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Dec 2, 2013 (3 years and 11 months ago)

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INTERNATIONAL
SOFTWARE
DEVELOPMENT
1DT046


The Lifecycle of A Large System
Integration Project

Mingsen Guo
郭明森


School of Software Engineering

Tongji University, Shanghai China

INTRODUCTION

IS “WHO AM I?”


A VALID QUESTION?

BS Mathematics/Computer Science Dept., Fudan University 1965
-
1970

Lecturer

Computer

Science

Dept
.
/Computer

Center,

Fudan

University

1970
-
1983

Visiting

Scholar

Computer

Science

Dept
.
,

University

of

Florida

USA

1983
-
1985

MS

EE

&

CE,

University

of

Florida

USA

1985
-
1987

PHD

EE

&

CE,

University

of

Florida

USA

1987
-
1990

Staff

Engineer,

Bull

HN,

Phoenix,

Arizona

USA

1990
-
1996

Chief

Engineer,

Motorola,

Phoenix,

Arizona

USA

1996
-
2004

Visiting

Professor,

School

of

Software

Engineering,

Tongji

2005
--
present




Mingsen

Guo

Office

Room

1334

Mobile
:

0764197585


Email
:

guolucas@yahoo
.
com
.
cn

ME

SYLLABUS


This course is a practical introduction to the major concepts
in project management and software development in an international
environment via a large
-
scale system integration project: Beijing
Capital International Airport Terminal System II (BCIA CATS
-
II).
It mainly addresses project management with some technical aspects,
which covers all areas in the lifecycle of a large software project,
from presale activities, bidding process, program management, team
building, process, quality control, requirement and risk management,
to system architecture, design, implementation, testing, system
delivery, training, maintenance services and documentations. The
very important CMM (Capability Maturity Model) concept is also
introduced. Instead of presenting them individually, the content of
each topic may scattered in appropriate steps of the project, where it
is more appropriate.

A. COURSE DESCRIPTION


The personal rich experiences in depth in many projects
around the world shall give students a broad and practical view of
software business, and cultural impacts for international software
development. Students shall be able to review the knowledge learnt
in many courses in software engineering, system and database design,
coding, and testing, and to combine them systematically and
practically, which hopefully may help students in their career
development in the future.



Nowadays the world is getting smaller and smaller. Business
across countries gradually becomes the only model to success.
Different countries means different cultures. We would not say that
one culture is good or bad, not even one culture is better than another.
However, cultures do impact on the success or failure of project and
sometime business. Wherever suitable, stories of cultural impact in
my personal experiences will be illustrated.


Introduction to the course and syllabus



Airport Operational System Integration Project Overview



Presale Activities: customer relation and bidding



Program/Project Planning



Software Development Processes,



Requirement (scope) and Risk Management



Time/Cost and Estimation



Capability Maturity Method (CMM)

B. TENTATIVE OUTLINE

C. SCHEDULE

Week

Date

Content

Hours

Project/Exam

1

6/9

Introduction of the course and Airport Project

2

6/10

Airport Operation and SI

2

6/11

Requirement Management

2

6/12

Requirement Management

2

Project starts

2

6/16

Requirement collection / Presale and 4P Management

2

6/17

Requirement collection / Presale and 4P Management

2

6/18

Process & Planning

2

6/19

Process & Planning

2

3

6/23

Risk Management

2

6/24

Time & Cost Estimation

2

6/25

Time & Cost Estimation

2

6/26

CMM (Capability Maturity Model)

2

4

6/30

CMM (Capability Maturity Model)

2

Project Due

7/1

Project Presentation

2

7/2

Project Presentation

2

7/3

Final Exam

2

References:


1.
“CMM Implementation Guid”, Kim Cputo, 2002
Addison
-
Wesley Publishing
Company

2.
“CMM In Practise”, Richard Murch, 2002
Addison
-
Wesley Publishing Company

3.
“Managing Software Requirements, A United Approach”,
Dean Leffingwell & Don
Widrig, 2002 Addison
-
Wesley Publishing Company

4.
“Project Management”, Richard Murch, 2002
Prentice Hall Inc.

5.
CMMI materials at http://www.sei.cmu.edu/cmmi/cmmi.html

6.
Other books in IT project management



D. MATERIALS & REFERRENCES

PPT slides

Will be available on the web

Project :



This project exercises one of the most important
process in a software development project: The Software
Requirement Collection and Analysis.



In this project, I will be the system and hardware
designer and provide you the hardware description and system
functions.




Students are divided into groups (two/three persons
per group). Each group is required to write a Software
Requirement Specification.



There will be two question/answer sessions for
requirement collection/analysis. Finally groups will be
randomly selected for presentation at the end of the semester.



Details will be given later before the project starts

E. PROJECT

Project:



60

Exam




30

Initiative:



10


TOTAL:



100

G. SCORE DISTRIBUTION

F. SCHEDULE

Monday
--

Thursday:



10:15


11:00, 11:15


12:00


Two afternoon per week (Tuesday & Thursday) are located to
students regarding course related questions, feedbacks, or whatever
you are interested in. You may sign up an appointment during the
course hours. Each appointment will be approximately 30 minutes.

H. STUDENT HOUR

08/06/10

Name

Topic

Phone#

1:30
-
2:00

2:00
-
2:30

2:30
-
3:00

3:00
-
3:30

3:30
-
4:00

WHAT IS THE MOST

STUPID QUESTION
IN THE WORLD?

AIRPORT SYSTEM CATS
-
II

The Life Cycle of A Large System Integration Project

CHALLENGE OF AIRPORT BUSINESS

Landside

Airside

Security

Administration

Property &

Inventory

Accounting

Real Estate

Parking &

Follow Me

Monitor &

Control

Security Management

Security Entry

Emergency

Control

ATC

DCS

BHS

Inquiry


Resource

Allocation


FIDS

Gate

Management

Building

Automation

BHS

Consumption

Tracking

Communication

Ramp Services

VDGS

Information

Center

NO INTEGRATION

手动或半自动子系统

FIDS

ATC

DCS

BHS

BAS

CKAS

GBAS

ROC

25000 events for

450 flights/day

How many phone call?

How many human mistakes?

WHY SYSTEM INTEGRATION

INTEGRATED

Higher efficiency

Higher throughput

Decision support


Flight dynamic status

?,
Devices real time status

?,
Financial status

?,
Subsystem status

ENTERPRISE
-
WIDE REAL TIME
INFORMATION SHARING

BUSINES
S

PASSENGER

HR

MECHANICS

AIRSITE

LANDSITE

MERCHANDIS
E FLOW

CARGO

CATERING

CUSTOMER,

IMMIGRATION

QUARANTINE

POLICE

ACCOUNTIN
G

MANAGEMENT

CKAS

FIDS

ATC

GBAS

BBS

BHS

BAS

DCS

ROC

M

I

D

D

L

E

W

A

R

E

TREND OF SYSTEM INTEGRATION

IN AIRPORT BUSINESS

Kuala Lumpur

Inchon

Beijing

Shanghai

Hong Kong

Transport World, June 1999



The first integrated design



Result of aviation fast growth



IT dream realized



All control from a control room

The Asia Airport Operation Model

Becomes The New Standard Worldwide

Guangzhou

MASTER SYSTEM INTEGRATOR

Master System Integrator (MSI) v.s. System Integrator

MSI is responsible for the whole system, including hardware, network,
software, tender for subsystems, interfaces, subsystems acceptance,
applications

Advantages using MSI



It is an international standard
model for large system
integration


Customer is relieved and
concentrates on organizational
change to fit for the system,
resulting in a efficient use of the
system and services


It is safe with out any risks


Predictable budget


Disadvantages not use MSI



Customer is responsible for all
subsystems


Customer is responsible the
coordination of all participants
and activities


Customer usually do not have
the expertise and experiences


High risks


Budget reduction at the
beginning, but eventually higher
cost

BCIA GROUP ORGANIZATION

扩建指挥部

机场

集团公司

发展规划

投资

物流

燃料

信息技术

机务

货运

房地产

机场股份公司

BCIA GROUP

BCIA LIMITED

CARGO

MICHANICS

FUEL

REAL ESTATE

EXTENSION

IT

INVESTMENT

DEVELOP

& PLANNING

LOGISTIC

BCIA CORPORATED LIMITED

机场股份公司

董事会

董事会秘书室

审计部














































































广



















































古董大会

独立董事

ARCHITECTURE OF AIRPORT
ENTERPRISE

LG

ERP

CRM

Wireless

Applications

Internet Web

Platform

Catering

Government

Regulations

Mechanics

Fuel

Cargo

Intra Web Platform

FUEL

OP

FIREWALL

OP

Sub

Sub

Sub

Sub

Applications

Wireless App

Network Center

Operation Center

Server Center

Emergency Center

ATC

OPERATION CENTER

SYSTEM ARCHITECTURE

VDGS

FIMS

广播

䉁B

CKAS

BCAS

BPAS

GBAS

ATC

MC

离港

票务中心

SITA

TC

外航

BHS

FIMS

WORKSTATION

GBIA

NET A

NET B

ATM

ATM

ATM

ATM

NWM

A

FWALL

WORKSTATION

WORKSTATION

B

DISK AODB

MAJOR SUBSYSTEMS & APPS

SUBSYSTEMS

APPLICATIONS

FIDS:
Flight Information Display

RSM:
Ramp Service Management

BHS:
Baggage Handling

GII:
General Information Inquiry

DCS:
Departure Control

SR:
Statistics & Report

BAS:
Building Automation


……

VDGS:
Visual Docking Guide

TOOLS

ATC:
Air Traffic Control

OM:
Operation Administration

FIMS:
Flight Information Management

SM:
System Administration

CKAS:
Check
-
in Counter Allocation

……

GBAS:
Gate & Bay Allocation

REMOTE ACCESS

BCAS:
Baggage Carousel Allocation

Beijing Airline Ticketing Office

BPAS:
Baggage Pier Allocation

North Bureau of Aviation

……

……

EVENTS

FLIGHT SCHEDULE

RESOURCE ALLOCATION

FACILITY STATUS (AUTO)

LONG TERM (SEASONAL) SCHEDULE

CHECK IN COUNTER ALLOCATION

BHS DEVICE STATUS
(CAROUSEL/PIER)

NEXT DAY SCHEDULE

CAROUSEL ALLOCATION

FIDS DEVICE STATUS

CURRENT DAY SCHEDULE

BATE/BAY ALLOCATION

BAS DEVICE STATUS



PIER ALLOCATION

SCADA DEVICE STATUS

FLIGHT AMENDMENT



CASS DEVICE STATUS

NEW FLIGHT

FDA DEVICE STATUS

FLIGHT DELAY

OPERATION DATA COLLECTION

VGDS DEVICE STATUS CHANGE

FLIGHT CANCEL

RSMS DATA

BHS DEVICE STATUS CHANGE

FLIGHT RETURN

DCS FLIGHT LOADING INFO

400HZ DEVICE STATUS CHANGE

FLIGHT RESTORE

CAR PARKING DATA

SUBSYSTEM STATUS CHANGE

FLIGHT DIVERT

VGDS ON/OFF TIME



AIRCRAFT TYPE CHANGE

400HZ ON/OFF TIME

AIRCRAFT CHANGE

COUNTER OPEN/CLOSE TIME

FACILITY STATUS (MANUAL)

CODE SHARING CHANGE

LDCS BOARDING STATUS

COUNTER STATUS CHANGE

FLIGHT SPLIT/COMBINE…

WEATHER

PARKING BAY STATUS CHANGE

ENTER CORRIDOR

FIRST BAG ON CAROUSEL

RUNWAY STATUS CHANGE

ETA OF ARRIBAL

LAST BAG ON CAROUSEL

BOARDING BRIDGE STATUS CHANGE

ATA OF ARRIVAL

BAS COMSUMPTION DATA

GATE STATUS CHANGE

ETD OF ARRIVAL



WORKSTATION STATUS CHANGE

ATD OF ARRIVAL



ETD OF DEPARTURE

FLIGHT PROGRESS

ATD OF DEPARTURE

POTENTIAL DELAY

ETA OF DEPARTURE



ATAOF DEPARTURE

TERMINAL CHANGE

Note: The complete set of events will be defined after requirements tailored to the BCIA’s operation.

Airport Operation Center


FIMS subsystem and terminals

GMS subsystem and terminals

AIMS View terminals

Emergency communication devices

Internal/external telephones

Sub control center of central CCTV monitoring, recording, etc.

FIDS, BIDS and PA manual operation terminals

Terminals for monitoring central BAS, SCADA, FDA, and CASS

Environment control/monitoring

Landsite road traffic control

Clock

Crisis Control Center


Special internal/external means of voice communication,

Sub control center of Central CCTV with monitoring/recording/replay,

Sub display of Central CASS in AOC

AIMS View stations,

Internet/intranet access

Big screen


Security Control Center


Central CCTV center

Monitor CASS and passenger check point,

Monitor in
-
line screening from BHS,

Access control monitoring as a sub center,

PIN/badge management,

Guidance/monitoring evacuation process


Network Management Center


Network management for the entire network,

Retrieve data for collecting communication fees
.


FOUR CENTERS

TYPES OF PROJECTS

TMP and FP

FIXED PRICE

Sign contract

Begin project

Project complete

RFP

T & M & P

Pre
-
qualification

Sign contract

Get work request

Prepare execution plan

Execution

Agree for TMP part

Requirement analysis

FP proposal

Sign contract

Begin project

Project complete

Terminate contract

Terminate contract

Terminate contract

THE LIFECYCLE

OF A TYPICAL IT PROJECT

PPP Plans

Requirement

Implementation

Coding & Unit Test

Installation

And Testing

Design

Acceptance

& Training

Delivery

2 mo

7 mo

3 mo

2 mo

2 mo

1 mo

PLAN: Total of 17 months

Presale

?

Presale

PPP Plans

Requirement

Implementation

Installation

And Testing

Design

Acceptance

Delivery

End (Postmortem)

2 yr

2 mo

12 mo

3 mo

2 mo

3 mo

5 mo

1 mo

ACTUAL: Total of 28 months

Operation

Backup

M1

Planning

M2

Analysis

M5

Testing

M6

Delivery

M4

Implementation

M3

Design

PARTICIPANTS IN PROJECT LIFECYCLE

A. Presale:

Marketing
, Sales, PM, SE, SOE


B. Bidding:

PM
, ALL


C. Kickoff:

PM, PJM
, SE, HE, SOE


D. PP Plan:
PJM, PJM
, SE, SOE


E. Requirement:

PJM
, All Engineers, QA


F. Design:

PJM
, All Engineers

G. Implementation:

PJM
, All Engineers


H. Installation:

PJM
, All Engineers, MM


I. System testing:

PJM
, All Engineers, QA


J. Delivery:

PM
, CM, QA, PJM, All Engineers


K. Celebration:

PM
, ALL, BM


K. Postmortem:

PM
, ALL

Presale

PP Plans

Requirement

Implementation

Installation

And Testing

Design

Acceptance

Delivery

End

Bidding

Kickoff

A B C D E F G H


I J K

PROJECT LIFE CYCLE

& ACTUAL ACTIVITY TIME

Risk Management

Requirement Management

Overall/Time Management

Presale

PPP Plans

Requirement

Implementation

Installation

And Testing

Design

Acceptance

Delivery

End (Postmortem)

2 yr

2 mo

12 mo

3 mo

2 mo

3 mo

5 mo

1 mo

ACTUAL: Total of 28 months

Operation

Backup

M1

Planning

M2

Analysis

M5

Testing

M6

Delivery

M4

Implementation

M3

Design

Engineer Effort

MILESTONE & DELIVERABLES

Analysis

SRS

Data model

Event model

Quality model


Subcontract plan


Conceptual design


Design

H&L Design

document:

System arch

Application arch

Database schema

User interface


Material plan

Manual outline


Unit test plan

Int. test plan


Development

Code

Internal test

result

Statistics matrix

(Code inspection,

& internal test)


Int. test model,

case, data &

schedule



Test

Int. test results


Acceptance test

plan and

schedule


Data conversion

plan & process




Program Plan


Business process


Planning

Project plan


Engineering plan

Reqmnt plan



Delivery

Acceptance test

Results


User manual


Training docs.







Quarterly/monthly/weekly reports

finance, resource, requirement, risk, schedule, quality, CMM

Milestone:


Symbol of significant achievements


Payment distribution


THE FACTS

In 1998


The cost of failed projects went down



$81 billion in 1995 to $75 billion in 1998


Cost overruns



$59 billion in 1995 to $22 billion in 1998


Project succeeded in meeting scope, time, and cost


26% of all IT projects


Project challenged (overrun and delay)


46% of all IT projects


Project failed


28% of all IT projects

In 2001


Time overruns decreased to 63% from 222%


Cost overruns were down to 45% from 189%


Required features and functions were up to 67% from 61%


78,000 U.S. projects were successful, compared to 28,000


28% of IT projects were succeeded compare to 16%

The Standish Group “1998 CHAOS Report” & “CHAOS 2001: A Recipe for Success

1993

1994

1995

1996

1997

1998

1999

2000

0

5,000

10,000

15,000

20,000

25,000

30,000

YEAR


GROUTH IN PMP CERTIFICATION

IN US
1993
-

2000

1,000

1,900

2,800

4,400

6,415

10,086

18,164

27,052


PROJECT AND OTHER DICIPLINE

Project

Management

Knowledge and

Practice

General

Management

Knowledge and

Practice

Application

Area

Knowledge and

Practice

PROJECT MANAGEMENT
FRAMEWORK

HR

Mgt.

Comm.

Mgt.

Risk

Mgt.

Procure.

Mgt.

Scope

Mgt.

Time

Mgt.

Cost

Mgt.

Quality

Mgt.

Projec
t

Succes
s

Needs

expectation

Tools

Technology

Project

Int. Mgt.

PROJECT MANAGEMENT

KNOWLEDGE AREAS

1.
Project Integration


Management

2.
Project Scope
Management

3.
Project Time
Management

2.1 Initiation

2.2 Scope Planning

2.3 Scope Definition

2.4 Scope Verification

2.5 Scope Change Control



1.1 Project Plan Development

1.2 Project Plan Execution

1.3 Integrated Change Control




3.1 Activity Definition

3.2 Activity Sequencing

3.3 Activity Duration Estimation

3.4 Schedule Development

3.5 Schedule Control


4.
Project Cost
Management

6.
Project Human Resource
Management

5.
Project Quality
Management

4.1 Resource Planning

4.2 Cost Estimating

4.3 Cost Budgeting

4.4 Cost Control



5.1 Quality Planning

5.2 Quality Assurance

5.3 Quality Control




6.1 Organizational Planning

6.2 Staff Acquisition

6.3 Team Development




7.
Project Communications
Management

8.
Project Risk
Management

9.
Project Procurement
Management

7.1 Communication Planning

7.2 Information Distribution

7.3 Performance Reporting

7.4 Administrative Closure



8.1 Risk Management Planning

8.2 Risk Identification

8.3 Qualitative Risk Analysis

8.4 Quantitative Risk Analysis

8.5 Risk Response Planning

8.6 Risk Monitoring and Control

9.1 Procurement Planning

9.2 Solicitation Planning

9.3 Solicitation

9.4 Source Selection

9.5 Contract Administration

9.6 Contract Closeout


SKILL SET OF A LARGE PROJET (1)

Business Manager:
Vertical 1 Vertical 2 Vertical 3

Legal

Program Manager
PM

Contract Manager
CM

Subcontract Manager
SCM

Training Manager
TM

Finance

Material Manager
MM

Sales

Marketing

Management Team

Engineering Manager

Quality Assurance
QA

System Engineer
SE

Hardware Engineer
HE

Software Engineer
SOC

Project Manager
PJM


SKILL SET OF A LARGE PROJET (2)

Program Manager

He is the decision
-
maker at program level such as
price, budget, customer relation, schedule, etc., in all
phases including bid, execution and delivery.

Contract Manager

He is in charge of contract negotiation, contract
documents, and deals with contract issues during
program execution.

Subcontract Manager

He is the interface to Motorola

s subcontractor(s), e.g.,
servers, PCs, network, database.

Sales Representative

He is in charge of daily customer relation during pre
-
sale.

Material/Equipment
Purchasing

He is in charge of material/equipment purchasing.

Contract Financial
Controller

He is in charge of accounting of the project.

Legal

He provides consulting work regarding legal issues.

Management


SKILL SET OF A LARGE PROJET (3)

Project Manager

(Leader)

He manages the implementation of the project, including daily
contact with customer and subsystems


schedule management,
internal process supervision. He should also participate in one area
of development.


Chief Architect


He is responsible for the system architecture for the proposal,
design, and implementation, integration test, and resolving
technical issues. He will participate in contract/SOW negotiation
and be responsible for proposal, technical part of contract, and
SOW. He is also responsible for subsystem interface specification
to help customer in subsystems procurement.


Hardware Engineer


He is in charge of network design, hardware installations (actual
work can be done by vendors).


System Engineer

He coordinates the software development process and test. He
should also participate in one area of development. He will also
assist the chief architect.

Database Engineer

He is responsible for database design, implementation, and
administration.


Software Developer

There are seven persons who are fluent in PowerBuilder/Visual
Basic. At least one of them is capable of coding in C++ of UNIX
network programming.


Quality controller


She is responsible for quality assurance in development processes
and software.

.

Engineers


SKILL SET OF A LARGE PROJET (4)

Hardware Engineer
HE

System Engineer
SE

Software Engineer
SOE


Based on the requirements at product
(system) level, which uses the most
suitable technology and hardware
components to implement the
functions of the product, under the
support of the software.


Based on the architecture and
requirements prepared by
SE,
design and implement the
software to drive the hardware
capabilities.


Based on system architecture and
software technology, identify a
corresponding software architecture.


Based on requirements at product
(system) level and hardware design,
elicit and convert them into software
requirements.


Coordinate the work between
SE
and
SOC


RELATIONSHIP WITH CUSTOMER

Formal

contact

Casual

contact

Internal

CUSTOMER

System Engineer

Sales

Marketing

Project Manager

Legal

Program Manager

Contract Manager

Subcontract Manager

Quality Assurance

Training

Finance

Material Manager

Hardware Engineer

Software Engineer

KEY ELEMENTS FOR SUCCESS

TECHNOLOGY



Technology



Domain knowledge



Experiences


CUSTOMER



Culture



Relationship


METHODOLOGY



Right process


MANAGEMENT



Requirement



Risk



Schedule (milestones)



Cost


TECHNOLOGY



Technology



Domain knowledge



Experiences


CUSTOMER



Culture



Relationship


METHODOLOGY



Right process


MANAGEMENT



Requirement



Risk



Schedule (milestones)



Cost


THE KEY OBJECTIVES OF

IT PRJECT MANAGEMENT

Improved customer relationship

Shorter development times

Lower costs

Higher quality and increased reliability

Improved productivity

Better internal coordination

Higher worker morale

Better control of work resources

Higher profit margins