Definition of a Project
Temporary: Every project has a definite beginning
and a definite ending.
Unique: Every project is unique in some
distinguishing way from all similar products or
services. Also, a project is unique in that each one
has a specific objective(s).
Adapted from PMBOK Guide
11
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Triple
Constraint
Cost
Time
Performance
Where does the importance lie?
12
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Project Life Cycle
Project
Initiate
Project
Planning
Project
Execution
Project
Control
Project
Closeout
Cost and
Staffing
Level
Start
Time
Finish
19
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Phase Milestones
Implement
Execute
Plans
Operate
Clo
Pr se
oje
ct
Arch.
&
Design
Construct
Wa
rra
nty
Design
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Rq
mt
s.
Define
&
Initiate
Plan
Sta
Pro rt
jec
t
Initiate
Sub-Phase Milestones
Iterative approach to defining, justifying, building, and delivering IT solutions
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9 Project Management Process Areas
Scope Planning
Communication Management
Planning & Estimating
Issues Management
Financial Management
Risk Management
Quality Management
Procurement Management
Human Resources Management
Implement
Execute
Plans
Software Development Lifecycle Model
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Operate
Clo
Pr s e
oje
ct
Arch.
&
Design
Construct
Wa
rra
nty
Design
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Rq
mt
s.
Define
&
Initiate
Plan
Sta
Pro rt
jec
t
Initiate
Traditional Organization
E x e c u t iv e O ffic e
E n g in e e r in g M a n a g e r
O p e r a t io n s M a n a g e r
F in a n c ia l M a n a g e r
A d m in is t r a t io n
M a r k e t in g
24
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Traditional Organizations
Advantages
Easier budgeting and cost control
Flexible in use of personnel
Broad personnel base to work
from
Continuity in disciplines,
policies, procedures, etc.
Communication channels are
vertical and well established
Disadvantages
No one individual responsible for
projects
Coordination is complex and
requires more hours
Decisions favor the strongest
functional group
Difficulty pinpointing responsibility
Motivation and innovation are
decreased
25
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Projectized Organization
Project Coordination
PR O JE C T M AN AG E R
C H IE F E X E C U T IV E
PR O JE C T M AN AG E R
PR O JE C T M AN AG E R
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
S ta ff
Adapted from PMBOK Guide
26
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Projectized Organization
ADVANTAGES
DISADVANTAGES
Provides complete line
authority over the project
Maintenance costs include
duplication of effort,
facilities, and personnel
Project participants work
Tendency to retain
directly for the project
personnel on a project
manager
long after they are needed
Strong communication
Technology suffers
channels
without strong functional
groups
Staff maintain expertise on Lack of opportunities for
a given project
technical staff between
projects
Upper-level management
Lack of career continuity
has more time for executive and opportunities for
decision making
project personnel
27
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(Overview)
Initiate
Define
&
Initiate
Initiate:
The first phase of the Software Development Life Cycle
Define & Initiate:
The purpose of the Define & Initiate Sub-phase is to expand on a
concept or project proposal in order to justify funding for an official project. Because the work
effort involved with this sub-phase could vary greatly, skilled resources are often required. It is
critical that the initial step to register the project is accomplished.
What is Accomplished in this Sub-Phase?
The primary accomplishment of the Define & Initiate Sub-Phase include the expansion of the concept for the project
and the detailing of the project substantially in order that the PMO and/ or Senior Management Team might ascertain
the value and cost of doing the project. The end result of the Define & Initiate Sub-Phase is either approval for
formally beginning the project, or, otherwise prioritizing it. The completion and acceptance of the Business Case
feeds the Start Project Sub-Phase.
Deliverables
Best Practices
Project Charter
Three Key Questions
Create Project Binder
Status Meeting
Project Proposal
Financial & Effort Tracking
Business Case
Workshop
Application Estimating
Visioning
Cost Benefit Analysis
Expectations & Concerns
Project ID
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(Overview)
Rq
mt
s.
Sta
Pro rt
jec
t
Plan
Plan:
The second phase of the Software Development Life Cycle
Start Project Sub-Phase:
In the Start Project Sub-Phase an approved project
(from Define & Initiate) is started and a Project Manager is assigned. The initial core team is
put in place to define how the project will be managed and to create the initial project work
plan. Required PM deliverables are the Project Charter and the Project Work Plan usually in
MS Project.
What is Accomplished in this Sub-Phase?
Immediately after the new project Business Case is approved and funded, the Start Project Sub-Phase is executed.
The first step is to officially assign a Project Manager (may be the same person who filled the Business Case Owner?
Role in the Define & Initiate Sub-Phase) along with the projects Steering Committee and confirmed the Project
Sponsor. These members are critical to the successful execution and management of the project and as such, are
required to sign-off on the completed Project Charter at the end of this sub-phase.
Deliverables
Best Practices
Project Workplan
Priority Triangle
Project Plan
High Level Milestone Plan
- Project Organization Structure
- High-level Milestone Plan for Project
- Quality Management Plan
- Communications Plan
Issues Management Matrix
Risks Management Matrix
Stakeholder Breakdown Structure (SBS)
Risk Matrix (Qualitative)
Status Meeting
Finance & Effort Tracking
Expectations & Concerns
Change Management Matrix
Change Request Form
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(Overview)
Rq
mt
s.
Sta
Pro rt
jec
t
Plan
Plan:
The second phase of the Software Development Life Cycle
Requirements:
The purpose of the Requirements Sub-Phase is to collect, analyze,
and define what the entire project solution must do if business objectives are to be met.
Unlike solution design, which focuses on the how, requirements gathering focuses on the
what.
What is Accomplished in this Sub-Phase?
There are three key outcomes of the Requirements Sub-Phase. First, all business needs that must be met by the
proposed solution are compiled. These will be used in subsequent sub-phases to test the viability and completeness
of design and construction deliverables. Second, the complete solution for meeting requirements is defined at a
relatively abstract level. This conceptual solution architecture will be used to specify the details for constructing
related elements. Third, a strategy for realizing the proposed solution and attaining business objectives is developed.
This will be used to develop plans for ensuring that requirements have been met and that the solution will be
deployed in a receptive and well-prepared business and technical environment.
Deliverables
Application Requirements
Conceptual Solution Architecture
Business Process Change Impact
Conceptual Technology Architecture Requirements Attainment Strategy
Business Process Requirements
Data Design Package
Requirements Management Strategy
Conceptual Application Architecture
Data Requirements
Requirements Specification
Conceptual Business Process Architecture Data Classification Form
Organizational Requirements
Requirements Traceability Matrix
Conceptual Data Architecture
Conceptual Organization Architecture Risk Assessment Form
System Implementation Strategy
Technical Design Package
Test Strategy
Work Force Enablement Strategy
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Test Plan
(Overview)
Design
Arch.
&
Design
Design:
The third phase of the Software Development Life Cycle
Architecture & Design:
The Architecture & Design Sub-Phase defines how the
entire solution to a business problem will be structured, what all of the parts (or elements) of
the solution will be, and how the parts will interface in order that business objectives can be
met. Unlike requirements documents that generally answer what the solution must do, this
sub-phase determines how the solution will be achieved.
What is Accomplished in this Sub-Phase?
There are four key outcomes of the Architecture & Design Sub-Phase. First, the conceptual solution architecture is
drafted to a detailed level. Second, instructions for constructing all elements of the solution are specified. Third, the
initial strategy for realizing the proposed solution and attaining business objectives is finalized. Finally, the Project
Workplan is updated to include activities for constructing all solution elements and deployment materials, (such as
training and communications)
Deliverables
Current Communication Infrastructure
Data Design Package
Development Coordination Procedures
Compensation & Recognition Assessment Design Specification
Infrastructure Engineering Package
Current Enablement Infrastructure Review Logical Solution Architecture
Requirements Attainment Strategy
Current Staffing Assessment
Requirements Management Strategy
Test Cases
Current Training Assessment
Role Based Access Description Form
Test Plans
Requirements Traceability Matrix
Security Design Diagram & Description
Test Scripts
Risk Assessment Form
System Implementation Strategy
Test Strategy
Work Force Enablement Strategy
Technical Design Package
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Security Standards Exception Form
(Overview)
Design
Best Practices
Summary of Architecture & Design Techniques
Arch.
&
Design
Application Architecture & Design
Developing Test Cases from Use Cases
Job Analysis
Creativity
Process Simulation
CRUD Analysis
Structured Round
T-Chart
Fishbone Diagram
Flowchart
Matrix Diagram
Time Charting
Persuasion
Workshop
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(Overview)
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Construct
Construct:
The fourth phase of the Software Development Life Cycle
Construct & Unit Test:
The Construct & Unit Test Sub-Phase builds and
individually tests all project related deliverables for a given release, including system,
infrastructure, business, organizational, and work force enablement deliverables.
What is Accomplished in this Sub-Phase?
All elements of a project solution and materials needed for deployment of that solution are produced according to
specifications created during the Architecture & Design Sub-Phase. These include:
Standard Operating Procedures and acquisition/ set-up of related facilities
Organization Charts, organization charters, and job descriptions
Coded and unit-tested business software and related conversion software
Physical databases for the development, testing, and production environments
Configured infrastructure for the development, testing, and production environment
Unit test results and test scripts for use during the Integration and Test Sub-Phase
Educational materials
Preplanned communications
Materials for acquiring, reducing, and transferring staff
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(Overview)
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Construct
Deliverables
Best Practices
Programming Code
Managing varied approaches to application development
Staffing Materials
Object-Oriented Development
Testing Defect Log
Testing Completeness
Testing Quality Gate Log
Test Scripts
Training Materials
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(Overview)
Co
n
Un stru
it
Te ct &
st
In
te
& gra
Te te
st
Construct
Construct:
The fourth phase of the Software Development Life Cycle
Integrate & Test:
After Unit Testing Sub-Phase is completed all modules are tested
in user case sequence from beginning to end
Templates
Programming Standards & Guidelines
Best Practices
Testing Completeness
Staffing Materials
Testing Defect Log
Testing Quality Gate Log
User Cases
Test Scripts
Training Materials
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(Overview)
Implement
Implement:
Execute
Plans
The fifth phase of the Software Development Life Cycle
Implement:
The Implementation Sub-Phase deploys the integrated project solution or
solution release that was created to meet a specific set of business requirements and
objectives. The solution release includes deliverables from all relevant subject areas, i.e.
business process, organization, application, data and technology. Implement occurs after all
formal testing of solution elements is complete for a particular release, all major structural
issues should have been worked out earlier in the project lifecycle.
What is Accomplished in this Sub-Phase?
The primary objectives of this sub-phase is to effect the Requirements Attainment Strategy developed in the
Requirements Sub-Phase and expanded upon in Architecture & Design. During this sub-phase, targeted sites receive
new/revised systems, organizations, roles and responsibilities, and facilities. To ensure a receptive and well-prepared
environment, related training, communications, and incentive programs are also delivered. Finally, metrics are
gathered and monitored in order to determine the effectiveness of the implemented solution.
Templates
Best Practices
Implementation Schedule
Training Workshop
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(Overview)
Operate:
The sixth phase of the Software Development Life Cycle
Warranty:
Clo
Pr se
oje
ct
Wa
rra
nty
Operate
Warranty occurs after the Implement Sub-Phase is completed. At the
completion of the Implement Sub-Phase, the project team is still in place and is responsible
for supporting the application in the production environment. The major purpose of the
Warranty sub-phase is to transfer management of the application in the production
environment to the production support organization.
What is Accomplished in this Sub-Phase?
During the Warranty Sub-Phase, the project team is transitioned to other activities, change management occurs in
conjunction with planning for the next project phase (should there be another project phase), project sign-offs are
obtained, the post-implementation review is scheduled, and application support is handed off to the maintenance
support organization.
Templates
Best Practices
Handoff Schedule
Training Workshop
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(Overview)
Clo
Pr se
oje
ct
Wa
rra
nty
Operate
Operate:
The sixth phase of the Software Development Life Cycle
Close Project:
The Close Project flow is provided to ensure project data is finalized
and provided to appropriate areas, and those projects results are effectively implemented.
The Project Manager includes the closing of tangential processes such as terminating
external staff access to other Information Technology resources so resources can be free to
complete other work tasks. Effectively closing out a project is a disciplined manner can be as
beneficial as disciplined planning and execution. This task circles back to the original
planning that was done for the project, and formally ensures that the project outcomes are
consistent with the baseline plans. Closeout Services begins with the original business
justification for selecting the project inclusion in the Project Portfolio, to the answers to the
Three Key Questions, and finally to the deliverables identified in each High Level Project Plan.
What is Accomplished in this Sub-Phase?
The formal acceptance and signoff of each deliverable in this task closes the loop of the project life cycle. It
determines whether, or to what extent, the final project outcomes are consistent with baseline plans for the projects
duration, cost and performance. Any changes to the project baselines that have occurred during the execution of the
project should be supported by formal change orders completed during Project Monitoring and Control . This task
concludes with the assignment of responsibilities and dates for resolving any outstanding issues so the Project
Sponsor will fell comfortable signing off on the Project with an assurance that the last details will be addresses.
Templates
Best Practices
Team Member Evaluation
Post Mortem
Project Closure Report
Project Survey
Engineering Metrics Survey
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VOC Guide
Customers
Planning
Identify
Retain
Relationship
Needs
Assessment
People
Lessons
Learned
(commitment)
Segment
Process
Profile
Platform
Integrate
Product
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Personalize
Internet
Experience
60
Developing Tactics
CEO Vision
VOC
Requirements
Organizational
Strategy
Strategic Requirements
Objectives
Product
Service
Project Tactics
Process
Technical
Infrastructur
e
59
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Problems in Gathering
Requirements
Requirements not
agreeable to all parties
Requirements too rigid to
adapt to changing
priorities
Insufficient time available
Requirements not
adequately quantified
Functional gaps
Lack of Support
High personnel turnover
Insufficient knowledge of
targeted area
Inadequate experience
with new technology
61
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Establishing SMART Objectives
Specific
Measurable
Agreed To
Realistic
Time Constrained
62
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Project Charter
Planning document which states the
project commitment
Internal document identifying the project
managers authority and responsibility
Identifies the scope of the project
Identifies functional support responsibilities
Identifies the projects priority
63
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Project Charter Elements
Business need the project was
undertaken to address
Desired flow of documentation
and information
Product description
Support requirements from
other organizations
Project scope and objectives
Names and titles for
responsibility
Preliminary delineation of roles
and responsibilities
Project Managers authority
and responsibilities
Expectations for change
control, budget, and project
reports
Management approval of above
items
Adapted from PMBOK Guide
64
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Assign the Project Manager
Identify/assign the project manager:
As early as feasible in the project
Prior to start of execution
Preferably before much planning is done
Adapted from PMBOK Guide
65
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Constraints and Assumptions
Constraints: Factors that limit the project
management teams options
Assumptions: Factors that will be
considered true, real, or certain for
planning purposes
Adapted from PMBOK Guide
66
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Why Change Occurs
Users change their mind
Everything is constantly evolving
Additional information is received
Technology changes
67
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Requirements Management
Document and classify requirements
changes
Determine if the change is within scope
Analyze the change for impact
Submit the change for approval
If approved, allocate and trace
requirements throughout the system
68
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Managing Change
Identify the change with a Change
Request
Assess the change
Receive approval/approval for it
Communicate the decision
If approved, implement the change
69
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Change Control Board
Approves, defers, or rejects change
requests
Typical members:
Project manager (leads Board)
Project team members
Customer representative
Configuration manager (serves as
Secretariat)
70
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Configuration Management
CM is a documented procedure designed
to
Identify and document characteristics
Control changes to characteristics
Record and report changes and their
implementation status
Audit items
Adapted from PMBOK Guide
71
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(Analysis)
Initiate
Initiate:
Define
&
Initiate
Project
Charter
The first phase of the Software Development Life Cycle
Define & Initiate:
The purpose of the Define & Initiate Sub-phase is to expand on a
concept or project proposal in order to justify funding for an official project. Because the work
effort involved with this sub-phase could vary greatly, skilled resources are often required. It is
critical that the initial step to register the project is accomplished.
Sponsor
Project
Manager
Cost
Benefit
Analysis
Business
Case
Project Description
Cost Benefit Analysis
Alternative Analysis
Deliverables
Map Business Case
Financial Tracking
Process
Step
Decision
?
Initial Risks
Workshop
Visioning
Additional PM Tasks
Request Project ID
Output/
Deliverable
Data
Storage
Hopes & Fears
3 Key Questions
Obtain Expense Center
Set-up Time Tracking Code
Project Documentation Repository
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Link
to
External Process
PROJECT SELECTION
Technological
Environmental
Legal
Economic, etc..
Economic,
etc..
Factors
Stockholders
&
Sponsor
Stakeholder
Needs
Customers
Executives
Executives
Partner
Partner
Needs
Needs
Customer
Needs
&
Expectations
Project
Request
Handling
Process
Business Case
Business Case
Steering Committee
Member Vote weighted
by Customer
Requirements and
Corporate
CorporateStrategy
Strategy
Alignment
Project Selection with
Sponsor selected by
Steering Committee
Members
47
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Business Case
Project
Document
Project
Description
Capture
Initial
Risks
Identify
Impacts
to Others
Document
Alternative
Analysis
Capture
Stakeholders
And
Deliverables
Project
Business
Case
Place BC into
Project Folder
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Document
Interdependencies,
Assumptions
&
Constraints
Benefit-Cost Ratio
>1 = profitable; benefits exceed costs
<1 = not profitable; costs exceed benefits
= 1 = benefits equal costs
BCR = Cash flow
Initial Cash Outlay
55
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Present Value
PV = Vt /(1 + i)t
Vt = Value of money invested in t
t = Number of time periods from today
i = Interest rate or internal discount rate
Net present value (NPV) =
PVrevenues PVcosts
56
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Payback Period
Initial fixed investment for the project
divided by the estimated annual cash
inflows from the project
Ratio of these quantities shows the years
required for the project to repay its initial
investment
57
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9.0
Systems
9.1
Planning
9.2
Service
Delivery
IT Enabling Process
9.3
Prod.
Svc. Mgmt.
9.1.1 Define IT
Business Strategy
Solicit &
review
business
input
Evaluate
requirements
against industry
trends & new
technology
Update 3
Year
Strategic
Plan
9.1.4 Communicate Plan
9.1.2
Assess
Strategic
Elements
9.1.3 Define
Implementation
Plan
Present
plan to
Steering
Committee
Yes
No
Distribute
Plan to IS
and
Business
Plan
Approved?
Measures
Input (x)
Start Date
Present to IT
Senior
Management for
Acceptance
Review
Implementation
policies
No
Plan
Approved?
Develop necessary
ground rules /
policies and
effects on the
business
Consolidate
guidelines,
directives &
strategy for
implementation
plan
Yes
Distribute
Accepted
Implementation
Plan
Measures
Output (y)
Input (x)
Output (y)
End Date
Start Date
End Date
no. of Projects
Management Resistance
Do Outputs meet Customer CTQs?
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Delivery Processes
5.1
Delivery
Value
Added
Non-Value
Added
Redundant
CTQ
Effective
Efficient
Is there a
Better
Way?
5.1.1
Delivery Strategy
5.1.2
Review Material Requirements
5.1.3
Evaluate Select Vendor
5.1.4
Purchasing P.O.
5.1.5
Present Plan to Steering
Committee
N/A
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Rework Loops highlighted in Red
GO
Decision
IMPLEMENTATION
Conduct
Analysis
Create Implementation
Guide
Draft
EPRO
Migration
Structure
Mapping Job
Aid
Impl.
Guid
e
STRUCTURE
Draft
ePRO
Expert Team
Meeting
Track
Systems
Loads
Create Client ID
Review
Draft ePRO
To
Structure,
Benefits,
and
Eligibility
SMT linking
legacy
structure to
end state
Complete
Structure
To
Structure,
Benefits,
and
Eligibility
Client
ID
Inspection/Verify
with e-PRO
OK For
Release
to Vendor
ePRO
Update
EPRO
Draft
e-PRO
Yes
No
OK?
EPRO
Rework
Test Scenarios
Go back to
Rates
Fix Claim
Errors
OK?
Yes
Yes
No
No
Review
Draft
EPRO
OK?
Yes
Check vs. ePRO
OK?
Yes
No
CAIP
Reformat
Client
Eligibility Data
Receive Enrollment
Data
Load Data into
Downstream
Systems
No
OK?
Check vs. ePRO
Release
ATC
To Vendor
BPC &
Class
Codes
Create
Codes
Match &
Merge
e-PRO
Redo?
Yes
Structur
e in
CDB
Yes
Get
Underwriting
Approval
No
ELIGIBILITY
Legislative Tool
Review
ID Claim
Scenarios
CDB
No
EPRO
Rework?
From
Benefit
s
Run Legislative
Tool
Request/Receive
Request
Codes
Codes
No
Release e-PRO
Record
BENEFITS
Review
TS
Set Up Client ID in
End State
Structure
Eligibility
In CED
Load data in
CEO
Yes
Fix Errors
Data
Engines
Loaded
(e.g ATC,
DocGen,
etc)
No
Are
errors
resolve
d?
Yes
e-PRO
Rework
OUT OF SCOPE
PROCESS STEPS
SALE
Get
S Underwriting
Approval
Client
Input
To Sales
To
Structure
CLIENT /
CUSTOMER
Enrollmen
t File
GO
Decisio
n
To
Eligibility
ID
Card
s
Production
Migration
Support
Cancel
Legacy
Structure
ERW To
Implementatio
n
Employer Services functional areas
Processes shaded in green are specific to
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(do not sell, copy, or give away this information)
ERW
e-Pro
Rework
VENDO
R
(ID
CARDS)
From
Vendor
Member
cancelle
d
in
Legacy
Create
ERW
VOB
ERW
From
Eligibilit
y
Cancel
Member in
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Processes out of scope, but critical to
Employer Services
Elig.
Rework
ERW To
Implementatio
n
Harrington Institute of Quality @2003 research all rights reserved (do not sell, copy, or give away this information)
Project Team Structure
Customer Input
Balanced Score Card Input
Supplier Input
Project Steering Committee
Project Sponsor (s)
Support Areas
Finance
Legal
Information Systems
Training, etc...
Project Manager
Business case management Project Results
Financial Management
Scope, Quality
Resource Management
Issues, Risks
Schedules
Change Control
Metrics
Data Design Team
Process Analysis Team
Project Office
Team
Knowledge Management
Data Warehouse
Data Management
Customer Profiling Requirements
Business Process Definition
Subject Matter Experts
Requirements Definition
Policy & Procedure Changes
Project Administration
Schedule Support
Reporting
Documentation Management
Implementation Team
Implementation Strategy
Application Cutover Strategy
Phased Implementation Schedule
Integration Management
Testing Team
Test Strategy Plans
Requirements Tracing
User Acceptance Testing
Test Cases & Scripts
Organizational
Product/
Service
Design
Team Team
Business Impact Assessment
Business Readiness Assessment
Communications
Organizational Integration
Harrington Institute of Quality @2003 research all rights reserved (do not sell, copy, or give away this information)
