Northern Finishing School: IT Project Managment

Northern Region Finishing School 2009

Project & Program Management

Siwawong W.Project Manager

2009.10.11


Agenda

09:00 – 09:15 Self-Introduction

09:15 – 10:45 Project Management Concept

10:45 – 11:00 Break & Morning Refreshment

11:00 – 11:30 Initiation

11:30 – 12:00 Planning & Scheduling

12:00 – 13:00 Lunch Break

13:00 – 13:30 Planning & Scheduling (Con’t)

13:30 – 14:30 Implementation

14:30 – 14:45 Break

14:45 – 15:30 Verification & Validation

15:30 – 16:30 Maintenance

16:30 – 17:00 Case-study ~ Q&A


SELF-INTRODUCTION


About Me

• My Name: Siwawong Wuttipongprasert– Nick-name: Tae (You can call this name. it’s easier)

• My Background: – B.Eng (Computer Engineering), Chiang Mai University.

CPE#3, Gear25

• My Career Profile: – 10+ years in IT business– 5+ years with Blue Ball Co., Ltd.– Role: Programmer, System Analysis, Consultant & Project Manager– Working Area: ERP, MRP, Retailing, Banking, Financial, E-Commerce, etc.– Working with multi-cultures: Japanese, German and Vietnamese

• Know Me More..


My Company: Blue Ball

Blue Ball Group is an Offshoring Company that focus totally in customer satisfaction. It takes advantage of western management combined with Asian human resources to provide high quality services

Thailand (Head Office)

Mexico (Special Developments)

Vietnam (Offshoring Center)


Services from My Company

Offshoring Programmers &Testers Blue Ball will get you ready to offshore successfully. No need to rush you into offshoring without you feeling confident on how to send, organize, receive, test and accept job confidently

System Development & Embedded Solutions Solutions that combine technological expertise and deep business understanding. We only start coding once every single detail such as milestones, scheduling, contact point, communication, issue management and critical protocols are in place

Web design and E-commerce Premium web design, CMS, e-commerce solutions and SEO services. Website maintenance and copy content creation to develop marketing campaigns that SELL for discerning companies to increase the quality and reach of their marketing campaigns


My Clients


Project Management Concept


Project Management in Textbook

• Introduction• Project Management Activities• Project Constraints• Project management approaches• Understand the Project• Project development stages

– Initiation– Planning or development– Production or execution– Monitoring and controlling– Closing


Introduction

• Project Management is aimed to ensure that: -

– Delivery on-time

– Within Budget

– Satisfies the requirements of the client

• S/W Project Management is different because:

– Software is not tangible

– Software processes are relatively new and still “under trial”

– Larger software projects are usually “one-off” projects

– Computer technology evolves very rapidly


Project Management Activities

• Writing proposals• Planning the project• Scheduling the project• Estimating the cost of the project• Monitoring and reviewing the project’s progress• Selecting, hiring, and evaluating personnel• Writing reports and giving presentations


Project Constraints

Within Budget

Satisfied the needs

Delivery on-time

Goals VS Factors


Project management approaches

• The traditional approach– A traditional phased approach identifies a sequence of steps to be completed. See project

Life-cycle

• Critical Chain Project Management (CCPM)– CPM aggregates the large amounts of safety time added to many subprojects in project bu

ffers - to protect due date performance, and to avoid wasting this safety time.

• Extreme Project Management– Planning and feedback loops with the time frames of the multiple loops.

• Process-based management – This area has been driven by the use of Maturity models such as the CMMI (Capability

Maturity Model Integration ) and ISO/IEC15504 (SPICE - Software Process Improvement and Capability Determination).

For example


Understand the Project

• What’s the project?– - short term efforts to create a unique product, service or environment,– e.g. - removing old servers, developing a custom e commerce site, creating new des

ktop images or merging databases, etc.

• Project Life-Cycle


Project development stages

Stages are: - • Initiation• Planning & design• Executing• Monitoring and controlling• Closing


Project development stages1) Initiation

The initiation stage should include a cohesive plan that encompasses the following areas:• Study analyzing the business needs/requirements in measurable goals • Review of the current operations • Conceptual design of the operation of the final product • Equipment and contracting requirements including an assessment of long lead time items• Financial analysis of the costs and benefits including a budget• Stakeholder analysis , including users, and support personnel for the project• Project charter including costs, tasks, deliverables, and schedule


Project development stages2) Planning & Design

The results of the design stage should include a product design that:

• Satisfies the project sponsor, end user, and business requirements • Functions as it was intended• Can be produced within quality standards • Can be produced within time and

budget constraints


Project development stages3) Executing

Execution process involves coordinating people and resources, as well as integrating and performing the activities of the project in accordance with the project management plan . The deliverables are produced as outputs from the processes performed as defined in the project management plan .


Project development stages4) Monitoring and Controlling

Monitoring and Controlling includes:• Measuring the ongoing project activities ( where we are); • Monitoring the project variables (cost, effort, scope, etc.) against the project management plan and the project perform

ance baseline (where we should be );• Identify corrective actions to address issues and risks properly ( How can we get on track again); • Influencing the factors that could circumvent integrated change control so only approved changes are implemented


Project development stages5) Closing

This phase consists of:

• Project close: Finalize all activities across all of the process groups to formally close the project or a project phase.

• Contract closure: Complete and settle each contract (including the resolution of any open items) and close each contract applicable to the project or project phase.


IT Project in the Real-World


The Real World

• Results VS . Status• Just Do it ! We can fix it later• Not enough time, not enough resources• Project Managers are overhead• We don’t have time to plan!• Go Early and go Ugly!


The True of IT Project Life-Cycle

We get this from customer

Customer actually needs


Why We Need Project Management

• 26% of projects are successful• 46% of project are challenged• 28% of projects FAIL• Average cost overrun is 89%• Average schedule overrun is 122%• 45% of functions provided in newly developed systems

are never used.


Why do IT projects fail so often?

• T hey're just plain harder– Face usual project-management challenges

e.g. deadlines, budget constraints and too few people to devote to the project .– Face unique technology challenges

from H/W, O/S, N/W or DB woes, to security risks, interoperability issues The changes manufacturers make to their H/W and S/W configurations .

• They fail at the beginning—not the end—due to a lack of sufficient planning – The IT organization will never complete it on time, on budget or with the required

functionality, which are three common factors for project success .

• They're rushed– Organizations often feel that, to remain competitive, they must cut costs and maintain

business operations, but that adds to the pressure on a big, expensive project.

• Their scope is too unwieldy– A project with a large scope can usually be better executed by breaking it down into a

series of smaller, more manageable projects


How do I determine if a project is going to fail once it's in motion?

• Tradition approach– During the project’s initiation, you should establish the criteria for

success and failure – More detail in “Verification & Validation” topic.

• 15-15 Rule– if a project is more than 15 percent over budget or 15 percent off

schedule, it will likely never recoup the time or cost necessary to be considered successful .

• The Earned Value Management technique– allows an organization to measure a project’s completion, schedule

variances, create schedule and cost performance indexes, and forecast a project’s likely completion date and financial impact upon completion .


When should a project be canceled?

• Can be many reasons – e.g. poor planning . Cost overruns by more than 15 percent, late

milestones and poor quality.

• At the start, determine what circumstances would call for a project’s cancellation .

– You might consider time and cost overruns, or shifting business conditions

• If scrapping it sounds daunting, you might wish to create smaller projects that give some return for the sunk costs.

– After all, smaller projects are more likely to succeed than large ones .


How can I ensure that my projects are successful?

• Organizations should create or adapt a standard approach to managing projects.

• A standard approach to project management establishes ground rules and expectations for the project team .

– It also provides project managers, functional managers and the operational staff with a common language around project management that eases communication and helps ensure that everyone is on the same page .


IT Project Management Methodologies

• Traditional Project Management– It works with any IT project regardless of the technology involved or

the duration of the project work.

• Extreme Programming (XP)– a project-management approach designed specifically for software

development .– XP uses a software development model that involves the users,

customers and programmers in four iterative phases : planning, coding, designing and testing.

• Scrum– also uses iterations of planning, coding, executing and testing

software .– Scrum employs its own vernacular and has some rigid rules about

meetings, hitting milestones and the duration of planning activities .


What Project Managers are Telling Us

• Top Five Key Competencies of a PM:– Communications Skills-verbal and written– Leadership Skills– Organizing Skills-planning, time management– Interpersonal Skills– Negotiating Skills-Diplomacy and mediating– Team Building Skills– Technical Skills



• Top Five Major Roadblocks to Project Start-up– Resource Constraints– Lack of Information- Incomplete SOW, Unclear objectives,– Poor Requirements Definition– Roles and Responsibilities not defined– Unrealistic Schedules



• Top Five Major Issues affecting project completion– Scope Creep / Scope Change– No defined completion criteria / acceptance criteria– Technology-Limited functionality, product instability– Failure to manage customer expectations– Poor Project Plan- Poorly defined deliverables


Initiation


Why Initiate a Project

• Your starting point for a project is that you have some vague idea as to why the project is coming into existence.

• There is usually some goal that has caused the project to commence . There are four questions to be answered before you actually do anything:

– Who are the key stakeholders and what do they see as their role in the project?

– What is their perspective of what the project is all about?– Are they prepared to commit resources to the project? – What are the expectations of the outcome?


How to Initiate a Project

• Identify the likely Sponsor– Usually the Sponsor is evident but it may not be so . The Sponsor needs to be committed to the project

rather than just nominated to the position .

• Identify the Key Stakeholders – With the help of the Sponsor identify who else is a stakeholder.

• Prepare a Questionnaire– Where do you think the project is up to at the moment? – What do you expect will change in your area when the project is complete?– What are the biggest hurdles we need to overcome? – etc.

• Interview the Key Stakeholders – Book half an hour to an hour with key stakeholders and work through the questions.

• Identify & Resolve Problems– Looking across all the interviews identify conflicts and differences . Make a list of these issues and

discuss them with the Sponsor . They need to be either resolved prior to you developing a project charter, or the impact built into the project charter.


Delivery Items for Project Initiation

• Project Goals– Should be Short & Easy to understand for IT & non-IT person

• Scope– Determine system boundary & activities of users

• Project Organization– Need for both sides (customer/supplier)– Define Role & Responsible of each person

• Business Case– Recommend to describe as UML diagram (e.g. Use-Case, Activities, etc.)

• Constraints – Describe limitation in project in IT & non-IT area.


Sample of Project Initiation

ARAIA company is BIG supply Management Consultant in German

ARAIA have many brunches around the world for sourcing e.g. Istanbul, India, China, Poland, etc.

Backg

rou

nd

The supplier database will be the center-point for any ARAIA sourcing as well as procurement activities.

Need

s?

Target of the Supplier Database

Platform to manage all of the collected supplier data for the past and the future

All information in a consolidated, structured and consistent way

All information up to date all the time

Accessibility from multiple points

Purpose: Usability of already collected supplier knowledge through the enablement to search in an efficient way under different characteristics to reduce the effort of sourcing and increase the quality in new projects

Case study with ARAIA Company


Sample of Project InitiationCase study with ARAIA Company

Internet connection in China is NOT good all the times

Required supplier input data in RFI document in Excel format and upload to server for reduce input time

Multi-Languages is required (e.g. for Korean, Chinese, Japanese, German, etc.)

Need to complete within 3 months, and let 1 month for UATCon

str

ain

t

Initial Situation

Heterogeneous raw data in various file format

Lack of common structure and approach

No central storage for supplier data

De-centralized access to supplier data



Interview the Key Stakeholder



Develop a user friendly application to consolidate and manage the supplier database in consistent way across all ARAIA locations via web with a replicated China node for local access.G

oal

Functional Requirements Non-Functional Requirements Search (must have)

Multiple search methods Search in Attachments Multiple search criteria Multiple search options

(e.g. identical or fuzzy search) Storage and Import (must have)

Import of existing supplier data through templates in Excel tables (e.g. SFU, RFI)

Imports have to be checked for duplicate entries (e. g. compare to MS Outlook address book)

Attachments of various file formats Supplier self-service for the maintenance of master data,

etc. with an online approval of new supplier data in an admin inbox

Export (must have) Export of data to work in an offline-mode

(e.g. SFU, eMail lists, print-outs, etc.) Administration (optional extensions)

Change History Usage Reports and Statistics

Further enhancements (optional extensions) Supplier geo-mapping (planning of QCAs) eRFI, eRFQ

Database has to be usable in multiple countries, English as the standard language

Global usability in terms of language and interaction has to be insured (e.g. China)

Data access has to be controlled by user rights Frequent backup of database content Intuitive look & feel as well as search options Real-time response and interaction through the database interface

(online work modus) The database structure and functionalities have to be easy to

change and to extend Basic settings should be able to be adjusted by the administrator,

complex settings should be able to be adjusted remotely by an technical administrator

The database has to be transferable (e.g. to be sold as a product)

Security measures have to be taken (e.g. selected IP range)

The database has to be reliable and accessibly most of the time The functions should be available with the least technical

complexity Changes and updates have to be recorded


Sample of Project Initiation

User

SearchSupplier

CreateSupplier

DeleteSupplier

ChangeSupplier

ExportSupplier

Login/Overview

Login/Overview

Reporting/Statistics

ImportSupplier

Activities

Admin

DataImport

Case study with ARAIA Company


Planning & Scheduling

Based on Chapter 5 of the textbook [SE-8] Ian Sommerville, Software Engineering, 8th Ed., Addison-Wesley, 2006 and on Ch5 PPT presentation from http://www.software-engin.com/


Project Planning

• A project plan should be drawn at the start of the project. This plan drives the project and needs to be continuously adjusted

• The role of the project manager is to anticipate possible problems and be prepared with solutions for these problems

• Other plans that need be developed:– Quality plan– Validation and verification plan– Configuration management plan– Maintenance plan– Staff development plan


Project Planning Process

Establish the project constraints Make initial assessments of the project parameters Define project milestones and deliverableswhile project has not been completed or cancelled loop

Draw up project scheduleInitiate activities according to schedule

Wait ( for a while ) Review project progress Revise estimates of project parameters Update the project schedule Re-negotiate project constraints and deliverables if ( problems arise ) then Initiate technical review and possible revision end ifend loop

From Fig 5.2, SE-8


Project Planning Structure

• Introduction (objectives, constraints)• Project organization (team structure, personnel involved, roles)• Risk analysis (types of risk, probabilities, solutions to prevent

or reduce the risk)• Hardware and software resources needed (prices, delivery

schedule)• Work breakdown (activities, milestones, deliverables)• Project schedule (dependencies between activities/tasks, work

assignments, time allocated per task)• Monitoring and reporting mechanisms (reports, dates)


Project Planning

• Milestone = end-point of a specific, distinct software process activity or task (for each milestone a report should be presented to the management)

• Deliverable = project result delivered to the client

• In order to establish milestones the phases of the software process need be divided in basic activities/tasks. Example for requirements engineering [Fig. 5.3, SE-8]

Evaluationreport

Prototypedevelopment

Requirementsdefinition

Requirementsanalysis

Feasibilityreport

Feasibilitystudy

Architecturaldesign

Designstudy

Requirementsspecification

Requirementsspecification

ACTIVITIES

MILESTONES


Project Scheduling

• Divide the project in activities/tasks• Estimate time and resources needed to finish the

project• Allocate resources to tasks• Try to employ efficiently all the project personnel• Minimize dependencies between tasks and teams• Prepare contingency plans • Rely on experience and intuition


Project Scheduling Process

Estimate resourcesfor activities

Identify activitydependencies

Identifyactivities

Allocate peopleto activities

Create projectcharts

Softwarerequirements

Activity chartsand bar charts

[Fig. 5.4, SE-8]


Project Scheduling Documentation

• Graphical notations used in software project scheduling:

– Tables: summary description of tasks – Bar charts: show schedule against the time– Activity charts: graphs that depict dependencies between

tasks and indicate the critical path (the longest path in the activity graph)


Project Schedule: Tables

Task Duration (days) DependenciesT1 8T2 15T3 15 T1 (M1)T4 10T5 10 T2, T4 (M2)T6 5 T1, T2 (M3)T7 20 T1 (M1)T8 25 T4 (M5)T9 15 T3, T6 (M4)T10 15 T5, T7 (M7)T11 7 T9 (M6)T12 10 T11 (M8)

[Fig. 5.5, SE-8]


Project Schedule: Activity Chart

start

T2

M3T6

Finish

T10

M7T5

T7

M2T4

M5

T8

4/7/03

8 days

14/7/03 15 days

4/8/03

15 days

25/8/03

7 days

5/9/03

10 days

19/9/03

15 days

11/8/03

25 days

10 days

20 days

5 days25/7/03

15 days

25/7/03

18/7/03

10 days

T1

M1 T3T9

M6

T11

M8

T12

M4

[Fig. 5.6, SE-8]


Project Schedule: Bar Chart

4/7 11/7 18/7 25/7 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

T4

T1T2

M1

T7T3

M5T8

M3

M2T6

T5M4

T9

M7T10

M6

T11M8

T12

Start

Finish [Fig. 5.7, SE-8]

aka, Gantt Chart


Project Schedule: Resource Allocation

4/7 11/7 18/7 25/ 1/8 8/8 15/8 22/8 29/8 5/9 12/9 19/9

T4

T8 T11

T12

T1

T3

T9

T2

T6 T10

T7

T5

Fred

Jane

Anne

Mary

Jim

[Fig. 5.8, SE-8]


Project Planning A Step by Step Guide

• Use a tools (recommend on MS-Project)– Easy to create Gantt Chart

– Easy to tracking progress

– Easy to plan resource allocation

• W hen a project has an imposed delivery d eadline from the sponsor that is not realisti

c based on your estimates. You should report to the sponsor and do following options: -

– Renegotiate the deadline (project delay )– Employ additional resources (increased cost)

– Reduce the scope of the project (less delivered)

1st : Project Goals1st : Project Goals

2nd : Project Deliverables 2nd : Project Deliverables

3rd : Project Schedule 3rd : Project Schedule

4th : Supporting Plans4th : Supporting Plans

Use the project schedule to justify pursuing one of these options.


Project Schedule in the Real-WorldImplement HHT for Siam Family Mart Co., Ltd.

Customer Can’t confirm scope on-time

Short-time development

Dead-line is never change!


Project Planning A Step by Step Guide

• Human Resource Plan– Name, Roles & Responsible

– Included in Project Organization Chart

• Communications Plan– Implement in any issue-trackers system

(e.g. Red-mine, Mantis, etc.)

• Risk Management Plan

– an important part of project management. But we are always ignorance.

– Including the “Recovery Plan” for support each risk.

1st : Project Goals1st : Project Goals

2nd : Project Deliverables 2nd : Project Deliverables

3rd : Project Schedule 3rd : Project Schedule

4th : Supporting Plans4th : Supporting Plans


Sample of Communication Plan

Drill-down

Drill-down


Risk Management

• Types of risk in risk identification [Fig. 5.11, SE-8]

Risk type Potential indicators

Technology Late delivery of hardware or support software, many reportedtechnology problems

People Poor staff morale, poor relationships amongst team member,job availability

Organisational Organisational gossip, lack of action by senior management

Tools Reluctance by team members to use tools, complaints aboutCASE tools, demands for higher-powered workstations

Requirements Many requirements change requests, customer complaints

Estimation Failure to meet agreed schedule, failure to clear reporteddefects


Risk Analysis

• Estimate risk probability:– Very low (< 10%)– Low (10-25%)– Moderate (25-50%)– High (50-75%)– Very high (> 75%)

• Establish risk seriousness:– Insignificant– Tolerable– Serious– Catastrophic


Risk Planning

• Risk planning means preparing a strategy to deal with each of the risks identified

• Classes of strategies:– Avoidance strategies: the probability of the risk will be

diminished– Minimization strategies: the effect of the risk will be

reduced– Contingency strategies: plans for the worst case

scenarios


Example of Risk Management

• Examples of risk management strategies [Fig. 5.13, SE-8]

Risk Strategy

Requirementschanges

Derive traceability information to assess requirementschange impact, maximise information hiding in thedesign.

Organisationalrestructuring

Prepare a briefing document for senior managementshowing how the project is making a very importantcontribution to the goals of the business.

Databaseperformance

Investigate the possibility of buying a higher-performance database.

Underestimateddevelopment time

Investigate buying in components, investigate use of aprogram generator


Risk monitoring

• Frequently re-assess the risks– Changes in risk probability?– Changes in risk gravity?

• Take into consideration risk factors

• Discuss key risks at each management project progress meeting


Sample of Common Project Risks

• Time and cost estimates too optimistic• Customer review and feedback cycle too slow • Unexpected budget cuts• Unclear roles and responsibilities • Stakeholder input is not sought or their needs are not properly under

stood• Stakeholders changing requirements after the project has started • Stakeholders adding new requirements after the project has started• Poor communication resulting in misunderstandings, quality

problems and rework • Lack of resource commitment


Implementation


What is Implementation

• Implementation is the stage where all the planned activities are put into action.

• Before the implementation of a project, the implementors (spearheaded by the project committee or executive) should identify their: -

– strength and weaknesses (internal forces)– opportunities and threats (external forces).


Implementation Monitoring

• Monitoring is an integral part of every project– from start to finish

• Monitoring is important at this implementation phase to ensure that the project is implemented as per the schedule.

– This is a continuous process that should be put in place before project implementation starts.

• As such, the monitoring activities should appear on the work plan and should involve all stake holders.

– If activities are not going on well, arrangements should be made to identify the problem so that they can be corrected.

• Monitoring is also important to ensure that activities are implemented as planned. This helps the implementors to measure how well they are achieving their targets.

– This is based on the understanding that the process through which a project is implemented has a lot of effect on its use, operation and maintenance.


Question on Implementation

• Monitoring implementation asks the question "What happens when we do?“

• When implementation of the project is not on target, there is a need for the project managers to ask themselves and answer the question, "How best do we get there?"


Summary of the Relationship

• The above illustrates the close relationship between monitoring, planning and implementation.

• It demonstrates that: – Planning describes ways which implementation and monitoring

should be done; – Implementation and monitoring are guided by the project work

plan; and – Monitoring provides information for project planning and

implementation.


(Enterprise) Project Management Implementation Methodology

Implementation Phase On Going

Development Phase

Assessment & Planning Phase

Communications & Change Management Sub-Project

Project Management Organization & Governance Sub-Project


Implementation Activities

• The implementation phase normally commences in parallel with the development phase early activities and includes:

– Conduct executive and senior management training– Commence project management training and certification program– Implement project management software solution service and support– Implement selected pilot projects– Review pilot project results and adjust methodology and training materials as

required– Proceed to full implementation across the organization based on the developed

plan.– Ensure frequent information inputs to the communications subproject.– At some defined point after implementation has either reached a major

milestone or is completed, it may be desirable to re-assess the project environment to ensure that improvement objectives are being met


Sample of Implementation Plan

• Installation/Environment– H/W,S/W, and N/W

• Master Data Setup– Manual input or import

• S/W Customization– Delivery Plan

• Training– Train the Trainer, Training End-User

• UAT (User Acceptance Tests)– Test Case, Result Review & Issue Review

Mostly that I found in Real-World


Verification & Validation(V&V)


What is V&V

• Verification and Validation (V&V) is the process of checking that a software system meets specifications and that it fulfils its intended purpose. It is normally part of the software testing process of a project.

• Validation checks that the product design satisfies or fits the intended usage (high-level checking) — i.e., you built the right product. This is done through dynamic testing and other forms of review.


V&V in Capability Maturity Model (CMMi)

• Verification: – The process of evaluating software to determine whether the

products of a given development phase satisfy the conditions imposed at the start of that phase. [IEEE-STD-610].

• Validation: – The process of evaluating software during or at the end of the

development process to determine whether it satisfies specified requirements. [IEEE-STD-610]

This is related to Q/A process in S/W Engineering


Test-Cases

• Test-Case is a tool used in the V&V process

• The QA team prepares test cases for verification—to determine if the process that was followed to develop the final product is right.

• The QC team uses a test case for validation—if the product is built according to the requirements of the user . Other methods, such as reviews, when used early in

the Software Development Life Cycle provide for validation.


Sample Test-Cases in Real-World

Summarize Cases

Test-Case Detail


V&V Procedure in BB

Testers

ProgrammersIn VN

PM

Implementorsin BKK

User Requirements

External/Internal Spec

External/Internal Spec

User Requirements

Application (Unit)

Test-Cases Test Result


Maintenance


Project Maintenance

• Continuing support of end users– Change Requirements

• Correction of errors– Fixed bugs

• Updates of the software over time– Following changed process (from business)

Related Topics on “Change Requirements Management”


Case-Study:

Offshoring Project Management in BB


Parties in Project

• End-User– PETRONAS DAGANGAN

• Implementors– NetInfinium Corporation Sdn Bhd

• Project Management Team– BB in Bangkok

• Developer/Tester– BB in VN


External Process

RequirementExternal

SpecPM

Review

PGM

Tester

Schedule

Application

Feed-ba

ck

UpdateStatus

UpdateStatus


Internal Process

Testers

PM

Leader PGM1 PGM2


In Fact, We’re..

TH

PM

VN

Testers

Leader PGM1

PGM2

MY


How We’re Working?

• Real-time Communication– Skype, MSN, etc.

• Offline Communication– Mail

• Documentation– URS, Internal design document, Test-Cases, etc.


Thank you for your attention!

[email protected]