Chapter 13 Creating Innovatining Organizations Paper Chapter 13 – Creating Innovatining Organizations 1.0 What is the difference between sustaining disrup

Chapter 13 Creating Innovatining Organizations Paper Chapter 13 – Creating Innovatining Organizations

1.0 What is the difference between sustaining disruptive technology?.

2.0 What is a difference between information richness and information reach?.

3.0 How Have the internet and WWW created a global plataform for business?.

4.0 What are the four ebusiness advantages?.

5.0 What is the difference between ebusiness and ecommerce?.

Chapter 14 – Ebusiness

1.0 What is business model?.

2.0 What are the benefits and challenges associated with E business?.

3.0 What is the difference between a B2B and C2C?.

4.0 What is the difference between a C2B and B2C?.

5.0 what is the difference between serach engine ranking and search engine ranking and search engine optimization?.

Chapter 15 – Creating Collaborative Partnerships

1.0 What are the benefits and challenges associated with Web 2.0?.

2.0 What are the four primary characteristics of Web 2.0?.

3.0 Would a small business want to use crowdsourcing or crowdfunding?.

4.0 What are the three challenges associated whit Business 2.0?.

5.0 How does business differ from Ebusiness.

Chapter 16 – Integrating Wireless Techonology in Business

1.0 What is a personal area network?.

2.0 how does WI-FI work?.

3.0 What are the advantages of mobile business?.

4.0 What is IT consumerization and how does it impact an organization?.

5.0 What is the difference between WEP and WPA?.

Chapter 17 – Developing Software to Streamline Operations

1.0 What is the systems development life cycle?.

2.0 Which phase in the systems development life Cycle is the most important?.

3.0 What are the different types of system testing?.

4.0 What are the different types of system implementation methods?.

5.0 why should end users be involved in the systems development effort?.

Chapter 18 – Methodology for Supporting Agile Organizations

1.0 Which project management methodology would you choose to run your systems development project?.

2.0 What do rapid application development, extreme programming, and the rational unified process all have in common?.

3.0 How many gates are included in the RUP methodology?.

4.0 What is a service-oriented architecture?.

5.0 What is a service?.

Chapter 19 – Managing Organizational Projects

1.0 What role does project management play in the systems development effort?.

2.0 Why would a project manager use Gantt and PERT charts?.

3.0 What are the different types of outsourcing available for a project?.

4.0 Expelling the goal of the Project Management Institute and identify three key terms associated with PMBOK.

5.0 Explain the different types of feasibility studies a project manager can use to prioritize project importance?. Business Driven Technology
Armando V. Tauro,Ph.D.
atauro@ju.edu
atauro@geconsultinggropup.us
PROJECT MANAGEMET
PROJECT MANAGEMET
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Explain Project management and identify the primary reasons projects fail.
Explain the three different type of outsourcing along with the benefits and
challenges
Explain the three common the business forms
Explain the list and describe the seven departments commonly found in most
organizations
Explain the different type business including a sole proprietorship, partnership
or corporation
Explain differentiate among automation, streamlining and reengineering
Explain the six major category of hardware and provide an example of each
Explain MIS infrastructure and its three primary types
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¿Explain the three different type of outsourcing along with the benefits
and challenges?
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11.1 What is Project Management?
Project management encompasses all the activities
needed to plan and execute a project:
• Deciding what needs to be done
• Estimating costs
• Ensuring there are suitable people to undertake the
project
• Defining responsibilities
• Scheduling
• Making arrangements for the work
• continued …
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What is Project Management?
• Directing
• Being a technical leader
• Reviewing and approving decisions made by others
• Building morale and supporting staff
• Monitoring and controlling
• Co-ordinating the work with managers of other projects
• Reporting
• Continually striving to improve the process
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11.2 Software Process Models
Software process models are general approaches for
organizing a project into activities.
• Help the project manager and his or her team to decide:
—What work should be done;
—In what sequence to perform the work.
• The models should be seen as aids to thinking, not rigid
prescriptions of the way to do things.
• Each project ends up with its own unique plan.
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The opportunistic approach
First
Prototy pe
Modif y
Until
Satisf ied
Think of Idea
f or
Improv ement
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The waterfall model
The Waterfall Model was
the first Process Model to
be introduced. It is also
referred to as a linearsequential life cycle model.
It is very simple to
understand and use. In a
waterfall model, each phase
must be completed before
the next phase can begin
and there is no overlapping
in the phases.
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The Waterfall model
The classic way of looking at S.E. that accounts for the importance of requirements, design and quality assurance
The Waterfall model is the earliest SDLC approach that was used for software
development.
• The model suggests that software engineers should work
in a series of stages.
• Before completing each stage, they should perform
quality assurance (verification and validation).
• The waterfall model also recognizes, to a limited extent,
that you sometimes have to step back to earlier stages.
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The sequential phases in Waterfall model
Requirement Gathering and analysis ? All possible requirements of the system to be developed are
captured in this phase and documented in a requirement specification document.
System Design ? The requirement specifications from first phase are studied in this phase and the
system design is prepared. This system design helps in specifying hardware and system
requirements and helps in defining the overall system architecture.
Implementation ? With inputs from the system design, the system is first developed in small
programs called units, which are integrated in the next phase. Each unit is developed and tested
for its functionality, which is referred to as Unit Testing.
Integration and Testing ? All the units developed in the implementation phase are integrated into a
system after testing of each unit. Post integration the entire system is tested for any faults and
failures.
Deployment of system ? Once the functional and non-functional testing is done; the product is
deployed in the customer environment or released into the market.
Maintenance ? There are some issues which come up in the client environment. To fix those issues,
patches are released. Also to enhance the product some better versions are released. Maintenance
is done to deliver these changes in the customer environment.
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Waterfall Model – Application
Every software developed is different and requires a
suitable SDLC approach to be followed based on the
internal and external factors. Some situations where the
use of Waterfall model is most appropriate are ?
• Requirements are very well documented, clear and fixed.
• Product definition is stable.
• Technology is understood and is not dynamic.
• There are no ambiguous requirements.
• Ample resources with required expertise are available to
support the product.
• The project is short.
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Waterfall Model – Advantages
The advantages of waterfall development are that it allows for departmentalization and
control. A schedule can be set with deadlines for each stage of development and a
product can proceed through the development process model phases one by one.
Development moves from concept, through design, implementation, testing, installation,
troubleshooting, and ends up at operation and maintenance. Each phase of
development proceeds in strict order.
Some of the major advantages of the Waterfall Model are as follows ?
• Simple and easy to understand and use
• Easy to manage due to the rigidity of the model. Each phase has specific deliverables
and a review process.
• Phases are processed and completed one at a time.
• Works well for smaller projects where requirements are very well understood.
• Clearly defined stages.
• Well understood milestones.
• Easy to arrange tasks.
• Process and results are well documented.
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Waterfall Model – Disadvantages
The disadvantage of waterfall development is that it does not allow much reflection or
revision. Once an application is in the testing stage, it is very difficult to go back and
change something that was not well-documented or thought upon in the concept
stage.
The major disadvantages of the Waterfall Model are as follows ?
• No working software is produced until late during the life cycle.
• High amounts of risk and uncertainty.
Not a good model for complex and object-oriented projects.
• Poor model for long and ongoing projects.
• Not suitable for the projects where requirements are at a moderate to high risk of
changing. So, risk and uncertainty is high with this process model.
• It is difficult to measure progress within stages.
• Cannot accommodate changing requirements.
• Adjusting scope during the life cycle can end a project.
• Integration is done as a “big-bang. at the very end, which doesn’t allow identifying
any technological or business bottleneck or challenges early.
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Agile Software Development
• Agile Development:
“based on iterative and incremental development, where
requirements and solutions evolve through collaboration
between self-organizing, cross-functional teams. It
promotes adaptive planning, evolutionary development
and delivery, a time-boxed iterative approach, and
encourages rapid and flexible response to change.”
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AGILE Method and XP
(Extreme Programming)
Question: Has anyone heard of the “Agile” methodology?
30
Reengineering
Periodically project managers should set aside some
time to re-engineer part or all of the system
• The extent of this work can vary considerably:
—Cleaning up the code to make it more readable.
—Completely replacing a layer.
—Re-factoring part of the design.
• In general, the objective of a re-engineering activity is to
increase maintainability.
• ¿Explain the three different type of outsourcing along
with the benefits and challenges?
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¿Explain the three different type of outsourcing along with the benefits
and challenges?
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11.3 Cost estimation
To estimate how much software-engineering time will be
required to do some work.
• Elapsed time
—The difference in time from the start date to the end
date of a task or project.
• Development effort
—The amount of labour used in person-months or
person-days.
—To convert an estimate of development effort to an
amount of money:
You multiply it by the weighted average cost (burdened
cost) of employing a software engineer for a month (or a
day).
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Question
Assume that I gave your group the task of figuring out
how much time you needed to code your project because
you were going sell it online.
What are some techniques/ideas/concerns/thoughts you
have for estimating the timing of a large project?
i.e. How do you decide/figure out how long it takes you to
do an assignment?
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Principles of effective cost estimation
Principle 1: Divide and conquer.
• To make a better estimate, you should divide the project
up into individual subsystems.
• Then divide each subsystem further into the activities
that will be required to develop it.
• Next, you make a series of detailed estimates for each
individual activity.
• And sum the results to arrive at the grand total estimate
for the project.
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Principles of effective cost estimation
Principle 2: Include all activities when making
estimates.
• The time required for all development activities must be
taken into account.
• Including:
–
Prototyping
Design
Inspecting
Testing
Debugging
Writing user documentation
Deployment.
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Principles of effective cost estimation
Principle 3: Base your estimates on past experience combined
with knowledge of the current project.
• If you are developing a project that has many similarities with
a past project:
— You can expect it to take a similar amount of work.
• Base your estimates on the personal judgement of your
experts
or
• Use algorithmic models developed in the software industry as
a whole by analyzing a wide range of projects.
—They take into account various aspects of a project’s size
and complexity, and provide formulas to compute
anticipated cost.
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Algorithmic models
Allow you to systematically estimate development effort.
• Based on an estimate of some other factor that you can
measure, or that is easier to estimate:
—The number of use cases
—The number of distinct requirements
—The number of classes in the domain model
—The number of widgets in the prototype user
interface
—An estimate of the number of lines of code
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Principles of effective cost estimation
Principle 4: Be sure to account for differences when
extrapolating from other projects.
• Different software developers
• Different development processes and maturity levels
• Different types of customers and users
• Different schedule demands
• Different technology
• Different technical complexity of the requirements
• Different domains
• Different levels of requirement stability
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Principles of effective cost estimation
Principle 5: Anticipate the worst case and plan for
contingencies.
• Develop the most critical use cases first
—If the project runs into difficulty, then the critical
features are more likely to have been completed
• Make three estimates:
—Optimistic (O)
– Imagining a everything going perfectly
—Likely (L)
– Allowing for typical things going wrong
—Pessimistic
– Accounting for everything that could go wrong
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Principles of effective cost estimation
Principle 6: Combine multiple independent estimates.
• Use several different techniques and compare the results.
• If there are discrepancies, analyze your calculations to
discover what factors causing the differences.
• Use the Delphi technique.
—Several individuals initially make cost estimates in
private.
—They then share their estimates to discover the
discrepancies.
—Each individual repeatedly adjusts his or her
estimates until a consensus is reached.
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Principles of effective cost estimation
Principle 7: Revise and refine estimates as work
progresses
• As you add detail.
• As the requirements change.
• As the risk management process uncovers problems.
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11.4 Building Software Engineering Teams
Software engineering is a human process.
• Choosing appropriate people for a team, and assigning
roles and responsibilities to the team members, is
therefore an important project management skill
• Software engineering teams can be organized in many
different ways
a) Egoless
b) Chief programmer
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Skills needed on a team
• Architect
• Project manager
• Configuration management and build specialist
• User interface specialist
• Technology specialist
• Hardware and third-party software specialist
• User documentation specialist
• Tester
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11.5 Project Scheduling and Tracking
• Scheduling is the process of deciding:
—In what sequence a set of activities will be
performed.
—When they should start and be completed.
• Tracking is the process of determining how well you are
sticking to the cost estimate and schedule.
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Some Basic Project Management Terminology
•Deliverable: some concrete thing which is to be delivered, to the client
or internally to the development team; e.g.
• Specifications reports
• Executable program
• Source code
•Task/Activity: something we have to do during the project; e.g.
• Defining user requirements
• Coding a module
• Doing system testing
•Each task or activity will take some length of time
•
•
•
•
Referred to as duration of task
Sometimes measured in days, weeks, etc.
Sometimes measured in person-days, person-weeks, etc.
Person-day = number of people X number of days
—Example: 12 person days for writing all code could mean 1 person 12 days
or 4 people 3 days
—Note: not always true that a task that takes 1 programmer 12 days would
take 12 programmers 1 day
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Dependencies and Milestones
•For a given task or activity, may be impossible to start it without
some other task(s) or activity(ies) having been completed; e.g.
• Cannot start coding without completing design
• Cannot start system testing without completing code integration and
test plan
•If task B cannot start without A being completed, we say
• B depends on A
• There is a dependency between A and B
•Milestone: some achievement which must be made during the
project; e.g.
• Delivering some deliverable
• Completing some task
•Note, delivering a deliverable may be a milestone, but not all
milestones are associated with deliverables
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Setting and Making Deadlines
•Deadline time by which milestone has to be met
• Some deadlines are set by the client
• Others are set by us on project to make sure project stays on track
•To set a deadline for completing task T, we must consider how long it
will take to:
• Complete the tasks that task T depends on
• Complete task T itself
•If we miss a deadline, we say (euphemistically) “the deadline has
slipped”
• This is virtually inevitable
•Important tasks for project managers
• Monitor whether past deadlines have slipped
• Monitor whether future deadlines are going to slip
• Allocate or reallocate resources to help make deadlines
•PERT chart and Gantt charts help project managers do these things
(among others)
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PERT Chart Task Edges
•Parts of a task/activity edge
Task letter
D
5
Task duration
•Task letter:
• Often keyed to a legend to tell which task it represents
•Task duration = how long (e.g. days, hours) task will take
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PERT Chart Event Nodes
Event Number:
Earliest Completion
Time (ECT):
Sequence number
assigned
Only task edges
indicate
dependencies
5
9
19
Earliest time this event
can be achieved, given
durations and
dependencies
Latest Completion Time (LCT):
Latest time that this event could be safely achieved
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Computer Science Department
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PERT Charts
•PERT = Project Evaluation and Review Technique
•PERT chart = graphical representation of the scheduling of events in
a project
6
•Sample PERT Chart:
3
1
0
0
A
4
2
4
4
B
2
C
3
E
3
10
4
7
7
D
3
10
5 10
6
F
13
13
3
•A PERT chart is a graph
• Edges are tasks/activities that need to be done
• Nodes are the events or milestones
•Task edge T from event node E1 to event node E2 signifies:
• Until event E1 happens, task T cannot be started
• Until task T finishes, event E2 cannot happen
•Events often simply represent completion of tasks associated with
arrows entering it
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Building a PERT Chart
Steps:
1.
2.
Make a list of all project tasks (and events if possible).
Find interrelated task dependencies (what task has to be
completed before other tasks)
Draw initial PERT without durations, ECTs or LCTs
Estimate duration of each task
Fill in durations
Calculate ECTs and LCTs
3.
4.
5.
6.
•We will do this for an example system:
? Generic software system with 3 modules
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Computer Science Department
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Example: Generic Software Project
TASK ID
A
B
C
D
E
F
G
H
I
J
Task Description
Specification
High Level Design
Detailed Design
Code/Test Main module
Code/Test DB module
Code/Test UI module
Write test plan
Integrate/System Test
Write User Manual
Typeset User Manual
• To start PERT chart: identify dependencies between tasks
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Dummy Tasks
Sometimes it is necessary to use dummy tasks:
• Shows the dependency between 2 events where no activity is
performed
Example:
• Events 3, 4 signify the compilation of separate modules.
• Create an event 5 to signify “all modules compiled together”.
Denote dummy tasks using dash lines
3
9
10
5
4
UWO
9
12
9
12
T
3
Computer Science Department
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Example: Tasks with Dependencies
To start the PERT, identify the dependencies amongst tasks
TASK ID
A
B
C
D
E
F
G
Task Description
Preceed ID
H
I
Specification
High Level Design
Detailed Design
Code/Test Main
Code/Test DB
Code/Test UI
Write test plan
Dummy Task
Dummy Task
Dummy Task
Integrate/System Test
Write User Manual
J
Typeset User Manual
UWO
1
2
3
4
4
4
4
5
6
7
8
8
10
Succ. ID
2
3
4
5
6
7
8
8
8
8
9
10
9
Computer Science Department
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Project Life Cycle
Conception: identify the need
Feasibility analysis or study: costs benefits, and risks
Planning: who, how long, what to do?
Execution: doing the project
Termination: ending the project
Network Planning Techniques
Program Evaluation & Review Technique (PERT):
• Developed to manage the Polaris missile project
• Many tasks pushed the boundaries of science & engineerin…
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