project management methodology development stage

Project Management Methodology

Development Stage

Project management tasks

Risk management Procurement management Communication management Scope management Time management Cost management

Risks Management

Risks identification Risks Analysis Evaluation Mitigating planning Tracking and Control Reaction

Strategy for the risk response

Leave it Monitor the risk Avoid the risk Move the risk Mitigate the risk

Supporting document

Major Project Risks Mitigating Plan Risks occurrence

Procurement Management

Purchasing Hardware Software Vendor Services Consulting Services

Outsourcing development Training Services Maintenance

Documents Contract Specification Statement Of Work

Communication Management

Communication Plan Audience Content Medium for delivery Timing Communication Deliverables Responsible person

Planning triangle

Scope Time

Cost

Planning triangle

Scope, Time and Cost – 3 major constraints of project management

The right order in ideal Identify scope first Define the time desirable Cost will derive from this

Be careful – not always possible to manipulate with the time

Project Plan Input

Project Plan

Project deliverables (scope)

Work Time (time)

Resources (cost)

Project plan input

Project plan integrate Project deliverables (scope) Work time (time) Resources (cost)

Any changes in at least one result in changing project plan

Scope management Setup the formal procedure of changes

management Create and maintain change requests log Have a project sponsor approval to implement

changes Inform team members about a discipline of changes

request Have all the changes frozen at appropriate time

(normally at the beginning of design stage) Reflect changes in WBS, project schedule and

other supporting documentation

Time Management

Make detailed WBS Identify activities Identify dependencies Identify duration (no longer than 10 days tasks)

Ongoing changes Keep the schedule in accurate state Review upcoming tasks and update if necessary Create new sub-tasks if necessary

Critical Path

List the nodes Link them to chains Find the longest way from Start to Finish The longest way length is the shortest

time for the project to be completed

Going to production Some additional tasks must be implemented to

move the system to production: Installation and configuration of servers and

middleware Source code compiling and deployment Supporting tables creating and loading Data conversion from other systems Training

All the tasks must be included into Project Plan Some tasks may be implemented in parallel with

development

Project cost

Purchasing Hardware Software First year maintenance Consulting services Data

Internal cost Software development Testing Training Traveling

Post-implementation cost

Support personnel cost Vendor annual support cost

Project Benefits

Detailed analysis of changes in: Workflow Materials Human resources Time to implement business functions

Client service excellence Information security and other features

Cost-Benefit Analysis

Non-financial gains Security Clients experience (usability, performance) Compliance to regulatory requirements

Financial gains Soft dollars, e.g. saving employees’ time Hard dollars, e.g. reduced expenses for materials,

such as paper, toners. Or reduced number of employees

CBA – some definitions

Cash flow – money in or out Net present value – expected net gain or loss in

future cash flow discounted by present time (present value of money is higher than future value)

Payback period – amount of time it will take to recap investments into the project

Return On Investment (ROI) : Gain – Cost/ Cost

Resource Management - allocation

Review Functional Requirements Identify critical functions and less

important ones Concentrate resources on critical functions

implementation Exclude “nice to have” tasks

Resource Management - Team

Build the right team Be prepared to changes Follow the methodology and standards

requirements Complete documentation Complete Pilot Project if necessary Support high spirit of the development

team

Team models

Business team Peer group headed by technical leader Team members are differentiated by the area

of expertise All the members are equal Technical leader is supposed to make

technical decision Most often in use

Team models

Chief-Programmer Team Chief-programmer is one with very high

productivity and skills, much higher than the others’

He/she is supposed to do major part of work, including design and programming

The others are involved to help only

Team models

Feature team Team members represent different areas of

the project development They all are responsible for the decisions

made Often is created to resolve the problem