©J.-F.David 2003 Prospective IT governance 9- Projects 113.

©J.-F.David 2003©J.-F.David 2003

Prospective IT governance

9- Projects

113113


Strategic Alignment

1313

©J.-F.David 2003©J.-F.David 2003114114

©J.-F.David 2003©J.-F.David 2003113113


Organization's pro-jection and its PROJECTS

Organization finality

PROJECTS

Sub-finalities PROCESSES

CSFStrategic objectives

Vision

priorization

optimization

imagination

115115


"...Its objective is to mobilize, following temporary but with precision defined purposes, productive perennial structures, more traditionally turned towards aggregations of jobs, functions or equipment of comparable nature, that towards a joint mobilization to the benefit of a product, a market or a customer... This mobilization gives to the project its transverse characteristic, and results in speaking of matrix structures...Implementation of an organization by projects is a delicate activity, because it requests to create effective imbalances, for it leads to transform companies beyond their only organizational aspects…"

Project

- Reflection over the present (lack of satisfaction, what is missing) - Desire or will to fill these lacks - Implementation of actions at the service of this desire or will - Organization to channel the actions - Regular evaluation of the progression

Later, I will be...

You and me, Paris …!

115115


The Pharaoh and the pyramidstime, short delay limited human resourcestechnical specifications

Project triangle

time

ressources technical specs

X50-105 Afnor standard: « a specific approach which enable methodically and gradually to structure a reality to come … »

« ... a project is implemented to work out a response to the need of one user, one customer or one market. It implies an objective, actions to be undertaken with given resources … »

116116


PROJECT definition

A project is

- a coordinated set of works, - accomplished by people- using means and supports- in order to equip a company with a product, a service or a system - to deal with anticipated situation aimed- at the slightest cost

the cost can be financial, social, human, technical

116116


Basic toolsfor projects

pert,gannt…..

118118


A Type: Some big, strategic, important projects, split into sub-projects ex: automotive industrypb: company regulation vs projects autonomy

B Type: Project in the center of regulation, enterprise project

C type: small projects, reduced autonomyex: pharmaceutical, ….

D ’après Vincent Giard (IAE Paris) dans Cahiers Français (La documentation Française)118118

©J.-F.David 2003©J.-F.David 2003D ’après Vincent Giard (IAE Paris) dans Cahiers Français (La documentation Française)


Organization Design and Innovation1: Functional Structure 2: Lightweight Project Manager

FunctionManager

(FM)

WorkingLevel

FM FM

ENG MFG MKGPM’sAssistants

Area of Strong PM Influence

ProjectManager PM)

FM FM

ENG MFG MKG

L L

Liaison (L)

4: Autonomous Project Team

Market

Con-cept

PM

FM FM

ENG MFG MKG

L LL

FM

3: Heavyweight Project Manager

PM

FM FM

ENG MFG MKG

L L

Leader (L)

L

FM Market

Con-cept

FM

Source Fujimoto


Some IT project typical diseases….

Intellectual temptationor … perfection pursuit

Creeping specsor … inability to say no

Cavalryor … therapeutic obstinacy

Enforced projector … go after others happiness without their consent

Project arthritisor … insidious paralysis

The monsteror … uncontrollable gigantism

Degeneracyor … memento mori

123123


1 - What was client's demand...

2 - What has been proposed by IT & Organization group...

3 - What has been designed by project team...

4 - What has been really implemented...

5 - After some final adjustments by the end user...

6 - Client's real need...

124124

1 DEADLINES

33% of enterprise wait for 3 years (Xephon 1983),

delayed backlog is 7 years (Martin 1984).

5 years for Fortune 500 (Rosenberger 1981), sometimes 10 years.

Demand is 2 to 3 times supply (Alloway et Quillard 1983)

2 COSTS

60% à 80% of maintenance costs are due to communication problems

(Lientz et al. 1978).

30% à 50% of overall costs are due to communication problemsStrassman (1985)

3 REQUIREMENTS80% of development budget = maintenance


MethodologyRapid Application Development

Iterative Process vs. Linear (Traditional Development)


RAD


RAD

Benefitsconverge early toward a design acceptable to the customer and feasible for the developers

limit a project's exposure to the forces of change

save development time

Drawbacksaggressive schedule often requires tradeoffs in product quality and/or costs

difficult to gauge progress

lots of installs


Traditional "Waterfall" methodology

System requirement & specsSystem requirement & specs

Software requ. & validation Software requ. & validation

Preliminary design and validation Preliminary design and validation

Detailed design and validation Detailed design and validation

Code, debug, … Code, debug, …

Unit by unit tests Unit by unit tests

Integration, deployment, tests Integration, deployment, tests

Pre-operation, validation testPre-operation, validation test

Operation, maintenance, final val.Operation, maintenance, final val.

124124


V-cycle: risk of forgetting needs, weak delays mastership...

Tunnel effect

Needs specification Operational system

System requirement & specsSystem requirement & specs

Software requ. & validation Software requ. & validation

Preliminary design and validation Preliminary design and validation

Detailed design and validation Detailed design and validation

Code, debug, … Code, debug, …

Unit by unit tests Unit by unit tests

Integration, deployment, testsIntegration, deployment, tests

Pre-operation, validation testPre-operation, validation test

Operation, maintenance, final val.Operation, maintenance, final val.

125125


In 1986, Dr. Barry Boehm created the Spiral Method which he recognized and incorporated the factor of “project risk” into a life cycle model. The aim of the new model ways to incorporate shifting the management emphasis to risk evaluation and resolution.

The spiral model illustrated one strength, in which the system size grows but the resources can be held constant. This sometimes known as “project risk”. The spiral model is an attempt to provide a disciplined framework for software development that both overcomes deficiencies in the waterfall model, and accommodates activities such as prototyping, reuse, and automatic coding as a part of the process.


Needs,Solutions,Constraints,definition

Needs,Solutions,Constraints,definition

Alternatives research,Risk decreaseAlternatives research,Risk decrease

Iterative developmentIterative development

Step products review Step products review

Step by step progress

Cumulativecost

125125

Evolutive development :

Preliminary study ; General functional design 1 ; General technical design 1 ; Prototype 1 ;

Implementation of prototype 1.

Preliminary study ; General functional design n ; General technical design n ; Prototype n ;

Implementation of prototype n.

Intégration.

……………


The Spiral Model

126126

©J.-F.David 2003 Prospective IT governance 9- Projects 113.

Documents

Transcript of ©J.-F.David 2003 Prospective IT governance 9- Projects 113.