Tài liệu Module 6: Project Plan Approved Milestone pdf

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Module 6: Project Plan Approved Milestone

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At the end of this module, you will be able to

„ Understand how to write a functionalspecification

„ Evaluate the need for planning documentsthat comprise the master project plan

„ Organize master project schedules with theappropriate level of detail

„ Understand the key components of a robustdevelopment environment

Lessons

1 Principles and Concepts

2 Planning Phase Outline

3 Creating a Functional Specification

4 Creating a Master Project Plan

5 Creating a Master Project Schedule

6 Building a Development Environment

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Lesson 1:

Principles and Concepts

The principles behind the planning phase and how they enable you to achieve the project plan approved milestone

What Could Have Been Sufficient

Result of the Design

What the User Described and the Analyst Understood

Result of Implementation

What the User Needed

The functional specification establishes an agreement between the project teamand key project stakeholders

When project goals include releasing a product that is responsive, stable, andeasy to manage and support, the functional specification is invaluable inrecording the decisions and agreements reached on the functionality, interfaces,design goals, and priorities

When planning, it is important to keep your goal in mind Otherwise, you don’tknow where you’ll end up and you’re likely to conclude that what you get iswhat you wanted

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„Functional specification

defines what

the solution is

„Master project plan

defines how the solution

will be developed, tested, and deployed

„Master project schedule defines

when the solution will begin rolling

out and when rollout will be complete

Start Here

Master Project Schedule

Master Project Plan

Functional Specification

The three major documents—the functional specification, the master projectplan, and the master project schedule—are baselined (not frozen) at the projectplan approved milestone Each document depends on its predecessor and allowswork to continue on its successor, creating a cycle of improvement that helpsthe team fully realize the solution

Vision/Scope Approved

Project Plan Approved

Deployment Complete

developing/stabilizing phase

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Change control mechanisms help the team to effectively direct its change-related activities, avoiding costly errors while maintaining acceptable quality levels

Change control provides

a framework for establishing

„Why the change is needed

„ Who is accountable for the change

„ What the impact of

the change will be

„ How the change

will be traced

Change is inevitable in any project Change control enables the team to controlthe quality of the solution by:

„ Determining the reason for the change

„ Establishing who is accountable for the change

„ Assessing the merit of proposed change

„ Determining the feasibility of the change

„ Assessing the impact of the change on the project

„ Determining the level of effort required to implement the change

„ Establishing what constraints exist or must be imposed on the change

„ Identifying the risks associated with the change

„ Establishing a process for tracing the change

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Lesson 2:

Planning Phase Outline

The organization of the process model developing phase and the milestones and deliverables that must be achieved

Project Plan Approved

Project Plan Approved Milestone

Agreement on

„ Interim milestones

„ Key developmentdates

„ Deploymentstrategy

„ Change control

„ Cost/benefit

„ Selected technologybaselined

Approved

Deployment Complete

After the team approves the specifications, plans, and schedules, the documentsbecome the project baseline The baseline takes into account the variousdecisions that are reached by consensus by applying the three project planningvariables: resources, schedule, and features After the baseline is complete andapproved, the team transitions to the developing phase

After the team defines a baseline, it is placed under change control This doesnot mean that all decisions reached in the planning phase are final But it doesmean that as work progresses in the developing phase, the team should reviewand approve any suggested changes to the baseline

Environment Set Up

The interim milestones allow the team to show visible progress and shareinformation on the components of the project plan before the end of the phase.The planning phase is the time when key decisions are made that pertain to thetrade-off triangle (features, resources, and release date)

Project plan approved milestone

„Draft functional specification

„Draft master project plan

„Draft master project schedule

„Working development environment

Draft functional specification begins the detailed definition of the product.

The team should describe all functionality at a high level as it works out detailsduring the design process The team achieves this interim milestone when thefunctional specification has enough detail for development, testing, usereducation, and logistics management to begin laying out project plans for theirportion of the work

Draft master project plan includes all of the detailed plans The scope of each

plan is aggregated to make up the entire project scope The team reaches thisinterim milestone when each of the component plans has been defined wellenough to start putting together the master project schedule

Draft master project schedule includes all of the detailed project schedules,

including the release date The team determines the release date afternegotiating the functional specification draft and reviewing the master projectplan draft Often, the team will modify some of the functional specificationand/or master project plan to meet a required release date Although features,resources, and release date may vary, a fixed release date will cause the team toprioritize features, assess risks, and plan adequately

Working development environment allows proper development and testing of

the solution so that it has no negative impact on production systems If theorganization does not already have a suitable test lab in place, the team mustbuild one

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Product management Program management

Development

User education

Testing Logistics management

User education; communications; usability test plan/schedule

Product management Takes the lead on developing the conceptual design

portion of the functional specification Manages the process of documentingusage scenarios that describe the full scope of the planned release as identified

in the vision/scope document Also responsible for identifying and managingbudgetary concerns of the project

Program management Takes the overall lead during the planning phase and is

accountable for driving the team to the project plan approved milestone

Compiles the functional specification and the consolidated project plan andschedule from documents that other team members create

Development Takes the lead on developing the physical design portion of the

functional specification When the physical design is complete enough to makeaccurate estimates, determines the time and effort required to build and stabilizethe product May also build proof-of-concept prototypes to shed more light onparticularly difficult areas of the product

User education Identifies user training requirements and documents a training

plan that meets these needs Also develops a high-level communications planand schedule, and a usability test plan and schedule

Testing Defines integration testing strategies for each component identified in

the functional specification, defines issue-tracking methods and procedures,establishes completeness-of-unit test requirements with development,establishes compatibility lists for regression-testing changes with legacyhardware and software, and defines release mechanisms

Logistics management Evaluates and provides feedback to the team on the

completed design from the perspective of the legacy environment Develops atraining plan and schedule for technicians as appropriate Depending on thescope of change, takes the lead on various logistics-related planning activities,including pilot/rollout plans, capacity plans, facilities plans, procurement plans,and security plans

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Lesson 3:

Creating a Functional Specification

The contract between the customer and the team as to what will be deployed

„The solution delivers business benefits

„The solution meets known requirements

„Responsibilities and committed schedules are stable

„Implementation risk is acceptable

„Strategy for test platforms, scripts, configuration, and customization are defined

„User’s needs are defined

„All systems, application, and organizational interfaces are identified

This is the first deliverable produced during the planning phase It representsthe contract between the customer and the project team and is the basis forbuilding the project plan and schedule At the project plan approved milestone,the functional specification is baselined and placed under change control

„ Features and services description

„ Enterprise architecture documents

„Component specification (products and configurations)

„Top 10 risk list

„Project standards

„Additional conceptual, logical, and physical design documents

The functional specification addresses what the solution needs to include

Vision/scope summary A summary of the vision/scope document as agreed

upon and refined It may be useful to provide a brief restatement of the drivingvision and scope

Background information Places the solution in a business context The design

goals and constraints depend on the existing environment and the useroperations

Design goals, usability goals, deployment goals, constraints, and expectations Key design goals that development uses to make decisions.

Testing and logistics management will verify these goals as part of thevalidation process They include dependencies on other projects and only theconstraints that are external to the requirements

Solution Design Document.

„ Usage scenarios Describe the users’ business problems in the context of

their environment There may be multiple types of users and/or technicalenvironments (for example, engineer versus administrator; desktop versuslaptop; LAN access versus dial-up access)

„ Features and services Define the functionality that the solution must

deliver

„ Enterprise architecture documents Define the overall architecture for the

solution Many infrastructure solutions require enterprise-wide designs todefine how multiple server components interact

Component specifications Define the products that will be used to deliver

required features and services as well as the specific instances where theproducts will be used

Appendices Include additional conceptual design detail (for example, field

surveys and user profiles) and physical design detail (for example, provided product descriptions or existing server and/or client configurationdetail)

„Set a deadline for completing the draft

„Specify concisely and to a consistent level of detail

„Quantify where necessary

„Define terms early

„Determine the level of detail that needs to be done now

„Define a change management procedure

To avoid pitfalls, everyone must have the same view of the critical successfactors

„ The specification should be viewed in terms of its goals; when the goals aremet, the specification is complete and ready for approval

„ Each feature that the functional specification identifies should map to an enduser and business process (and/or, in many cases, to an information

technology technician and operations support process) identified duringconceptual design; the team must be able to verify that each feature meets aneed and that all needs are met

„ All team members must reach consensus

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Logical Design Conceptual Design

Physical Design

Components, Configuration Details

Enterprise Architecture, Component Integration

Usage Scenarios, Feature Lists

Site: Dallas Servers: Dallas File/Print, Dallas Email, etc.

This slide illustrates the major design elements and the flow of the designprocess at a high level

The team starts by developing a set of usage scenarios in conceptual design.These usage scenarios describe features that the solution must include

Based on this conceptual design, the team makes high-level decisions aboutlogical design, such as how the solution will be put together using centralizedand distributed components Logical design also outlines how components willwork together to provide the desired outcome

Physical design describes the specific implementation of the logical design

„Output of the design process

„Provides sufficient information for planning and scheduling

„Does not replace the final design documents

Solution Design

The solution design document should be one of the first functional specificationdocuments created during the planning phase Solution design documents areusually technology- and product-specific and should contain enough detail toenable the team to move forward with project planning and schedule

development activities Examples of design documents include:

„ Database management or data warehouse designs

„ E-mail/messaging designs

„ Host access designs

„ Internet/intranet/extranet designs

„ Network operating system designs

„ Remote access designs

„ Systems management designs

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„Not specific enough to test against

„Too costly to implement

„Too much unnecessary information

„Frozen before critical information is known

„Incomplete when development starts

No specification is ever a complete description of the product However, thefunctional specification must be complete enough to be tested against and tosecure agreement among stakeholders on the desired functionality Onesignificant risk is beginning development before the specification is defined at asufficient level of detail and is stable In this case, development will make manyrandom decisions about the product without the benefit of sound reviews.Judging when a specification is sufficiently complete is difficult

Reviewing and negotiating the functional specification is a highly iterativeprocess within the team Product management keeps the customer informed ofpending decisions and lets them know as decisions are made In some cases, thecustomer may be a part of the review meetings After the functional

specification has been approved and baselined, the process becomes lessiterative by nature Changes are made then when unknown issues surface.One technique used commonly at Microsoft is to baseline the specification onesection at a time, addressing the most critical (and from a development

standpoint, time-consuming) aspects first This enables development to proceedwith the riskiest parts of the project while the specification is being stabilized inother areas

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Lesson 4:

Creating a Master Project Plan

How the team addresses key areas in the deployment