cse9020 semester 2 2003 week 02 / 1 cse9020 and cse3200 case study this is week 2. the unit material...

CSE9020 Semester 2 2003 Week 02 / 1

CSE9020 and CSE3200 CASE STUDYCSE9020 and CSE3200 CASE STUDY

This is Week 2.

The unit material is located at the web site http://www.csse.monash.edu.au/courseware/cse9020

There may be alterations from week to week - take a quick look - at least weekly.


CSE9020 CASE STUDY Week1CSE9020 CASE STUDY Week1

Room Allocations:

Lecture Theatre - S Block, Link Theatre

6.00pm

Evening Supervisor Sessions:

B 4.58 - Monday - Erling Breaden

B 4.50 - Monday - Dempsey Chang

B 4.48 - Monday - Santosh Kulkarni

B 4.45 - Monday - Joseph

All rooms are booked from 7.30pm


CSE9020 CASE STUDY Week 2

CSE9020 CASE STUDY Week 2

• Questions– Students not in a team– Unit administration– Client

• Team Organisation• The Project Plan• Risks and Risk Management• The Business Case• The Quality Plan


CSE9020 CASE STUDY- Team OrganisationCSE9020 CASE STUDY- Team Organisation

One member will be the Coordinator

One member will be the Quality Controller and Reviewer

One member will organise system testing

One member will organise test data

One member will be setting agendas for meetings and taking minutes of meetings

These can be rotated around the members


CSE9020 CASE STUDYCSE9020 CASE STUDY

Opportunities from CSE9020 Case Study

Exposure to Problem Solving

Creative Thinking

Opportunity to maximise opportunities

Team Working

Communications - Development and Practice

Time Management



The Project Plan

The Project Plan Document must have these components:

1. An Introduction

2. The Objectives of the Project - and should contain the ‘users’ requirements (have you read the Wool Sales article ?)

3. Deliverables and delivery dates (there’s not much flex here)

4. A Gantt chart



5. All activities must be identified

6. And supported by who is doing what

7. ‘Costs’ are to be shown as individual effort (hours)

and the Project must be reviewed and a short report included with the submission.


The Project PlanThe Project Plan

Project Objectives are to be identified

Project Scope is to be identified

Project Responsibilities are to be identified (these may alter later as the project progresses and emphases change)

Project Risks are to be identified and a brief description of management of the risk included

Task Effort Estimates - at his stage these can only be rough assumptions, which will be further refined as the project progresses.


Risks and Risk ManagementRisks and Risk Management



Risk Analysis is normally part of the development of a Project.

You might give some thoughts to these items:

Risk means probabilities, threats and opportunities

Risk management means weighing up the pros and cons before making a decision

Risk analysis generally indicates that there is some choice in behaviour or actions


RisksRisks

Australian Standard AS NZS 4360-1999 states that

‘risks are the consequences of uncertainty’

There are 2 elements :– the likelihood of an event– the consequence of its occurrence


RisksRisks

Risk Management is the use of – policies– processes– procedures

to the tasks of

– identifying– analysing– assessing– treating – and monitoring risk


RisksRisks

Information Technology is invariably associated with ‘new’ technology

Risk events can emerge from– the experience or inexperience) of the project team– the nature of the technology used (‘cutting edge’, or

‘established’, – the number of stakeholders and their

experience/understanding and stability– the duration of the project– size of the project team– effects of other commitments of the project group


Risk ManagementRisk Management

Risk Management often is related to individual business processes - for example: Investments, Information Technology project management, worker safety, insurance

Other business risks : -

exposure of company, customer, employee confidential and private information to unauthorised access

exposure of business processes to corruption and failure


Risk ManagementRisk Management

Role: Risk Management Architects

Skills: Information Security, Law and regulations, Risk Managers

Produce: Architecture Principles, Models Standards, Patterns

Enterprise Business Activities

Role: Independent Assessment and Validation

Skills: Internal Audit, Risk Assessment, Management Reporting

Produces: Assessment Repots, Management Assurance

Opportunity


Risk Management ArchitectureRisk Management Architecture

Levels of Abstraction

Security

Trust and ConfidenceQuality

Strategic

Tactical

Operational

Data Application Process Technology

Strategic Security Confidentiality, Integrity, Availabilitye.g. Information Protection Policy, Privacy Policy

Tactical Security Confidentiality, Integrity, Availability e.g. Risk Assessment, Incidence Response

Operational Security Confidentiality, Integrity, Availability e.g. Password Protection, Biometrics,Firewalls



Risks need to be managed for a successful outcome

Risk making and taking is (in most cases) fundamental to an organisation which is developing, progressing, expanding, and entrepreneurial

And now, the big question :-

What do you see are the ‘risks’ in your project ?

And, How are you going to manage them ?


Information SuggestionsInformation Suggestions

It is likely that each group, and each Supervisor, will have their own thoughts on what your project product will produce.

You have an article on CRM which should give you a starting point for what you are going to develop and there is another on Team Construction.

Just a word or caution : - don’t be too ambitious. The Unit is primarily designed to make you familiar with the processes, procedures and quality requirements of a project.

(So, if you want to be an instant expert with vb.net, this is not the appropriate venue)


Information SuggestionsInformation Suggestions

Remember, you are designing a database, not the full database system - and certainly not an on line transaction system

Your Supervisor will (probably) dissuade you from developing a Web-Accessible database

Business Case


The Business CaseThe Business Case


The Business Case DocumentThe Business Case Document

It is due in Week 4

This is your report to the Client setting out the reasoning why (in this discipline) a computer based solution to the Client’s problem is both desirable and should be developed

Or you could view it a being a ‘Business Opportunity’ to research many con-incident aspects which could lead to or be a result of, road accidents



This is supplemented by the Requirements Definitions Document

The purpose of this is to

1. State the purpose of the system functions (and keep this to the ‘workable’ level - e.g. create a database which will contain ……….)

2. Indicate what content (in general terms) will be the core of the system outputs



3. Convince the Client that you are both on the same wavelength

As a means of achieving this, it’s a good technique to ‘talk’ in the client’s language - a Research Region is ...

a Highway is ...

a Registration Number is ...

a query, report, output is ...

Remember, your client may never have heard of the term ‘yottabyte’, or a relational table, or a join, or a multidimensional analysis, or even a database

(and may not know about Microsoft or Linux or even RedHat)


MeetingsMeetings

• Meetings can consume much time, particularly if they are not organised and controlled

• The next few slides give some pointers which will improve the productivity and benefits of meetings


MeetingsMeetings

• Meetings should not ‘happen’ - they should be arranged

• There should be a number of specific items to be discussed

• These items should be detailed, referenced and supported by previous decisions, directions, agreements

• Items should be introduced by the Chair, or by named members attending the meeting


MeetingsMeetings

• Those people expected to attend a meeting should be given prior notice of the items to be discussed

• Those people expected to attend should be given adequate and accurate details of the nature of the items to be discussed

• Those people should be given sufficient time to become familiar with, or to be able to generate comments on, the items to be discussed at the meeting


MeetingsMeetings

• Those required to attend a meeting should be given a firm time, location and venue for the meeting - a map may be necessary if the attendees are unfamiliar with the location or venue e.g. Campus and Building/Level/Rooms at the Caulfield or Clayton Campuses.

• Those required to attend should give an acceptance of their attendance. If there is an ability to attend at a particular time, location or venue, a decision must be made to

– proceed as planned– reschedule– notify those unable to attend of the conclusions,

directions, and outcomes of the meeting


MeetingsMeetings

• Meetings should have a stated commencement time, and an expected closure time

• There must be an agenda

• The agenda must be circulated to all those expecting to attend

• All relevant materials, or references to them, must be included in the meeting outline


MeetingsMeetings

• Agendas should be discussed and approved at the previous meeting

• Failing that, each member expecting or required to attend should receive a formal statement of the agenda

• Attendees, apologies and non-attendances should be recorded


MeetingsMeetings

Meetings can also be arranged and held via telephone and emails.

It is a good move for the ‘minute taker’ to keep a record of the proceedings.


CSE9020 CASE STUDYand CSE3200

CSE9020 CASE STUDYand CSE3200

The Unit material is located at the web site

http://www.csse.monash.edu.au/courseware/cse9020

and the reference to the Thomsett Project Risk list is

http://www.thomsett.com.au/main/projectform.htm



Room Allocations:

Lecture Theatre - S Block, Link Theatre

6.00pm

Evening Supervisor Sessions:

B 4.58 - Monday - Erling Breaden

B 4.50 - Monday - Dempsey Chang

B 4.48 - Monday - Santosh Kulkarni

B 4.45 - Monday - Joseph

All rooms are booked from 7.30pm


DetailsDetails

Rod Simpson– [email protected]

– Office: C4.46

– Phone: 9903-2352

– I’m normally in every day except Wednesdays



Finally :

Building Evacuation:

There are no Floor Wardens on the Campus in the evenings

If the Building Evacuation Warning System activates:– Collect your belongings– Exit by the EXIT doors– Do not use Lifts or Escalators– Head for the lawn (common) outside K Block - leave the

Campus at your discretion

TREAT EVERY EVACUATION ALERT AS REAL

cse9020 semester 2 2003 week 02 / 1 cse9020 and cse3200 case study this is week 2. the unit material...

Documents

cse9020 semester

cse9020 case study exposure

project risks

risk management slide

project plan risks

project progresses

project scope

project responsibilities