3. PLANNING & PROCESSES

Transcription

1 The Life Cycle of A Large Project Contract Bid, Ref PLAIG. PLAIG PROCESSES Payment Resource Program Program Resource Project Project Solution Engineering Engineering Criteria Subcontract Subcontract Material Material Docs Criteria Procedure Doc quality verification Internal QA QA External Kickoff Kickoff Team/ Resource plan Participants s SRS PROGRAM PLA BASE DOCUMETS: BID PROPOSAL: solution COTRACT: what we promised, schedule, price REFERECES: estimation and document format Program Manager, Contract Manager Chief Engineers PROGRAM PLA, reviewed by AQ and approved by business director and reference projects Scope and process Selection : Material (LAB), manpower, Travel cost Payment schedule and Cash flow Skill set and manpower distribution Contract subcontractor management Quality Control RISK management (program level:emergency plan) Project and review schedule and milestone Customer visit plan Contract Book structure EGIEERIG PLA BASE DOCUMETS: BID PROPOSAL: solution COTRACT: what we promised PROGRAM PLA: schedule REFERECES: experiences and document format EGIEERIG PLA, Reviewed by QA and approved by Program Manager and Engineer Manager Chief Engineer, etwork Engineer, Software Engineer High level overview architecture Software architecture operation Technology and Tasks and quality control in every step of the process: requirement to acceptance methodology Devices CMMI execution plan Subcontract items list Major material selection PROJECT PLA REQUIREMET PLA BASE DOCUMETS: PROGRAM PLA: schedule, manpower, EGIEERIG PLA: solution, REFERECES: experiences and document PROJECT PLA, reviewed by QA and approved by Program Manager Project Manager, Program Manager, Chief Engineers Skill set and manpower management Process execution Lab establishment Milestone (deliverable) management management management Relation with other functions: QA, PM, Monthly and weekly report plan BASE DOCUMETS: PROJECT PLA: schedule EGIEERIG PLA: solution, REFERECES: experiences and document REQUIREMET PLA, reviewed by QA and approved by Project Manager Engineers, Chief Engineer, Project Manager Questionnaires for all parts 1

2 COTRACT MAAGEMET SUBCOTRACT MAAGEMET Contract manager is specialized in contract execution and has legal background and sufficient knowledge of company s charging structure. When risks caused by customers, he/she must evaluate the impact and estimate it s associated cost, and sends memorandum to customer. A personal visit may be necessary, get layer involved when issues become serious. Know the process and procedure of arbitration and suit Participate in milestone review meeting with the Program Manager. With combined functions of a program manager and a contract manager, but at a smaller scale Identify potential vendors Access vendors profile and evaluate their qualification Contract negotiation: price, schedule Supervise the vendor s activities management WATERFALL MODEL (1) WATERFALL MODEL (2) (Winston Roy 1970) (Winston Roy 1970) unit Advantages: A better model than the primitive model: code/fix Recognize the need for feedback loops between stages. Disadvantages: When requirements are huge, a project may never get into the phase before deadline. Does not reference prototyping activities. V-SHAPE DEVELOPMET PROCESS CODE ISPECTIO AD UIT TEST Model Model unit unit Inspection Inspection Data Data Case Case 2

3 DEVELOPIG PROCESS REQUIREMET, COFIGURATIO AD RISK MAAGEMET ew change requests or stars CHAGE COTROL s specification approved by customer UT ARCHIEVE Change Change Control Control Board Board (CCB) (CCB) High level Detail review ing Subsys ing REDO Initial Investigation Y/ Estimation Modification Local Regression DOE Fix Delivery CLOSE Warranty Installation FAT Document ing Y/ Feasibility Study Y/ Fix DOE Cumulative cost SPIRAL MODEL (1) (Barry Boehm 1988) -Driven and Incremental Model Progress through steps SPIRAL MODEL (2) (Barry Boehm 1988) -Driven and Incremental Model Determine objectives, Alternative, constraints Evaluate alternatives Identify, resolve risks Commitment Partition next phases s plan lifecycle plan plan and plan Concept of operation validation validation and verification Software requirement Acceptance Software product and al prototype Develop, verify ext-level product It works for large projects with complicated requirements that can be divided into phases It is driven by a series of risk-driven prototype followed by a structured waterfall-like process Multiple feedback opportunities with the users and customers to get Yes. Buts out early ITERATIVE MODEL (1) (Krutchten 199) ITERATIVE MODEL (2) Inception Elaboration Construction Transition Prelim Arch Dev Dev Alpha Trans Beta Inception: focus on understanding the business of the project, project scope and feasibility; define estimated schedule, budget, risk; the Vision document is created. Elaboration: Refine the requirements, executable architecture; early prototype(s) is developed and demonstrated for validation. Construction: focus on implementation, architecture and are fully developed; most of code are done. Transition: alpha, beta (ing) releases are done and deployed for use internally or by customers. Product Process Workflow Analysis/ Deployment Supporting Workflow Configuration Change Management Project process Management Inception Elaboration Construction Transition

4 Inception Theory and Concept Group ITERATIVE MODEL () Elaboration Group THE DOOD PROJECT Deductive Object-Oriented Database Based on Predicate Logic Support recursion Data,rules,queries are in the same format 1 MPP Market Product ning 1 1 M-GATE PROCESS MARKET ITELLIGECE AD AALYSIS PHASE SPD Product Construction Group Business Case Portfolio ning Project Definition Launch Closeout P (manager, employ) select P1(manager), P2 (employee) from P1 as P, P2 as P where P1.employee = P2 (manager); P (manager m, employee e) -> P1 (m, e) ; P (manage m, employee e) and P (manager e, employee x) -> P1 (m, x); Transition Group Alpha Beta The Market and Product ning (MPP) s, M-1 through M-11, address the Market Intelligence and Analysis, Business Case, and Portfolio ning phase of the Marketing Activities associated with candidate project. The MPP s result in the development of a Business Solution. This Solution is transitioned to the and Product (SPD) Project s activities of Project Definition,, Launch and Close out. M-GATE BUSIESS OBJECTIVES s defines a set of requirements that must be satisfied by all proposed solutions from different sectors/business units enabling the selection of cross-sector sector solutions that are the best fit for the company and its customers. Clearly define roles and responsibilities that are cross-sector sector and cross-functional to enable efficient and sound decision- making. Clearly identified and documented M decisions that allow all sectors and business units to understand why certain solutions are selected and why others are not, which helps sectors understand the overall strategy of the company. SPD M-GATE PROCESS (1) Project Definition Contract Book Project Baselined Initiation Baselined Allocated Approved Ready For Field Ready For Controlled Introduction Launch Closeout Volume Retirement End of Life SPD M-GATE PROCESS (2) Project Definition ( 10 7) Deliverables: Project, Engineering, Quality Assurance,, Specification, Architecture Key ote: These deliverables are base lined in a formal contract book that defined the project s commitment to deliver the specified system, product or platform within the identified schedule and cost targets. ( 7 ) Deliverables:, High Level, Low Level,,, Reports Key otes: These deliverables are the, implementation, the implementation, and validations of the product according to the allocated requirements. Each performing team organization may have its own unique development lifecycle for this phase. Launch Closeout ( 0) Deliverables: Final Acceptance Report, User Manual, Manuals Key otes: All required sources, manufacturing, sales, customer services, and marketing process are in-place for volume production until a trigger is activated for the retirement or the the product. If the product is a system, the deliverable signals the end of the project and s/services process begin. SPD M-GATE PROCESS () Complete -- all applicable requirements and associated criteria have been evaluated and are completed In Progress -- not all of the applicable requirements and criteria have been completed, the project has not deviated from the inter A risk assessment has been performed and an action plan developed, with owners, complete with triggers and final due dates that are tracked at a solution level. The review board at the specific will approve these action plans, complete execution or which is required for final completion of the gate or Activities are in progress, and on target; but not enough to satisfy gate completion Significant Issues -- this status arises when the project is deviating from the intent (e.g., critical success factors, schedule etc) and this condition can occur due to one or a combination of reasons: Majority of the requirements and criteria have not been completed Associated action plans are incomplete Factors or influences external to the project are impacting the project to an unacceptable extent To proceed with the current status would incur unacceptable risk ot started or late o Issues not started yet

5 M-GATE I SPIRIL LIFECYCLE MODEL Gate 10 Gate 9 Project Req Definition Baselined Gate 8 Req Allocated Definition Contract Book Baselined Approved Gate 7 Validation verification Gate Ready for Field Gate Gate 2 Gate 1 Ready Ror Volume Retirement Controlled Information Approved Launch Closeout Gate 0 End of Life LIEAR CHA FOR MULTIPLE PRODUCT GEERATIOS Initial Product Definition Implement Launch Closeout 10 Gate Gate 2 Gate Gate 7 Gate 1 Gate 0 Gate Start Product Enhancement Subsystem Evaluation ext Level Definition Implement Launch Closeout Gate 6 Gate 10 Gate 7 Gate Gate 2 Gate 1 Gate 0