Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall 2-1
Slide 2
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Define project process and how organizations benefit from
adopting those processes oriented towards customer satisfaction.
Understand PMBOK project management processes and how project
activities are mapped to these processes for successful project
management. Explain what Continuous Improvement Management (CIM) is
and how CIM methodology can be used in projects with examples.
Explain what Six Sigma is and how this process improvement approach
is used to find defects and errors of a project with examples.
Learning objectives 2-2
Slide 3
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Describe the five levels of Capability Maturity Model (CMM) in
software projects and understand how organizations can attain the
highest software maturity level. Describe Software Development Life
Cycle (SDLC) and the new paradigms in software projects including
extreme programming and agile modeling, their inputs and outputs,
and how those software development models can be used effectively
in software projects. Learning objectives 2-3
Slide 4
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall 2-4
Slide 5
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Process Process is a specific ordering of structured work
activities that include a beginning, an end, and clearly defined
inputs and outputs. A business process is a collection of related,
structured business activities or tasks in a specific order that
produce a specific service or product for a customer. A project
process is a collection of project related structured activities or
tasks. In order for a project to be effective, the activities or
tasks have to be structured. A structure provides a standardized
way of implementing projects leading to project improvement. The
project life span is a structured methodology to implement projects
and can be considered an overall project process. 2-5
Slide 6
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Graduation party process Series of interrelated activities
input to output Make a list of friends Invite them for a party Buy
food and beverages Have fun Process and Procedure 2-6 Invite
friends procedure Buy invitations for the occasion Write friends
names correctly Place invitations in envelopes in the right way
Address envelopes with return address Attach the correct stamp to
each envelope Mail the invitations well in advance
Slide 7
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Is a systematic method to continuously improve how
organizations conduct businesses and projects When employees of an
organization get involved in process management, they work together
and make the organization better and more profitable by: satisfying
customers producing products with almost no defects, eliminating
waste, and implementing successful projects. Process Improvement
Project process improvements contribute to the success of projects.
2-7
Slide 8
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Process improvement has worked well for many organizations in
their projects, helping facilitate: better quality, lower cost,
faster delivery, better performance, and increased value.
Continuous Improvement Method (CIM) Six Sigma process Capability
Maturity Model (CMM) process Systems Development Life Cycle (SDLC)
and other MIS models Process Improvement 2-8
Slide 9
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall PMBOK Project Management Processes 2-9
Slide 10
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall PMBOK Project Management Processes Mapping of PMBOK Project
Process groups and Project Knowledge Areas
InitiatingPlanningExecutingControllingClosing Integration
Management Select project; develop project charter; access process
assets; determine resources General project planning; choose
processes and tools; estimate value; determine performance metrics
Execute all activities and manage project progress Performance
measurement, monitoring and control; change control Project
closure; lessons learned added to process assets Scope Management
Determine objectives Create scopeExecute with scope in mind Scope
monitoring and control; ensure compliance with scope 2-10
Slide 11
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall PMBOK Project Management Processes Mapping of PMBOK Project
Process groups and Project Knowledge Areas
InitiatingPlanningExecutingControllingClosing Time Management
Determine initial deliverables Create work breakdown structure;
create schedules, milestones, and critical paths Manage time
Schedule monitoring and control Cost Management Determine initial
estimates Create initial budget Manage costCost monitoring and
control Financial Closure 2-11
Slide 12
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Quality Management Determine quality processes Determine
quality standards Manage quality Quality evaluation and control
Final acceptance Human Resource Management Define roles and
authority Create organizational structure; form project team
Develop and train resources; manage resources Resource monitoring
and control Resources to other projects PMBOK Project Management
Processes Mapping of PMBOK Project Process groups and Project
Knowledge Areas InitiatingPlanningExecutingControllingClosing
2-12
Slide 13
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall PMBOK Project Management Processes Mapping of PMBOK Project
Process groups and Project Knowledge Areas
InitiatingPlanningExecutingControllingClosing Communications
Management Identify stakeholders; determine business needs Kick-off
meeting; plan all means of communications Hold progress meetings
and communicate with all stakeholders Produce Performance Reports
Value and Performance of project; survey satisfaction Risk
Management Identify initial business risks Identify all risks,
evaluation, and responses Manage all risks Risk monitoring and
control 2-13
Slide 14
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall PMBOK Project Management Processes Mapping of PMBOK Project
Process groups and Project Knowledge Areas
InitiatingPlanningExecutingControllingClosing Procurement
Management Determine procurement needs Manage procurements
Procurement audits 2-14
Slide 15
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall CIM 2-15 Is a methodologya systematic structured process to
implement continuous improvement in quality in projects Involves
all employees of an organization for continuous improvements of the
organization All employees need to be knowledgeable and practice
this methodology for its success. Customer-centric, meaning that
customers, their requirements, and their satisfaction become the
focus a project Customers defines project requirements, provides
budget, determines schedule, determines level of quality, and are
one of the stakeholders who demand maximum value from the project.
Scope or requirements of a project needs to be adhered and
monitored throughout the life span of the project.
Slide 16
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall CIM Principles 2-16
Slide 17
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall CIM Model 2-17
Slide 18
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Identification of opportunities is often associated with a
specific problem which needs improvement. These may be existing
problems or to-be created products or systems or services. There
may be a number of projects that were identified during a period of
time. There may be choices that need to be made. Choosing projects
is accomplished according to organizational criteria. CIM Model
Identify Opportunities 2-18
Slide 19
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall These criteria may include: Urgency of a project Whether the
project may be controlled The difficulty, or complexity of the
project Time period of the project The amount of resources required
for the project. CIM Model Identify Opportunities 2-19
Slide 20
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Team formation is critical to the success of a project. This
process helps to clarify roles and responsibilities and designate
initial members of a project. Using team resources, requirements
from customer need to be analyzed to establish the scope of a
project. Using the scope of a project, a clear purpose of the
project has to be developed. CIM Model Form Team and Create Scope
2-20
Slide 21
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall This clear, unambiguous project purpose from project scope
will be used later to determine: Budget Resources Schedule
Performance measures Overall value of a project. CIM Model Form
Team and Create Scope 2-21
Slide 22
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall As-Is phase Helps to deduce necessary actions in order to
improve the project process Helps to achieve complete understanding
of the existing process so that a project team can have the basis
to start the to-be part of the project that complies with project
scope CIM Model Analyze as-is and determine to-be 2-22
Slide 23
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Root cause analysis should include: Technical feasibility, or
whether technology exists to implement the proposed system Economic
feasibility to establish the cost-effectiveness of the proposed
system Legal feasibility that determines legal requirements
Operational feasibility, or whether current work practices and
procedures are adequate to support the new system Social
feasibility to reflect on organizational changes that may affect
users of the system, and Project feasibility to determine scope,
schedule, budget, performance, and value. CIM Model Identify
root-causes & proposed solutions 2-23
Slide 24
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Priorities and planning of a project can be achieved to
implement these solutions. Progress, performance, and value must be
measured, monitored, and controlled at every point of a project.
Budget and schedule has to be monitored and controlled at every
point of a project. Project has to be monitored and controlled to
adhere to project scope and project requirements at every point of
the on-going project. Results of projects need to be communicated
to all stakeholders on an ongoing basis and should be used for
lessons learned from the project. CIM Model Implementation,
Progress, Closure 2-24
Slide 25
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Six Sigma is a process improvement approach that is used to
find and eliminate errors and defects, reduce cycle times, reduce
cost, improve productivity, and meet customer expectations. Six
Sigma is oriented toward the solution of problems at root cause and
prevention of their recurrence. Project management typically is to
control potential causes of failure. Since we have recognized that
project management is a process, Six Sigma is a potential candidate
applicable to project process improvement. Six Sigma provides a
structured data-driven methodology with tools and techniques that
help organizations measure their performance. Six Sigma 2-25
Slide 26
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Using Six Sigma, organizations can measure the baseline
performance of their project, determine the root causes of
variations in processes in those projects, and improve their
processes to meet and exceed desired performance levels. Six sigma
can be used in projects to improve quality performance of projects.
Six Sigma is a metric-driven methodology. Six Sigma 2-26
Slide 27
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Z = (x-)/ Z shows how many SD the corresponding x value lies
above or below mean Amount in 4oz Instant Coffee Jar Normal
distribution = 0.04 oz If only 2% of the jars are to contain less
than 4 oz of coffee, What is the average oz of coffee in these
jars? X = 4 ; = 0.04 ; Z = z(0.5 0.02 = 0.48) = 2.05 from Tables
Therefore, = 4.082 oz.; on an average, we have 4.082 oz. Normal
Distribution -1-2-3-4-5-6 55443322 66 11 2-27
Slide 28
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Six Sigma 2-28
Slide 29
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Six Sigma 2-29
Slide 30
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Six Sigma A local restaurant wants to know the effectiveness
of their sub sandwiches delivery system. They examine their
delivery characteristics for a few months. They want to know the
effectiveness by measuring the delivery problem calls from their
customers. If 2 subs were delivered per customer and if the
restaurant received 12 delivery problem calls from 30,000
customers, then the effectiveness of their delivery system as far
as delivery problem calls are concerned is: Number of defects or
errors = No of delivery problem calls = 120 Number of possible
opportunities for defects = 30000*2 2-30
Slide 31
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Six Sigma In Six Sigma, the metric that is stressed frequently
is a defect, a mistake, or error that is apparent to customers. Six
Sigma defines quality performance as defects per million
opportunities (DPMO). 2-31 DPMO = (120/60,000) * 1,000,000 =
2,000
Slide 32
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Six Sigma For the sandwich restaurant performance evaluation
in Example 2-1, let us calculate the sigma level of the delivery
system process. Using excel, we can easily calculate the process
sigma as: Sigma Level = NORMSINV(1- (DPMO/1,000,000)) + Shift Where
Shift = 1.5 Therefore, the delivery process sigma level is at:
NORMSINV(1-(200/1,000,000))+1.5 = 5.04 2-32
Slide 33
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Six Sigma Let us say you go to a restaurant, SUBA, which
serves subs near your office for 10 days. You order the same sub
everyday and you record the time it took to receive the sub from
the time you order. Let those times in minutes be as follows: You
are tired of waiting for eight and nine minutes during your last
two trips and you decide to try out another restaurant, SUBJ, which
serves similar subs. Again you order the same type of subs and you
record the times in minutes it took for you to receive the sub from
the time you ordered. 2-33
Slide 34
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Six Sigma As we discussed, the sigma level is dependent on the
tolerance. Let us say that customers on average want the subs ready
in 4 to 6 minutes. Now, looking at the waiting times data, we have
6 defects for SUBA and 4 defects for SUBJ. Since the number of
opportunities is 10, sigma level for SUBA is 1.25 and sigma level
for SUBJ is 1.75. If we tighten the tolerance of customers to wait
for 5 to 6 minutes, then the sigma level for SUBA is 0.66 and for
SUBJ is 1.25. SUBJ restaurant can boast a better controlled order
fulfillment process. 2-34
Slide 35
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall DMAIC Process Define Measure Analyze Design Verify Six Sigma
DMADV Process Define Measure Analyze Design Verify DMAIC is used
for projects aimed at improving an existing business process in a
project. DMADV, another methodology, is used for projects aimed at
creating new product or process designs. 2-35
Slide 36
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Define This phase is about defining the problem statement of
the project. A problem statement is a clear description of project
issues that have to be addressed by a project team in order to
implement a project effectively and efficiently. This phase is very
much like the project initiation phase that we will discuss in
detail in later chapters. DMAIC 2-36
Slide 37
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Measure This phase focuses on the measurement of internal
process that impacts factors that are critical to quality. All
important factors that can be controlled or changed to improve
factors that are critical to quality have to be understood clearly.
For example, in the restaurant delivery system that we discussed
before, delivery of subs to the customers may be a function of many
factors that are critical to quality. Once the relationships are
established, data and observations can be collected. DMAIC
2-37
Slide 38
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Analyze This phase focuses on why and how defects and errors
occur. Processes are analyzed to determine the root causes of poor
performance and whether the process can be improved or should be
redesigned. The collected data and observations are used to verify
relationships between variables. This root cause analysis gives a
stable and reasonable approach to find which factors critical to
quality need to be improved. DMAIC 2-38
Slide 39
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Improve This phase is devoted to idea generation for
improvement of factors that are critical to quality. Improving
processes based on measurements and analysis can ensure that
defects are lowered and processes are streamlined. Project
management techniques are used to plan and implement these ideas.
We will discuss project management techniques for planning and
implementation in later chapters. DMAIC 2-39
Slide 40
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Control Control ensures that variances that display in the
project process are corrected. Controls can be in the form of
pilot-runs to determine if the processes are within specifications
and then transitioned into project implementation. Continued
measurement and analysis must ensue to keep processes on track and
free of defects to ensure the targeted sigma level. The difference
in this type of control to project management control is that in
this method Statistical Process Control (SPC) technique is employed
to monitor the performance of key measures. DMAIC 2-40
Slide 41
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Software Process A set of activities, methods, practices, and
transformations that people use to develop and maintain software
and its associated products that include project plans, design
documents, code, test cases, and user manuals Software Process
Maturity A potential for growth in capability and indicates both
the richness of an organization's software process and the
consistency with which it is applied in projects throughout the
organization Software Process 2-41
Slide 42
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall CMM - Capability Maturity Model A model for software
implementation used by many organizations to identify best
practices that are useful in increasing the maturity of their
processes CMMI - Capability Maturity Model Integration Successor of
CMM CMM and CMMI bring in an overall organized strategy to improve
software process and efforts. They show an evolutionary path to
achieve project results from process improvement efforts. CMM and
CMMI 2-42
Slide 43
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall They provide a roadmap for continuous process improvement.
They act as guides to the advancement and identify deficiencies in
an organization. They are not intended to provide a quick fix for
projects in trouble. CMM and CMMI 2-43
Slide 44
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Provide guidance on how to gain control of their processes to
develop and maintain software Allow organizations to strategize how
to evolve toward a culture of software engineering and management
excellence Guide software organizations in selecting process
improvement strategies by determining current process maturity and
identifying the few issues most critical to software quality and
process improvement Allow organizations to focus on a limited set
of activities and work aggressively to achieve them so that
organization-wide software processes are enabled to be continuous
and lasting gains in software process capability The Benefits of
CMM and CMMI 2-44
Slide 45
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall CMM 2-45
Slide 46
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall SDLC 2-46
Slide 47
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Iterative SDLC 2-47
Slide 48
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Spiral 2-48
Slide 49
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall The Unified Process (UP) is a software engineering process. It
is used to develop object-oriented software. The Unified Modeling
Language (UML) is a core notation incorporated within UP. UML is
designed to clearly communicate the most essential elements of
object-oriented software development projects including
requirements, architectures, and design. UML is a graphical
language for visualizing, specifying, constructing, and documenting
object-oriented software. Unified Process 2-49
Slide 50
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall The UML offers a standard way to write the blueprints of an
intended system including: business domain specifications system
functions programming language statements database schematics, and
reusable software components. To create specifications, the
object-oriented approach and the UML require several interrelated
models. Unified Process 2-50
Slide 51
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall UP is an iterative process and defines four phases including:
Inception Acquire Customer requirements and Planning Elaboration
Use Case Diagrams Construction Development Time-boxed iterations
(e.g. 1 week) Transition Beta testing and Final testing
Installation, training, and support Unified Process and Use Case
Analysis Clerk Store Manager Reconcile POS Customer Transactions
Manage Resources Order Inventory Approve 2-51
Slide 52
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Agile Unified Process (AUP) Basic Unified Process (BUP)
Enterprise Unified Process (EUP) Essential Unified Process (EssUP)
Open Unified Process (OpenUP) Rational Unified Process (RUP) Oracle
Unified Method (OUM) Rational Unified Process-System Engineering
(RUP-SE) Unified Process 2-52
Slide 53
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Unified Process Rational Unified Process-System Engineering
(RUP-SE) Develop software iteratively Manage requirements Use
component-based architectures Visually model software Verify
software quality Control changes to software 2-53
Slide 54
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Unified Process 2-54 Horizontal axis represents time, shows
the dynamic aspect of the process as it is enacted; expressed in
terms of cycles, phases, iterations, and milestones Vertical axis
represents the static aspect of the process, i.e., how it is
described in terms of activities, artifacts, workers
Slide 55
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Scrum 2-55
Slide 56
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Extreme Programming (XP) 2-56
Slide 57
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Extreme Programming (XP) 2-57
Slide 58
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Agile Modeling (AM) 2-58
Slide 59
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall A project process is a collection of related structured
activities or tasks of a project. Every project is aligned to the
strategy of an organization and is always a part of a continuous
improvement process. Process improvement is a systematic method to
continuously improving how organizations conduct businesses and
projects. When employees of an organization get involved in process
management, they work together and contribute to the success of
projects. Summary 2-59
Slide 60
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall While most organizations use integrated philosophies and
techniques such as total quality management, continuous quality
improvement, and Six Sigma in their process management approaches,
computer-related software projects use Systems Development Life
Cycle (SDLC), Iterative, Spiral, Unified Process, Scrum, XP, and
Capability Maturity Model (CMM) processes. SDLC is being followed
for large complex software projects. Agile methods like XP and
Scrum are beginning to become popular with smaller teams for small
projects. Summary 2-60
Slide 61
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Both XP and Scrum are very customer driven, boast of frequent
product or software releases and constant testing. Agile Methods
are driven towards collaborative teamwork and adapt well to
organizational culture. Summary 2-61
Slide 62
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall Can CIM be used in any project? What are the pros and cons of
CIM in any of these projects? Can Six Sigma be used as a benchmark
to measure quality in any project? How can Six Sigma be used in
activities of an instructor in assigning grades? Is documentation
in MIS projects needed? Why? Why not? How do processes help
organizations realize stakeholder satisfaction? Can all benefits of
project management be realized? Compare SDLC to AM and discuss
their pros and cons. Class Discussions 2-62
Slide 63
Copyright 2013 Pearson Education, Inc. Publishing as Prentice
Hall 1-63