Iterative Project Management Lifecycle Planning Chapter 6

Iterative Project Management Lifecycle Planning Chapter 6 – Overall Project Planning Modified Considerably by your Instructor

Intro To Example: Excerpts from the Vision of The ACME Super ATM • • Problem Statement – The problem of having convenient and secure access to banking balances to withdraw funds, manage accounts or purchase automatically dispensed goods – Affects customers of financial organizations and vendors using transactional paper based currency (tickets, paper-based goods etc) – Impact: low customer satisfaction and high transaction costs – Successful solution: allowa customers access to their assets and the ability to transform them into other forms of paper based currency © 2005 Ivar Jacobson International Product Position Statement – For financial institutions and vendors of paper based goods – Who own or manage automated teller networks – The ACME Super ATM is an automated teller machine – That provides lowered cost of ownership and flexible definition of new transaction types and dispensable paper goods – Unlike conventional ATM devices and ticket machines – Our product utilizes standard computing platforms and component technology to provide a flexible, generic, extensible but low-cost platform for managing customer transactions and dispensing goods Iterative Project Management / 03 - Lifecycle Planning 2

Principle 1: Understand the Desired Outcomes Balanced scorecard: provides a good way to summarize desired outcomes for project. Forces project to consider a number of perspectives some of which are often forgotten in planning IT projects. Objectives should be complemented with measures and targets. Objectives Financial (What is important to our sponsors and senior management) Reduce total cost of supporting teller machines by 50%. Reduce cost of configuring devices to dispense different items. Penetrate new markets (ticket retailing and other paper based goods). Customer (What is important to our users? How do our customers perceive us? ) To provide a modular, expandable and customizable platform for ATMs, and ultimately general-purpose “dispenser” kiosks configurable as bank teller (traditional ATM), ticket dispenser, postage dispenser, card charger etc. Process (Are we innovative and ready for the future? ) Replace existing systems. Increase availability to 99. 9%. Introduce a shared architecture for teller machines. Learning and Growth (What changes in our process will help to add value? ) Develop software iteratively. Pilot the Unified Process. Must understand what the project needs to achieve to be successful. © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 3

Principle 2: Identify and assess overall risks (This list is incomplete…) • Technical Risks • Business Risks – Market may be too crowded with competitors – May not be able to price product aggressively enough to displace competitors • Cost to develop may be too high • Profit margin may provide insufficient return on investment – Customers may not want a new or more flexible solution – No future market for paper based goods (tickets etc) – PC/Windows-based platform may not be reliable enough for remote/unattended use – System may not “fail gracefully” if power or network connection is lost in the middle of a transaction – System may not be able to be made “tamper-proof” especially the device ‘charging’ – May not be able to deliver a sufficiently flexible, componentbased system at low cost – Underlying technology (J 2 EE) may not perform sufficiently well to meet needs – Printing may not be flexible or reliable enough In the UP, risk becomes the dominant factor in planning iterations! © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 4

Principle 3: Set the Management Strategy (bolds are mine) • Style of Delivery – Staged iterative and incremental delivery – Co-located teams • Level of ceremony and formality – The project will be low ceremony with high levels of user / stakeholder involvement – Adopt standard QA process with central governance • Process selection – Unified Process, small project tailoring – Risk management using Top 10 risks (RM Plan) • Reporting and communications – Primary reporting mechanism – iteration assessment • User Acceptance – Independent user acceptance and system test – Stakeholders involved in all iteration and phase reviews © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 5

Principle 4: Create an Achievement-Based Roadmap Basis for overall project planning including compelling events, business milestones, stepping stones, and the approach / strategy to deployment Technology Piloted Configurable Dispensing Proved Existing ATMs Replaced Basic Withdrawal Implemented Current Account Management Vending Platform Specification Agreed Full Account Management Systems Management Cross Selling & Advertising Basic Printed Goods Production Super ATM for Banking Launched Full Printed Goods Production Demonstration at International Rail Conference © 2005 Ivar Jacobson International ATMs Upgraded Iterative Project Management / 03 - Lifecycle Planning Ticket Dispensing Introduced Ticket Partner Recruited 6

Principle 5: Understand the solution and its scope Purchase Goods Refill and Service the Machine Purchase Tickets Withdraw Cash Check the Machine is in Working Order Deposit Funds Customer Configure the Machine ATM Engineer Analyze System Performance Transfer Funds Reconcile Transaction Logs Manage Account Charge Device With Funds ATM Operator Run Advertising Campaign Update System Configuration Burglar Break Into Machine Change Pricing System-level Use Case Diagram showing all Actors © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 7

Principle 6: Assess and Estimate the Work to Be Done • For each use case – Prioritize from a customer perspective – Assess the architectural significance – Create an estimate • For each component – Assess size and complexity – Create an estimate • Compare to earlier developments – Create an estimate There are many techniques for the estimation of software projects planning. These include use-case points, function points, analogy, COCOMO II, etc. Perform triangulation on the estimates to produce a consensus view of the overall cost and effort. © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 8

Principle 7: Define the External Release Plans Configurable Dispensing Proved Basic Withdrawal Implemented Current Account Management Systems Management Printed Goods Capability Proved Release 1 Full Account Management Cross Selling & Advertising Basic Printed Goods Production Release 2 Release 3 Full Printed Goods Production Release 4 & Up Structure the roadmap to reflect the external releases. Must have total stakeholder buy in to these planned releases. © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 9

External Release Planning - Adding in the Process Milestones Shows evolution / external release and stage planning using the Unified Process cycles. We do not consider planning anything other than our agreed commitments and major business milestones at this time Initiation Stage 1 Stage 2 Stage 4 Stage 3 Release 1: Basic Withdrawal Facilities Inception Elab Trans Con Release 2: Account and Systems Management Inc Elab Con Trans Release 3: Full Account Management and Printed Goods Inc Elab Trans Con Release 4: Full Printed Goods Production Inc © 2005 Ivar Jacobson International Elab Iterative Project Management / 03 - Lifecycle Planning Con Trans 10

External Release Planning: Select From The Use Cases Note that use-case scenarios are designed and implemented during planned releases. Purchase Goods Refill and Service the Machine Purchase Tickets Withdraw Cash Check the Machine is in Working Order Deposit Funds Customer Configure the Machine ATM Engineer Analyze System Performance Transfer Funds Reconcile Transaction Logs Manage Account Charge Device With Funds ATM Operator Run Advertising Campaign Update System Configuration Burglar Break Into Machine Change Pricing Release 1: , Release 2: , Release 3: , Release 4: , Out of Scope: © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 11

Principle 8: Delegate the Execution of the Plans • To get anything done, a team must be put together and an iteration executed • Based on the framework provided by the initial risk list, roadmap, vision, business case and a lifecycle plan for the evolution / external release – – Start to sketch out the iterations Decide who will manage the evolution / external release Allocate and recruit resources Start iterating As soon as you can, take the highest risks, and highest priority objectives, and start to address them by producing a release of the software © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 12

Partial Plan for the ACME Super ATM Release 1 Notice the beauty of this approach: Capture the risks/ address the mitigation of the risks and design the solution to mitigate the risks as captured in use-case scenarios. • • Inception Phase – Risks Mitigated: • Crowded market • Product pricing and profitability • Customer demand for configurable transactions – Scenarios: • Withdraw Cash • Configure Transaction Elaboration Phase – Risks Mitigated: • Reliability of OS platform • Scalability of J 2 EE infrastructure • Fault tolerance • Tamper-proofing • Printing flexibility & reliability © 2005 Ivar Jacobson International • • Elaboration Phase (continued) – Scenarios: • Break into Machine • Withdraw Cash + Bank System Stopping Responding • Withdraw Cash Basic Flow + Handle Transaction Log Failures • Withdraw Cash (scenarios in parallel) • Simple ticket printing Construction Phase – Risks Mitigated: • Completing work on time, within budget – All remaining scenarios Iterative Project Management / 03 - Lifecycle Planning 13

Summary of Increments for ACME Super ATM Release 1 Phase Iteration Inception I 1 I 2 Proof of Concept: Basic cash dispensing E 1 E 2 Architecture Release: Withdraw Cash Basic Flow Elaboration This release is heavy on E 3 architecture. Heavy risk is addressed via the architecture and its realization Construction C 1 Resulting Incremental Releases Proof of Concept : Configurable cash dispensing Architecture Release : Withdraw Cash w. basic failure modes and protection + initial load testing Architecture Release : Simple ticket printing + initial demo Architecture Release : Withdraw Cash w. correction and reconciliation + load and performance testing. Ticket printing flexibility and reliability testing Functional Release: Basic cash withdrawal Use Cases: Withdraw Cash, Refill and Service C 2 Functional Release: Usable Cash Withdrawal Complete remaining use cases: Transition T 1 Patch Release: Bug fixes T 2 © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 14

Principle 9: Iteratively Evolve and Challenge the Plans • We must act upon the empirical evidence provided by the iterations – The end of phase reviews must be taken seriously as decision points – The phase success criteria must be met before proceeding to the next phase – We must be prepared to rework and continuously adjust the plans • Iterations provided empirical evidence – Lagging indicators – Current indicators – Leading indicators If the plans don’t change – be afraid, be very afraid. © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 15

Summary and Review: Planning, planning! • Multiple levels of plan are required: – Overall project plan – benefits focused – Development plan – evolution / external release focused – Iteration plan – task / activity focused • The plans are related by milestones and achievements • The UP milestones provide a roadmap for the development of the system • The detail resides in the iteration plan – The higher level plans exist to record commitments and allow impact analysis • Don’t do detailed planning for more than one iteration ahead © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 16

Planning and Management Products According to Kurt Bittner, we are focused here on planning and assessment of the project. Elements of the management strategy need to be discussed where they are impacted by the introduction of iterative development practices. Product Category Purpose Product Types Define the project goals and objectives Business Case Vision Contract Acceptance Criteria Plan the project Overall Project Plan Software Development Plan Iteration Plan Deployment Plan Management Strategy Define how the project will be conducted Project Approach Quality Plan Measurement Plan Technical Plans (CM etc) Assessment Track and report the state of the project Iteration Assessment Phase Reviews Status Assessment Terms of Reference Project Plans © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 17

Management Responsibilities and Reviews These three management roles share the responsibilities of the traditional UP Project Manager role. Role Responsibilities Gateway Review Overall Project Manager Overall Project Planning Set the management strategy Stage Reviews Overall Project Closedown Development Project Manager Evolution Planning Phase Reviews and Software Project Closedown Iteration Lead Iteration Planning Team leading Iteration Assessment For the project to be ‘joined up’ the management must work as a team to plan and assess the project. © 2005 Ivar Jacobson International Iterative Project Management / 03 - Lifecycle Planning 18