INTERNATIONAL SOFTWARE DEVELOPMENT 1DT046

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INTERNATIONAL SOFTWARE DEVELOPMENT 1DT046
The Lifecycle of A Large System Integration
Project
Mingsen Guo ???
School of Software Engineering Tongji
University, Shanghai China
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INTRODUCTION
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IS WHO AM I? A VALID QUESTION?
4
ME

• 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 [phone]
• Email guolucas_at_yahoo.com.cn

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SYLLABUS
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A. COURSE DESCRIPTION
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.
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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.
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B. TENTATIVE OUTLINE

• 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)

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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
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D. MATERIALS REFERRENCES
PPT slides Will be available on the web

• References
• CMM Implementation Guid, Kim Cputo, 2002
  Addison-Wesley Publishing Company
• CMM In Practise, Richard Murch, 2002
  Addison-Wesley Publishing Company
• Managing Software Requirements, A United
  Approach, Dean Leffingwell Don Widrig, 2002
  Addison-Wesley Publishing Company
• Project Management, Richard Murch, 2002
  Prentice Hall Inc.
• CMMI materials at http//www.sei.cmu.edu/cmmi/cmmi
  .html
• Other books in IT project management

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E. PROJECT
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
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F. SCHEDULE
Monday -- Thursday 1015 1100, 1115 1200
G. SCORE DISTRIBUTION
Project 60 Exam 30 Initiative 10 TOTAL
100
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H. STUDENT HOUR
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.
08/06/10 Name Topic Phone
130-200
200-230
230-300
300-330
330-400
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WHAT IS THE MOST STUPID QUESTION IN THE WORLD?
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AIRPORT SYSTEM CATS-II
The Life Cycle of A Large System Integration
Project
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CHALLENGE OF AIRPORT BUSINESS
ATC
Information Center
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WHY SYSTEM INTEGRATION
25000 events for 450 flights/day
NO INTEGRATION
ATC
FIDS
GBAS
DCS
How many phone call?
ROC
BAS
BHS
CKAS
How many human mistakes?
?????????
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ENTERPRISE-WIDE REAL TIME INFORMATION SHARING
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TREND OF SYSTEM INTEGRATION IN AIRPORT BUSINESS
Beijing
Shanghai
Guangzhou
The Asia Airport Operation Model Becomes The New
Standard Worldwide
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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

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BCIA GROUP ORGANIZATION
BCIA GROUP
?? ????
??
CARGO
??
LOGISTIC
??
MICHANICS
??
INVESTMENT
??
FUEL
DEVELOP PLANNING
????
???
REAL ESTATE
?????
????
EXTENSION
IT
??????
BCIA LIMITED
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BCIA CORPORATED LIMITED
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ARCHITECTURE OF AIRPORT ENTERPRISE
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SYSTEM ARCHITECTURE
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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

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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 BCIAs operation. Note The complete set of events will be defined after requirements tailored to the BCIAs operation. Note The complete set of events will be defined after requirements tailored to the BCIAs operation.
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FOUR CENTERS
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
terminalsTerminals 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 AOCAIMS View
stations,Internet/intranet access Big screen
Network Management Center Network management for
the entire network,Retrieve data for collecting
communication fees.
Security Control Center Central CCTV
centerMonitor 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
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TYPES OF PROJECTS
Pre-qualification
RFP
TMP and FP
FIXED PRICE
T M P
Sign contract
Sign contract
Agree for TMP part
Requirement analysis
Begin project
Prepare execution plan
FP proposal
Project complete
Get work request
Sign contract
Begin project
Execution
Terminate contract
Project complete
Terminate contract
Terminate contract
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THE LIFECYCLEOF A TYPICAL IT PROJECT
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PARTICIPANTS IN PROJECT LIFECYCLE
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
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
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PROJECT LIFE CYCLE ACTUAL ACTIVITY TIME
ACTUAL Total of 28 months
Operation Backup
2 yr
2 mo
12 mo
3 mo
2 mo
3 mo
5 mo
1 mo
Presale
PPP Plans
Requirement
Implementation
Installation And Testing
Design
Acceptance
Delivery
End (Postmortem)
Risk Management
Requirement Management
Overall/Time Management
Engineer Effort
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MILESTONE DELIVERABLES

• Milestone
• Symbol of significant achievements
• Payment distribution

Program Plan (Business process)
Quarterly/monthly/weekly reports finance,
resource, requirement, risk, schedule, quality,
CMM
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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
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GROUTH IN PMP CERTIFICATIONIN US 1993 - 2000
30,000
25,000
OF PMPs
20,000
15,000
10,000
5,000
0
1993
1994
1995
1996
1997
1998
1999
2000
YEAR
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PROJECT AND OTHER DICIPLINE
Project Management Knowledge and Practice
General Management Knowledge and Practice
Application Area Knowledge and Practice
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PROJECT MANAGEMENT FRAMEWORK
Scope Mgt.
Time Mgt.
Cost Mgt.
Quality Mgt.
Project Int. Mgt.
Project Success
Tools Technology
Needs expectation
PROJECT MANAGEMENT
HR Mgt.
Comm. Mgt.
Risk Mgt.
Procure. Mgt.
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PROJECT MANAGEMENTKNOWLEDGE AREAS

• Project Integration
• Management

1. Project Scope Management

1. 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

1. Project Cost Management

1. Project Human Resource Management

1. 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

1. Project Communications Management

1. Project Risk Management

1. 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
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SKILL SET OF A LARGE PROJET (1)
Business Manager Vertical 1 Vertical 2
Vertical 3
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SKILL SET OF A LARGE PROJET (2)
Management
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 Motorolas 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.
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SKILL SET OF A LARGE PROJET (3)
Engineers
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. .
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SKILL SET OF A LARGE PROJET (4)
Hardware Engineer HE

• 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.

System Engineer SE

• 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

Software Engineer SOE

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

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RELATIONSHIP WITH CUSTOMER
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KEY ELEMENTS FOR SUCCESS

• MANAGEMENT
• Requirement
• Risk
• Schedule (milestones)
• Cost

• TECHNOLOGY
• Technology
• Domain knowledge
• Experiences

• CUSTOMER
• Culture
• Relationship

• METHODOLOGY
• Right process

• CUSTOMER
• Culture
• Relationship

• METHODOLOGY
• Right process

• MANAGEMENT
• Requirement
• Risk
• Schedule (milestones)
• Cost

• TECHNOLOGY
• Technology
• Domain knowledge
• Experiences

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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