IT項目管理課件

ProjectManagementPlanning,WorkBreakdown,Tasks&ActivitiesProjectManagementPlanning,WoOverviewPlanningFoundationsThePlanWBSLRCProjectCharter2OverviewPlanningFoundations2Planning“Plansarenothing.Butplanningiseverything.”Gen.DwightEisenhower3Planning“Plansarenothing.Bu4ProjectPhases4ProjectPhasesTimeAllocationbyPhaseRememberthe40-20-40RuleSpecification-Implementation-Test5PlanningCode&UnitTestIntegration&TestCommercialDP25%40%35%InternetSystems55%15%30%Real-timeSystems35%25%40%DefenseSystems40%20%40%Bennatan,E.M,“OnTimeWithinBudget”TimeAllocationbyPhaseRemembTimeAllocationbyPhase6ActivitySmallProject(2.5KLOC)LargeProject(500KLOC)Analysis10%30%Design20%20%Code25%10%UnitTest20%5%Integration15%20%Systemtest10%15%McConnell,Steve,“RapidDevelopment”TimeAllocationbyPhase6Activ7Activitiesby%ofTotalEffortNASA’s“Manager’sHandbookforSoftwareDevelopment”7Activitiesby%ofTotalEffo8PotentialDeliverablesbyPhase8PotentialDeliverablesbyPha9ProjectIntegrationManagementOverviewNote:ThePMBOKGuideincludessimilarchartsforeachknowledgearea.9ProjectIntegrationManagemenThreeEssentialElementsofProjectPlanning10ObjectivesProjectPlanningProblemMissionThreeEssentialElementsofPrProjectObjectivesCriteriaSpecificMeasurableAgreeduponAchievableRealisticTimeboundDemonstrableUnderstandableDeliverableElevatedIntegratedSingular11ProjectObjectivesCriteriaSpeFoundationElementsForSoftwareProjectsSoftwareProjectsAreBasedOn:ProductSpecifications:WhattoMakeUserNeeds&CustomerExpectationsSystemRequirementsSoftwareRequirementsDomainandEnvironmentalConstraintsProcessSpecifications:HowtoMakeItEngineeringProcessModelContractualObligationsWorkforceCompetenciesProjectPlans12FoundationElementsForSoftwaProjectisDrivenbyanAgreement

BetweentheAcquirer&ProviderTheAcquirerisusuallyaCustomer,anotherdepartmentorProductManagementCustomerswillissuefixedpriceortimeandmaterialscontractsDepartmentswillissueservicelevelagreements&abudgetProductManagerswillissueaproductspecsupportedbyabusinesscasedrivenbyamarketstudyAcontractisastatementofunderstandingbetweenadeveloperandanacquirerEverysoftwareprojectshouldhaveacontractualagreementUsuallyanacquirerwillexpectordemandaprojectplanthatprovidesassuranceofdeliveryandvisibilityintoprogress13ProjectisDrivenbyanAgreemElementsOfAContractualAgreementScopeofworkDeliverydate(s)anddeliverablesJointreviewscheduleChangerequestproceduresDevelopmentconstraintsAcceptancecriteriaWorkauthorizationproceduresDelivery,installation,andtrainingschedule(ifappropriate)PriceandpaymentscheduleIfappropriateAProjectPlanshouldaddresstheseagreementitems.14ElementsOfAContractualAgreProject“Elasticity”(initialposition)FlexibilityMatrixFixedPrice√Schedule√Scope√ConstrainedFlexible15Essentialdifficultiesofdevelopingsoftware(company’schallenge)+Inabilitytospecifydetailedrequirementsapriori(customer’schallenge)…Imply:Afullyconstrainedprojectnotarealisticposture…assuresfailure!Solution:ConvincecustomerandseniormanagementthisistrueNegotiateanelasticbutconstrainedpositionthatassuressuccess(“win-win”)???Project“Elasticity”(initialProject“Elasticity”(possiblenegotiatedposition)FlexibilityMatrixFixedConstrainedFlexiblePrice√ScheduleEssentialsDesirables+Nice-to-Haves

√√ScopeEssentialsDesirables+Nice-to-Haves√√Cost√16CustomerwantstoensureafixedpricefortheprojectScheduleisfixedwithrespectto“essential”requirements(TBDduringproject)butconstrainedwithrespectto“desirables”and“nice-to-have”requirementsScopewithrespectto“essential”requirementsisfixedbutthereisflexibilitywithrespecttodesirableand“nice-to-have”requirementsCompanyisreadytoinvest(toapoint)intheprojectforfuturebusinessopportunitiesProject“Elasticity”(possiblProjectPlansProjectPlansTheProjectPlanTheprojectplanistheroadmapAmaptellsyouwhatroutetofollowWithoutamapyouonlyknowto“headroughlyeast;turnrightattheRockyMountains”WithoutamapyoudonotknowifyouaremakingprogresstowardyourdestinationIfyougetlost,amapcanhelpyoufindthecorrectwayButremember,ifthemapandtheterrainareindisagreement,believetheterrain18TheProjectPlanTheprojectplAdditionalPlansUserTrainingPlanInstallationandConversionPlanUserSupportPlanSoftwareMaintenancePlanPhysicalSecurityPlanFacilitiesManagementPlanSystemIntegrationandTestPlan19ThesemaybewrittenupasseparateplansbutforsmallerProjectsthesetopicscanbeintegratedasseparateSectionsintheProjectManagementPlan.AdditionalPlansUserTrainingPMPlan–Whatdoesitdo?Asimulationofprojectwork-earlyidentificationof“problematic”areasDefinitionandclarityofrolesandwork--provides“fit”andcoordinationReferencepointforchanges20PMPlan–Whatdoesitdo?AsiWhyIsAProjectPlanImportant?ToassessprojectfeasibilityTodemonstratebreadthanddepthofplanningToprovideavehiclefortradestudies&negotiationsToassessconsistencyofcost,schedule&estimatesProvidesamechanismforassessingprogressProvideabasisforcontrollingtheproject21WhyIsAProjectPlanImportanWhyIsPlanningNotAdequatelyDone?(Apparent)lackoftimeLackofskillsandtoolsLackofinformation:InsufficientunderstandingoftheprojectInadequaterequirementsanalysisNoveltyoftheprojectInsufficienthistoricaldataforplanningFrequentlyheardexcuses:“Whyplan,wheneverythingwillchangeanyway?”“Excessiveplanningindicatesalackofconfidence”“I’madoer,notaplanner”22WhyIsPlanningNotAdequatelyTheProjectPlanningSpace23scheduleresourcesrequirementstimeassetsobjectivesTheinitialplanmustachieveabalanceamongthesefactors,atanacceptablelevelofrisk;anysubsequentchangesinonemustbebalancedbyadjustmentsinoneorbothoftheothersTheProjectPlanningSpace23scTheProjectPlanningSpaceTheprojectplanningspaceischaracterizedby:Schedule:timeavailabletodotheworkAssets:resourcesavailabletodotheworkBudget:moneyavailabletoacquiretheresourcesRequirements:theworktobedoneRiskexposure:probabilityoffailurexcostoffailure24TheProjectPlanningSpaceTheAProcessModelForManagingSoftwareProjects25productsPlanningandReplanningActivityDefinitionWorkAssign-mentsIndependentV&VMeasuringControllingDataRetentionEstimatingReportingStatusReportsProjectReportsRequirementsandConstraintsDirectivesandConstraintsChangeRequestsandProblemReportsConfigurationManagement.................managementcustomerQualityAssuranceProductDevelopmentAProcessModelForManagingSProjectPlan:EssentialElements

BasedonIEEEStd1058([QSPM]:AppendixFalsocontainsIEEEStd1058Details)OverviewReferencesDefinitionsProjectOrganization:Roles&RelationshipsManagementProcesses:DeliverableWorkProductsTasks,Schedules,Resources,BudgetProgressMetricsRiskManagementTechnicalProcesses:Processes,Methods&ToolsTechnicalProduct&ProcessMetricsSupportingProcessPlansAdditionalPlansAnnexes26ProjectPlan:EssentialElemenGettingintotheDetailsAsoftwareprojectis(orshouldbe)characterizedbythefollowingdetails:Aone-timeeffortisplannedStartingandendingdatesareprescribedTasks&ActivitiesDefinedintermsof“WorkPackages”ScheduleandbudgetareplannedWell-definedtechnicalobjectives&milestonesarespecifiedAprojectteamisassembledResourcesareallocatedResponsibilitiesareassignedRisksareidentifiedandconfronted27GettingintotheDetailsAsoftPrimaryPlanningStepsIdentifyprojectscopeandobjectivesIdentifyprojectorganizationalenvironmentAnalyzeprojectcharacteristicsIdentifyprojectproductsandactivitiesEstimateeffortforeachactivityIdentifyriskAllocateresourcesReviewandcommunicateplan28PrimaryPlanningStepsIdentifyDocumentsPlanningProduct29DocumentsPlanning29PlanningDocumentsSoftwareDevelopmentPlan(SDP)SoftwareQualityAssurancePlan(SQAP)SoftwareConfigurationManagementPlan(SCMP)RiskManagementPlanSoftwareProcessImprovementPlanCommunicationsManagementPlanMigrationPlanOperationsPlan30PlanningDocumentsSoftwareDevPlanningDocumentsYou(thePM)needtochoosewhichdocumentsareappropriateDocsdonothavetobelengthySmallSet:SoftwareDevelopmentPlanRiskManagementPlanSoftwareQualityAssurancePlanSoftwareConfigurationManagementPlan31PlanningDocumentsYou(thePM)PlanningDocumentsProjectROIAnalysisStatementofWork(SOW)ProjectCharterSoftwareProjectManagementPlan(SPMP)BudgetResponsibilityAssignmentMatrix(RAM)RiskManagementPlan32PlanningDocumentsProjectROIProductDocumentsStatementofNeedSystemInterfaceSpecificationSoftwareRequirementsSpecificationSoftwareDesignSpecificationSoftwareValidation&VerificationPlanUserDocumentationSupportPlanMaintenanceDocumentation33ProductDocumentsStatementof34PlansEvolveOverTimeNASA’s“Manager’sHandbookforSoftwareDevelopment”34PlansEvolveOverTimeNASA’sSoftwareDevelopmentPlanSoftwareProjectManagementPlan(SPMP)Someconsideritthemostimportantdocumentintheproject(alongwithSRS)CanbeseenasanaggregationofothercoredocumentsEvolvesovertimeaspiecescometogether35SoftwareDevelopmentPlanSoftwSDP/SPMPFundamentalSectionsProjectoverviewDeliverablesProjectorganizationManagerialprocessesTechnicalprocessesBudgetSchedule36SDP/SPMPFundamentalSectionsCommunicationsManagementPlanOftenasectionofSPMPDescribesinformationflowtoallpartiesGatheringanddistributinginformationStatusmeetingsMonthly,Weekly,Daily?Statusreportsarevital37CommunicationsManagementPlan38WorkBreakdown,Tasks&Activities38WorkBreakdown,Tasks&ActiProjectPlanning:A12StepProgramSetgoalandscopeSelectlifecycleSetorg./teamformStartteamselectionDeterminerisksCreateWBSIdentifytasksEstimatesizeEstimateeffortIdentifytaskdependenciesAssignresourcesSchedulework39ProjectPlanning:A12StepPrPartitioningYourProjectYouneedtodecomposeyourprojectintomanageablechunksALLprojectsneedthisstepDivide&ConquerTwomaincausesofprojectfailureForgettingsomethingcriticalBallparkestimatesbecometargetsHowdoespartitioninghelpthis?40PartitioningYourProjectYounAProject:functions,activities,tasks41ProjectElementsAProject:functions,activitiWorkPackagesTheworkpackageisthefundamentalunitofplanningandcontrolforsoftwareprojectsForeachworkactivityandtask,aworkpackagespecifies:Identity(WBSNumber+TaskName)TaskStartTime,EndTimeandDurationResourcesRequiredtoCompletetheTaskPredecessorActivitiesSuccessorActivitiesWorkProduct(s)Completion/AcceptanceCriteriaRiskFactorsthatmayAffectTaskCompletion42WorkPackagesTheworkpackageAWorkPackageExampleActivity: DESIGN_COMM_SUBSYSTEM Activitydescription: SpecifyinternalarchitectureoftheCOMMsubsystem Estimatedduration: 5weeks PlannedStartandEnd:TBD ResourcesNeeded:

Personnel:2seniortelecomdesignersallocatedfulltime(100%)

Skills: DesignersmustknowtheX.25protocol

Tools: OneSunworkstationrunningStatemate

Travel: 3dayDesignReviewinSanDiegofor2people Predecessortasks: 3.2.1-Developsystemarchitecture Successortasks: -ImplementCOMM WorkProducts: ArchitecturalspecificationforCOMMsubsystem TestplanforCOMM Completioncriteria: Designinspectionbypeersand approvalofCOMMdesignbytheChiefArchitect Risks: Seniordesignersnotidentified43AWorkPackageExampleActivityAnalysisofWorkPackagesDuringplanning,workpackagesandcollectionsofworkpackagescanbeanalyzedtodetermine:EstimateddurationofeachtaskSchedulinginformationPredecessors,successors,durations,concurrentandsequentialworkactivities,criticalpathsNumberofpersonnelByskilllevelandneeddateOtherresourcesneededQuantitiesandneeddatesEstimatedeffortandcostRisksfortasksandactivities(collectionsoftasks)44AnalysisofWorkPackagesDurinTrackingofWorkPackagesDuringprojectexecution,workpackagescanbetrackedtodetermine:Actualvs.plannedstartdateActualvs.plannedenddateActualvs.plannedresourcesActualvs.plannedcostActualvs.plannedworkproductsProblemsvs.anticipatedrisks(morelater)45TrackingofWorkPackagesDurinWorkBreakdownStructureAnaggregationofWorkPackages“Part-of”relationshipsamongworkpackagesarespecifiedinaWorkBreakdownStructure(WBS)Aprocess-oriented,hierarchicaldecompositionoftheworkactivitiesOftendrivenbyproductbreakdownStructureisimposedonaWBSusingadecimalnumberingsystemtospecifythe“is-part-of”aggregationofworkpackages46WorkBreakdownStructureAnaggPurposeofaWBSAWBShelpstodefinetheworkrequiredfortheprojectandtobreakitintomanageablepiecescalledworkpackagesAgoodWBScanhelpinthedevelopmentofschedules,budgets,andresourcerequirementsTheWBSisausefultoolforidentificationofactivitiesandassignmentofresponsibilities47PurposeofaWBSAWBShelpstoPossibleWaystoOrganizeWorkBreakdownStructuresByprojectphasesByprojectcomponentsByfunctionalareasBytypesofworkByresourcetypes48PossibleWaystoOrganizeWorkWorkBreakdownStructure:WBS2FormatsOutline(indentedformat)GraphicalTree(OrganizationalChart)Usesadecimalnumberingsystem0istypicallytoplevelIncludesDevelopment,Mgmt.,andprojectsupporttasksShows“iscontainedin”relationshipsDoesnotshowdependenciesordurations49WorkBreakdownStructure:WBS2WBSContractWBS(CWBS)First2or3levelsHigh-leveltrackingProjectWBS(PWBS)DefinedbyPMandteammembersTaskstiedtodeliverablesLowestleveltracking50WBSContractWBS(CWBS)50Uptosixlevels(3-6usually)suchasUpper3canbeusedbycustomerforreporting(ifpartofRFP/RFQ)DifferentlevelcanbeappliedtodifferentusesEx:Level1:authorizations;2:budgets;3:schedules51AFullWBSStructureUptosixlevels(3-6usually)WBSElementsforanATMProject52BuildValidator

ATMProjectSystemAnalysisSoftwareDvmt.

SystemTestQualityAssur.Config.Mgmt.Tech.Pubs.ProjectMgmt.BuildATMHDBuildFINATBuildMAINTCUTVDESVITVC–––––––––CUTPDESPITPCCUTRDESRITRCIntegrateFINAT–––CUTT

(Code&UnitTestTerminator)DEST

(DesignTerminator)ITTC

(Integrate&TestTerm.Components)IntegrateATMHD,FINAT,MAINT&COMMBuildProcessorBuildRecorderBuildTerminatorBuildCOMMWBSElementsforanATMProjec53RequirementsDefinitionSystemDevelopmentSystemTestingDocumentationSystemDesignEquipmentHistoryModuleSparePartsInventoryControlModuleDataDictionaryDevelopmentScreen&ReportDesignLogicDiagramsCodeDevelopmentModuleTestingWorkOrderControlModuleDevelopment&ImplementationMaintenanceManagementInformationSystemExampleWBS(InvertedTreeStructure)53RequirementsDefinitionSysteExampleWBS

(IndentedListFormat)Development&ImplementationMaintenanceManagementInformationSystemRequirementsDefinitionSystemDesignSystemDevelopmentEquipmentHistoryModuleWorkOrderControlModuleDataDictionaryDevelopmentScreen&ReportDesignLogicDiagramsCodeDevelopmentModuleTestingSparePartsInventoryControlModuleSystemTestingDocumentationImplementation54ExampleWBS

(IndentedListForWBSTypesProcessWBSa.k.aActivity-orientedEx:Requirements,Analysis,Design,TestingTypicallyusedbyPMProductWBSa.k.a.Entity-orientedEx:Financialengine,Interfacesystem,DBTypicallyusedbyengineeringmanagerHybridWBS:bothaboveThisisnotunusualEx:Lifecyclephasesathighlevelwithcomponentorfeature-specificswithinphasesRationale:processesproduceproducts55WBSTypesProcessWBS5556ProductWBS56ProductWBS57ProcessWBS57ProcessWBS58OutlineWBSw/Gantt58OutlineWBSw/Gantt59WBSbyPMIProcessGroups59WBSbyPMIProcessGroupsWBSTypesLessfrequentlyusedalternativesOrganizationalWBSResearch,ProductDesign,Engineering,OperationsCanbeusefulforhighlycross-functionalprojectsGeographicalWBSCanbeusefulwithdistributedteamsNYCteam,SanJoseteam,Off-shoreteam60WBSTypesLessfrequentlyusedWBSTechniquesTop-DownBottom-UpAnalogyRollingWave1stpass:go1-3levelsdeepGathermorerequirementsordataAddmoredetaillaterPost-itsonawall61WBSTechniquesTop-Down61WBSTechniquesTop-downStartathighestlevelSystematicallydevelopincreasinglevelofdetailBestifTheproblemiswellunderstoodTechnologyandmethodologyarenotnewThisissimilartoanearlierprojectorproblemButisalsoappliedinmajorityofsituations62WBSTechniquesTop-down62WBSTechniquesBottom-upStartatlowestleveltasksAggregateintosummariesandhigherlevelsConsTimeconsumingNeedsmorerequirementscompleteProsDetailed63WBSTechniquesBottom-up63WBSTechniquesAnalogyBaseWBSuponthatofa“similar”projectUseatemplateAnalogyalsocanbeestimationbasisProsBasedonpastactualexperienceConsNeedscomparableproject64WBSTechniquesAnalogy64WBSTechniquesBrainstormingGenerateallactivitiesyoucanthinkofthatneedtobedoneGroupthemintocategoriesBothTop-downandBrainstormingcanbeusedonthesameWBSRemembertogetthepeoplewhowillbedoingtheworkinvolved(buy-inmatters!)65WBSTechniquesBrainstorming65WBSGuidelinesPart1ShouldbeeasytounderstandSomecompanieshavecorporatestandardsfortheseschemesSometop-levelitems,likeProjectMgmt.areinWBSforeachprojectOthersvarybyprojectWhatoftenhurtsmostiswhat’smissingBreakdownuntilyoucangenerateaccuratetime&costestimatesEnsureeachelementcorrespondstoadeliverable66WBSGuidelinesPart1ShouldbeWBSGuidelinesPart2Howdetailedshoulditbe?NotasdetailedasthefinalMS-ProjectplanEachlevelshouldhavenomorethan7itemsItcanevolveovertimeWhattoolshouldyouuse?Excel,Word,ProjectOrgchartdiagrammingtool(Visio,etc)SpecializedcommercialappsRe-usea“template”ifyouhaveone67WBSGuidelinesPart2HowdetaiSampleActivityListActivity# Description Pred. Duration #Staff3.1 Analyzerequirements - 1 23.2 Redesignexistingcomponents 3.1 6 43.3 Designnewcomponents 3.1 3 13.4 Designinterfaces 3.3 1 23.5 Implementnewcode 3.3 6 23.6 Developintegrationplan 3.3 2 23.7 Modifyexistingcode* 3.2,3.4 5 13.8 Finishunittesting 3.5,3.7 1 23.9 Updatedocumentation 3.5,3.7 2 33.10 Developintegrationtests 3.6 1 33.11 Performintegrationtests 3.8,9,10 1 23.12 Performacceptancetests 3.11 1 168SampleActivityListActivity#69LinearResponsibilityChart–“Ididn’tknowyouexpectedthat”69LinearResponsibilityChartLinearResponsibilityChartingIdentifiesrelationshipsandrolesplayedbydifferentstakeholdersEstablishesexpectationsandrelationshipsasan“upfront”activityProvidesforearlyidentificationofincongruentperceptionsInfluencedbyorganization(structure,operations,andculturalcontext)70LinearResponsibilityChartingLinearResponsibilityCharting71ProjMgrActivityTeamMemberAEstablishPolicies1-Responsibility2-Supervision3-Mustbeconsulted4-Maybeconsulted5-Mustbenotified6-Approvalauthority1,2,63,5LinearResponsibilityChartingLinearResponsibilityChartingOriginalLRCRelationshipsincluded:

P-primaryresponsibility(includesW,A,I*)R-reviewN-notificationofoutputA-approval(includesR);approvesworkO-output(receivesoutputofwork

package)I*-initiation(initiatesworkpackage)I-input(providesinputtoworkpackage)W-work(accomplisheswork)72LinearResponsibilityChartingTheProjectCharter–AsimpleprojectplanTheProjectCharter–Asimple“Minimal”ProjectCharterProjectTitle:ProjectStart:

ProjectComplete:ProjectManager:ProjectObjectivesDeliverablesApproachRoles&ResponsibilitiesSign-offsComments74“Minimal”ProjectCharterProje75Q&A75Q&AProjectManagementPlanning,WorkBreakdown,Tasks&ActivitiesProjectManagementPlanning,WoOverviewPlanningFoundationsThePlanWBSLRCProjectCharter77OverviewPlanningFoundations2Planning“Plansarenothing.Butplanningiseverything.”Gen.DwightEisenhower78Planning“Plansarenothing.Bu79ProjectPhases4ProjectPhasesTimeAllocationbyPhaseRememberthe40-20-40RuleSpecification-Implementation-Test80PlanningCode&UnitTestIntegration&TestCommercialDP25%40%35%InternetSystems55%15%30%Real-timeSystems35%25%40%DefenseSystems40%20%40%Bennatan,E.M,“OnTimeWithinBudget”TimeAllocationbyPhaseRemembTimeAllocationbyPhase81ActivitySmallProject(2.5KLOC)LargeProject(500KLOC)Analysis10%30%Design20%20%Code25%10%UnitTest20%5%Integration15%20%Systemtest10%15%McConnell,Steve,“RapidDevelopment”TimeAllocationbyPhase6Activ82Activitiesby%ofTotalEffortNASA’s“Manager’sHandbookforSoftwareDevelopment”7Activitiesby%ofTotalEffo83PotentialDeliverablesbyPhase8PotentialDeliverablesbyPha84ProjectIntegrationManagementOverviewNote:ThePMBOKGuideincludessimilarchartsforeachknowledgearea.9ProjectIntegrationManagemenThreeEssentialElementsofProjectPlanning85ObjectivesProjectPlanningProblemMissionThreeEssentialElementsofPrProjectObjectivesCriteriaSpecificMeasurableAgreeduponAchievableRealisticTimeboundDemonstrableUnderstandableDeliverableElevatedIntegratedSingular86ProjectObjectivesCriteriaSpeFoundationElementsForSoftwareProjectsSoftwareProjectsAreBasedOn:ProductSpecifications:WhattoMakeUserNeeds&CustomerExpectationsSystemRequirementsSoftwareRequirementsDomainandEnvironmentalConstraintsProcessSpecifications:HowtoMakeItEngineeringProcessModelContractualObligationsWorkforceCompetenciesProjectPlans87FoundationElementsForSoftwaProjectisDrivenbyanAgreement

BetweentheAcquirer&ProviderTheAcquirerisusuallyaCustomer,anotherdepartmentorProductManagementCustomerswillissuefixedpriceortimeandmaterialscontractsDepartmentswillissueservicelevelagreements&abudgetProductManagerswillissueaproductspecsupportedbyabusinesscasedrivenbyamarketstudyAcontractisastatementofunderstandingbetweenadeveloperandanacquirerEverysoftwareprojectshouldhaveacontractualagreementUsuallyanacquirerwillexpectordemandaprojectplanthatprovidesassuranceofdeliveryandvisibilityintoprogress88ProjectisDrivenbyanAgreemElementsOfAContractualAgreementScopeofworkDeliverydate(s)anddeliverablesJointreviewscheduleChangerequestproceduresDevelopmentconstraintsAcceptancecriteriaWorkauthorizationproceduresDelivery,installation,andtrainingschedule(ifappropriate)PriceandpaymentscheduleIfappropriateAProjectPlanshouldaddresstheseagreementitems.89ElementsOfAContractualAgreProject“Elasticity”(initialposition)FlexibilityMatrixFixedPrice√Schedule√Scope√ConstrainedFlexible90Essentialdifficultiesofdevelopingsoftware(company’schallenge)+Inabilitytospecifydetailedrequirementsapriori(customer’schallenge)…Imply:Afullyconstrainedprojectnotarealisticposture…assuresfailure!Solution:ConvincecustomerandseniormanagementthisistrueNegotiateanelasticbutconstrainedpositionthatassuressuccess(“win-win”)???Project“Elasticity”(initialProject“Elasticity”(possiblenegotiatedposition)FlexibilityMatrixFixedConstrainedFlexiblePrice√ScheduleEssentialsDesirables+Nice-to-Haves

√√ScopeEssentialsDesirables+Nice-to-Haves√√Cost√91CustomerwantstoensureafixedpricefortheprojectScheduleisfixedwithrespectto“essential”requirements(TBDduringproject)butconstrainedwithrespectto“desirables”and“nice-to-have”requirementsScopewithrespectto“essential”requirementsisfixedbutthereisflexibilitywithrespecttodesirableand“nice-to-have”requirementsCompanyisreadytoinvest(toapoint)intheprojectforfuturebusinessopportunitiesProject“Elasticity”(possiblProjectPlansProjectPlansTheProjectPlanTheprojectplanistheroadmapAmaptellsyouwhatroutetofollowWithoutamapyouonlyknowto“headroughlyeast;turnrightattheRockyMountains”WithoutamapyoudonotknowifyouaremakingprogresstowardyourdestinationIfyougetlost,amapcanhelpyoufindthecorrectwayButremember,ifthemapandtheterrainareindisagreement,believetheterrain93TheProjectPlanTheprojectplAdditionalPlansUserTrainingPlanInstallationandConversionPlanUserSupportPlanSoftwareMaintenancePlanPhysicalSecurityPlanFacilitiesManagementPlanSystemIntegrationandTestPlan94ThesemaybewrittenupasseparateplansbutforsmallerProjectsthesetopicscanbeintegratedasseparateSectionsintheProjectManagementPlan.AdditionalPlansUserTrainingPMPlan–Whatdoesitdo?Asimulationofprojectwork-earlyidentificationof“problematic”areasDefinitionandclarityofrolesandwork--provides“fit”andcoordinationReferencepointforchanges95PMPlan–Whatdoesitdo?AsiWhyIsAProjectPlanImportant?ToassessprojectfeasibilityTodemonstratebreadthanddepthofplanningToprovideavehiclefortradestudies&negotiationsToassessconsistencyofcost,schedule&estimatesProvidesamechanismforassessingprogressProvideabasisforcontrollingtheproject96WhyIsAProjectPlanImportanWhyIsPlanningNotAdequatelyDone?(Apparent)lackoftimeLackofskillsandtoolsLackofinformation:InsufficientunderstandingoftheprojectInadequaterequirementsanalysisNoveltyoftheprojectInsufficienthistoricaldataforplanningFrequentlyheardexcuses:“Whyplan,wheneverythingwillchangeanyway?”“Excessiveplannin