models for software quality
TRANSCRIPT
Models forSoftware
Quality
The Capability Maturity Model Integratedfor Systems Engineering
and Software Engineering,Version 1.1
Integrated Project Management (IPM):The CMMI and collaborative
product development
Course Guide
Version 6 (Slides Version 16)
Copyright Software Systems Quality Consulting All rights reserved. No portion of this material may be reproducedwithout the prior, written permission of SSQC, 2269 Sunny Vista Drive, San Jose CA 95128, Tel 408-985-4476 FAX408-248-7772, E-mail [email protected], Home Page http://www.ssqc.com
® CMM, Capability Maturity Model, Capability Maturity Modeling, and Carnegie Mellon are registered in the U.S. Patentand Trademark Office.
CMMI is a service mark of Carnegie Mellon University.
About SSQC and Its ServicesSince 1990, SSQC has specialized in supporting organizations in the definition and implementation of SoftwareEngineering Practices, Software Quality Assurance and Testing, Business Process Reengineering, ISO 9000Registration and CMM implementation. SSQC is an official SEI transition partner licensed to provide SCAMPIappraisal services and the SEI’s Introduction to Capability Maturity Model Integration.
SSQC also offers HM2, a unique, hybrid appraisal method that defines and correlates the position of an organizationwith respect to both ISO 9001 and the CMM. HM2 grew out of SSQC’s ground-breaking 1993 paper Comparing,contrasting ISO 9001 and the SEI Capability Maturity Model, which was published in IEEE Computer. The results ofan HM2 assessment are a plan and framework for improving software engineering processes and for implementingthe requirements of the two models.
The principals of Software Systems Quality Consulting are William J. Deibler and Robert C. Bamford.
William J. Deibler II has an MSc. in Computer Science and over 20 years experience in the computer industry,primarily in the areas of software and systems development, software testing, and software quality assurance. Billhas extensive experience in managing and implementing CMM- and ISO 9001-based process improvement insoftware engineering environments. Bill is an SEI Authorized CBA IPI Lead Assessor and SCAMPI Lead Appraiserfor CMMI.
Robert C. Bamford has an MA in mathematics, and has managed training development, technical publications,professional services, and third-party software development. His over 20 years of experience include the facilitatingthe definition and implementation of management processes, designing and instructing courses, and managingengineering teams.
Bob and Bill have developed and published numerous training courses, auditing tools, research papers, and articleson interpreting and applying the ISO 9000 standards and guidelines and the SEI Capability Maturity Model forSoftware. Their articles have appeared in McGraw Hill's Quality Systems Update, IEEE COMPUTER, McGraw Hill’sISO 9000 Handbook, CrossTALK, and Software Marketing Journal. They were the principal authors and projecteditors of A Guide to Software Quality System Registration under ISO 9001.
They have presented research papers at numerous national and international conferences, including those sponsoredby the American Society for Quality (ASQ), Pacific Northwest Software Quality (PNSQC), the Software PublishersAssociation (SPA), Software Technology Support Center (STSC), the Software Engineering Institute (SEI) andSoftware Research Inc.. Their courses have been attended by software engineering professionals from many of theworld’s leading technology companies. Their courses, have been sponsored for their members by professionalassociations, including the ASQ, CSU Long Beach's Software Engineering Forum for Training, SemiconductorEquipment and Materials International (SEMI), Software Engineering Institute (SEI), UC Berkeley and UC Santa Cruz.
They have been active United States TAG members in the ISO/IEC JTC1 SC7 - Software Engineering Standardssubcommittee which is responsible for the development and maintenance of ISO 12207 and ISO 15504 (SPICE).Their software development clients have successfully achieved ISO registration and advanced CMM maturity levels.
They have also performed ISO 9000 registration and TickIT audits as external resources under contract to the BritishStandards Institution (BSi).
Relationship with the SEISince 1993, when SSQC received permission from the SEI to reproduce various SEI CMM 1.1 technical reports forresale to the public, SSQC has maintained a close relationship with the SEI. Since 1996, SSQC has offered a varietyof presentations and tutorials at the annual SEI-sponsored conferences (SEPG) and symposia in both the US andEurope (ESEPG). SSQC has presented numerous tutorials and presentations at local SPINs in the Silicon Valley.
Since early 1999, SSQC courses, tutorials, presentations, and panels have been successfully promoting the CMMItransition efforts (both staged and continuous representations) at a variety of conferences to include ESEPG 1999-2002, SEPG 1999-2002, Quality Week 1999-2001, PNSQC 1999-2000.
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Integrated ProjectManagement (IPM)
The CMMI and collaborativeproduct development
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Getting started
! About the presenters! Audience
" Some level of familiarity with theSoftware Capability Maturity ModelVersion 1.1
– Maintaining SW CMM 1.1 or migratingto CMMI
! Experience breeds … , well, opinions,concerns, etc.
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Project management: prioritizedissues! Develop an individual list of the challenges your
organization needs to address in managing projectsor programs" On-going problems" Impending needs
! Prioritize individual list! Develop a single prioritized list of five items as a team! Pick a representative who will present list in 3 minutes! Ensure course addresses your concerns to greatest
possible extent
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About the rest of the presentation! Brief orientation
" Structure of CMMI SE/SW Staged - Representation v1.1– Process Areas, Goals, Practices, and Process Categories
" Chasing levels! Integrated Project Management (IPM)
" Metrics, models, Key Performance Indicators" IPM and the Project Management Category Process Areas
– Project Planning (PP)– Process Monitoring and Control (PMC)– Team exercise: Case study– Risk Management (RM)
" IPM and the Process Management Process Category Process Areas" IPM and the Support Process Category Process Areas" IPM and the Engineering Process Category Process Areas
! Integrated Product and Process Development (IPPD)! Tools, tips, checklists and implementation opportunities
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CMM and CMMI
The fiveMaturityLevels
2MANAGED
DISCIPLINEDPROJECTS
3DEFINED
STANDARD PROCESS,CONSISTENCY ACROSSPROJECTS
4QUANTITATIVELY
MANAGED
PREDICTABLEPROCESS, PROJECTS
1INITIAL
TYPICALLY AD HOC AND CHAOTIC,DEPENDENT ON SKILLS ANDKNOWLEDGE OF PEOPLE
5OPTIMIZING
CONTINUOUSIMPROVEMENT
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CMMI Process Areas by Maturity Level
Maturity Level 2: Managed Maturity Level 3: Defined
! Requirements Management ! Requirements Development! Project Planning ! Technical Solution! Project Monitoring and Control ! Product Integration! Supplier Agreement Management ! Verification! Measurement and Analysis ! Validation! Process and Product Quality Assurance ! Organizational Process Focus! Configuration Management ! Organizational Process Definition
! Organizational Training! Integrated Project Management! Risk Management! Decision Analysis and Resolution
Maturity Level 4: Quantitatively Managed Maturity Level 5: Optimizing
! Organizational Process Performance ! Organizational Innovation and Deployment! Quantitative Project Management ! Causal Analysis and Resolution
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CMMI Process Areas (PA)PROCESS AREAS
SPECIFIC GOALS
ABILITY DIRECTING VERIFYING
GENERIC GOALS
GENERICPRACTICES
COMMONFEATURES
SUBORDINATE PRACTICES
COMMITMENT
GOALS -REQUIRED
PRACTICES -EXPECTED
SUBORDINATE PRACTICES -INFORMATIVE
SPECIFICPRACTICES
CMMI generic goalsPROCESS AREAS
SPECIFIC GOALS
ABILITY DIRECTING VERIFYING
GENERIC GOALS
COMMITMENT
GENERICGOAL
2 The process is institutionalized as amanaged process. [LEVEL 2 Process Areas only]
3 The process is institutionalized as adefined process.
SPECIFICPRACTICES
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CMMI generic practicesPROCESS AREAS
SPECIFIC GOALS
ABILITY DIRECTING VERIFYING
GENERIC GOALS
COMMITMENT
POLICY,EXPECTATIONS
PLAN, DEFINED PROCESS,RESOURCES, TRAIN
RESPONSIBILITIES, etc.
MANAGE WORK PRODUCTS,INVOLVE STAKEHOLDERS,
MONITOR, CONTROL,ACCRUE DATA, etc.
MANAGEMENTOVERSIGHT,OBJECTIVEEVALUATION
INFRASTRUCTURE
SPECIFICPRACTICES
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CMMI specific practicesPROCESS AREAS
SPECIFIC GOALS
ABILITY DIRECTING VERIFYING
GENERIC GOAL
COMMITMENT
ESTIMATE, DEFINE,DETERMINE,DEVELOP, PLAN,VALIDATE, etc.
IMPLEMENTATION
INFRASTRUCTURE
SPECIFICPRACTICES
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CMMI Process categories: primary interactions(but not the only interactions)
Category Type Level Process Area3 Organizational Process Focus3 Organizational Process DefinitionBasic3 Organizational Training4 Organizational Process Performance
ProcessManagement
Advanced5 Organizational Innovation and Deployment2 Project Planning2 Project Monitoring and ControlBasic2 Supplier Agreement Management3 Integrated Project Management for IPPD3 Risk Management
ProjectManagement
Advanced4 Quantitative Project Management2 Requirements Management3 Requirements Development3 Technical Solution3 Product Integration3 Verification
Engineering
3 Validation2 Measurement and Analysis2 Process and Product Quality AssuranceBasic2 Configuration Management3 Decision Analysis and Resolution
SupportAdvanced
5 Causal Analysis and Resolution
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Maturity levels are measured by the the achievement of thespecific and generic goals that apply to each pre-definedset of process areas. [2000-TR-30, paragraph 2, p. 23]
Conformance with a process area means that in the plannedand implemented processes there is an associated process(or processes) that addresses either the specific andgeneric practices of the process area or alternatives thatclearly and unequivocally accomplish a result that meetsthe goal associated with that specific or generic practice.[2000-TR-30, paragraph 2, p. 26]
… trying to skip maturity levels is usually counter-productive. [2000-TR-30, paragraph 2, p. 24]
Chasing levels
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Why Integrated ProjectManagement (IPM)?
! Shouldn’t I wait until Level 3?! For small organizations, small projects,
level 3 PAs can be set as the initial goal" Support for cross-functional teams" Significant benefits in going beyond monitoring and
control (Level 2)! S/W CMM v1.1 - transition, inspiration! Because sometimes skipping levels is
productive" Or, because sometimes not skipping levels is counterproductive
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Importance TO PROCESS IMPROVEMENT
Support FOR VISION AND BUSINESS OBJECTIVESEstablish and manage the project and theinvolvement of relevant stakeholdersaccording to an integrated and defined process[v1.1, IPM, Purpose]
INTERNAL EXTERNAL
Selfimage
Customerperception:
product
Alignment of internalstakeholders
IPM is a cornerstone ofprocess improvement.It enhances everyEngineering, Support, andProject Management PA.
It enables continuous,systematic alignment ofresources, activities, andbusiness objectives -converging on customervalue.
TERMS OF REFERENCEQuality = Commitments
CostScheduleContent
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The way wewere
WELCOME HARDWARE ENGINEERS
WELCOME
SOFTWARE ENG.ENG.ENG.ENG.
OTHERSOTHERSOTHERSOTHERS
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CMMI: Opportunities beyond the S/WCMM
SYSTEMSIntegrate engineeringdisciplines - one “book”• Reduce influence and
language of MIL-STD-2167A• Appears more flexible, life
cycle independent• More content for
engineering
SOFTWARE HARDWARE
IPPD - Expands scope from(software) engineering project toproduct delivery• Inclusion of groups outside
engineering is explicit
MANUFAC-TURING
SUPPORT
FIELD SERVICE
CUSTOMIZATION
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Benefits TO THE ORGANIZATION
Since the defined process of each project is tailored from theorganization’s set of standard processes, variability amongprojects is typically reduced and projects can more easily shareprocess assets, data, and lessons learned. [v1.1, IPM, Introductory Notes]
Reduced variability and asystematic multi-discipline view ofproduct delivery translates directlyinto satisfying commitments to allstakeholders, including customers.
Enforced reuse of assetsminimizes the cost of reinventionand lays a stable foundation forcontinuous improvement.
A
B
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Relationships and dependenciesWITHIN THE PROJECT MANAGEMENT CATEGORY
Integrated Project Management (IPM) ...• Relies on Project Planning (PP)
and Project Monitoring andControl (PMC) for basic projectplanning and management.
• Adds requirements forsystematic coordination.
• Incorporates data to drive decisions.• Integrates Supplier Agreement Management
(SAM) to support outsourcing development.
IPM + PP + PMC
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IPM: Specific goalsand practices
SG 1 The project isconducted using adefined process thatis tailored from theorganization's set ofstandard processes.
SG 2 Coordination andcollaboration of theproject with relevantstakeholders isconducted.
SP1.1 Establish, maintain the project'sdefined process.
SP 1.2 Use the organizational processassets and measurementrepository for estimating andplanning the project’s activities.
SP 1.3 Integrate the project plan and theother plans that affect the projectto describe the project’s definedprocess.
SP 1.4 Manage the project using theproject plan, the other plans thataffect the project, and theproject’s defined process.
SP1.5 Contribute work products,measures, and documentedexperiences to the organizationalprocess assets.
SPECIFICGOALS
SPECIFIC PRACTICES
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A critical specific practice1.4 Manage the project using the integrated
plansWHY: product delivery is beyond any one
group’s capabilities, responsibilitiesSIGNIFICANT INDICATOR(S):
SP1.3, SubPractice 5, peer reviewsSP1.4, SubPractice 2, thresholds
AFFECTED STAKEHOLDERS:Project team (Mktg … Mfg)
RESISTANCE:Accountability - being measured, reportingprogress
SPECIAL APPRAISAL CONSIDERATIONS ANDCHALLENGES: Prepare, prepare, and prepare- Ensure there is adequate preparation timeto review the volume of documentation
RECOMMENDATIONS:Pilot - pick your project wisely
• New ProductIntroduction
• Support• Manufacturing
Engineering• Training• Technology Transfer• Manufacturing Master
Plan
SPECIFICPRACTICE
TIME TOMARKET
PARALLELACTIVITIES
RISK
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Specific practice 1.4, subpractice 22. Monitor and control the project’s activities and work
products using the project’s defined process, project plan,and other plans that affect the project.This task typically includes the following:• Using the defined entry and exit criteria to authorize the
initiation and determine the completion of the tasks• Monitoring the activities that could significantly affect the
actual values of the project’s planning parameters• Tracking the project’s planning parameters using
measurable thresholds that will trigger investigation andappropriate actions
• Monitoring product and project interface risks• Managing external and internal commitments based on the
plans for the tasks and work products of implementing theproject's defined process.
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Project management
! Metrics - track! Models - predict! Key performance indicators
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Modeling variation in planning: settingmanagement expectations
INITIAL
PRODUCT
DEFINITIONAPPROVED
PRODUCT
DEFINITIONREQUIREMENTS
SPECIFICATION DESIGN
SPECIFICATION DETAILED
DESIGN
SPECIFICATIONPRODUCT
COMPLETE
X COST X SCHEDULE
1.0
1.25
1.50
2.00
3.00
4.00
.25
.50
.801.0
1.1
1.15
1.25
1.6
.60
.80
.90.67 .85
Based on S.McConnell, “SoftwareProject SurvivalGuide”, page 7
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CUMULATIVEDEFECTS -REPORTED
VS PLANNED
TIME0
20
40
60
80
100
120
140
160
180
200
220
240
260
280
300
320
340
PROJECT 3
EXPECTED
ACTUAL (PROJECT 3)
ACTUAL (PROJECT 4)
PROJECT 4ACTUAL (PROJECT 2)
PROJECT 2
Modeling performance: defects
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CU
MU
LATI
VED
EFEC
TS
CUMULATIVEREPORTED
FIXED
OPEN
TIME0
20
40
60
80
100
120
140
160
180
200
220
240
260
280
300
320
340
R 50F 18O 32
R 185F 81O 104
R 278F 91O 187
R 305F 110O 195
R 320F 225O 95
R 330F 302O 28
Reported:Fixed:Open:
Tracking performance: defects
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LEVEL ADEFECTS(SHOW-STOPPER)
0
20
40
60
80
100
TIMER 50A 41 +9B 4 +41C 5 +85
R 185A 50 +12B 45 +13C 90 +68
R 278A 62 +8B 58 +12C 158 +7
R 305A 70 +3B 70 +0C 165 +12
R 320A 73 +0B 70 +0C 177 +10
R 330A 73B 70C 187
Total Reported:A:B:C:
Tracking performance: defects by severity
0
20
40
60
80
100
0
40
80
120
160
200
240
LEVEL BDEFECTS
(PRACTICALWORK-AROUND)
LEVEL CDEFECTS
(COSMETIC)
CUMULATIVEDEFECTS
12 3 8 3 1 0
3 23 28 20 12 3
CUMULATIVEREPORTED
OPEN
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Tracking performance: code
CUMULATIVEPRODUCT %
COMPLETE
TIME0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
20% 40% 60% 80% 100%
PHASE 1DESIGN
PHASE 2DETAILEDDESIGN,
IMPLEMENTATION
PHASE3
BETA,GCA
RELEASE1
RELEASE2
INITIALBETABEST RATE
ACHIEVED
POSSIBLE
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Tracking performance: reviews
NUMBEROF
MODULES
TIME0
20
40
60
80
100
120
140
160
180
200
220
240
260
280
300
320
340
CODED
REVIEWED
LAG
REVIEWBACKLOG
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Tracking performance: reviews (cont.)
NUMBEROF
MODULES
TIME0
20
40
60
80
100
120
140
160
180
200
220
240
260
280
300
320
340
CODED
REVIEWED (example 1)
REVIEWED (example 2)
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Tracking head count against the plan
HEADCOUNT
TIME0
2
4
6
8
10
12
14
16
18
20
22
24
26
28
30
32
PLANNED
ACTUAL
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Requirements stability
TIME0
1
2
3
4
5
6
7
8
9
10
PER CENTCHANGED
0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
NUMBER OFREQUIREMENTS
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IPM: Specific goals and practices (cont.)
SG 1 The project isconducted using adefined process thatis tailored from theorganization's set ofstandard processes.
SP2.1 Manage the involvement of therelevant stakeholders in theproject.
SP 2.2 Participate with relevantstakeholders to identify,negotiate, and track criticaldependencies.
SP 2.3 Resolve issues with relevantstakeholders.
SG 2 Coordination andcollaboration of theproject with relevantstakeholders isconducted.
SPECIFICGOALS
SPECIFIC PRACTICES
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A critical specific practice2.2 Manage [critical] dependenciesWHY: make dependencies continuously visible,
mitigate or prevent impactSIGNIFICANT INDICATOR(S):
SP2.2, SubPractice 5 - document thecritical dependencies and commitments
AFFECTED STAKEHOLDERS:Project team (Mktg … Mfg)
RESISTANCE:Exposure - versus milestone chicken (or R= v / i)
SPECIAL APPRAISAL CONSIDERATIONS ANDCHALLENGES: Look carefully at SubPractice6 - track and take action
RECOMMENDATIONS: Pick a pilot project with astrong manager who under-stands the bigpicture; ensure team focuses on criticaldependencies - avoid blame, focus onsolutions
• Identify• Inform• Manage - SP 2.2.6
- Track and takecorrective andpreventive action
- Evaluate the effects oflate and earlycompletion for impactson future activities andmilestones
I wish someone
had told me ...
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Specific practice 2.2, subpractice 5
5. Document the critical dependencies andcommitments.Documentation of commitments typically includes thefollowing:• Describing the commitment• Identifying who made the commitment• Identifying who is responsible for satisfying the
commitment• Specifying when the commitment will be satisfied• Specifying the criteria for determining if the
commitment has been satisfied
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Project Planning (PP)
SG 1 Estimates of projectplanningparameters areestablished andmaintained.
SG 2 A project plan isestablished andmaintained as thebasis for managingthe project.
SG 3 Commitments tothe project plan areestablished andmaintained.
SP 1.1 Establish … top-level Work BreakdownStructure (WBS)
SP 1.2 Establish and maintain estimates ofattributes [parameters] of the work productsand tasks
SP 1.3 Define project life cycle phases …SP 1.4 Estimate … effort and cost for work
products and tasks ...SP 2.1 Establish and maintain budget and scheduleSP 2.2 Identify and analyze risksSP 2.3 Plan for data management [documentation, all
forms]SP 2.4 Plan for ... resourcesSP 2.5 Plan for knowledge and skillsSP 2.6 Plan stakeholder involvementSP 2.7 Establish and maintain the overall project
plan
SP 3.1 Review all plans that affect the project ...SP 3.2 Reconcile plan to reflect available and
estimated resourcesSP 3.3 Obtain commitment from … stakeholders
SPECIFICGOALS
SPECIFIC PRACTICES
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Life cycles and life cyclesFrom Project Planning (PP), Specific Practice 1.3
Define the project life-cycle phases upon which to scope theplanning effort.The determination of a project’s life-cycle phases provides for plannedperiods of evaluation and decision making. These are normallydefined to support logical decision points at which significantcommitments are made concerning resources and technical approach.Such points provide planned events at which project coursecorrections and determinations of future scope and cost can be made.
For Software EngineeringThe determination of project phases for software typically includes selectionand refinement of a software development model to addressinterdependencies and appropriate sequencing of software projectactivities.For Systems EngineeringIdentify the major product phase (e.g., concept exploration, development,etc.) for the current state of the product ...
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Life cycles and life cycles (cont.)More from Project Planning (PP), Specific Practice 1.3The project life cycle consists of phases that need to be defineddepending on the scope of requirements, the estimates for projectresources, and the nature of the project. Larger projects maycontain multiple phases, such as concept exploration,development, production, operations, and disposal. Within thesephases, subphases may be needed. A development phase mayinclude subphases such as requirements analysis, design,fabrication, integration, and verification. Depending on thestrategy for development, there may be intermediate phases forthe creation of prototypes, increments of capability, or spiral modelcycles.Understanding the project life cycle is crucial in determining thescope of the planning effort and the timing of the initial planning, aswell as the timing and criteria (critical milestones) for re-planning.
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Guidance from IPM Specific Goal 1The project's defined process must include those processes from theorganization's set of standard processes that address all processesnecessary to develop and maintain the product. The product-related life-cycleprocesses, such as the manufacturing and support processes, are developedconcurrently with the product.
From Chapter 3A “product life cycle” is the period of time, consisting of phases, that beginswhen a product is conceived and ends when the product is no longeravailable for use. ... A product life cycle could consist of the followingphases: (1) concept/vision, (2) feasibility, (3) design/development, (4)production, and (5) phase out.
Life cycles and life cycles (cont.)
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Life cycles and life cycles (cont.)
Guidance from RD Specific Practice 1.2For Integrated Product and Process DevelopmentRelevant stakeholders representing all phases of theproduct’s life cycle should include business as well astechnical functions. In this way, concepts for allproduct-related lifecycle processes are consideredconcurrently with the concepts for the products.
IntegratedProduct andProcessDevelopment
A systematic approach to product development that achieves a timelycollaboration of relevant stakeholders throughout the product life cycle tobetter satisfy customer needs.
From the Glossary
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PHA
SE 2
REV
IEW
PHA
SE 2
REV
IEW
Someintermediatetesting spanshardware andsoftware.
STAGE 1 - CONCEPT STAGE 2 - FEASIBILITY STAGE 3 - DESIGN/DEVELOP
MAR
KETI
NG
ENG
INEE
RIN
G
IDENTIFYBUSINESSOPPORT-
UNITY
ASSESSRISK
DOCUMENTBUSINESSPROPOSAL
DOCUMENTPRELIMI-
NARYDESIGN
DOCUMENTHIGH LEVEL
PLAN
PREPAREPROJECT
PRO-POSAL
DOCUMENTSYSTEM DESIGN
& ARCHI-TECTURE
REVISE PROJECTDEVELOPMENT
PLAN
ESTABLISHPROJECTREQUIRE-
MENTS
DEVELOPHARDWARE
UNIT
DEVELOPSOFTWARE
MODULE
ANALYZE,DESIGN,DEVELOP,UNIT TEST
DEVELOP-MENT TESTS
(UNIT,INTEGRA-
TION)
DEVELOPMENTTESTS (UNIT,
INTEGRATION)
PRE-PROD-UCTION
MANUFAC-TURING
PROCURECOMPO-NENTS
Procure items withlong lead times
Engineering may createthe Pre-Production Units
MAN
UFA
CTU
RIN
G/
DES
IGN
REV
IEW
DES
IGN
REV
IEW
PHA
SE 1
REV
IEW
PHA
SE 1
REV
IEW
PHA
SE 3
REV
IEW
PHA
SE 3
REV
IEW
ENG
INEE
RIN
MG
SYS
TEM
TES
TEN
GIN
EER
INM
G S
YSTE
M T
EST
SOFT
WA
RE
REL
EASE
REV
IEW
SOFT
WA
RE
REL
EASE
REV
IEW
PHA
SE 3
A R
EVIE
WPH
ASE
3A
REV
IEW
© Software Systems Quality Consulting2269 Sunny Vista Drive, San Jose CA 95128All rights reserved.
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PH 3: BUILD, TEST
S/WDEVINTE-GRA-TIONTEST
SW-1000
MFGPRE-PRO-DUC-TION
BUILD
OPS-2001
MAT
OPS-2004
PRELIM
SRB
S/WONLY
PA
TEST
ENG
REL
3
ENG
REL
3
DEV-1049
PHASE
3
REVIEW
PHASE
3
REVIEW
PDI-1004
SYSTEMREGULA-TORY AP-PROVAL
RAS-20012
SW-2000
PH 2: DESIGN, DEVELOP, DEVELOPMENT TEST
REGU-LATORY
APPROVAL
HSD-1220RAS-10012
FUNCTIONAL EVALUATION
DEV-1100
OEMPRODUCTS
UNIT
A-NAL-YSIS
DE-SIGN
LAY-OUT
DE-TAILDES
PRO-TO-
TYPETEST
LAY-OUT
DE-TAILDES
PRO-TO-
TYPE
PHYSICAL
LOGICAL
HSD-1218
DEVELOPED HARDWARE
INTER-MEDI-ATEDEV
TESTS
HSD-1218
TEST
HSD-1218
ENG
REL
2
ENG
REL
2
DEV-1049 P
HASE
2
REVIEW
PHASE
2
REVIEW
AUTHORIZE PRE-PRODUCTION
BUILD
PDI-1004
PH 1: DETAILEDFEASIBILITY, PLAN
PRD
MKT-1244
PB
DEV-1048
PDP
DEV-1049
PRO-1225OEM PRODUCT
SECONDARYQUALIFICATION
SUPPLIERPRE-AWARD
SURVEYREPORTS
PURCHASESPECIFICATION
PRO-1226
PSD
INCLUDES PA AND MATTEST REQUIREMENTS
DEV-1048
ENG
REL
1
ENG
REL
1
DEV-1049
PHASE
1
REVIEW
PHASE
1
REVIEW
AUTHORIZEPDP
PDI-1004
MODELS,HIGH-LEVEL
BOMS
The Product Development Life Cycle
PH 0: INITIALFEASIBILITY
MRS
MKT-1244
FD
MKT-1244
DEV-1023OEM
PRODUCTPRIMARY
EVALUATIONAND REPORT
PHASE
0
REVIEW
PHASE
0
REVIEW
AUTHORIZERESOURCES
FOR PH 1
PDI-1004
LEGENDDEV DevelopmentENG EngineeringFD Functional DescriptionH/W HardwareMAT Mfg. Acceptance testMFG ManufacturingMRS Market Requirements
Spec.PA Product AssurancePB Product BriefPDP Product Development PlanPRD Product Requirements Doc.PSD Product Specification Doc.PRO ProductionREL ReleaseSRB Software Release BoardSYS SystemS/W Software
1004-006-01 Issue 14.0
MODULEA-
NAL-YSIS
DE-SIGN
DE-VELOP
UNITTEST
SW-1000INCLUDES TEST SPECSAND DEVELOPMENT OF
TEST H/W AND S/W
INTER-MEDI-ATEDEV
TESTS
SW-1000
DEVELOPEDSOFTWARE
PH 4: PROOF SERVICEAND SUPPORT
1STPRO-DUC-TION
OPS-2011
ALPHA
TESTPDI-1005
BETA
TEST
S/WONLY
FINAL
SRB
ENG
REL
4
ENG
REL
4
DEV-1049OPS-2212
PHASE
4
REVIEW
PHASE
4
REVIEW
PDI-1004
SW-3000
PH 3: BUILD, TEST
S/WDEVINTE-GRA-TIONTEST
SW-1000
MFGPRE-PRO-DUC-TION
BUILD
OPS-2001
MAT
OPS-2004
PRELIM
SRB
S/WONLY
PA
TEST
ENG
REL
3
ENG
REL
3
DEV-1049
PHASE
3
REVIEW
PHASE
3
REVIEW
PDI-1004
SYSTEMREGULA-TORY AP-PROVAL
RAS-20012
SW-2000
PH 2: DESIGN, DEVELOP, DEVELOPMENT TEST
REGU-LATORY
APPROVAL
HSD-1220RAS-10012
FUNCTIONAL EVALUATION
DEV-1100
OEMPRODUCTS
UNIT
A-NAL-YSIS
DE-SIGN
LAY-OUT
DE-TAILDES
PRO-TO-
TYPETEST
LAY-OUT
DE-TAILDES
PRO-TO-
TYPE
PHYSICAL
LOGICAL
HSD-1218
DEVELOPED HARDWARE
INTER-MEDI-ATEDEV
TESTS
HSD-1218
TEST
HSD-1218
ENG
REL
2
ENG
REL
2
DEV-1049 P
HASE
2
REVIEW
PHASE
2
REVIEW
AUTHORIZE PRE-PRODUCTION
BUILD
PDI-1004
PH 1: DETAILEDFEASIBILITY, PLAN
PRD
MKT-1244
PB
DEV-1048
PDP
DEV-1049
PRO-1225OEM PRODUCT
SECONDARYQUALIFICATION
SUPPLIERPRE-AWARD
SURVEYREPORTS
PURCHASESPECIFICATION
PRO-1226
PSD
INCLUDES PA AND MATTEST REQUIREMENTS
DEV-1048
ENG
REL
1
ENG
REL
1
DEV-1049
PHASE
1
REVIEW
PHASE
1
REVIEW
AUTHORIZEPDP
PDI-1004
MODELS,HIGH-LEVEL
BOMS
PH 0: INITIALFEASIBILITY
MRS
MKT-1244
FD
MKT-1244
DEV-1023OEM
PRODUCTPRIMARY
EVALUATIONAND REPORT
PHASE
0
REVIEW
PHASE
0
REVIEW
AUTHORIZERESOURCES
FOR PH 1
PDI-1004
LEGENDDEV DevelopmentENG EngineeringFD Functional DescriptionH/W HardwareMAT Mfg. Acceptance testMFG ManufacturingMRS Market Requirements
Spec.PA Product AssurancePB Product BriefPDP Product Development PlanPRD Product Requirements Doc.PSD Product Specification Doc.PRO ProductionREL ReleaseSRB Software Release BoardSYS SystemS/W Software
1004-006-01 Issue 14.0
MODULEA-
NAL-YSIS
DE-SIGN
DE-VELOP
UNITTEST
SW-1000INCLUDES TEST SPECSAND DEVELOPMENT OF
TEST H/W AND S/W
INTER-MEDI-ATEDEV
TESTS
SW-1000
DEVELOPEDSOFTWARE
PH 4: PROOF SERVICEAND SUPPORT
1STPRO-DUC-TION
OPS-2011
ALPHA
TESTPDI-1005
BETA
TEST
S/WONLY
FINAL
SRB
ENG
REL
4
ENG
REL
4
DEV-1049OPS-2212
PHASE
4
REVIEW
PHASE
4
REVIEW
PDI-1004
SW-3000
42© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Extreme programming and pair programmingPlan
Releases
Plan iterations
Assign tasks
Establish pairs
MONTHS
WEEKS
ONE DAY
MINUTES
SECONDS
HOURS
End users, development team determine which requirements will be implemented and set intended release dates
Development team factors in tasks from the release plan, unfinished tasks, bugs that must be addressed
Programmers create new unit tests; reexamine past unit tests that failed; assess failed user acceptance tests
Programmers work in pairs on the same code to complete tasks more quickly and to increase code quality
Stand-up meeting; individual tasks assigned; pair negotiation begins
Programmers paired so that they may begin pair programming process
Based on Wells, WEL1
EFFORT: +60%COMPLETED: 40% FASTER
Williams, WIL1
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43© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Extreme programming - as a process flow
User Stories
ArchitecturalSpike
ReleasePlanning
Spike
Iteration AcceptanceTests
SmallReleases
TEST SCENARIOS
BUGS
LATESTVERSION
NEXTITERATION
CUSTOMERAPPROVAL
NEW USER STORY,PROJECT VELOCITY
RELEASEPLAN
SYSTEM METAPHOR
REQUIREMENTS
CONFIDENTESTIMATES
UNCERTAINESTIMATES
Wells, WEL2
INCEPTION ELABORATION CONSTRUCTION TRANSITION
Unified Process Life CyclePHASES
CORE PROCESSESBusiness Modeling
Requirements
Analysis and Design
Implementation
Deployment
Config./Change Mgt.
Project Management
Environment
Test
CORE SUPPORTING PROCESSES
ITER.1
ITER.2
ITER.m
ITER.m+1
ITER.m+2
ITER.n
ITER.n+1
PRELIMINARYPRELIMINARYPRELIMINARYPRELIMINARYITERATION(S)ITERATION(S)ITERATION(S)ITERATION(S)
Scott Ambler, Enhancing the Unified Process, Software Development , Vol. 7, No. 10, Oct. 1999, p.33
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PRODUCTIONINCEPTION ELABORATION CONSTRUCTION TRANSITION
Enhanced Unified Process Life CyclePHASES
CORE PROCESSES
BusinessModeling
Requirements
Analysis andDesign
Implementation
Deployment
Config./Change Mgt.
Project Management
Environment
Test
CORE SUPPORTINGPROCESSES
ITER.1
ITER.2
ITER.m
ITER.m+1
ITER.m+2
ITER.n
ITER.n+1
PRELIMINARYPRELIMINARYPRELIMINARYPRELIMINARYITERATION(S)ITERATION(S)ITERATION(S)ITERATION(S)
Scott Ambler, Enhancing the Unified Process, Software Development , Vol. 7, No. 10, Oct. 1999, p.33
InfrastructureManagement
Operations andSupport
The Object-Oriented Process (OOSP) Life Cycle
Scott Ambler, Enhancing the Unified Process, Software Development , Oct. 1999, p.33
ASSURE QUALITY• Manage the project• Train and educate• Manage people• Manage risk
• Manage reuse• Manage metrics• Manage deliverables• Manage infrastructure
INITIATESINITIATESINITIATESINITIATES CONSTRUCTCONSTRUCTCONSTRUCTCONSTRUCT DELIVERDELIVERDELIVERDELIVER MAINTAIN, SUPPORTMAINTAIN, SUPPORTMAINTAIN, SUPPORTMAINTAIN, SUPPORT
JUSTIFY
DEFINE ANDVALIDATE
INITIALREQUIRE-
MENTS
DEFINEINITIAL
MGTDOCUMENTS DEFINE
INFRASTRUCTURE
MODELTEST INSMALLSCALE
GENERALIZE PROGRAM
TEST INLARGESCALE
RELEASE
REWORK ASSESS
SUPPORT
IDENTIFYDEFECTS AND
ENHANCE-MENTS
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47© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Project Monitoring and Control (PMC)
SG 1 Actual performance andprogress of the projectare monitored againstthe project plan.
SG 2 Corrective actions aremanaged to closurewhen the project'sperformance or resultsdeviate significantlyfrom the plan.
Monitor actuals against the plan: SP 1.1 Parameters SP 1.2 Commitments SP 1.3 Risks SP 1.4 Data management SP 1.5 Stakeholder involvementSP 1.6 Periodically review progress,
performance, issuesSP 1.7 Review accomplishments and
results at selected milestones
SP 2.1 Collect and analyze the issues anddetermine the corrective actionsnecessary to address the issues.
SP 2.2 Take corrective action on identifiedissues.
SP 2.3 Manage corrective actions toclosure … complete ... effective.
SPECIFICGOALS
SPECIFIC PRACTICES
NOTE The word dependency does not appearin Project Monitoring and Control.
48© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Integrated Product and ProcessDevelopment (IPPD)
! With IPPD you get:" Two new specific goals for Integrated
Product Management (IPM)" Two new Process Areas (PA)s" Amplification in various other Process
Areas" Only 64 more pages
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IPPD: Specific goals for Integrated ProjectManagement (IPM)
SG 1 The project is conductedusing a defined process thatis tailored from theorganization's set ofstandard processes.
SG 2 Coordination andcollaboration of the projectwith relevant stakeholders isconducted.
SG 3 The project is conductedusing the project’s sharedvision.
SG 4 The integrated teams neededto execute the project areidentified, defined,structured, and tasked.
SP3.1 Identify expectations,constraints, interfaces, andoperational conditionsapplicable to the project’sshared vision.
SP 3.2 Establish and maintain ashared vision for theproject.
SP 3.3 Resolve issues withrelevant stakeholders.
SPECIFICGOALS
SPECIFIC PRACTICES
IPPD: Specific goals for Integrated ProjectManagement (IPM) (cont.)
SG 1 The project is conductedusing a defined process thatis tailored from theorganization's set ofstandard processes.
SG 2 Coordination andcollaboration of the projectwith relevant stakeholders isconducted.
SG 3 The project is conductedusing the project’s sharedvision.
SG 4 The integrated teams neededto execute the project areidentified, defined,structured, and tasked.
SP 4.1 Determine the integratedteam structure that will bestmeet the project objectivesand constraints.
SP 4.2 Develop a preliminarydistribution ofrequirements,responsibilities, authorities,tasks, and interfaces toteams in the selectedintegrated team structure.
SP 4.3 Establish and maintainteams in the integratedteam structure.
SPECIFIC PRACTICES
SPECIFICGOALS
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51INTEGRATED PROJECT MANAGEMENT© SSQC All rights reserved Version 16
Case Study:AJ OY
52© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
IPMINTEGRATED
PROJECTMANAGEMENT
QPMQUANTITA-
TIVEPROJECTMANAGE-
MENT
RSKMRISK
MANAGE-MENT
• QUANTITATIVE OBJECTIVES• SUBPROCESSES TO
MANAGE STATISTICALLY
• COORDINATIONRISKS
• PROJECT’S DEFINEDPROCESS
HISTORICALDATA VIA OPD
PPPROJECTPLANNING PMC
PROJECTMONITORING
ANDCONTROL
SAMSUPPLIER
AGREEMENT MANAGE-
MENT
• PROJECT’S DEFINEDPROCESS (PDP)
• REQUIREMENT TOINTEGRATE PLANS
• OSSP AND ARTIFACTS• PDP• REQUIREMENT
TO INTEGRATEPLANMANAGEMENT
• PDP• REQUIREMENT TO
INTEGRATE PLANS• REQUIREMENT TO
INTEGRATE MANAGEMENT
INTEGRATEDPROJECTPLANNING
INTEGRATEDPROJECT
MONITOR-ING AND
CONTROL PROJECT PLAN,PROJECT
MANAGEMENT
ADVANCED
BASIC
RISK STATUS ANDMANAGEMENT(VIA PP, PMC)
FROM PP:IDENTIFIEDRISKS
FROM PMC:RISK ACTIVITY
PROGRESS
PLAN
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Risk Management(RISKM)SG 1 Preparation for risk
management isconducted.
SG 2 Risks are identifiedand analyzed todetermine theirrelative importance.
SG3 Risks are handledand mitigated, whereappropriate, toreduce adverseimpacts on achievingobjectives.
SPECIFICGOALS
SPECIFIC PRACTICES
SP 1.1 Determine risk sources and categoriesSP 1.2 Define the parameters used to analyze
and categorize risks, and the parametersused to control the risk managementeffort.
SP 1.3 Establish and maintain the strategy to beused for risk management.
SP 2.1 Identify and document the risks [in allappropriate product life cycle phasesSP2.1.1 ]
SP 2.2 Evaluate and categorize each identifiedrisk using the defined risk categories andparameters, and determine its relativepriority.
SP 3.1 Develop a risk mitigation plan for themost important risks to the project, asdefined by the risk management strategy.
SP 3.2 Monitor the status of each riskperiodically and implement the riskmitigation plan as appropriate.
54© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Risk and the new spiral model - the win-winelaboration
1. Identify next levelstakeholders
2. Identify stakeholders’win conditions
3. Reconcile win conditions.Establish next levelobjectives, constraints,alternatives
4. Evaluate product andprocess alternatives.Resolve risks.
5. Define next level ofproduct and process -including partitions.
6. Review, commitment.7. Validate product and
process definitions.
[BOE1]
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55© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
19951. Personnel shortfalls2. Schedules, budgets, process3. COTS, external components4. Requirements mismatch5. User interface mismatch6. Architecture, performance, quality7. Requirements changes8. Legacy software9. Externally-performed tasks10. Straining computer science
19891. Personnel shortfalls2. Schedules and budgets3. Wrong software functions4. Wrong user interface5. Gold plating6. Requirements changes7. Externally-furnished components8. Externally-performed tasks9. Real-time performance10. Straining computer science
Top 10 Risks
Barry Boehm
56INTEGRATED PROJECT MANAGEMENT© SSQC All rights reserved Version 16
How do you alreadyincorporate risk prevention
and mitigation into yourprojects?
A COMMENTSome activities, which are not perceived as havingintrinsic importance, may be parts of a mitigationstrategy (cross training, reviews, investigation ofalternatives).If the mitigation strategy is not clearlycommunicated and managed, there is a significantrisk that the mitigation will be OBE*.
A COMMENTSome activities, which are not perceived as havingintrinsic importance, may be parts of a mitigationstrategy (cross training, reviews, investigation ofalternatives).If the mitigation strategy is not clearlycommunicated and managed, there is a significantrisk that the mitigation will be OBE*.
* OBE Overcome by Events
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57© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
ORGANIZATION
PROJECT
If we run out ofqualified teamleaders, … .
If I lose teamleader X, … .
If the newmicroprocessor doesn'thave the promisedperformance, … .
TEAM A
If the idea for thealgorithm doesn'tprove out, … .
CONDITION EFFECT CONSEQUENCE
IF ... THEN ... SO ...
Risks to be managed
! Future! Significant probability of future occurrence! Significant potential impact! Specific and manageable
How a specific plannedbehavior or outcome is
adversely affected
Specific relationship todefined process, plan,assigned responsibility,customer commitment,schedule, cost
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59© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
If Engineering personnel are unavailable, we won't be able to supportour customers.
If key Engineering personnel are unavailable, then wewon't be able to respond to escalated calls fromcustomers with our legacy Accounting software.
IF knowledgeable Engineering personnel areunavailable, THEN we won't be able to respondin a timely manner to calls from customerswith our legacy Accounting software. [SO]We won't be able to fulfill these customers’current maintenance contracts.
We won't haveenough
engineers.
We’ll get toomany customer
calls
We won't be ableto support our
customers.
60INTEGRATED PROJECT MANAGEMENT© SSQC All rights reserved Version 16
A common failing in softwareprojects is optimism.
As engineers, we do not clearlycommunicate the risks we know
about.
Why would that be the case?What can we do about it?
See Carr, CRL1See Carr, CRL1See Carr, CRL1See Carr, CRL1
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61© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Formal risk identification! Systematic investigation
A. Product Engineering1. Requirements2. Design3. Code and Unit Test4. Integration and Test5. Engineering
Specialties
B. DevelopmentEnvironment1. Development Process2. Development System3. Management Process4. Management Methods5. Work Environment
C. ProgramConstraints1. Resources2. Contract3. Program
Interfaces
RISK
CLASSCLASSCLASSCLASS
ELEMENTELEMENTELEMENTELEMENT
ATTRIBUTESATTRIBUTESATTRIBUTESATTRIBUTES
Carr, CRL1Carr, CRL1Carr, CRL1Carr, CRL1
CONDITION CONSEQUENCE
TIME FRAMES - DURATION,TO OCCURRENCE
PROBABILITIES/FREQUENCY
MITIGATION POTENTIAL: INDICATORS [WARNING],METHODS [PREVENT, REDUCE, REACT] AND COSTS,POTENTIAL FOR SUCCESS, LIABILITY (DO NOTHING)
"PLANPRIORITIZE AND AGGREGATE RISKS
SELECT STRATEGIES FOR MITIGATIONSELECT METHODS TO CONTROL
IDENTIFY RESOURCES
#MANAGE MONITOR, ADJUST, COMMUNICATE
$STATE IF ...IF ...IF ...IF ... SO ...SO ...SO ...SO ...
DEFINE
ELABORATE ASAPPROPRIATE
Formal Risk Analysis
EFFECTTHEN ...THEN ...THEN ...THEN ...
APPROPRIATEDETAIL -
BASED ONIMPACT
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63© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Last year Supportreceived 20 calls aboutthe accounting package,3 were escalated toEngineering, onerequired a patch, whichtook 2 weeks.
We don't quote response times in ourmaintenance contracts, but these areloyal customers who only call withobscure problems, when they needhelp. We have 16 customers with ourlegacy package. None of them arecandidates to upgrade and all are happywith what they have.
When we release thenext version of the newaccounting package andif we get the WPIoutsource contract, wewill be really stretchedin engineering
Condition# Effect ConsequenceIfknowledgeableengineeringpersonnel areunavailable
1 We won't be ableto respond in atimely manner toescalated callsfrom customerswith our legacyAccountingsoftware
So we won't beable to fulfillthesecustomers'currentmaintenancecontracts.
ImpactLO (1)MED (5)HI (7)V HI (9)
ProbLO (1)MED (5)HI (7)V HI (9)
RELRISK
45
Elaborate as appropriate
64© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Plan: Variables and mitigationtechniques
QUALITY
COST SCHEDULEAdd people,
change skillsmix, tools
Extend,overlap,run in parallel
CONTENT PROCESSEliminate,redefine,
stage, or deferfunctionality
Reduce hand offs,integrated teams,empowerment,increase risk
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65© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Manage risks: levels of response and thresholds
PRO
BA
BIL
ITY
IMPACT(1) LOW (5) MEDIUM (7) HIGH (9) VERY HIGH
REACT
OBSERVE(DISCUSS)
MONITOR(INSTRUMENT)
MIP (EXECUTEMITIGATION,INCORPORATE INDEVELOPMENTPLAN)
Establish levels ofresponse fordifferent types ofprojects based onpast experience(“should have”)
LOW (1)
MEDIUM (5)
HIGH (7)
VERY HIGH (9)
≤≤≤≤ 9> 9
≤≤≤≤ 7
≤≤≤≤ 35> 35
≤≤≤≤ 5
≤≤≤≤ 25
≤≤≤≤ 35> 35
≤≤≤≤ 5
≤≤≤≤ 7> 7
66© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Report to executive management:the risk profile
Impact REACT OBS MON MIP TotalLOW - - 11 2 -MED 2 17 8 0 27HIGH 0 8 4 7 19V. HIGH 6 1 7
Observe
Monitor Mitiga
tion
in progr
ess
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67© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Relationships and dependenciesWITHIN THE PROJECT MANAGEMENT CATEGORY
IPMINTEGRATED
PROJECTMANAGEMENT
QPMQUANTITA-
TIVEPROJECTMANAGE-
MENT
RSKMRISK
MANAGE-MENT
PPPROJECTPLANNING
PMCPROJECT
MONITORINGAND
CONTROL
SAMSUPPLIER
AGREEMENT MANAGE-
MENT
##
#
68© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Relationships and dependenciesBEYOND THE PROJECT MANAGEMENT CATEGORY
The development of the project plan should account for current and projectedneeds, objectives, and requirements of the organization, customer, and end users, asappropriate.This process area ... addresses the coordination of all activities associated with theproject including … technical activities … and support activities.
Integrated Project management (IPM) …• Advances the organization from monitoring and
controlling projects to managing projects.• Requires the coordination of all activities
associated with product delivery and lays afoundation for global process improvement andoptimization.
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Relationships and dependenciesBEYOND THE PROJECT MANAGEMENT CATEGORY (cont.)
IPMINTEGRATED
PROJECTMANAGE-
MENT
ENGINEERING
SUPPORT
P MR AO NC AE GS ES M
ENT
OPFORGANIZA-
TIONALPROCESS
FOCUS
VERVERIFICA-
TION
CMCONFIGURA-
TIONMANAGE-
MENT
PPQAPRODUCT &PROCESS
QA
MAMEASURE-MENT ANDANALYSIS
TSTECHNI-
CALSOLUTION
PIPRODUCTINTEGRA-
TION
VALVALIDA-
TION
OPDORGANIZA-
TIONALPROCESS
DEFINITION
OTORGANIZA-
TIONALTRAINING
RDREQUIRE-
MENTSDEVELOP-
MENTREQMREQUIRE-
MENTSMANAGE-
MENT
OIDORGANIZA-
TIONALINNOV ATION
& DEPLOY-MENT
Relationships and dependencies:IPM ANDPROCESSMANAGEMENT
IPMINTEGRATED
PROJECTMANAGE-
MENT
OPFORGANIZA-
TIONALPROCESS
FOCUS
OPDORGANIZA-
TIONALPROCESS
DEFINITION
OTORGANIZA-
TIONALTRAINING
Lessonslearned
Organizationalprocess needsand objectives
• Best fit standard processes• Lifecycles• Artifacts (samples)• Tailoring guidelines, historical
estimates, plans
• Projectestimates, actuals
• Measures• Documentation• Lessons learned• Proposed improvements
• Project training needs• Requirement to provide plan for integration
OIDORGANIZA-
TIONALINNOV ATION
& DEPLOY-MENT.
Process andtechnologyimprovementsCoordinate
(plan, manage)deployment
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Relationships and dependencies:IPM ANDSUPPORT
IPMINTEGRATED
PROJECTMANAGE-
MENT
CMCONFIGURA-
TIONMANAGE-
MENT
PPQAPRODUCT
ANDPROCESS QA
MAMEASURE-MENT ANDANALYSIS
• Project’s definedprocess (PDP)
• Requirement toprovide plan forintegration
Measures and analysesto manage the project(SP1.4)
• PDP• Requirement to
provide plan forintegration
Relationships and dependencies:IPM AND ENGINEERING
IPMINTEGRATED
PROJECTMANAGE-
MENT
VERVERIFICA-
TION
TSTECHNI-
CALSOLUTION
PIPRODUCTINTEGRA-
TION
VALVALIDA-
TION RDREQUIRE-
MENTSDEVELOP-
MENT
REQMREQUIRE-
MENTSMANAGE-
MENT
• Project’s definedprocess (PDP)
• Intended work products• Requirement to provide
plan for integration
• PDP• Intended work products• Requirement to provide
plan for integration -including peerreview
PDP
• PDP• Require-
ment toprovideplan forintegration
PDP
Commitmentsimpacting
definedprocesses
Stakeholder requirements• Customer• Product, component• Life cycle
PDP
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73© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Integrated Product and ProcessDevelopment (IPPD) - Beyond IPM
! Two new Process Areas" Level" Category" Goals
! Implementation considerations andrecommendations" Tools and techniques" A road map
74© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Integrated Product and Process Development(IPPD): Process Areas
Maturity Level 2: Managed Maturity Level 3: Defined
! Requirements Management ! Requirements Development! Project Planning ! Technical Solution! Project Monitoring and Control ! Product Integration! Supplier Agreement Management ! Verification! Measurement and Analysis ! Validation! Process and Product Quality Assurance ! Organizational Process Focus! Configuration Management ! Organizational Process Definition
! Organizational Training! Integrated Project Management for IPPD! Risk Management! Integrated Teaming! Decision Analysis and Resolution! Organizational Environment for
Integration
Maturity Level 4: Quantitatively Managed Maturity Level 5: Optimizing
! Organizational Process Performance ! Organizational Innovation and Deployment! Quantitative Project Management ! Causal Analysis and Resolution
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Integrated Product and Process Development(IPPD): Process categories
Category Type Level Process Area3 Organizational Process Focus3 Organizational Process DefinitionBasic3 Organizational Training4 Organizational Process Performance
ProcessManagement
Advanced5 Organizational Innovation and Deployment2 Project Planning2 Project Monitoring and ControlBasic2 Supplier Agreement Management3 Integrated Project Management for IPPD3 Risk Management3 Integrated Teaming
ProjectManagement
Advanced
4 Quantitative Project Management2 Requirements Management3 Requirements Development3 Technical Solution3 Product Integration3 Verification
Engineering
3 Validation2 Measurement and Analysis2 Process and Product Quality AssuranceBasic2 Configuration Management3 Organizational Environment for Integration3 Decision Analysis and Resolution
SupportAdvanced
5 Causal Analysis and Resolution
76© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
IPPD: Process categories and maturity levelsProcess Project Engi-
Level Process Area Management Management neering SupportRequirements Management XProject Planning BProject Monitoring and Control B
2 Supplier Agreement Management BMeasurement and Analysis BProcess and Product Quality Assurance BConfiguration Management BRequirements Development XTechnical Solution XProduct Integration XVerification XValidation X
3 Organizational Process Focus BOrganizational Process Definition BOrganizational Training BIntegrated Project Management for IPPD ARisk Management AIntegrated Teaming ADecision Analysis and Resolution AOrganizational Environment for Integration A
4 Organizational Process Performance AQuantitative Project Management A
5 Organizational Innovation and Deployment ACausal Analysis and Resolution A
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77© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
OrganizationalEnvironment forIntegration (OEI)
SG 1 An infrastructure thatmaximizes theproductivity of peopleand affects thecollaboration necessaryfor integration isprovided.
SG 2 People are managed tonurture the integrativeand collaborativebehaviors of an IPPDenvironment.
Integrated Teaming(IT)
SG1 A team compositionthat provides theknowledge and skillsrequired to deliver theteam’s product isestablished andmaintained.
SG2 Operation of theintegrated team isgoverned according toestablished principles.
SPECIFIC GOALS SPECIFIC GOALS
SW/SE/IPPD/SS
78© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Suggestions and comments: tools andtechniques for integrated teams
! Periodic project reviews" The Key Deliverables Review (KDR)
! Milestone/Phase reviews" Checklists
! Earned Value as an approach! Planning and replanning
" Granularity
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79© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
KDRs - Avoiding SOS
DEFERRED START REPORT - 01/14 START
WBS DESCRIPTION ORIGINAL LAST CURRENT ACTUAL RISK12.1 Beta Algorithm Detailed Design 01/07 01/21 HI15.1 Alpha Algorithm Test Specification 01/07 01/14 01/1315.1 Fault Tree Test Specification 01/07 01/14 01/21 LO19.1 High Performance Beta Plan 12/01 01/14 01/21 HI
COMMENTS ON HIGH RISK ITEMS12.1 The assigned engineer has still not been released from the previous assignment.
Current release date is 1/15. Another engineer has been assigned as a back up, but isjust starting to learn the class library.
19.1 Marketing has still not identified a target customer. This is not a significant issuesince the generic high-performance beta plan only needs to be tailored for the specificcustomer's configuration.
At an appropriate level ofdetail from the WBS
80© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Tracking performance against theplan: Earned Value
! Assumes regular time or effort reporting" Sufficient detail to identify
work product and activity! System(s) to report
" Cost or effort againstplan
" Completion of workagainst plan
JAN FEB
MAR
SEP
OCT
NOV
DEC
APRM
AY
JUNJULAUG
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81© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Planning versus reality
As planned
DESIGN CODE TEST
As performed
TESTCODE
DESIGN
CODE
DE-SIGN
TEST
DESIGN
Q May I please seethe design.
A Well, we just pulledit back to do somemore work on it,but we're wayahead of scheduleon the code andwe’re about to startsome testing.
82© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
A familiar example: How am I doing?
THIS MONTH
1 8 15 22 29
$1,700
TELEPHONE: $50
FOOD: $100 FOOD: $150
TRANSPORTATION: $300
BALANCE:
DAY:
EXPENSE BUDGETUtilities $100Housing $1,000Telephone $30Food ($125/wk) $500Transportation $70TOTAL $1,700
NATURAL FACTORS– AMOUNT BUDGETED– ACTUAL AMOUNT SPENT– SPEND RATE - incremental
expenses
$1,100
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83© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Performance indices
1 2 3 4 5 6 7 8 9 10TIME
SchedulePerformanceIndex
CostPerformanceIndex
1
1
0
0
Monitor Late Starts
Myth 1: Add staff, compress the schedule
! Brook's Law: manpower and time are not interchangeable! Based on a nominal schedule, 2x staff:
" 20% faster ● 6x defects! Supported by core metrics: Size, Time, Effort, Defects
(Anita Carleton, CAR1)! GATHER DATA - Identify, learn from experience
PROJECT SIZE
DU
RA
TIO
N (M
ON
THS)
X
XX
X
X
X
X
X
X
X
X
X
PROJECT SIZE
EFFO
RT
(PER
SON
MO
NTH
S)
X X
X
X
X
XX
X
X
X
X
X
Michael Mah, MAH1
Diminishing, disappearing returns
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85© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Myth 1: Add staff ... (cont.)
IMPOSSIBLEREGION
td to = 2td.75td
DEVELOPMENT TIME
RES
OU
RC
E
Roetzheim, ROE1; DOD1
td = Calculated optimal timeto = Cost optimal time
Requires a change in thefundamental characteristicsof the project (e.g., volume,environment)
Putnam-Norden-Rayleigh (PNR)Curve
86© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Myth 2: Reuse will save us
! To build in reusability: 2x effort" Per class library - from 20 to 40 days" Design, inspection, documentation
! Library maintenance" Coordinating obsolescence
! Learning curve (6 to 12 months)" Library consultant per 4 projects" Maintain, communicate, advise, mentor
PAG1, Meilir Page-Jones
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87© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Myth 3: We’ll make it up later
! Projects over budget when only 15%complete usually complete with overruns
! Actual completion costs will not improve bymore than 10% of the current percentageoverrun
! For commercial projects" 10% late ~ 30% loss in profit" 50% cost overrun ~ 3% loss in profit
88© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
IPM: Required ordering? No, but... Establish the project’s
defined process
Use organizational processassets for planning project
activities
Integrate plans
Manage the project using theintegrated plans
Contribute to theorganization’s process assets
SP1.1
SP1.2
SP1.3
SP1.4
SP1.5
TIME
Managestakeholderinvolvement
SP2.1
Managedependen-
cies
SP2.2
Resolvecoordina-
tion issues
SP2.3
There is a natural, logicalordering.
And GP2.7
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89© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
IPM: The generic practices (GP)
! Special significance? - look for elaboration" GP2.1 (CO1) Establish an organizational policy$GP2.3 (AB3) Provide resources
■ Note the reference to integrated support environments" GP2.5 (AB5) Train people$GP2.7 (DI2) Identify and involve relevant stakeholders
■ At beginning - start with tailoring" GP2.8 (DI3) Monitor and control the process$GP2.9 (VE1) Objectively evaluate adherence
■ Significant if PPQA (Quality Assurance) is embedded in theproject
90© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
The generic practices (cont.)
! Resistance?" All the usual suspects
– Management commitment (CO1, AB3, AB4, AB5, VE2)
– Politics (DI2, DI3, VE1, VE2)
– CMMI regurgitation (ALL)
" To evaluating adherence - if PPQAbecomes a “police” function (VE1)
– Ensure PPQA is value-added - it can be
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91© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Tools and tips
! No shortage of tools (free and otherwise)! BUT ...
" Process first" Tools second
92© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Start-up checklist for projectmanagement processes% Establish status reporting process& Establish risk management process' Establish change management process( Apply appropriate metrics) Align organization with life cycle* Align working environment+ Align development/test environment, Ensure training takes place
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93© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Typical implementation opportunities -Business acquisition
% Define interfaces with internalorganizations
& Requirements analysis - capability' Requirements definition( Requirements change management
94© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Typical implementation opportunities -Development
% Engineering lifecycle definition& Requirements management' Planning and project management
" Development" Verification and validation
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95© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
( Configuration management" Controls for change
) Maintenance" Lifecycle scaleability" External problem resolution
96© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Typical implementation opportunities -Manufacturing
% Define interface with Engineering/Development& Planning to ensure capability to meet
commitments" New business (resources and training)" New types of product (process engineering)
' Integrate quality functions( Automate systems to greatest extent practical
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97© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Typical implementation opportunities -Services and Support
% Define interfaces with internal organizations& Planning to ensure capability to meet
commitments" New business (resources and training)" New types of service (process
engineering)' Automate systems to greatest extent
practical
98© SSQC All rights reserved Version 16INTEGRATED PROJECT MANAGEMENT
Contact Information
Bill DeiblerSoftware Systems Quality Consulting2269 Sunny Vista DriveSan Jose, CA 95128Phone +1-408-985-4476 Fax [email protected]
www.ssqc.com
Software ◆ Systems ◆ Quality ◆ Consulting2269 Sunny Vista Drive ◆ San Jose CA USA ◆ Tel 408-985-4476
Internet: [email protected] ◆ http://www.ssqc.com