Beruflich Dokumente
Kultur Dokumente
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and
Instructor(s)
Lecture 11
10/9/2003
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Introduction
Project Preparation and Planning
Importance of Upfront Preparation
Contents of Program Management Plan
Product Development Processes (PDP)
Waterfall Model
Spiral Model
Acknowledgments: Prof. Ed Crawley
Prof. Steve Eppinger
Dr. Joyce Warmkessel
Dr. Darian Unger
10/9/2003 - ESD.36J SPM
2
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ESD.36 Framework
Project
Adaptation
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Preparation versus Planning
De
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Sta vel
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Preparation Actions
nst
Or ruc
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Planning
6
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Planning Actions
Po De
Dete
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De Stru lat
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Re velo St ro gr ch isk
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a r u a
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W ed ag
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BS ule em
en
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Program
Plan
r
ies
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D e D e tr
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D In M Co
Performance
Schedule Risk
Cost
Ref: Maier/Rechtin
One of the main jobs of the program manager (and architect)
is to identify the principle tensions and resolve them
- ESD.36J SPM
10
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Telecommunications Development:
The Planned Process
- Concept Approval
CONCEPT
Four-Phase Development
PLANNING AND
Business
Req’ts SPECIFICATIONS Process
System 150 Documents in DSM
Req’ts
Network Model
Plan
Specification Approval
Eng’g
Specs
DETAILED DESIGN
Eng’g AND BUILD
Implem.
& Billing
Ops.
Cust.
Service
OPERATE
Launch Approval
Cust.
Service
OPERATE
Launch Approval
CONCEPT
Concept Approval
Solution:
Planned Iterations in Specs Phase
Business PLANNING AND
SPECIFICATIONS
X-Functional Resources in Specs
Req’ts
Formal Spec Approval Gate
System
Req’ts Enables Parallel Design Efforts
Network
Plan Specification
Eng’g Approval
Specs
! DETAILED DESIGN
Eng’g AND BUILD
Implem.
& Billing
Specification Approval Ops.
Gate is Critical: Cust.
Frozen product requirements Service
Frozen technical specifications
OPERATE
Project plan for detailed design Launch Approval
Financial analysis
Integration
& Test
Reviews
System-Level Cost
Design (Cumulative Effort)
Release
Planning
Concept
Design
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Spiral PD Process
Cumulative cost
Determine Identify
objectives, alternatives, and
and constraints resolve risks
Risk
Analysis
Risk
Evaluate
Analysis
Risk alternatives
Commit to an approach Operational
Analysis prototype
for the Risk
next iteration Analysis Prototype 3
Prototype 2
START Prototype 1
Review
Partition Requirements Simulations,
Concept of models,
plan, lifecycle
operation Software benchmarks
plan
require-
Detailed
ments
Development Requirements Software design
plan validation product
design Code
Plan the next Integration and Design validation and Unit
test plan verification test
iteration
Integration
and test
Adapted from: Acceptance Develop the deliverables for the
test iteration and verify that
Release they are correct
Steve McConnell, Rapid
Development, 1996, pp. 136-39.
Barry Boehm, A Spiral Model of
Software Development and
Enhancement, 1988.
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Spiral PD Process
Reviews
Planning
Concept
Design
System-
Level Design
Detailed
Design
Integration &
Test
Release
Time
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Dynamics of Project Performance
Copyright © 2003
James M. Lyneis
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WORK WORK
WORK
TO BE REALLY
DONE BEING DONE
DONE
KNOWN UNDISCOVERED
REWORK REWORK
Rework Discovery
Copyright © 2003
9/23/03 - ESD.36J SPM James M. Lyneis 18
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Project Dynamics
Time
- Remaining
Skill &
Experience
Staff
Morale Organizational Turnover Hiring
Size
Changes
Overtime
Schedule Staffing
Scheduled Pressure Equivalent Requested
Completion Productivity Quality Staff on
Time Project
Out-of-Sequence
Work
Hours
Progress Expended
Expected Work To Work to Date Expected
Completion Availability Be Done Really Done Hours at
Time of Prerequisites Added Completion
Work Obsoleted
Work Quality Known Undiscovered Work
Rework Rework
to Date Rework
Discovery
Perceived
Progress
Copyright © 2003
9/23/03 - ESD.36J SPM James M. Lyneis 19
ESD.36J System & Project Management
Instructor(s)
11/20/2003
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Project Success
What is project success? (Traditional view)
Completion of set of activities within the
constraints of time, cost, and performance?
(Kerzner, 2001)
Need metrics
Completion (Expanded View)
within allocated time period and budgeted cost
at proper performance or specification level
with acceptance by the customer/user
when you can use customer’s name as reference
with minimal and mutually agreed scope changes
without disrupting lives, organizations and cultures
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Project Management “Best Practices” (I)
Adequate project preparation & planning
Match right people to the right jobs
Work Breakdown Structure (proper size packages)
Adequate planning of milestones, task, schedule
Understand uncertainty - treat schedule, cost etc.
probabilistically, set metrics (few !)
Identify “critical” items: critical path, scarce
resources, … DRAG, critical chain
Place planned ITERATIONS at strategic locations in
the project
Identify RISKS: market, performance, cost, schedule
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Project Management “Best Practices” (II)
Adequate project tracking & adaptation
Use “metrics” but distinguish
Real progress from Perceived Progress
Communication flow between team, parent, client
Do projections and anticipate problems
Replanning and Adaptation (use System Dynamics?)
Add Resources
Descope
Overlapping and Concurrency, Replan task sequences
Prepare Project End
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Frequent Reasons for Project Failure
Selected the wrong product (system) concept
Wrong person as project manager
Upper management is non-supportive
Inadequately defined tasks, goals … (ambiguity is
never removed)
“Impossible” mission
Over-scoped, under-funded, not enough time
Starts project dynamics
Wrong corrective measures
kicks off vicious circles (SD)… burnout, fatigue…
Project “end game” is not planned
Reward and Incentive systems not aligned
11/20/03 - ESD.36J SPM 18
ESD.36J System & Project Management
+ Project Management
Instructor(s)
Lecture 21
11/18/2003
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Project Manager -personal skills
Communications (verbal & written)
Delegating
Interpersonal skills, motivator
Focus
Consideration of alternatives
Technical and Planning skills
main focus of this class so far
Patience & sense of humor
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Barriers to Verbal Communications
Not listening to other points of view
German proverb: “Reden ist Silber - Schweigen ist Gold”
Suspicion or dislike of other person, “chemistry”
Preoccupation - outside emotion or worry
Poor timing
Insufficient explanation, hidden assumptions
Status differential
The “good news” complex
“Knowing the kinds of questions to ask is a major
managerial skill”
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Written Communications
Short - Simple - Soon (S3)
The Fog Index
1. Count 100 words in body of text (2 or 3 places)
2. Count # of sentences in the 100 words. Add to
the count the number of colons and semicolons.
3. Count the number of 3 or more syllable words
in 100 words (nouns excluded)
4. Add numbers 2 and 3.
5. Multiply by 0.4
6. Judge
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The Fog Index (cont.)
The Bible = 5 to 6
Typical Newspaper = 6 to 7
Time & Newsweek = 8
Atlantic Monthly = 13+
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Delegating
Why people don’t delegate
Takes more time to explain than to do the job
Mistakes are or can be too costly
It can be done quicker!
Some actions cannot be delegated (PM responsibility)
Employees are specialists without systems knowledge
People are already too busy