計(jì)算機(jī)軟件工程

計(jì)算機(jī)軟件工程LearningObjectivesExplaintheelementsofprojectmanagementandtheresponsibilitiesofaprojectmanagerExplainprojectinitiationandtheactivitiesintheprojectplanningphaseoftheSDLCDescribehowthescopeofthenewsystemisdetermined2LearningObjectives(continued)DevelopaprojectscheduleusingPERTandGanttchartsDevelopacost/benefitanalysisandassessthefeasibilityofaproposedprojectDiscusshowtostaffandlaunchaproject3OverviewFundamentalprinciplesofprojectmanagementProjectsuccessfactorsRoleofprojectmanagerProjectmanagementknowledgeareasHowinformationsystemprojectsinitiatedPartofoverallstrategicplanRespondtoimmediatebusinessneedTheprojectplanningphaseofSDLCProjectplanningexlesforRMO4ProjectSuccessFactorsProjectmanagementimportantforsuccessofsystemdevelopmentproject2000StandishGroupStudyOnly28%ofsystemdevelopmentprojectssuccessful72%ofprojectscanceled,completedlate,completedoverbudget,and/orlimitedinfunctionalityThus,projectrequirescarefulplanning,control,andexecution5ReasonsforProjectFailureIncompleteorchangingrequirementsLimiteduserinvolvementLackofexecutivesupportLackoftechnicalsupportPoorprojectplanningUnclearobjectivesLackofrequiredresources6ReasonsforProjectSuccessClearsystemrequirementdefinitionsSubstantialuserinvolvementSupportfromuppermanagementThoroughanddetailedprojectplansRealisticworkschedulesandmilestones7RoleoftheProjectManagerProjectmanagement–organizinganddirectingpeopletoachieveaplannedresultwithinbudgetandonscheduleSuccessorfailureofprojectdependsonskillsoftheprojectmanagerBeginningofproject–planandorganizeDuringproject–monitorandcontrolResponsibilitiesarebothinternalandexternal8InternalResponsibilitiesIdentifyprojecttasksandbuildaworkbreakdownstructureDeveloptheprojectscheduleRecruitandtrainteammembersAssignteammemberstotasksCoordinateactivitiesofteammembersandsubteamsAssessprojectrisksMonitorandcontrolprojectdeliverablesandmilestonesVerifythequalityofprojectdeliverables9ExternalResponsibilitiesReporttheproject’sstatusandprogressEstablishgoodworkingrelationshipswiththosewhoidentifytheneededsystemrequirementsThepeoplewhowillusethesystemWorkdirectlywiththeclient(theproject’ssponsor)andotherstakeholdersIdentifyresourceneedsandobtainresources10VariousTitles/RolesofProjectManagers(Figure3-1)11ParticipantsinaSystem

DevelopmentProject(Figure3-2)12ProjectManagementTasksBeginningofprojectOverallprojectplanningDuringprojectProjectexecutionmanagementProjectcontrolmanagementProjectcloseoutProjectmanagementapproachdiffersforPredictiveSDLCAdaptiveSDLC13ProjectManagementandSDLCTasksforaPredictiveProject(Figure3-3)14ProjectManagementandSDLCTasksforanAdaptiveProject(Figure3-4)15ProjectManagementBodyofKnowledge(PMBOK)ScopemanagementControlfunctionsincludedinsystemControlscopeofworkdonebyteamTimemanagementBuilddetailedscheduleofallprojecttasksMonitorprogressofprojectagainstmilestonesCostmanagementCalculateinitialcost/benefitanalysisMonitorexpenses16ProjectManagementBodyofKnowledge(continued)QualitymanagementEstablishqualityplanandcontrolactivitiesforeachprojectphaseHumanresourcemanagementRecruitandhireprojectteammembersTrain,motivate,teambuildCommunicationsmanagementIdentifystakeholdersandtheircommunicationsEstablishteamcommunications17ProjectManagementBodyofKnowledge(continued)RiskmanagementIdentifyandreviewrisksforfailureDevelopplanstoreducetheserisksProcurementmanagementDeveloprequestsforproposals(RFPs)Evaluatebids,writecontracts,monitorperformanceIntegrationmanagement18ProjectInitiationandtheProjectPlanningPhaseDrivingforcestostartprojectRespondtoopportunityResolveproblemConformtodirectiveProjectinitiationcomesfromLong-termISstrategicplan(top-down)prioritizedbyweightedscoringDepartmentmanagersorprocessmanagers(bottom-up)Responsetooutsideforces(HIPAA)19InitiatingCustomerSupportSystemRMOStrategicISplandirectsISdevelopment’sprojectprioritiesCustomersupportsystem(CSS)selectedJohnMacMurty–createsprojectcharterBarbaraHalifax–projectmanagerStevenDeerfield–seniorsystemsanalystGoalistosupportmultipletypesofcustomerservices(ordering,returns,onlinecatalogs)Projectcharterdescribeskeyparticipants20RMOProjectCharter(Figure3-5)21ActivitiesoftheProjectPlanningPhase22ActivitiesoftheProjectPlanningPhaseandTheirKeyQuestions(Figure3-7)23DefiningtheProblemReviewbusinessneedsUsestrategicplandocumentsConsultkeyusersDeveloplistofexpectedbusinessbenefitsIdentifyexpectedsystemcapabilitiesDefinescopeintermsofrequirementsCreatesystemscopedocumentBuildproofofconceptprototypeCreatecontextdiagram24ContextDiagramforCustomerSupport25DefiningtheProblematRMOBarbara–CompletedproblemdefinitionstatementSteve–ConductedpreliminaryresearchonalternativesolutionsBarbara,Steve,andWilliamMcDougal–ProceededwithanalysisbeforemakingsolutiondecisionsBarbaraandSteve–Beganschedule,budget,feasibilitystatementfornewsystem26ProducingtheProjectScheduleDevelopworkbreakdownstructure(WBS)ListoftasksanddurationrequiredforprojectSimilartooutlineforresearchpaperWBSisfoundationforprojectscheduleBuildaPERT/CPMchartAssistsinassigningtasksCriticalpathmethodGanttchartandtrackingGANTTchart27PartialPERT/CPMChart28GanttChartforEntireProject(withoverlappingphases)29GanttChartforIterativeProject

(Figure3-14)30ConfirmingProjectFeasibilityRiskmanagementEconomicfeasibilityCost/benefitanalysisSourcesoffunds(cashflow,long-termcapital)OrganizationalandculturalfeasibilityTechnologicalfeasibilitySchedulefeasibilityResourcefeasibility31RiskManagement32EconomicFeasibilityCost/benefitanalysisEstimateprojectdevelopmentcostsEstimateoperationalcostsafterprojectEstimatefinancialbenefitsbasedonannualsavingsandincreasedrevenuesCalculateusingtableofcostsandbenefitsUsesnetpresentvalue(NPV),paybackperiod,returnoninvestment(ROI)techniques33SupportingDetailforSalaries

andWagesforRMO(Figure3-16)34SummaryofDevelopmentCostsforRMO(Figure3-17)35SummaryofAnnualOperatingCosts

forRMO(Figure3-18)36SleBenefitsforRMO(Figure3-19)37RMOCostBenefitAnalysis(Figure3-20)38IntangiblesinEconomicFeasibilityIntangiblebenefitscannotbemeasuredindollarsIncreasedlevelsofserviceCustomersatisfactionSurvivalNeedtodevelopin-houseexpertiseIntangiblecostscannotbemeasuredindollarsReducedemployeemoraleLostproductivityLostcustomersorsales39OrganizationalandCulturalFeasibilityEachcompanyhasowncultureNewsystemmustfitintocultureEvaluaterelatedissuesforpotentialrisksLowlevelofcomputercompetencyComputerphobiaPerceivedlossofcontrolShiftinpowerFearofjobchangeoremploymentlossReversalofestablishedworkprocedures40TechnologicalFeasibilityDoessystemstretchstate-of-the-arttechnology?Doesin-houseexpertisepresentlyexistfordevelopment?Doesanoutsidevendorneedtobeinvolved?SolutionsincludeTrainingorhiringmoreexperiencedemployeesHiringconsultantsChangingscopeandprojectapproach41ScheduleFeasibilityEstimatesneededwithoutcompleteinformationManagementdeadlinesmaynotberealisticProjectmanagersDriverealisticassumptionsandestimatesRecommendcompletiondateflexibilityAssigninterimmilestonestoperiodicallyreassesscompletiondatesInvolveexperiencedpersonnelManageproperallocationofresources42ResourceFeasibilityTeammemberavailabilityTeamskilllevelsComputers,equipment,andsuppliesSupportstafftimeandavailabilityPhysicalfacilities43StaffingandLaunchingtheProjectDevelopresourceplanfortheprojectIdentifyandrequestspecifictechnicalstaffIdentifyandrequestspecificuserstaffOrganizetheprojectteamintoworkgroupsConductpreliminarytrainingandteambuildingexercisesKeystaffingquestion:“Aretheresourcesavailable,trained,andreadytostart?”44LaunchingProjectScopedefined,risksidentified,projectisfeasible,scheduledeveloped,teammembersidentifiedandreadyOversightcommitteefinalized,meettogivego-ahead,andreleasefundsFormalannouncementmadetoallinvolvedpartieswithinorganizationKeylaunchquestion:“Arewereadytostart?”45Recap