviations from plan are found, the steering committee must be
informed, and solutions must be proposed.
The detailed plans and work breakdown charts from the requirements analysis,
application design and programming phases, plus the agreement on approved resources,
serve as a yardstick for controlling. Output has to be continually documented, with
results being summarized at regular intervals. The actual/planned comparison of output
with plans (milestone) provides evaluations for project controlling purposes.
19
20. Controlling circuit in the Court of Audit project model
project organization project accomplishment
-steering
provision of service
Requirements
detailed plans of section section and documentation
and steering
requirements of resources and
agreement on milestones;
project controlling
milestones presentation of results
actual/planned comparison of
plans and resources
20
21. Court of Audit recommendations
The project management has to find an adequate project organization and adapt it as
necessary. The project organization depends on the type and scope of the IT project,
taking account of timeframe, number and skills of team members, as well as user
requirements.
The Court of Audit recommends to additionally evaluate this project organization on the
basis of the Court of Audit project model as follows:
(1) Are the tasks as described in the section on IT project phases, i.e.
• definition of objective
• initial identification of requirements and resources
• project functions
• approval
• requirements analysis
• application design
• programming
• test, acceptance, and integration
being mapped and being taken account of in terms of functions in the specific project
organization?
(2) Does the logical sequence shown in the Court of Audit project model have benefits
also for the specific project organization?
(3) Can the two-level approval procedure as shown in the Court of Audit project model
be purposefully applied in the specific project?
21
22. (4) The definition of functions plays a very important role in the Court of Audit project
model. This applies above all to contract awarder, project management, controlling,
contractor, heads of analysis and programming and steering committee. Accordingly, the
project approval process has to incorporate the appointment of persons for these
functions.
(5) The Court of Audit ‘application design’ project model stipulates that the system
architecture, software development environment, software architecture and
corresponding interfaces be defined first, on the basis of the contents of the requirements
analysis, before the software design and the data catalogue are implemented.
(6) The documentation of output and the presentation of results for each milestone make
it possible to compare output and input against the respective detailed plans. Deviations
found by controlling must trigger project steering measures. The project management has
to report major deviations to the steering committee together and propose possible
solutions plus a calculation of potential costs.
(7) The most frequent problems as listed by the Court of Audit in the section on IT
project phases constitute a sort of 'black list' for controlling to avoid known errors in
projects.
22