Project Front-End Loading with Facilitated Joint Application
Development (JAD) Techniques
Professional Development Day PMI Honolulu - May 3, 2006
Walter A. Viali, CSQA, PMP
PMO To Go LLC
Walter A. Viali Over 32 years in Information Technology “Retired” from Texaco Inc. in 1999 after 25 years Co-founder and Principal Consultant for PMO To Go LLC Certified Software Quality Analyst (CSQA) Certified Project Management Professional (PMP) Certified Project Management Instructor Member of the faculty of the Project Management Program for
the Bauer College Business (University of Houston) JAD Session Leader with over 4,000 hours of planning
and project facilitation experience SEI CMM and PMI OPM3 knowledge and assessment experience Implemented several Project Management Office (PMO)
organizations Experience in Strategic Business and IT Planning Past President of the Houston Chapter of the Society for
Software Quality (SSQ) and of the Texas Application Process User Group
Sr. Vice President, External Operations, PMI Houston Chapter Consulting with major companies on Process Improvement,
Project Management, PMO implementation, Strategic Planning, JAD facilitation
What is Joint Application Development (JAD)?
JAD is a structured meeting, conducted by a neutral facilitator, designed to extract high-quality information from the meeting participants, using a compressed timeframe and a workshop environment to enhance the process.
JAD strongly complements, but does not replace, analytical methodologies.
What’s the big deal?
The Standish Group 1994 Chaos Report
17% of projects succeed 31% of projects fail52% of projects are challenged
– Cost and/or schedule performance
$78 billion dollars total project waste (against $250 billion in project spending)
The Standish Group 2003 Chaos Report
34% of projects succeed (100% improvement over 1994)
15% of projects fail (down from 31% in 1994)51% of projects are challenged$55 billion dollars total project waste (against
$255 billion in project spending)– $38 billion in lost dollars for US projects in
2002– $17 billion in cost overruns
"We know why projects fail, we know how to prevent their failure -- so why do they still fail?”
Martin CobbTreasury Board of Canada Secretariat
Ottawa, Canada
1. User Involvement 19 2. Executive Management Support 16 3. Clear Statement of Requirements 15 4. Proper Planning 11 5. Realistic Expectations 10 6. Smaller Project Milestones 9 7. Competent Staff 8 8. Ownership 6 9. Clear Vision & Objectives 3 10. Hard-Working, Focused Staff 3
TOTAL 100
SUCCESS CRITERIA POINTS
?
What can we do about all this?
CIO Priorities Top 10 Management Issues
(1999-2004)1. Business/IT Fusion2. Demonstrating Business Value3. IT Skills (Recruit, Retain, Reskill)4. Y2K Clean-up/Contingencies in 20005. "Sourcing" Management6. IT Governance7. Process/Project Management 8. M&A IT Integration9. Knowledge Management
10. IT Organization
Gartner Group - November 16, 1998
1. Align Business and Information Technology
2. Adopt the Software Engineering Institute’s Capability Maturity Models (SEI CMM/CMMI) to improve the organization’s processes!
3. Benchmark internally and externally
4. Improve people skills in Process and Project Management!
5. Use Joint Application Development!
They go hand in hand...
Align Business and IT
Define Business Strategies
Derive IT Strategies from the Business Strategies
Make Strategic Planning a regularly scheduled event
Derive Programs and Projects from the IT Strategies
Establish PMOs to manage Programs and Projects
Staff PMOs with skilled resources who can educate and coach users and IT personnel
Acquire and gradually implement credible methods, techniques and tools that Business and IT personnel can use
Why the SEI CMM (and CMMI)?
Software Engineering Institute’s Capability Maturity Model
Defined- Process Management Focus
Initial- Ad hoc, Informal,Hero Driven
Repeatable- Project Management Focus
Managed- Focus on QA and QC Measures
Optimizing- Continuous Improvement
L1
L2
L3
L4
L5
CAPABILITY MATURITY MODEL
Software Engineering Institute
1991
OBSERVED SEI CMM BENEFITSMaturity
LevelCalendarMonths
PersonMonths
DefectsFound
DefectsShipped
Total Cost
1 29.8 593.5 1348 61 $ 5,440,000
2 18.5 143 328 12 $1,311,000
3 15.2 79.5 182 7 $728,000
4 12.5 42.8 97 5 $392,000
5 9.0 16 37 1 $146,000
Estimated impact for 200,000 LOC Software Project(from Sematech publication ‘Communique”)
Reuse!
Application Development Practices
"Software Capability Evaluations (based on SEI's Capability Maturity Model) will be used to qualify all IT contractors on U.S. Federal Government projects by year end 2001 (0.8 Probability); however, widespread year 2000 damage will push regulated AD into the private sector, starting with applications that have public health and safety implications."
Gartner Group - November 16, 1998
Benchmark internally and externally
Establish a Project Office to avoid “industrial tourism”
Share Best Practices within the multitude of I.T. groups in a single company
Identify and reward the most effective set of Best Practices
Benchmark with external organizationsImprove the I.T. processes with the SEI CMM
and the SEI CMMI
Project Office ModelsRepository Model (1)
– source of information on project methodology and standards
– limited to one major project (such as SAP implementation)
Repository-Coach Model (2)– coordinates sharing of best practices across business
functions
Repository-Coach-Manager Model (3)– direct management of projects and project managers– responsible for process and project management
optimization through maturity models– responsible for the strategic planning process and project
portfolio management
The PMO Business Cycle…
Strategic Business Planning
Business Process
Reengineering
Strategic IT
Planning
Project Portfolio
ManagementProjects
Project Management
Office
Maturity Models
People Skills:
What about Certification?
1. The Quality Assurance Institute
- Certified Software Quality Analyst (CSQA)
- Certified Software Test Engineer (CSTE)
2. The Project Management Institute
- Certified Project Management Professional (PMP)
Some of the available programs...
… can create the necessary awareness, at all levels, for improving Process and Project Management practices
Is Project Management Certification Worth It?
By 2004, 70 percent of successful projects will have certified project managers, while 90 percent of failed projects will not (0.7 probability).
By 2002, employees with Project Management Professional (PMP) certification will receive salaries 20 percent higher than those of project managers without PMP certification (0.7 probability).
By 2002, leading-edge project management outsource vendors will have at least one out of five contracted staff team members who are PMP-certified (0.7 probability).
Gartner Group - November 16, 1999
Benefits of Project Management Certification
Consistent Project Management approach within the organization and improved interface mechanisms with all customers, i.e. speaking the same language
Certification requires continuing education in the Project Management field, which leads to more effective Project Managers over time
Project Management Certification thoroughly supports the findings and recommendations of most benchmarking efforts
Combination of Project and Process Management has the potential of reducing project development costs by 30% a year (Gartner Group)
The overall objective
Improve I.T. Process and Project Management.
Generate in people a desire to improve their environment.
Get the job done faster and cheaper!
Get the job done faster and cheaper!
Since 1980, facilitation has been used for every aspect of business and community development, from strategic planning to detailed process design.
Why JAD works!
Communication toolsStructured techniquesDefined roles Structured agendasAn effective processFocus on people, not
technology
Communication tools
Group DynamicsFacilitationVisual AidsConcentrated ExchangesConsensus-based
Decisions
Structured Techniques
BrainstormingBasic Iteration Data Flow DiagrammingData and Object ModelingProcess DesignObject Modeling (UML)Planning Models
Defined Roles
Session LeaderScribe Executive
SponsorProject ManagerParticipantsObservers
Structured AgendasThe Standard JAD Agenda
IntroductionReview Purpose, Scope,
ObjectivesGround RulesExecutive Sponsor Kickoff I.T. Perspective[ Session Approach ]Review IssuesReview DesignEvaluate Workshop
Strategic Business Planning
Detailed Requirements
Creating Project Management Plans
Walkthroughs andPeer Reviews
Creating AcceptanceTest Plan
I.T. Project Portfolios
The Power of JAD in Project Lifecycle Management
Project ScopeDefinition
Strategic I.T. Planning
Business Process Improvement /
Reengineering
Structured AgendasA few JAD Session Approaches
Strategic Business Planning Approach
Business Reengineering Approach
Business Systems Planning Approach
Project Scope DefinitionProject Requirements DefinitionInformation Modeling Project Management
Structured AgendasStrategic Business Planning
Define Vision and Mission of activity
Define Guiding PrinciplesAnalyze current situation Analyze competitive situationDefine Objectives and GoalsDevelop Business StrategiesDefine Critical Success FactorsDesign Programs and ResourcesDescribe support OrganizationDefine follow-on activities
Structured AgendasBusiness Reengineering Approach
Phase I - Vision– Customer requirements– Management Vision
Phase II - “What” Phase– Functional Model– Information Model
Phase III - “How” Phase– Conceptual Design– Organization Design– Detailed Design
Review Vision and Mission of the activityReview business strategies and CSFsFor each business strategy:
– Define new automation requirementsEntities and Processes
– Describe constraints to the new requirementsSchedules, cost, resources
Prioritize the new requirements
Structured AgendasBusiness Systems Planning
Structured AgendasProject Scope Definition
Define System Objectives Define Major Outputs Define Major Inputs Identify System Events
- Context Diagram Information Analysis
- Entity Relationship Model Major System Functions
- Essential or Zero-level Diagram Confirm System Objectives
Context Diagram
Zero-Level Data Flow DiagramWith high-level Entity
Model
Lower-Level Data Flow DiagramsWith detailed Entity Relationship
Diagrams
A Snapshot…
Context DiagramContext Diagram
Structured AgendasProject Scope & Requirements Definition
System
Marketing
Customer
Customer
OperationsData Flow
Data FlowData Flow
Data Flow
Zero-Level Data Flow DiagramZero-Level Data Flow Diagram
Structured AgendasProject Scope & Requirements Definition
4.03.0
1.0
2.0
Marketing
Cust DB
Customer Supp DB
Customer
Data Flow
Data Flow
Data FlowData Flow
Data Flow
Data FlowData Flow
Data Flow
Data Flow
Project Detailed Requirements Session Approach
Select System Function from Scoping Session
List and Define Steps in the System FunctionDevelop Data Flow DiagramDefine OutputsDefine InputsDevelop Entity Relationship ModelDefine Security and Privacy RequirementsDefine Environment RequirementsDefine Computer Resource Requirements
Zero-Level Data Flow DiagramZero-Level Data Flow Diagram
Structured AgendasProject Scope & Requirements Definition
4.03.0
1.0
2.0
Marketing
Cust DB
Customer Supp DB
Customer
Data Flow
Data Flow
Data FlowData Flow
Data Flow
Data FlowData Flow
Data Flow
Data Flow
Lower-Level Data Flow DiagramLower-Level Data Flow Diagram
Structured AgendasProject Scope & Requirements Definition
1.11.4
1.2
1.3
Operations
Cust DB
Customer Supp DB
Prod DB
Marketing
Data Flow
Data Flow
Data Flow
Data Flow
Data FlowData FlowData Flow
Data Flow
Data FlowData Flow
Delete Vendor Entry
1.1
Add New
Vendor1.2
UpdateProduct
Info1.4
Vendor Master
Product Master
Delete Vendor Transaction Add Vendor Transaction
Delete VendorUpdate
Change Vendor
Info1.3
Delete VendorUpdate
Confirmation
Supplier Mgt. Supplier Mgt.
Supplier Mgt.
Add Vendor Update
Change Vendor Transaction
ChangeVendor Update
Add Vendor Update
Confirmation
ChangeVendor Update
Confirmation
Product Update TransactionProduct Update
Product Update Confirmation
Level-Two Data Flow Diagram Mini-spec for 1.1
1. Read Delete Vendor Transaction
2. Validate Vendor Existence
3. Delete Vendor4. Generate Delete Vendor
Update Confirmation
UML Diagrams and Use Cases can also be employed
Delete Vendor Entry
1.1
Add New
Vendor1.2
UpdateProduct
Info1.4
Vendor Master
Product Master
Delete Vendor Transaction Add Vendor Transaction
Delete VendorUpdate
Change Vendor
Info1.3
Delete VendorUpdate
Confirmation
Supplier Mgt. Supplier Mgt.
Supplier Mgt.
Add Vendor Update
Change Vendor Transaction
ChangeVendor Update
Add Vendor Update
Confirmation
ChangeVendor Update
Confirmation
Product Update TransactionProduct Update
Product Update Confirmation
Level-Two Data Flow Diagram Data Store and Data Flow
Definitions 1.0Data Stores and I/O = Item a+ Item b+ Item c+ Item d+ etc.
Attributed Data Model for 1.0 DFD
Vendor
Product
Price
ContractOrder
Provides
Is Associated to
Is Provided by
Is Associated with
Is Contained on
Contains
States
Is Associated with
Is Associated with
Is Stated on
Is Associated with
Is Associated with
- Zero
- One
- Many
Vendor = Number+ Name+ Address+ Contact+ Etc.
Structured AgendasProject Planning
Describe Current SituationDefine Success MeasuresDefine Project StrategyDefine the Project TasksIdentify Roles and ResponsibilitiesBuild a Precedence/Dependency
ChartReview the PlanNext Steps
Structured AgendasProject Planning
Identify Work Breakdown StructureIdentify Content of each DeliverablePerform Risk AnalysisDevelop Contingency Plans and
Priorities based on Risk AnalysisProduce Gantt Chart Produce Critical Path Diagram
Structured AgendasAcceptance Testing
Establish Baseline– Review existing process and procedures– Define testing requirements– Apply lessons learned
Testing Process– Goals and objectives– Review/define testing levels
unit, systems, acceptance criteria– Review/define testing workflow and guidelines
Develop Test Plan– who, what, when
Define Roles and Responsibilities– Develop RASI chart
Test Environment– Review physical environment
Structured AgendasWalkthroughs/Peer Reviews
Objectives and Requirements– establish baseline for evaluation of system
componentsStep through the System
– For each system function/sets of requirements:
verify data requirementsverify functional requirements
Next Steps– document results/action items
An effective process
Preparation
Workshop
Review and Resolve
An effective processPreparation
Scope ManagementInterviewCommitmentRisk AssessmentJAD Sessions PlanPrepare UsersLogistics
An effective processPreparation - Logistics
Participants
Scribe
Observers
Session Leader
An effective processWorkshop
Unique environmentCombines skills of Session
Leader and ParticipantsProduces complete
information
An effective processReview and Resolve
Review session documentation
Resolve issuesPost-process evaluationsFollow-up surveys
Focus on people, not technology
Participants have a stake in the development project or effort at hand.
JAD brings people together in an effort to eliminate barriers and make the participants work as a team.
Requirements for Success
Commitment from customer and I.T. management
Well-trained facilitator with technical skills and lots of facilitation experience
Availability and commitment of proper resources
Proper application of the concepts and structure of the process
So, why do we need JAD?
JAD is a breakthrough technique essential for:
Improving communication throughout the company
Improving the image of Information TechnologyIntegrating the customers in automation
decisionsDisseminating the use of enhanced process and
project management approaches
Improving communication throughout the company
People talking to other people!No misunderstood user requirementsExecutives welcome an effective and
quick solution to Strategic Planning (as opposed to lengthy studies)
We still need the business strategies to model the information needs and actually achieve business alignment
Improving the image of Information Technology
Using JAD for strategic business planning and business reengineering is still viewed by customers as an endeavor which goes beyond the perceived mission of I.T.
Improving the image of Information Technology
Gaining credibility and visibility
JAD session leaders are viewed as impartial solution providers
Business customers and I.T. professionals will typically accept the recommendations of the JAD session leaders
“For each additional foot of credibility, introduce another inch of more disciplined practices”
Integrating the customers in automation decisions
Customers are asked to make their own decisions about information system strategies and application development issues. I.T. is viewed as a problem solver.
Disseminating the use of enhanced process and project management
approaches
JAD session leaders:– understand process and project
management– are trained in group dynamics, structured
analysis and design, data modeling– can become effective facilitators for
strategic planning and business reengineering efforts
– should be primary candidates in Project Office staffing endeavors
A final word on real benefits
On a major tax project, JAD sessions generated six months worth of project documentation in 14.5 days
Major refinery identified and prioritized 24 new information systems in 2 days
JAD brought together participants from several locations to develop specifications for a project that had been on the drawing board for 10+ years
Alignment of business strategies and I.T. strategies identified need for a major reporting project tied to a new business initiative about to be launched
Lessons LearnedBenefits of JAD
The Bottom Line
JAD is the most effective technique we have found in over 35 years when it comes to project scope definition.
Not using JAD takes away from an organization’s ability to be the best it can be in truly understanding customer requirements.
Project Front-End Loading with Facilitated Joint Application
Development (JAD) Techniques
Professional Development Day PMI Honolulu - May 3, 2006
Walter A. Viali, CSQA, PMP
PMO To Go LLC