stefanini.trinh

JUMP: A Scalable, Successful Approach to Software Project Management

Presented By:Michael Stefanini, Jet Propulsion Laboratory,

California Institute of Technology

Cindy Trinh, Jet Propulsion Laboratory,

California Institute of Technology

National Aeronautics and Space Administration

Jet Propulsion LaboratoryCalifornia Institute of Technology

Pasadena, California

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JUMP – Past and Present




3Time-Boxed

RUP

Process

Toolset

Itera

tive




Project Strategy – The Deming Model

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Planning

(Plan)

Delivery

(Do)

Metrics

(Check)

Baseline

(Act)

Improvement over Time

BASELINE

CHANGE

No one has to change.

Survival is optional.




Components of JUMP

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PhasesRoles

AuthorityDelivery

ResponsibilityChecklists

ArtifactsReviews




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• Each team member on the project plays a key role during the JUMP Process

• There are scorecards that are individualized for each role• All role statements are defined and have clear responsibilities,

authority, and deliverables for each phase• There are Affinity Groups that are formed that will provide

expertise in the various areas

JUMP Roles



Pasadena, California JUMP Roles

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Dev Team

Ops Team

Support Team

SMEs

Standards and Process Team

Customers

Users

Stakeholders

Sponsor ProjectManager

SystemEngineer

TechnologistArchitect

AnalystResp Dev

Developers

Resp LineManager

BusinessProduct Lead

Dev SupportLead

• QA/Tester• Config Mgmt• Tech Writing• Scheduling• Dev DBA• Dev SA

OpsManager

• SA• DBA• Training • Change Mgmt• Communications• Help Desk

Core Team

All Phases




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JUMPPhases

Inception Phase Elaboration Phase Construction Phase Transition Phase

http://www.songsofhigherlearning.com/SAMPLE%20SONGS/PHASES%20OF%20THE%20MOON2.wmv



Pasadena, California JUMP Phases and Milestones

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Inception Phase

Elaboration Phase

Construction Phase

Transition Phase

Major Features

Project Vision& Scope Requirements

& BusinessProcesses

Evaluate Solutions& Trade Study

Risk Analysis

High-LevelBudget

& Schedule

Final ProjectPlan

PrepareProduction

Quality Releaseof Solution

DefineOperationalProcesses

Move Solution toUser Community

Observationsand Metrics

BaselineNew Solution

RFAs

Requestsfor Action

PR

ProjectReview

MMRs

MonthlyManagement

Reviews

SRDSRS [opt]

Life-CycleArchitecture Review

LCAInitial Operational

Capacity

IOC

CDR

Conceptual DesignReview [opt]

ΔORR

Operational ReadinessReview [opt]

Life-CycleObjective Review

LCO

IncRev

InceptionReview

PDR

Preliminary DesignReview

ORR

Operational ReadinessReview



Pasadena, California Inception Phase

• Goal One: Create Excitement for Implementing this Project • The objectives of the project are stated clearly, so that the

needs of every stakeholder are considered• Scope and boundary conditions, acceptance criteria, and some

requirements are established

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Pasadena, California Elaboration Phase

• Goal One: Flesh out the details• An analysis is done to determine what it will take to achieve the

vision and meet the success criteria of the Inception Phase• The risks, details of vision, choice of architecture, and

expenditure of resources are also determined

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Pasadena, California Construction Phase

• Goal One: Build it• The Construction Phase is a manufacturing process• It emphasizes managing resources and controlling operations

to optimize costs, schedules, and quality

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Pasadena, California Transition Phase

• Goal One: Hand off to Operations• Dev Team gives product to the users and the Operations Team• Involves issues of education, deployment, configuration,

support, and operations

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JUMP Reviews



Pasadena, California JUMP Review Goals and Intent

• Goal One: Achieve Commitment and ConsensusThe four formal JUMP Reviews

are Confirmation and Commitment Reviews, not Design Reviews

– JUMP Reviews will focus on the completion of JUMP Checklists and Artifacts

– JUMP Reviews will assure commitment from responsible team members and interfaces

– Reviews also align projects with the organization’s directives and enforce policies• Architecture and Technology Consolidation• IT Security Requirements• Sustainable Operations, Architecture, and Planning

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Pasadena, California Scorecards & Review Materials

• Scorecards are issued to all reviewers in order to standardize the review itself

• Recommendations for Action (RFAs) will be used to capture questions, concerns, and comments and are used as a change control mechanism

• All RFAs must be addressed promptly, can only be closed by the originator or a Board Member

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Scorecards are what count!

Scorecards are what count!



Pasadena, California Scorecard for Domain Architect



Pasadena, California JUMP Tools: Issues/RFA List

• Purpose: Monitor and Respond to Project Issues

• Works like a Specialized To-Do List

• Used to monitor RFAs, Customer Issues, and other problems

• E-Mail Notification and Outlook Integration

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Track Related Issues




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Elaboration Walkthrough




20Kick-Off Meeting Kick-Off Form

Gathering Requirements

• Stakeholders• SQA• Requirements Review

Hold Sub-Reviews

• UX• Architecture• Technology• IT Security

Project Planning

• Scheduler• PMWG

Jump Elaboration Reviews

• Status Report• Doc Approval• Review Board




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Project Metrics




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Kick off Meeting



Pasadena, California JUMP Checklists

• Purpose: Show required and Optional JUMP Phase Requirements

• This checklist not only shows the required JUMP tasks, but works as an assignment sheet, notebook, and status list as well.

• Performance Indicators are generated based on the status of the items on this list

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Adjust the list to suit

your project

Monitor status and report on progress




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Requirements in Quality Center

Details of the Requirements

are tracked



Pasadena, California JUMP Tools: JUMP Schedule

• Purpose: Track major schedule and delivery milestones

• This list serves as a simple project schedule. A more detailed MS Project schedule is also provided as a template.

• The provided schedule already includes all required (and many optional) JUMP milestones – a turn-key project schedule!

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Add, Remove, Filter, and Report on Deliveries

Drag and Drop Milestones to create

Schedule




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Master Schedule



Pasadena, California Sample Mock-Ups

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Pasadena, California Mock-Ups (Wire Framing)

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Technology Positions




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UX Evaluation Report




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Weekly Project Status Reports




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Measuring Success



Pasadena, California Each Phase Builds upon the Previous

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Elaboration

Construction

InceptionElaboration

Transition

Construction

Initial Agreement

Scope Creep

Shifting

Expectations

Undocumented Requirements

Build and Fix

Project Failure results from not being in position to

meet the customer’s needs

Schedule-Induced

Delivery (De-Scoped)



Pasadena, California Time Spent in Elaboration

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Planning < 5% of project costs 150% - 200% Overruns Planning > 5%, but <10% of project costs 100% - 120% Overruns

Planning > 10% of project costs 0% - 50% Overruns

Front-End Planning includes1. Defining the scope

2. Developing the requirements3. Preliminary design

Source: NASA study performed in 1990

NASA Study



Pasadena, California PMI Study

• In the US, < 5% of total project time is spent planning with 150-200% overruns—NOT ENOUGH

• In Japan, > 30% of total project time is spent planning with 0-20% overruns—TOO MUCH– Based on a 1995 study by C. Christensen

• PMI suggests >20% of total project time be spent planning– Based on Generic Industry Studies

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PMI suggests

>20%



Pasadena, California Typical Resource Use by Phase

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Inception Phase Elaboration Phase

Construction Phase

Transition Phase




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Best Practices



Pasadena, California JUMP Best Practices

• Develop software iteratively – Software should be developed in small

increments and short iterations – a Multi-Layered Phased approach

• Focus on risk and high value• Constant user feedback and engagement• Early cohesive core architecture• Detailed mock-ups of functionality

– Take care not to confuse mock-up with product!• Manage requirements and scope creep

– Change and Configuration management38




Time Boxing: Set Expectations Early!

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Scope(Quality)

Schedule(Time)

Budget(Resources)

You can’t get it faster, better and cheaper!



Pasadena, California Customer Involvement

• Keep customers isolated from development and testing efforts as well as internal policies– Minimize disruptions and avoid having the customer

become a member of the development team (or Management Team!)

• Keep the customers involved with– UX reviews and screen-shot updates– Conducting Training– Communications and Outreach– Change Control

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Working with Sponsors, Stakeholder, Users, & Customers

• Ensure your Sponsor (or delegate) is a member of the Project• Recruit anyone who judges the quality of your project• Share the Vision often but don’t distract from your progress!• Gold-plating is bad businesses – Foster conservative

expectations • Give them what they pay for

– Build creep into your margin

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Development Services Catalog




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Customer Support

Service Desk

Software Quality

Assurance

QA Config Mgmt

Manual Testing

Automation

Environmental Architecture

Hardware Engineering

Development Hosting

Project Support

Technical Documentation

Training Development

JUMP Config Mgmt

Project Management

Project Scheduling

Project Coordination




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JUMP TOOLS



Pasadena, California JUMP Tools: Risk List

• Purpose: Catalog and Track all identified project risks and mitigations.

• Severity is automatically calculated

• Performance indicators are keyed to react to the status and severity of risks

• Un-Mitigated Red-Risks are automatically identified

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Status reports and views are generated

All standard risk

information is tracked in this

list.



Pasadena, California JUMP Tools: To-Do List

• Purpose: Assign and track Action Items

• Customize the list to meet your project needs

• Individual and group assignments

• Multiple To-Do Lists can be created for several major project areas

• E-Mail Notification and Outlook Integration

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The list is pre-populated with tasks required to complete your JUMP Project

Setup!



Pasadena, California JUMP Tools: Estimates to Complete

• Purpose: Monitor budget status• Designed to easily provide Estimate-to-Complete (ETC)

information• Auto-calculates variance and ETCs• Easily allows for budget baselines and status• Provides graphs• Track hard and soft liens• Performance Indicators keyed off of budget status

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Automatically creates budget graphs on the

resources pages




Key Performance Indicators

• Purpose: Monitor and report on overall project health

• Tracks 11 key performance indicators (KPI)

• 8 KPIs are tracked automatically

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KPI details for key areas are

provided



Pasadena, California JUMP Tools: Document Tracking

• Purpose: Track and Control Project Documentation

• Directory Structure provided by section IM

• Integrates with Office Applications

• Full workflow and reporting capability

• A separate Documents area is provided for JUMP Templates

• E-mail documents directly to the site

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Enable Drag-and-Drop, Alerts, and RSS feeds




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Tales from the Pit



Pasadena, California What is Your Vision?

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Pasadena, California Communicating Vision

• Remember Goal One: Create Excitement for Implementing this Project

• Just because you see something, does not mean you see the SAME thing

• Communicating a vision can be difficult but must be accomplished or the project can not succeed

• This vision is not the same as the scope or a list of features. It is the “Elevator Speech” that describes the sponsor’s BUSINESS GOALS of the entire effort.

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Pasadena, California Scope Will Creep

• It’s Human Nature: The more you think about a project, the more you will discover new ways to use or improve it

• To manage scope creep– Include only clearly negotiated features in Inception Phase– Plan your resources to include Margin for these extra items– Ensure constant communication with your sponsor and

customers– Manage your scope with a process that evaluates the impacts of

new additions or changes– Manage developer’s “Gold Plating” – this is self-imposed scope

creep!

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http://www.graphicsbydave.com/cartoon%20samples/cartoon%20samples2.htm



Pasadena, California Example of ITIL Success Criteria

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Discussion and Comments from Users ITIL Analysis and Next Steps

I wouldn't need this system, but design and fabrication on this project are so overlapped that we don’t know when drawings are being updated with red-lines or ECIs.

Trigger: Overlapping activities make it difficult to quickly identify design changes.

All the designers need an e-mail, spreadsheet, something! Something that lets me know all the redlines and ECIs that happened.

Results: A published listing of all the ECI’s and redlines on a project sorted by date.

Customers: All MSL designers need access to this list.

If we can get these lists on a daily basis, that would be great.

Metrics: Updated lists will be delivered every day until the project enters phase E. Five spot checks will be performed during the first 30 days that will validate the lists have the most up-to-date information from PDMS. Process issues will be handled by the project.

ITIL




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Traps



Pasadena, California How Managers Destroy Projects

• Usually, the Managers drive to deliver on time and on budget will be at odds with the development team’s desire to create a quality product

• Management is well meaning and may be using proven techniques, but some have the potential for disaster

• Here are four ways managers may unwittingly sabotage a project

56courtesy of the TechRepublic’s Robert Bogue



Pasadena, California Trap #1: False Dates

• Project managers must put dates out in front of the group to motivate them but when the dates aren’t realistic and they are consistently missed, it’s time to reevaluate the plan– The problem is that when a really important date comes up

there will be little drive to hit it because an expectation has been set that the date isn’t important

– After all if the team misses 10 dates in a row, how important can the 11th date be?

• If timelines are being set that have no penalty behind them and people aren’t meeting them it’s time to put some teeth behind them or move the whole timeline– Developers need to be able to concentrate on their work– The desire to meet the date and the confusion about

whether the date is real or not may lead to developers skipping critical steps in the development process and, in doing so, creating problems that will be hard to find

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courtesy of the TechRepublic’s Robert Bogue



Pasadena, California Trap #1: Solution

• Developers need to be involved in setting the schedule• Developers need to be held accountable when schedules are

missed• Managers need to aggressively defend the project schedule

and the developers




Pasadena, California Trap #2: Pretend All Is Well

• When it comes to project management, ignorance is not bliss– Risks turn into a reality and then panic sets in– Everyone scrambles to put together the rest of the pieces of

the project and the quality of the project will suffer from the hastiness of the final assembly

– Of course, this problem isn’t fully realized until the rush that is caused when the business learns about the true state of the project after believing that nothing was wrong for a long time

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Pasadena, California Trap #2: Pretend All Is Well

• Solution– Frequent and open status reports: Try the 2-minute status

report format on a daily or weekly basis– Utilize Project Management Office resources or your line

management to report on an issue within a project.– You can report anonymously to the IT PMO if you need to

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Pasadena, California Trap #3: Ignoring Dependencies

• In software development we have a great number of techniques for delaying dependencies– We can stub out functions, remove connecting infrastructure, or

bypass extensive error handling– All of these techniques when used correctly can be helpful to

moving a project along– However, when it becomes required to get the project completed

and when the costs of these techniques are not factored into the planning, trouble sets in

– Especially when it comes to unforeseen dependencies, the clean up cost can often become a non-trivial part of the project’s overall cost—and one that isn’t discovered until the very end

• External interfaces pose even greater risks– Project managers and developers often either defer discussing

interface agreements or each assumes the other is working to ensure the interface will be ready

– For unforeseen dependencies, external cooperation to provide support on the project’s time-table may be tough to get




Pasadena, California Trap #3:Solution

• The solution resides with the Responsible Developer– The Task Plan should detail any internal and

external interfaces that need to be managed– The developers must then communicate with the

project manager if they need any political support in ensuring external interfaces are ready, but the technical aspects of the interfaces lie with the development team

– If the Project manager ignores or defers any issues that arise, the development team must elevate the problem to another level (see Trap #2) or the project could fail




Pasadena, California Trap #4: Time Boxing

• Getting top honors in the list of things which can destroy software quality is the practice of time boxing

• Used at its extreme it often means that the code isn’t complete, it’s merely pushed along the process

• Time boxing works—most of the time—because it does three things– It forces the developer to be creative in finding a solution that fits within

their budget– It eliminates unnecessary frills and scope-creep that don’t necessarily add

value– It ensures iteration remain smaller and manageable while deferring good

ideas for later• The intent is to get the thing working and rely on a QA phase where detailed

testing will hopefully reveal any problems that there may be with the code• Time boxing doesn’t always work if

– The problem is unknown or the technology isn’t proven– The box is made so small there’s no possible way to complete the objective

within the allotted time– Used for research and development, problem solving, etc.

• When time boxing is used correctly it shouldn’t result cut corners and poorly developed software

• It should be used with moderation to ensure the lowest cost, quickest and best quality software possible 63




Pasadena, California Trap #4: Solution

• Time-Boxing works well when the schedule is well designed and significant margin has been allocated

• It is the responsibility of both the Project Manager and the Responsible Developer to ensure that the schedule and Task Plan are both realistic and have sufficient margin

• Sticking to a failed Time-Boxed schedule for the sake of meeting a dead-line is not a good idea– Time-Boxing is used to manage scope-creep and defend the

project plan – NOT to manage the schedule or deadlines• Time-Boxing results in removing functionality or adding

resources – not sacrificing quality• If the schedule runs out of margin – Re-Plan and hold a

review





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Thank You

stefanini.trinh

Technology

jet propulsion

california