1DT046 INTERNATIONAL SOFTWARE DEVELOPMENT 1DT046 The Lifecycle of A Large System Integration Project...

INTERNATIONAL SOFTWARE

DEVELOPMENT 1DT0461DT046

INTERNATIONAL SOFTWARE

DEVELOPMENT 1DT0461DT046

The Lifecycle of A Large System The Lifecycle of A Large System Integration Project Integration Project

Mingsen Guo 郭明森

School of Software Engineering School of Software Engineering Tongji University, Shanghai ChinaTongji University, Shanghai China

School of Software Engineering School of Software Engineering Tongji University, Shanghai ChinaTongji University, Shanghai China

INTRODUCTIONINTRODUCTIONINTRODUCTIONINTRODUCTION

IS “WHO AM I?”

A VALID QUESTION?

IS “WHO AM I?”

A VALID QUESTION?

BS Mathematics/Computer Science Dept., Fudan University 1965-1970Lecturer Computer Science Dept./Computer Center, Fudan University 1970-1983Visiting Scholar Computer Science Dept., University of Florida USA 1983-1985MS EE & CE, University of Florida USA 1985-1987PHD EE & CE, University of Florida USA 1987-1990Staff Engineer, Bull HN, Phoenix, Arizona USA 1990-1996Chief Engineer, Motorola, Phoenix, Arizona USA 1996-2004Visiting Professor, School of Software Engineering, Tongji 2005--present

Mingsen GuoOffice Room 1334 Mobile: 0764197585 Email: [email protected]

MEME

SYLLABUS

This course is a practical introduction to the major concepts in project management and software development in an international environment via a large-scale system integration project: Beijing Capital International Airport Terminal System II (BCIA CATS-II). It mainly addresses project management with some technical aspects, which covers all areas in the lifecycle of a large software project, from presale activities, bidding process, program management, team building, process, quality control, requirement and risk management, to system architecture, design, implementation, testing, system delivery, training, maintenance services and documentations. The very important CMM (Capability Maturity Model) concept is also introduced. Instead of presenting them individually, the content of each topic may scattered in appropriate steps of the project, where it is more appropriate.

A. COURSE DESCRIPTION

The personal rich experiences in depth in many projects around the world shall give students a broad and practical view of software business, and cultural impacts for international software development. Students shall be able to review the knowledge learnt in many courses in software engineering, system and database design, coding, and testing, and to combine them systematically and practically, which hopefully may help students in their career development in the future.

Nowadays the world is getting smaller and smaller. Business across countries gradually becomes the only model to success. Different countries means different cultures. We would not say that one culture is good or bad, not even one culture is better than another. However, cultures do impact on the success or failure of project and sometime business. Wherever suitable, stories of cultural impact in my personal experiences will be illustrated.

Introduction to the course and syllabus

Airport Operational System Integration Project Overview

Presale Activities: customer relation and bidding

Program/Project Planning

Software Development Processes,

Requirement (scope) and Risk Management

Time/Cost and Estimation

Capability Maturity Method (CMM)

B. TENTATIVE OUTLINE

C. SCHEDULE

Week Date Content Hours Project/Exam

1 6/9 Introduction of the course and Airport Project 2

6/10 Airport Operation and SI 2

6/11 Requirement Management 2

6/12 Requirement Management 2 Project starts

2 6/16 Requirement collection / Presale and 4P Management 2

6/17 Requirement collection / Presale and 4P Management 2

6/18 Process & Planning 2

6/19 Process & Planning 2

3 6/23 Risk Management 2

6/24 Time & Cost Estimation 2

6/25 Time & Cost Estimation 2

6/26 CMM (Capability Maturity Model) 2

4 6/30 CMM (Capability Maturity Model) 2 Project Due

7/1 Project Presentation 2

7/2 Project Presentation 2

7/3 Final Exam 2

References:References:

1.1. ““CMM Implementation Guid”, Kim Cputo, 2002 CMM Implementation Guid”, Kim Cputo, 2002 Addison-Wesley Publishing ComAddison-Wesley Publishing Companypany

2.2. ““CMM In Practise”, Richard Murch, 2002 CMM In Practise”, Richard Murch, 2002 Addison-Wesley Publishing CompanyAddison-Wesley Publishing Company3.3. ““Managing Software Requirements, A United Approach”, Managing Software Requirements, A United Approach”, Dean Leffingwell & DoDean Leffingwell & Do

n Widrig, 2002 Addison-Wesley Publishing Companyn Widrig, 2002 Addison-Wesley Publishing Company4.4. ““Project Management”, Richard Murch, 2002 Project Management”, Richard Murch, 2002 Prentice Hall Inc.Prentice Hall Inc.5.5. CMMI materials at http://www.sei.cmu.edu/cmmi/cmmi.htmlCMMI materials at http://www.sei.cmu.edu/cmmi/cmmi.html6.6. Other books in IT project managementOther books in IT project management

D. MATERIALS & REFERRENCES

PPT slidesWill be available on the web

Project :

This project exercises one of the most important process in a software development project: The Software Requirement Collection and Analysis.

In this project, I will be the system and hardware designer and provide you the hardware description and system functions.

Students are divided into groups (two/three persons per group). Each group is required to write a Software Requirement Specification.

There will be two question/answer sessions for requirement collection/analysis. Finally groups will be randomly selected for presentation at the end of the semester.

Details will be given later before the project starts

E. PROJECT

Project: 60Exam 30Initiative: 10

TOTAL: 100

G. SCORE DISTRIBUTION

F. SCHEDULE

Monday -- Thursday:Monday -- Thursday: 10:15 – 11:00, 11:15 – 12:0010:15 – 11:00, 11:15 – 12:00

Two afternoon per week (Tuesday & Thursday) are located to students regarding course related questions, feedbacks, or whatever you are interested in. You may sign up an appointment during the course hours. Each appointment will be approximately 30 minutes.

H. STUDENT HOUR

08/06/10 Name Topic Phone#

1:30-2:00

2:00-2:30

2:30-3:00

3:00-3:30

3:30-4:00

WHAT IS THE MOSTSTUPID QUESTION

IN THE WORLD?

AIRPORT SYSTEM CATS-IIAIRPORT SYSTEM CATS-IIAIRPORT SYSTEM CATS-IIAIRPORT SYSTEM CATS-II

The Life Cycle of A Large System Integration Project The Life Cycle of A Large System Integration Project The Life Cycle of A Large System Integration Project The Life Cycle of A Large System Integration Project

CHALLENGE OF AIRPORT BUSINESSCHALLENGE OF AIRPORT BUSINESS

Landside Airside

SecuritySecurityAdministrationAdministration

Property &Property &InventoryInventory

AccountingAccounting

Real EstateReal EstateParking &Parking &Follow MeFollow Me

Monitor &Monitor &ControlControl

Security ManagementSecurity Management

Security EntrySecurity Entry

Emergency Emergency ControlControl

ATCATCDCSDCS

BHSBHS

InquiryInquiry ResourceResourceAllocationAllocation

FIDSFIDS

Gate Gate ManagementManagement

Building Building AutomationAutomation

BHSBHSConsumptionConsumption

TrackingTracking

CommunicationCommunication

Ramp ServicesRamp Services

VDGSVDGS

InformationCenter

InformationCenter

NO INTEGRATION

手动或半自动子系统

FIDSATC

DCS

BHSBAS

CKAS

GBAS

ROC

25000 events for25000 events for

450 flights/day450 flights/day

How many phone call?

How many human mistakes?

WHY SYSTEM INTEGRATIONWHY SYSTEM INTEGRATION

INTEGRATED

Higher efficiencyHigher throughputDecision support•Flight dynamic status•Devices real time status•Financial status•Subsystem status

ENTERPRISE-WIDE REAL TIME INFORMATION SHARING

ENTERPRISE-WIDE REAL TIME INFORMATION SHARING

BUSINESBUSINESSS

PASSENGERPASSENGER

HRHR

MECHANICSMECHANICS

AIRSITAIRSITEE

LANDSITELANDSITE

MERCHANDISMERCHANDISE FLOWE FLOW

CARGOCARGO

CATERINGCATERING

CUSTOMER,CUSTOMER,IMMIGRATIONIMMIGRATIONQUARANTINEQUARANTINE

POLICEPOLICE

ACCOUNTINACCOUNTINGG

MANAGEMENTMANAGEMENT

CKASCKAS FIDSFIDS

ATCATC

GBASGBAS

BBSBBS

BHSBHS

BASBAS

DCSDCS

ROCROC

MM

II

DDDD

LL EEWW

AA

RR

EE

TREND OF SYSTEM INTEGRATION IN AIRPORT BUSINESS

TREND OF SYSTEM INTEGRATION IN AIRPORT BUSINESS

Kuala LumpurKuala LumpurKuala LumpurKuala Lumpur

InchonInchonInchonInchonBeijingBeijingBeijingBeijing

ShanghaiShanghaiShanghaiShanghai

Hong KongHong KongHong KongHong Kong

Transport World, June 1999Transport World, June 1999

• The first integrated designThe first integrated design

• Result of aviation fast growthResult of aviation fast growth

• IT dream realizedIT dream realized

• All control from a control roomAll control from a control room

• The first integrated designThe first integrated design

• Result of aviation fast growthResult of aviation fast growth

• IT dream realizedIT dream realized

• All control from a control roomAll control from a control room

The Asia Airport Operation Model The Asia Airport Operation Model Becomes The New Standard WorldwideBecomes The New Standard Worldwide

GuangzhouGuangzhouGuangzhouGuangzhou

MASTER SYSTEM INTEGRATORMASTER SYSTEM INTEGRATOR

Master System Integrator (MSI) v.s. System IntegratorMaster System Integrator (MSI) v.s. System Integrator

MSI is responsible for the whole system, including hardware, network, software, tender for subsystems, interfaces, subsystems acceptance, applications

Advantages using MSI

• It is an international standard model for large system integration

• Customer is relieved and concentrates on organizational change to fit for the system, resulting in a efficient use of the system and services

• It is safe with out any risks• Predictable budget

Advantages using MSI

• It is an international standard model for large system integration

• Customer is relieved and concentrates on organizational change to fit for the system, resulting in a efficient use of the system and services

• It is safe with out any risks• Predictable budget

Disadvantages not use MSI

• Customer is responsible for all subsystems

• Customer is responsible the coordination of all participants and activities

• Customer usually do not have the expertise and experiences

• High risks• Budget reduction at the

beginning, but eventually higher cost

Disadvantages not use MSI

• Customer is responsible for all subsystems

• Customer is responsible the coordination of all participants and activities

• Customer usually do not have the expertise and experiences

• High risks• Budget reduction at the

beginning, but eventually higher cost

BCIA GROUP ORGANIZATIONBCIA GROUP ORGANIZATION

扩建指挥部扩建指挥部

机场机场集团公司集团公司机场机场集团公司集团公司

发展规划发展规划

投资投资

物流物流

燃料燃料

信息技术信息技术

机务机务

货运货运

房地产房地产

机场股份公司机场股份公司机场股份公司机场股份公司

BCIA GROUP

BCIA LIMITED

CARGO

MICHANICS

FUEL

REAL ESTATE

EXTENSIONIT

INVESTMENT

DEVELOP& PLANNING

LOGISTIC

BCIA CORPORATED LIMITEDBCIA CORPORATED LIMITED

机场股份公司机场股份公司

董事会董事会董事会秘书室董事会秘书室审计部审计部

营运管理部

营运管理部

商业管理部

商业管理部

信息技术部

信息技术部

物产管理部

物产管理部

质量安全部

质量安全部

财务部

财务部

规划发展部

规划发展部

人事行政部

人事行政部

党群工作部

党群工作部

运行保障部

运行保障部

航空安全部

航空安全部

商贸分公司

商贸分公司

停车楼分公司

停车楼分公司

广告分公司

广告分公司

北京空港地面

北京空港地面

服务公司

服务公司

北京维博空港

北京维博空港

设备公司

设备公司

北京机场餐食

北京机场餐食

服务公司

服务公司

北京空港华夏

北京空港华夏

空港服务公司

空港服务公司

古董大会古董大会独立董事独立董事

ARCHITECTURE OF AIRPORT ENTERPRISE

ARCHITECTURE OF AIRPORT ENTERPRISE

LGLG

ERPERPCRMCRM

WirelessApplications

Internet WebPlatform

Catering

GovernmentRegulations

Mechanics

Fuel

Cargo

Intra Web Platform

FUELFUEL

OPOP

FIREWALLFIREWALL

OPOP

Sub

Sub

Sub

Sub

Applications

Wireless App

Network Center

Operation Center

Server Center

Emergency Center

ATCATC

http://www.symbol.com/pocketpc

http://www.symbol.com/pocketpc

OPERATION CENTER

SYSTEM ARCHITECTURESYSTEM ARCHITECTURE

VDGS

FIMS

广播BAS

CKAS BCAS BPASGBAS

ATC

MC

离港

票务中心 SITA

TC 外航

BHS

FIMS

WORKSTATION

GBIA

NET A NET B

ATM

ATM

ATM

ATM

NWMA

FWALL

WORKSTATIONWORKSTATION

B

DISK AODB

MAJOR SUBSYSTEMS & APPSMAJOR SUBSYSTEMS & APPS

SUBSYSTEMS APPLICATIONS

FIDS: Flight Information Display RSM: Ramp Service Management

BHS: Baggage Handling GII: General Information Inquiry

DCS: Departure Control SR: Statistics & Report

BAS: Building Automation ……

VDGS: Visual Docking Guide TOOLS

ATC: Air Traffic Control OM: Operation Administration

FIMS: Flight Information Management SM: System Administration

CKAS: Check-in Counter Allocation ……

GBAS: Gate & Bay Allocation REMOTE ACCESS

BCAS: Baggage Carousel Allocation Beijing Airline Ticketing Office

BPAS: Baggage Pier Allocation North Bureau of Aviation

…… ……

EVENTS EVENTS FLIGHT SCHEDULE RESOURCE ALLOCATION FACILITY STATUS (AUTO)

LONG TERM (SEASONAL) SCHEDULE CHECK IN COUNTER ALLOCATIONBHS DEVICE STATUS (CAROUSEL/PIER)

NEXT DAY SCHEDULE CAROUSEL ALLOCATION FIDS DEVICE STATUS

CURRENT DAY SCHEDULE BATE/BAY ALLOCATION BAS DEVICE STATUS

… PIER ALLOCATION SCADA DEVICE STATUS

FLIGHT AMENDMENT … CASS DEVICE STATUS

NEW FLIGHT FDA DEVICE STATUS

FLIGHT DELAY OPERATION DATA COLLECTION VGDS DEVICE STATUS CHANGE

FLIGHT CANCEL RSMS DATA BHS DEVICE STATUS CHANGE

FLIGHT RETURN DCS FLIGHT LOADING INFO 400HZ DEVICE STATUS CHANGE

FLIGHT RESTORE CAR PARKING DATA SUBSYSTEM STATUS CHANGE

FLIGHT DIVERT VGDS ON/OFF TIME …

AIRCRAFT TYPE CHANGE 400HZ ON/OFF TIME

AIRCRAFT CHANGE COUNTER OPEN/CLOSE TIME FACILITY STATUS (MANUAL)

CODE SHARING CHANGE LDCS BOARDING STATUS COUNTER STATUS CHANGE

FLIGHT SPLIT/COMBINE… WEATHER PARKING BAY STATUS CHANGE

ENTER CORRIDOR FIRST BAG ON CAROUSEL RUNWAY STATUS CHANGE

ETA OF ARRIBAL LAST BAG ON CAROUSEL BOARDING BRIDGE STATUS CHANGE

ATA OF ARRIVAL BAS COMSUMPTION DATA GATE STATUS CHANGE

ETD OF ARRIVAL … WORKSTATION STATUS CHANGE

ATD OF ARRIVAL …

ETD OF DEPARTURE FLIGHT PROGRESS

ATD OF DEPARTURE POTENTIAL DELAY

ETA OF DEPARTURE …

ATAOF DEPARTURE

TERMINAL CHANGE

Note: The complete set of events will be defined after requirements tailored to the BCIA’s operation.

Airport Operation Center

FIMS subsystem and terminals GMS subsystem and terminalsAIMS View terminalsEmergency communication devicesInternal/external telephonesSub control center of central CCTV monitoring, recording, etc.FIDS, BIDS and PA manual operation terminalsTerminals for monitoring central BAS, SCADA, FDA, and CASSEnvironment control/monitoringLandsite road traffic controlClock

Crisis Control Center

Special internal/external means of voice communication,Sub control center of Central CCTV with monitoring/recording/replay,Sub display of Central CASS in AOCAIMS View stations,Internet/intranet accessBig screen

Security Control Center

Central CCTV centerMonitor CASS and passenger check point,Monitor in-line screening from BHS,Access control monitoring as a sub center,PIN/badge management,Guidance/monitoring evacuation process

Network Management Center

Network management for the entire network,Retrieve data for collecting communication fees.

FOUR CENTERSFOUR CENTERS

TYPES OF PROJECTSTYPES OF PROJECTS

TMP and FPTMP and FPFIXED PRICEFIXED PRICE

Sign contract

Begin project

Project complete

RFPRFP

T & M & PT & M & P

Pre-qualificationPre-qualification

Sign contract

Get work request

Prepare execution plan

Execution

Agree for TMP part

Requirement analysis

FP proposal

Sign contract

Begin project

Project complete

Terminate contractTerminate contract



THE LIFECYCLEOF A TYPICAL IT PROJECT

THE LIFECYCLEOF A TYPICAL IT PROJECT

PP

P

Plans

Requirem

ent

Implem

entationC

oding & U

nit T

est

Installation

And

Testing

Desi

gn

Acceptan

ce&

Training

Delivery

2 mo 7 mo 3 mo2 mo 2 mo 1 mo

PLAN: Total of 17 months

Presale

?

Presale P

PP

P

lans

Requirem

ent

Implem

entation

Installation

And

Testing

Desi

gn

Acceptan

ce

Delivery

End

(Postm

ortem)

2 yr 2 mo 12 mo 3 mo2 mo 3 mo5 mo 1 mo

ACTUAL: Total of 28 months OperationBackup

M1Planning

M2Analysis

M5Testing

M6Delivery

M4Implementation

M3Design

PARTICIPANTS IN PROJECT LIFECYCLEPARTICIPANTS IN PROJECT LIFECYCLE

A. Presale: Marketing, Sales, PM, SE, SOE

B. Bidding: PM, ALL

C. Kickoff: PM, PJM, SE, HE, SOE

D. PP Plan: PJM, PJM, SE, SOE

E. Requirement: PJM, All Engineers, QA

F. Design: PJM, All Engineers

G. Implementation: PJM, All Engineers

H. Installation: PJM, All Engineers, MM

I. System testing: PJM, All Engineers, QA

J. Delivery: PM, CM, QA, PJM, All Engineers

K. Celebration: PM, ALL, BM

K. Postmortem: PM, ALL

Presa

le PP

P

lans

Requirem

ent Im

plementati

on InstallationA

nd T

esting

Desi

gn Acceptan

ce Delive

ry EndBiddi

ng Kicko

ff

A B C D E F G H I J K

PROJECT LIFE CYCLE & ACTUAL ACTIVITY TIME

PROJECT LIFE CYCLE & ACTUAL ACTIVITY TIME

Risk Management Requirement Management Overall/Time Management

Presa

le PP

P

Plans

Requirem

ent Im

plementati

on InstallationA

nd T

esting

Desi

gn Acceptan

ce Delive

ry End

(Postm

ortem)

2 yr 2 mo 12 mo 3 mo2 mo 3 mo5 mo 1 mo

ACTUAL: Total of 28 months

OperationBackup

M1Planning

M2Analysis

M5Testing

M6Delivery

M4Implementation

M3Design

Engineer Effort

MILESTONE & DELIVERABLESMILESTONE & DELIVERABLES

AnalysisAnalysis

SRSData modelEvent modelQuality model

Subcontract plan

Conceptual design

DesignDesign

H&L Design document:System archApplication archDatabase schemaUser interface

Material planManual outline

Unit test planInt. test plan

DevelopmentDevelopment

CodeInternal test resultStatistics matrix(Code inspection,& internal test)

Int. test model,case, data &schedule

TestTest

Int. test results

Acceptance testplan and schedule

Data conversionplan & process

Program PlanProgram Plan（ Business process）

Program PlanProgram Plan（ Business process）

PlanningPlanning

Project plan

Engineering planReqmnt plan

DeliveryDelivery

Acceptance testResults

User manual

Training docs.

Quarterly/monthly/weekly reportsQuarterly/monthly/weekly reportsfinance, resource, requirement, risk, schedule, quality, CMMfinance, resource, requirement, risk, schedule, quality, CMM

Milestone:Milestone:• Symbol of significant achievementsSymbol of significant achievements• Payment distribution Payment distribution

THE FACTS THE FACTSIn 1998In 1998• The cost of failed projects went downThe cost of failed projects went down

$81 billion in 1995 to $75 billion in 1998$81 billion in 1995 to $75 billion in 1998• Cost overrunsCost overruns

$59 billion in 1995 to $22 billion in 1998$59 billion in 1995 to $22 billion in 1998• Project succeeded in meeting scope, time, and costProject succeeded in meeting scope, time, and cost

26% of all IT projects26% of all IT projects• Project challenged (overrun and delay)Project challenged (overrun and delay)

46% of all IT projects46% of all IT projects• Project failedProject failed

28% of all IT projects28% of all IT projects

In 2001In 2001• Time overruns decreased to 63% from 222% Time overruns decreased to 63% from 222% • Cost overruns were down to 45% from 189% Cost overruns were down to 45% from 189% • Required features and functions were up to 67% from 61%Required features and functions were up to 67% from 61%• 78,000 U.S. projects were successful, compared to 28,00078,000 U.S. projects were successful, compared to 28,000• 28% of IT projects were succeeded compare to 16%28% of IT projects were succeeded compare to 16%

The Standish Group “1998 CHAOS Report” & “CHAOS 2001: A Recipe for SuccessThe Standish Group “1998 CHAOS Report” & “CHAOS 2001: A Recipe for Success

19931993 19941994 19951995 19961996 19971997 19981998 19991999 2000200000

5,0005,000

10,00010,000

15,00015,000

20,00020,000

25,00025,000

30,00030,000

# O

F P

M#

OF

PM

Ps

Ps

YEARYEAR

GROUTH IN PMP CERTIFICATIONIN US 1993 - 2000

GROUTH IN PMP CERTIFICATIONIN US 1993 - 2000

1,0001,000 1,9001,900 2,8002,800 4,4004,4006,4156,415

10,08610,086

18,16418,164

27,05227,052

PROJECT AND OTHER DICIPLINE PROJECT AND OTHER DICIPLINE

Project Project ManagementManagement

Knowledge andKnowledge andPracticePractice

General General ManagementManagement


ApplicationApplicationAreaArea


PROJECT MANAGEMENT FRAMEWORK

PROJECT MANAGEMENT FRAMEWORK

HRHRMgt.Mgt.

Comm.Comm.Mgt.Mgt.

RiskRiskMgt.Mgt.

Procure.Procure.Mgt.Mgt.

ScopeScopeMgt.Mgt.

TimeTimeMgt.Mgt.

CostCostMgt.Mgt.

QualityQualityMgt.Mgt.

ProjecProjectt

SuccesSuccesss

NeedsNeedsexpectationexpectation

ToolsToolsTechnologyTechnology

ProjectProjectInt. Mgt.Int. Mgt.

PROJECT MANAGEMENTKNOWLEDGE AREAS

1. Project IntegrationManagement

1. Project IntegrationManagement

2. Project Scope Management

2. Project Scope Management

3. Project Time Management

3. Project Time Management

2.1 Initiation2.2 Scope Planning2.3 Scope Definition2.4 Scope Verification2.5 Scope Change Control

2.1 Initiation2.2 Scope Planning2.3 Scope Definition2.4 Scope Verification2.5 Scope Change Control

1.1 Project Plan Development1.2 Project Plan Execution1.3 Integrated Change Control

1.1 Project Plan Development1.2 Project Plan Execution1.3 Integrated Change Control

3.1 Activity Definition3.2 Activity Sequencing3.3 Activity Duration Estimation3.4 Schedule Development3.5 Schedule Control

3.1 Activity Definition3.2 Activity Sequencing3.3 Activity Duration Estimation3.4 Schedule Development3.5 Schedule Control

4. Project Cost Management

4. Project Cost Management

6. Project Human Resource Management

6. Project Human Resource Management

5. Project Quality Management

5. Project Quality Management

4.1 Resource Planning4.2 Cost Estimating4.3 Cost Budgeting4.4 Cost Control

4.1 Resource Planning4.2 Cost Estimating4.3 Cost Budgeting4.4 Cost Control

5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control

5.1 Quality Planning5.2 Quality Assurance5.3 Quality Control

6.1 Organizational Planning6.2 Staff Acquisition6.3 Team Development

6.1 Organizational Planning6.2 Staff Acquisition6.3 Team Development

7. Project Communications Management

7. Project Communications Management

8. Project Risk Management

8. Project Risk Management

9. Project Procurement Management

9. Project Procurement Management

7.1 Communication Planning7.2 Information Distribution7.3 Performance Reporting7.4 Administrative Closure

7.1 Communication Planning7.2 Information Distribution7.3 Performance Reporting7.4 Administrative Closure

8.1 Risk Management Planning8.2 Risk Identification8.3 Qualitative Risk Analysis8.4 Quantitative Risk Analysis8.5 Risk Response Planning8.6 Risk Monitoring and Control

8.1 Risk Management Planning8.2 Risk Identification8.3 Qualitative Risk Analysis8.4 Quantitative Risk Analysis8.5 Risk Response Planning8.6 Risk Monitoring and Control

9.1 Procurement Planning9.2 Solicitation Planning9.3 Solicitation9.4 Source Selection9.5 Contract Administration9.6 Contract Closeout

9.1 Procurement Planning9.2 Solicitation Planning9.3 Solicitation9.4 Source Selection9.5 Contract Administration9.6 Contract Closeout

SKILL SET OF A LARGE PROJET (1) SKILL SET OF A LARGE PROJET (1)

Business Manager: Business Manager: Vertical 1 Vertical 2 Vertical 3Vertical 1 Vertical 2 Vertical 3

LegalLegal

Program Manager Program Manager PMPM

Contract Manager Contract Manager CMCM

Subcontract Manager Subcontract Manager SCMSCM

Training Manager Training Manager TMTM

FinanceFinance

Material Manager Material Manager MMMM

SalesSales

MarketingMarketingManagement TeamManagement Team Engineering ManagerEngineering Manager

Quality Assurance Quality Assurance QAQA

System Engineer System Engineer SESE

Hardware Engineer Hardware Engineer HEHE

Software Engineer Software Engineer SOCSOC

Project Manager Project Manager PJMPJM


Program Manager He is the decision-maker at program level such as price, budget, customer relation, schedule, etc., in all phases including bid, execution and delivery.

Contract Manager He is in charge of contract negotiation, contract documents, and deals with contract issues during program execution.

Subcontract Manager He is the interface to Motorola’s subcontractor(s), e.g., servers, PCs, network, database.

Sales Representative He is in charge of daily customer relation during pre-sale.

Material/Equipment Purchasing

He is in charge of material/equipment purchasing.

Contract Financial Controller

He is in charge of accounting of the project.

Legal He provides consulting work regarding legal issues.

ManagementManagement


Project Manager

(Leader)

He manages the implementation of the project, including daily contact with customer and subsystems’ schedule management, internal process supervision. He should also participate in one area of development.

Chief Architect He is responsible for the system architecture for the proposal, design, and implementation, integration test, and resolving technical issues. He will participate in contract/SOW negotiation and be responsible for proposal, technical part of contract, and SOW. He is also responsible for subsystem interface specification to help customer in subsystems procurement.

Hardware Engineer He is in charge of network design, hardware installations (actual work can be done by vendors).

System Engineer He coordinates the software development process and test. He should also participate in one area of development. He will also assist the chief architect.

Database Engineer He is responsible for database design, implementation, and administration.

Software Developer There are seven persons who are fluent in PowerBuilder/Visual Basic. At least one of them is capable of coding in C++ of UNIX network programming.

Quality controller She is responsible for quality assurance in development processes and software. .

EngineersEngineers




System Engineer System Engineer SE SE

System Engineer System Engineer SE SE

Software Engineer Software Engineer SOESOE

Software Engineer Software Engineer SOESOE

• Based on the requirements at product (system) level, which uses the most suitable technology and hardware components to implement the functions of the product, under the support of the software.

• Based on the architecture and requirements prepared by SE, SE, design and implement the software to drive the hardware capabilities.

• Based on system architecture and software technology, identify a corresponding software architecture.

• Based on requirements at product (system) level and hardware design, elicit and convert them into software requirements.

• Coordinate the work between SE SE and SOCSOC

RELATIONSHIP WITH CUSTOMERRELATIONSHIP WITH CUSTOMER

Formalcontact

Casualcontact

Internal

CUSTOMERCUSTOMERCUSTOMERCUSTOMER

System EngineerSystem Engineer

SalesSales

MarketingMarketing

Project ManagerProject Manager

LegalLegal

Program ManagerProgram Manager

Contract ManagerContract Manager

Subcontract ManagerSubcontract Manager

Quality AssuranceQuality Assurance

TrainingTraining

FinanceFinance

Material ManagerMaterial Manager Hardware EngineerHardware Engineer

Software EngineerSoftware Engineer

KEY ELEMENTS FOR SUCCESSKEY ELEMENTS FOR SUCCESS

TECHNOLOGYTECHNOLOGY• Technology Technology • Domain knowledge Domain knowledge • ExperiencesExperiences

CUSTOMERCUSTOMER• Culture Culture • RelationshipRelationship

METHODOLOGYMETHODOLOGY• Right processRight process

MANAGEMENTMANAGEMENT• Requirement Requirement • Risk Risk • Schedule (milestones)Schedule (milestones)• CostCost

TECHNOLOGYTECHNOLOGY• Technology Technology • Domain knowledge Domain knowledge • ExperiencesExperiences

CUSTOMERCUSTOMER• Culture Culture • RelationshipRelationship

METHODOLOGYMETHODOLOGY• Right processRight process

MANAGEMENTMANAGEMENT• Requirement Requirement • Risk Risk • Schedule (milestones)Schedule (milestones)• CostCost

THE KEY OBJECTIVES OF IT PRJECT MANAGEMENTTHE KEY OBJECTIVES OF IT PRJECT MANAGEMENT

Improved customer relationshipImproved customer relationshipShorter development timesShorter development timesLower costsLower costsHigher quality and increased reliabilityHigher quality and increased reliabilityImproved productivityImproved productivityBetter internal coordinationBetter internal coordinationHigher worker moraleHigher worker moraleBetter control of work resourcesBetter control of work resourcesHigher profit marginsHigher profit margins

1DT046 INTERNATIONAL SOFTWARE DEVELOPMENT 1DT046 The Lifecycle of A Large System Integration Project...

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