3. PLANNING & PROCESSES The Life Cycle of A Large System Integration Project.

3. PLANNING & PROCESSES 3. PLANNING & PROCESSES 3. PLANNING & PROCESSES 3. PLANNING & PROCESSES

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

PLANNINGPLANNING

Unit Test PlanUnit Test Plan

ObjectivesMethod

Schedule

IntegrationTest Plan

IntegrationTest Plan

ObjectivesMethod

Schedule

Internal ExternalRequirementsRequirements

SRSSRS

SubcontractPlan

SubcontractPlan

MaterialPlan

MaterialPlan

BudgetScheduleCriteria

BudgetSchedule

Project PlanProject PlanScheduleResource

RiskEngineering

Plan

EngineeringPlan

SolutionMethod

KickoffKickoff

Team/Resource plan

Schedule

QA PlanQA Plan

CriteriaProcedure

Doc qualityRequirementverification

ObjectivesParticipants

Schedule

RequirementPlan

RequirementPlan

Design Design DocsDocs

BudgetPaymentScheduleResource

Risk

Program PlanProgram Plan

ContractContractBid, RefBid, Ref

PROGRAM PLANPROGRAM PLAN

BASE DOCUMENTS:BASE DOCUMENTS: BID PROPOSAL: solutionCONTRACT: what we promised, schedule, priceREFERENCES: estimation and document format

TEAM:TEAM: Program Manager, Contract ManagerChief Engineers

OUTPUT:OUTPUT:PROGRAM PLAN, reviewed by AQ and approved by business director

KEY CONTENTS:KEY CONTENTS:Objectives and reference projectsScope and process SelectionBudget: Material (LAB), manpower, Travel cost

Payment schedule and Cash flowSkill set and manpower distributionContract & subcontractor managementQuality ControlRISK management (program level:emergency plan)Project and review schedule and milestoneCustomer visit planContract Book structure

ENGINEERING PLANENGINEERING PLAN BASE DOCUMENTS:BASE DOCUMENTS:

BID PROPOSAL: solutionCONTRACT: what we promised

PROGRAM PLAN: scheduleREFERENCES: experiences and document format

• OUTPUT:OUTPUT:ENGINEERING PLAN, Reviewed by QA and approved by Program Manager and Engineer Manager

• TEAM:TEAM:Chief Engineer, Network Engineer, Software Engineer

KEY CONTENTS:KEY CONTENTS:High level overview

System architectureSoftware architectureSystem operation

Technology and PrototypeTasks and quality control in every step of the process: requirement to acceptance testIntegration test methodologyDevicesCMMI execution planSubcontract items listMajor material selection

PROJECT PLANPROJECT PLAN

BASE DOCUMENTS:BASE DOCUMENTS:

PROGRAM PLAN: schedule, manpower, ENGINEERING PLAN: solution, REFERENCES: experiences and document

OUTPUT:OUTPUT:PROJECT PLAN, reviewed by QA and approved by Program Manager

TEAM:TEAM:Project Manager, Program Manager, Chief Engineers

KEY CONTENTS:KEY CONTENTS:ScheduleSkill set and manpower managementProcess executionLab establishmentMilestone (deliverable) managementRisk managementRequirement managementRelation with other functions: QA, PM, Monthly and weekly report plan

REQUIREMENT PLANREQUIREMENT PLAN

BASE DOCUMENTS:BASE DOCUMENTS:

PROJECT PLAN: schedule ENGINEERING PLAN: solution, REFERENCES: experiences and document

OUTPUT:OUTPUT:REQUIREMENT PLAN, reviewed by QA and approved by Project Manager

TEAM:TEAM:Engineers, Chief Engineer, Project Manager

KEY CONTENTS:KEY CONTENTS:ScheduleQuestionnaires for all parts

CONTRACT MANAGEMENTCONTRACT MANAGEMENT

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.

SUBCONTRACT MANAGEMENTSUBCONTRACT MANAGEMENT

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

Risk management

WATERFALL MODEL (1)WATERFALL MODEL (1)

RequirementRequirement

Operation Operation &&

maintenancemaintenance

System System IntegrationIntegration

Coding Coding & &

unit testunit test

DesignDesign

(Winston Roy 1970)

WATERFALL MODEL (2)WATERFALL MODEL (2)

Advantages:Advantages:• A better model than the primitive model: code/fix • Recognize the need for feedback loops between stages.

Disadvantages:Disadvantages:• When requirements are huge, a

project may never get into the design phase before deadline.

• Does not reference prototyping activities.

(Winston Roy 1970)

V-SHAPE DEVELOPMENT PROCESSV-SHAPE DEVELOPMENT PROCESS





Coding Coding & &

unit testunit test

Coding Coding & &

unit testunit test

RequirementRequirementRequirementRequirement

DesignDesignDesignDesign



Test PlanTest PlanTest PlanTest Plan

Test ModelTest ModelTest ModelTest Model

Test CaseTest CaseTest CaseTest Case

Test DataTest DataTest DataTest Data

DEVELOPING PROCESSDEVELOPING PROCESS

Requirementsspecificationapproved by

customer

Detaildesign

Unittesting

Subsystesting

Integration

Integrationplanning

System testplanning

Warranty Installation

FATSystemtesting

UTplanning

Codereview

Coding

REQUIREMENT, CONFIGURATION AND RISK MANAGEMENT

Document

High leveldesign

CODE INSPECTION AND UNIT TESTCODE INSPECTION AND UNIT TEST

Unit TestUnit TestPlanPlan


Coding Coding Coding Coding

CodeCodeInspectionInspection

CodeCodeInspectionInspection



DesignDesignDesignDesign



CHANGE CONTROLCHANGE CONTROLCHANGE CONTROLCHANGE CONTROL

Change Control BoardChange Control Board(CCB)(CCB)

Change Control BoardChange Control Board(CCB)(CCB)

Initial Investigation

Estimation

FeasibilityStudy

Design &Modification

Local Test &Regression Test

Fix DONE

Y/N

Y/N Y/N

DONE

Fix Delivery& CLOSE

New change requests or stars

N

N N

N

ARCHIEVEARCHIEVE

REDO

N

SPIRAL MODEL (1)

SPIRAL MODEL (1)

Riskanalysis

Riskanalysis

Riskanalysis

Progress through steps

Evaluate alternativesIdentify, resolve risks

Prototype

Softwareproductdesign

Operational

prototype

Design validationand verification

CodeUnittest

Integ

ratio

n

and te

st

Accep

tance

test

Implem

enta

tion

Integrationand test plan

Developmentplan Requirement

validation

CommitmentPartition Requirements plan

lifecycle plan

Plan next phasesDevelop, verifyNext-level product

Determine objectives,Alternative, constraints

Softwarerequirement

Prototype

Concept ofoperation

Prototype

Cumulativecost

(Barry Boehm 1988)

Risk-Driven and Incremental Model

SPIRAL MODEL (2)

SPIRAL MODEL (2)(Barry Boehm 1988)

Risk-Driven and Incremental Prototype ModelRisk-Driven and Incremental Prototype Model

• 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)

ITERATIVE MODEL (1)

Inception Elaboration Construction Transition

PrelimIteration

…Arch

Iteration…

DevIteration

DevIteration

…Trans

Iteration…

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 design are fully developed; most of code are done.

Transition: alpha, beta (testing) releases are done and deployed for use internally or by customers.

Release Release Release Release AlphaRelease

BetaRelease

ProductRelease

(Krutchten 1995)

ITERATIVE MODEL (2)

ITERATIVE MODEL (2)

Inception Elaboration Construction Transition

Process WorkflowProcess Workflow

Requirement

Analysis/design

Implementation

Test

Deployment

Supporting WorkflowSupporting Workflow

ConfigurationChange Management

Project & processManagement

ITERATIVE MODEL (3)

ITERATIVE MODEL (3)

ConstructionDevelopment Group

ElaborationDesign Group

InceptionTheory and Concept Group

TransitionRelease Group

THE DOOD PROJECTTHE DOOD PROJECTDeductive Object-Oriented Database

• Based on Predicate Logic• Support recursion• Data， rules， queries are in the sam

e format

Alpha Beta

P (manager, employ)

select P1(manager), P2 (employee)from P1 as P , P2 as Pwhere 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);

M-GATE PROCESSM-GATE PROCESS

M-G

ate 15 M

-Gate

14 M-G

ate 13 M

-Gate

12 M-G

ate 11 M

-Gate

10 M-G

ate 9 M

-Gate

8 M-G

ate 7 M

-Gate

6 M-G

ate 5 M

-Gate

4 M-G

ate 3 M

-Gate

2 M-G

ate 1 M

-Gate

0

MPPMPPMarket Product PlanningMarket Product Planning

SPDSPDSystem Product DevelopmentSystem Product Development

Project DefinitionPhase

ImplementationPhase

Launch & CloseoutPhase

The Market and Product Planning (MPP) M-Gates, M-15 through M-11, address the Market Intelligence and Analysis, Business Case Development, and Portfolio Planning phase of the Marketing Activities associated with candidate project. The MPP M-Gates result in the development of a Business Solution. This Solution is transitioned to the System and Product Development (SPD) Project M-Gates activities of Project Definition, Implementation, Launch and Close out.

Business CaseDevelopment

Phase

PortfolioPlanning

Phase

MARKET INTELLIGENCE AND ANALYSIS PHASE

M-GATE BUSINESS OBJECTIVESM-GATE BUSINESS OBJECTIVES

M-Gates defines a set of requirements that must be satisfied by M-Gates defines a set of requirements that must be satisfied by all proposed solutions from different sectors/business units all proposed solutions from different sectors/business units enabling the selection of cross-sector solutions that are the best enabling the selection of cross-sector solutions that are the best fit for the company and its customers.fit for the company and its customers.

Clearly define roles and responsibilities that are cross-sector Clearly define roles and responsibilities that are cross-sector and cross-functional to enable efficient and sound decision-and cross-functional to enable efficient and sound decision-making.making.

Clearly identified and documented M-Gate decisions that allow Clearly identified and documented M-Gate decisions that allow all sectors and business units to understand why certain all sectors and business units to understand why certain solutions are selected and why others are not, which helps solutions are selected and why others are not, which helps sectors understand the overall strategy of the company.sectors understand the overall strategy of the company.

SPD M-GATE PROCESS (1)SPD M-GATE PROCESS (1)

Contract Book

Baselined

& Approved

System

Requirement

Allocated

System

Requirement Baselined

Project

Initiation

M-Gate10

M-Gate9

M-Gate8

M-Gate7

Project Definition PhaseProject Definition Phase

Ready For

Controlled

Introduction

Ready For

Field Test

System Test

Readiness

Design

Readiness

M-Gate6

M-Gate5

M-Gate4

M-Gate3

Implementation PhaseImplementation Phase

End of LifeRetirement

Plan

Volume

Development

M-Gate5

M-Gate4

M-Gate3

Launch & Closeout PhaseLaunch & Closeout Phase


Project Definition Phase (M-Gate 10 – M-Gate 7)Deliverables: Project Plan, Engineering Plan, Quality Assurance Plan, Requirement Plan,

Requirement Specification, System ArchitectureKey Note: 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.

Implementation Phase (M-Gate 7 – M-Gate3)Deliverables: Integration Test Plan, High Level Design, Low Level Design, Code, Unit Test Plan,

Test ReportsKey Notes: These deliverables are the design, 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 Phase (M-Gate3 –M-Gate 0)Deliverables: Final Acceptance Report, User Manual, Operation ManualsKey Notes: 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 maintenances/services process begin.


Complete -- all applicable requirements and associated criteria have been evaluated and are completed

• 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 M-Gate 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• Not started or late

No Issues – not started yet

In Progress -- not all of the applicable requirements and criteria have been completed, the project has not deviated from the inter

M-GATE IN SPIRIL LIFECYCLE MODEL

M-GATE IN SPIRIL LIFECYCLE MODEL

Gate 10 Gate 9

Definition PhaseDefinition Phase

Gate 7Gate 8Project

DefinitionSystem ReqBaselined

System ReqAllocated

Contract BookBaselined &Approved

System Validation&verification

System TestReadiness

Gate 5

System DesignReadiness

Gate 6

Ready forField Test

Gate 4

Start

Next LevelRequirement

Design ImplementationSubsystem Integration& Evaluation

Gate 3 Gate 2

Launch & Closeout PhaseLaunch & Closeout Phase

Gate 0Gate 1Volume

DevelopmentRetirement

PlanApproved

End of

Life

Ready RorControlled

Information

LINEAR CHAN FOR MULTIPLE PRODUCT

GENERATIONS

LINEAR CHAN FOR MULTIPLE PRODUCT

GENERATIONS

Gate 10 Gate 7 Gate 3 Gate 2

Definition Phase Implement Phase Launch & Closeout Phase

Gate 0Gate 1

Initial Product Development

Gate 10 Gate 7 Gate 3 Gate 2

Definition Phase Implement Phase Launch & Closeout Phase

Gate 0Gate 1

Product Enhancement

3. PLANNING & PROCESSES The Life Cycle of A Large System Integration Project.

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Transcript of 3. PLANNING & PROCESSES The Life Cycle of A Large System Integration Project.