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PM 1.2: Definition of Project Criteria and Development Strategy  

  PM1.2 - Projektkriterien und Entwicklungsstrategie festlegen

Contents  
  • Product Flow
  • Handling
  • Explanation
  • Roles
  •  
  • Tools Requirements
  • External Norms
  • Links to the V-Model Mailinglist
  • Product Flow

    From Product to Methods Tool Req. Ext. Norms
    Activity State Chapter Title Activity State
    External - All Project Order - -     /ISO IEC 12207/

    Acquis. Proc.:
    Initiation,

    Mngmt. Proc.:
    Initiation and Scope Def.

    PM1.1 being proc. Existing Project Manual - -    
    - - 2 Project Manual.Project Description PM1.3
    PM1.4
    being proc.    
    - - 4 Project Manual.Development Strategy    

    + "Chapter" are extra columns from the original printed version of GD 250

    Handling

    The goal of this activity is to describe briefly and concisely the subject and size of the project, and to set up the strategic marginal conditions for the system development.

    * Generation of the Project Description

    First, the external specifications (required final product, phase coverage, etc.) have to be clarified. Input products and prerequisites to be taken into consideration must be documented, in particular, if necessary after this has been stated more precisely.

    Project criteria, in particular such having an impact on the tailoring, must be documented in the Project Manual. The criteria are to be derived from the external specifications, from meetings with all project members, and from contractor-internal conditions. Also to be determined are project-specific requirements and characteristics, like the degree of the required assessment coverage, preliminary classifications with regard to reliability (criticality and security), utilized development and SWMM environment or the use of a particular programming language.

    The SWMM Concept of the System comprises an important project requirement and a decisive criterion for the tailoring. The project management has to generate a decision base already at the beginning of the development project; this decision base is to include the concept for further development of the product, the probability of changes and the SWMM Concept.

    To do so the following questions have to be answered:

    The critical success factors of the project have to be listed as special project criteria. The extent of the success can thus be determined at project completion. A satisfied customer is to be considered a critical success factor, next to keeping to deadlines and allowable costs.

    Normally, a number of technical marginal conditions that have an impact on the project are already known. These technical conditions and the way they influence the project development must be listed in the project description. The effects of these technical conditions or pre-results should be taken into consideration in PM1.3 - Generation of Project-Specific V-Model, within the scope of the customization of the activity descriptions or the technical deletion conditions.

    It must be defined if the system to be generated is to be evaluated. Possibly existing specifications about IT security have to be adhered to.

    * Selection of the Development Strategy

    A development strategy has to be selected by means of the project description. The development strategy must define the marginal conditions of the system development of the project. It is necessary to determine, among other things, if the development is to take place in one or several upgrades (classic vs. incremental development).

    Explanation

    The decisions to be prepared at this place by the project management also have an impact on other project management activities: The critical success factors are guidelines the project leader can use to organize his tasks; they are used to evaluate the finished project. They may be particularly helpful in solving conflicts. The lack of product quality, irregularities in connection with deliveries, a bad corporate image, staff members lacking qualifications, management lacking flexibility and experience, outdated procedures and production techniques are some of the most frequent factors endangering the success of a project.

    Roles

    Role Participation
    Project Leader responsible
    Project Administrator cooperating
    QA Manager advising
    IT Representative advising

    Tools Requirements

    Being defined

    External Norms

    Norm Process Chapter Obs.
    /ISO IEC 12207/ Acquisition Process Initiation (s. Part 3 - ISO 3.2.1)
    Management Process Initiation and Scope Definition (s. Part 3 - ISO 3.2.3)

    Links to the V-Model Mailinglist

    Mail 0235 - PM Auftragnehmer (235)
    Mail 0184 - Kritische Erfolgsfaktoren (184)

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