New Look at Project Management Triangle

Transcription

1 2 International Conference on IT Data collection, Analysis and Benchmarking Tokyo (Japan) - October 22, 2014 New Look at Project Management Triangle Insert here a picture Pekka Forselius 4SUM Partners pekka.forselius@4sumpartners.com

2 Goals of the presentation G1. Introduce the main elements any Project Manager should take into account G2. Propose new viewpoints on the PM Triangle for a better management of a project G3. Introduce the northernscope approach and related process 2

3 Project Scope Management What? One of the ten knowledge areas of project management (source: Project Management Body of Knowledge, PMI) is primarily concerned with defining and controlling what is and is not included in the project. 3

4 Project Management Triangle 4 4

5 Observations about PM triangle If you can t measure it, you cannot manage it! For management purposes all three dimensions need to be measured, and the measurement principles shall be defined. Examples: Cost = Supplier s development cost from requirements specification to ready to install. Time = Duration of development in months, from the same activities as above. Scope = Quantity or size of the outcomes. Shape and size of the triangle are not constant! 5

6 A new look at the PM triangle Everybody wants more outcomes with same cost and time, i.e. higher triangle, but how to get it? What are the important elements of a triangle? How to influence the shape of a triangle? 6

7 Elements of a PM triangle 7

8 Examples of IT PM triangles 8

9 Public sector reality in 2013 The numbered projects (1-6) used northernscope management concept! 9

10 My target cost and speed for budgeting Is this level acceptable for my company? Is it too ambitious? What will be the target Pay Back Period? 10

11 My sub-system estimates vs. standards 11

12 Business case, starting point Early requirements from a feasibility study, including business processes Stakeholder analysis, including users Scope statement, system overview picture Will another system be replaced? Investment calculations, including numbers of transactions, volumes, etc. Rough budget and schedule 12

13 Amount of outcomes Size of the software, estimated and measured in Function Points Methods: all ISO/IEC FSM standards, most likely FiSMA method (ISO/IEC 29881:2010) at all accuracy levels Tools: FiSMA 1.1 Size Estimator and Experience Service An independent Scope Manager recommended (not necessary to be external) 13

14 Focus on quality too Quality requirements MUST be connected to functional requirements Method: start connection from entire system and business processes Tools: FiSMA Quality Requirements Analysis, ISO/IEC 9126 and (Software product quality standards) 14

15 Capability of Developer Team The better the capability of developer team, the less re-work needed, and the more competitive price they can propose! The capability level depends on how well the developers can: Read, question, communicate, and understand the functional requirements Design the functions Provide the program code Test the outcome units and integrated components Prepare the installation of software. NOTE! The required developer skills are all related to SDLC standard (ISO/IEC 12207) 15

16 Capability of Product Owner The better the capability of product owner, the faster the delivery of software! The capability level depends on how clearly the product owner can: Recognize and define all users Write all necessary user stories Specify terms and define ER model Draw business process charts Write and update use cases Define functional requirements Specify quality requirements NOTE! The skills required from the product owner have NOTHING to do with management approach (agile or not). 16

17 The most important metrics To evaluate first the reality of project plans, and in the end the success of the project we need to measure: Delivery speed = h/b (FPs/month) Unit price = a/h ( /FP) 17

18 northernscope - What? A professional scope management concept for software intensive development and maintenance from Finnish Software Measurement Association (FiSMA). A management concept that describes the Scope Manager s work with twelve steps, covering the development life cycle from feasibility study and initial requirements to program closure and collecting lessons learned. 18

19 Three corner stones of northernscope Software project sizing using Functional Size Measurement (where appropriate) FP Unit pricing in cost per function point /FP Independent Scope Manager provides scope transparency and governance 19

20 12 steps of northernscope Source: CrossTalk January/February

21 Functional size Function points 5 ISO/IEC standard methods Easy to learn and use Training and support available FiSMA 1.1 method transparent equally for the product owner and the developer All methods based on functional user requirements If no requirements or no delivered functionality, no size measurement can be done. 21

22 Unit price /FP ISBSG has collected more than 7000 projects FiSMA has collected more than 1000 projects Almost 1000 applications in the M&S repository Productivity varies a lot, but with good data and good classifiers it s possible to find very realistic price level. Experience tools support estimation with high quality knowledge databases. 100 /FP is very inexpensive, 2000 /FP is extremely expensive in most of the cases. 22

23 Independent Scope Manager Almost 150 northernscope Certified Scope Managers (see ECQA and 4sumpartners.com) Finland, Germany, Denmark, The Netherlands, Peru, USA Also in Victoria, Australia, where the southernscope is applied Five days training program available in English and in Finnish, also partially in Danish. 23

24 Thank you! Pekka Forselius, MSc, MBA, Certified Scope Manager, Immediate Past President of ISBSG, Senior Advisor at FiSMA see also and 24