Stakeholder Development Business
By completing this task I will be able to know and understood the stakeholder criteria, about their working area and their responsibility.
And by completing the second part of this task it will be cleared to me about the purpose of scope document and what section it should contain with their activities.
Definition of Stakeholder:
A stakeholder is any person, group or institution that has an interest in a development activity, project or program. This definition includes both intended beneficiaries and intermediaries, winners and losers, and those involved or excluded from decision-making processes.
There are mainly three types of stakeholders in business project. Those are clearly stated below with example and their nature of interest and nature of power.
Primary Stakeholders
Primary stakeholders are the intended beneficiaries of the project.
Examples:
- Employees
- Owners\Stakeholder
- Customer
- Suppliers
- Creditors etc.
Nature of Interest:
- Maintain stable employment in firm
- Receive fair pay for work
- Receive a satisfactory return on investments (dividends)
- Realize appreciation in stock value over time
- Receive safe, reliable products
- Receive regular orders for goods
- Be paid promptly for supplies delivered
- Receive repayments of loans
- Collect debts and interest
Nature of power:
- Refusing to extend additional credit
- Issuing or restricting licenses and permits
- Lobbying government for regulation of the company's policies or methods of land use and waste disposal
- Purchasing goods from competitors
- Boycotting companies whose products are unsatisfactory or whose policies are unacceptable.
- Supplying to competitors
- Calling in loans if payments are not made
- Utilizing legal authorities to repossess or take over property if loan payments are severely delinquent
Secondary Stakeholders
Secondary stakeholders are those who perform as intermediaries within a project. Examples:
- Local Communities
- Social Activities
- The General Public
- Local Governments etc.
Nature of Interest:
- Ensure that the local environment is protected
- Monitor company actions and policies to ensure that they conform to legal and ethical standards, and that the protect the public's safety.
- Protect social values
- Minimize risks
- Achieve prosperity for society
- Promote economic development
Nature of power:
- Gaining broad public support through publicizing the issue
- Gaining broad public support through publicizing the issue
- Lobbying government for regulation of the company
- Pressing government to act
- Praising individual companies
- Issuing regulation, licenses, and permits
Tertiary Stakeholders
Tertiary Stakeholders are those who are not involved or affected, but can influence opinions either for or against Examples:
- Local media
- Enterprises and companies
- Banks
- NGOs etc
Nature of interest:
- Keep the public informed on all issues relevant to their health, well-being, and economic status
- Monitor company actions
- may assist in marketing
Nature of power:
- Publicizing events that affect the public, especially those which have negative effects
- Provide financial support through investments.
Scope Document:
Purpose of a scope document
The purpose of the scope document is always to state to the client, “This is what I heard you say, this is what I plan to do, and this is the cost of the effort.” Making this statement:
- Forces to think through the elements of the project or request. .
- Provide actual explanation to the client
- Verifies the project's who, what, when, where, and how.
- Forces the client to validate about the interpretation of the planned work
Sections of the Scope Document
A project scope document should address following sections-
- The problem or need: Describe the problem or project request briefly
- Deliverables: Describe all deliverables that will establish the successful completion of the project.
- The plan: Define the specifics of the work plan to a level of detail that helps the client understand what you plan to do in the project and how the process will work.
- Resource needs: quantify the resources that will need from the client so he or she can plan for the effect the work will have on the organization.
- Cost: Be as specific about the cost estimates to prevent misunderstandings later.
- Payment plan: Define when and how you should be paid for the project.
Task -2
Introduction
From the assignment statement it's clear to me that I have to draft structured notes that will explain benefits of visual forms of communication compared to oral or textual communication mode. I have to clarify and describe the visual form of communication with their work procedure and what information they contain by producing appropriate diagrams.
I also have to explain how all these methods may be used to communicate key ideas in project.
Benefits of visual forms of communication:
- Improves understanding with eye-to-eye contact.
- Reduces meeting and travel expenses.
- Provides consistent and timely information
- Reduces travel time and costs
- Promotes more productive use of valuable time
- Speeds up information gathering process
Description of the following visual forms of communication:
- Lifecycle Model
- Activity networks
- Mind maps
Lifecycle model:
The lifecycle model describes the temporal, causal and I/O relationships between different lifecycle phases
There are different model of a life cycle. The most three common and effective life cycle are following:
- Waterfall Life Cycle Model
- The V Model
- Spiral Life Cycle Model
The vital and mostly common stages of a Lifecycle Model
- Feasibility study
- Requirements analysis
- System specification
- System design
- System development
- Implementation
Working Method of Lifecycle models in a project:
Feasibility Study:
A feasibility study delivers the following information to make a project successful.
- To define the problem or opportunity of a project
- To enable the project Steering Committee to select from arrange of business and technical option, and to identify the project necessary to implement the chosen option.
- To recommend a specific way to forward
- To create a business case for the proposed system.
Requirement Definition:
A requirement analysis delivers the following information to make a project successful.
- An analysis of the current system.
- To produce detailed information concerning what the users would like to proposed system to do
- Estimate of the next stage and of the remainder of the project..
- System Specification:
- This stage involves the production of a complete written statement of what the new system is required to do.
System Design
A system design delivers the following information to make a project successful.
- To produce a detailed, technical definition of the final system.
- Produce a combination of both narrative description and diagrams tat detail all the processing and data elements in the project and their relationship.
- To produce a management summary of the proposed project
- To prepare detailed system description
- Produce a revised cost-benefits analysis and payback schedule
- To prepare a alternatives design
- Recommend a program design techniques and programming standards.
Program Design and Development:
A program design delivers the following information to make a project successful.
- To produce the programs that compose the system based on the specification contained in the system design document.
- All programs, procedures and documentation are developed in this stage to accomplish the project.
- Unit and integration test will be carried out during this stage
- All data and result of tests is documented.
- Prepare the user training programs, manuals, user guide for the complete system.
- System Test:
- This stage is designed to fully test the system against its original specification both unit and integration testing should have been carried out during the previous stage.
- A user acceptance testing is organized to meet the adequacy of the training.
Implementation:
There are two possible ways to implement the project. Here it is chosen that which ways will be best for the business and which will be more cost effective.
- First way is “big bang” approach (mean a sudden and once-only change-over operation)
- Second one is “pilot” approach (that means the new system will implement simultaneously with the existing process).
Example of Life Cycle Model with Diagram:
Requirements definition
Maintenance
Initial concept
Requirements specification
Software design
System design
Detailed design
Module design
Code and unit test
Tested module
Integration and test
Tested software
Integration and test
Tested system
Tested system
Tested software
Tested modules
Figure: V- Model
Activity Network:
The Activity Network Diagram (AND), also referred to as an Arrow Diagram or PERT Diagram, is used to identify the time-sequence of events necessary to achieve an objective.
An activity network consists of :
- Activity nodes
- Connections
- Dependencies
Basic terms of the Activity Diagram:
- Earliest start time(EST) - The earliest point, relative to the start to the project, measured in day's tat the activity in question can begin.
- Earliest Finish Time (EFT) - the earliest point relative to the start to the project that the activity in question can finish.
EFT = EST + Duration
- Latest Start Time (LST) - the latest time that the activity in question can begin, without causing subsequent jobs to overrun.
- Latest Finish Time (LFT) - the latest time that the activity in question can finish, without causing subsequent jobs to overrun.
- Float - the difference the days between Latest start time and Earliest or Latest finish time and earliest finish time.
Float = LST - EST or LFT - EFT
- The Critical Path - The network where the activities have no float.
Diagram of activity network:
EST
DURATION
EFT
LST
LFT
FLOAT
ACTIVITY DESCRIPTION
Figure: Range of information held within a node
Task-2
Task-2
Task-3
Task-4
Task-5
End
Start
Critical path is the longest path = 9 days
This path is 7 days
Task 4 or task 5 could between them, start or finish up to 2 days late without delaying the end of the project. This path has 2 days float in it
Use of Activity network in a project:
A project is composed of a set of actions or tasks which usually have some kind of interdependency. The Activity Network diagram displays interdependencies between tasks through the use of boxes and arrows. Arrows pointing into a task box come from its predecessor tasks, which must be completed before the task can start. Arrows pointing out of a task box go to its successor tasks, which cannot start until at least this task is complete. One of the most important of these is the time required to complete each task as, once this is known, the actual calendar dates for tasks can be calculated. This is done using the Critical Path Method (or CPM).
Minds Map:
A mind map is a diagram used to represent words, ideas, tasks or other items linked to and arranged radically around a central key word or idea.
Concept of make mind map:
Mind mapping (or concept mapping) involves writing down a central idea and thinking up new and related ideas which radiate out from the center. By focusing on key ideas written down in one's own words, and then looking for branches out and connections between the ideas, It is just mapping knowledge in a manner which will help one to understand and remember new information
Diagram of Minds Map:
WELCOME
STATUS
TIMESCALE
MEETING
MINOTES
PLAN
REVIEW
BUDGET AREA
OBJECTIVES
LAST MINOTES
Opening Remarks
Budget
Closing Remarks
Relocation
Weekly meetings
Use of minds map in project:
At an early stage of planning for project, one can start with a central idea and then draw branches of related ideas from the center. By using lines, colors, arrows, and branches to show connections between the ideas generated on him/her mind map. These relationships may be important in developing his/her project such as finance and marketing. After the initial drawing of the mind map one can highlight things, add information or add questions. For this reason, it is a good idea to leave lots of space.
Task 3
- Theory of Tackman:
In the stage of team development tackman is the theory which can used to identifying factors that are critical for building and developing small groups. Tackman is a theory that include five different stage of development. Those are:
- Forming
- Storming
- Norming
- Performing
- Adjurning
The description of those stage are given below:
- Forming:
- Project Team is initially concerned with orientation, accomplished primarily through testing. To identify the boundaries of interpersonal and task behaviors, such kind of testing serves.
- Team members are independent. May be they have motivated but usually uniformed of the issue and objective of the team.
- Project manager being the team together. They must have trust to each other to develop a clear working relationship. Their direction and telling style have standard.
- Storming:
- Project Team gains confidence, but there is conflict around the interpersonal issues
- Team members are impressed their own personalities as they confront each other's ideas and perspectives. Frustration or disagreements about goals, expectations, roles and responsibilities is being expressed openly.
- Project manager give instruction to the project team through this transition phase. Coaching style. Tolerance of each team member and their differences needs to be emphasized.
- Norming :
- Project Team increases their effectiveness and they starts to develop an identity.
- Team members each other try to mach their behavior as they develop agreements to make the teamwork more natural and effective. Increasing levels motivation.
- Project manager allows the team to become more autonomous. Presenting and participating style.
- Performing :
- project Team gain the ability to function as a small unit. It gets the job done smoothly and effectively without inappropriate conflict or the need for external supervision
- Team members have clearly understand of what is required of them at a task level. Team members are able to handle the decision-making process without supervision. A "can do" attitude is visible. Offers to assist one another are made.
- Project manager lets the team make most of the necessary decisions.
- Adjurning :
- Torject Team describes stage 5 as "Deforming and Mourning", recognizing the sense of loss felt by group members.
- Team members can decline the level of motivation as uncertainty about the future begins to set in.
- Project manager introduce new projects in order to recommence the forming stage of team development.
Forming
Adjurning
Performing
Norming
Storming
Figure: Stage of team development (tackman)
knowledge from Tackman theory:
- To bring the team together ,Tuckman theory is very effective and ensuring that team members are confidential with each other and have the ability to develop a working relationship.
- By the Tackman theory project manager allows the team members to become much more autonomous.
- It is possible to gathering a unit and gets the job done smoothly and effectively without inappropriate conflict or the need for external observation.
- Team members have clearly understand of what is required of them at a task level.
- Team members are able to handle the decision-making process without supervision.
- Theory of Belbin:
The Belbin Team Roles method, published in1981 book Management Teams. The team was developed by Dr. Raymond Meredith Belbin. It is a model that can be used to describe and gain insight into the behavior of one team member in relationship to another. The Belbin Inventory scores people on how strongly they express traits from 9 different Team Roles.
- Shaper:
Brings dynamism, challenging, thrives of pressure.
The shaper is a task-focused leader who abounds in nervous energy, who whom winning is the name of achieve and for whom winning is the name of the game. The shaper id committed to achieving ends and will ‘shape' other into achieving the aims of the team.
- Implementer:
Brings discipline and reliability, conservative and efficient.
Implementers are aware of external obligations and are disciplined, conscientious and have a good self-image. They tend to be tough-minded and practical, trusting and tolerant, respecting established traditions.
- Completer finisher:
Brings conscientiousness, painstaking, anxious.
Searches out errors and omissions. Delivers on time. The completer finisher gives attention to detail, aims to complete and to do so thoroughly. They make steady effort and are consistent in their work. They are not so interested in the glamour of spectacular success.
- Chairman /co-ordinator:
Brings maturity, confident, a good chairperson.
Clarifies goals, promotes decision-making, delegates well. The coordinator is a person-oriented leader. This persons trusting, accepting, dominant and is committed to team goals and objectives. The coordinator is someone tolerant enough always to listen to others, but strong enough to reject their advice.
- Team worker:
Brings co-operation, mild, perceptive and diplomatic.
Team workers make helpful interventions to avert potential friction and enable difficult characters within the team to use their skills together with their sense of humor are assets to a team. They tend to have skills in listening, coping with awkward people and to be sociable, sensitive and people oriented.
- Resource investigator:
Brings enthusiasm, extrovert, communicative.
The resource investigator is the executive who is never in his room, and if he is, he is on the telephone. The resource investigator is someone who explores opportunities and develops contacts. they are good negotiators who probe others for information and support and pick up others ideas and develop them. They are characterized by sociability and enthusiasm and are good at liaison work and exploring resources outside the group.
- Monitor evaluator:
Brings objective judgment, sober, strategic and discerning.
According to the model, this is a judicious, prudent, intelligent person with a low need to achieve. Monitor evaluators contribute particularly at times of crucial decision making because they are capable of evaluating competing proposals. The monitor evaluator is not deflected by emotional arguments, is serious minded, tends to be slow in coming to a decision because of a need to think things over. He takes pride in never being wrong.
- Specialist:
Brings dedication, single-minded, self-starting.
Provides knowledge and skills in rare supply. They are often highly introverted and anxious and tend to be self-starting, dedicated and committed.
Knowladge from Belbin theory:
- To build up the team and increasing their working efficiency, the nine different role of belbin theory is very important at different time.
- Monitor evaluators contribute particularly at times of crucial decision making because they are capable of evaluating competing proposals
- One person can cover more than one role - clearly important if there will a team of less than eight or nine people.
- Ensure mature, confident and a good chairperson.
- mayer-Briggs:
Mayer-Briggs comprise four different type of pairs. Those are:
- ST - Sensing-Thinking Types
- SF - Sensing-Feeling Types
- NT - iNtuitive-Thinking Types (Visionaries)
- NF - iNtuitive-Feeling Types (Catalysts)
ST - Sensing-Thinking Types:
Stress systematic decision making with quantitative, not qualitative data. They establish order, set up control and manage with certainty. They prefer tasks that are structured and prefer to take very few risks.
SF - Sensing-Feeling Types:
These are people oriented decision makers. They welcome people's opinions, and concentrate on qualitative and more affective and evaluative information
NT - iNtuitive-Thinking Types (Visionaries):
studying data patterns and focus on nonlinear problems. Head for the more general information rather then the details and specifics. Prefer analysis, but will make bold intuitive leaps into the unknown. Their strategic plan and thinking range are more long. Not big on implementation.
NF - iNtuitive-Feeling Types (Catalysts):
Focus on judgment and experience, and portraying their own personal views as the facts. There are few rules in their decision-making and they rely on intuitive perception.
Knowledge from Mayers-Briggs:
- More focus on the broad themes than on specifics and seek longer-term goals.
- By using Mayer-briggs they will construct non-linear, open ended, and ill-defined problems and seek fresh, human possibilities.
- . More concerned with facts about people that about things. Short term focus on problems of today, but only with human implications.
Assessment of the risk of team failure:
There are different reason of team failure in the project. Most common cause are given below:
- NO trust between team member may the cause of team failure in the development project.
- If team meeting is ineffective and unproductive, team failure may occurs.
- Poor role clarity could be the reason of team failure.
- Objective of the team should be focused on, otherwise team failure may occurs.
- Analysis of market condition is the important part of a project. The wrong analysis of market condition is the cause of team failure.
- In a practical project, time management should be rich. Poor time management is one of the reason of team failure.
Figure: Reason of team failure.
Risk matrix is a tool that is used to risk assessment process . Using the risk matrix process, two possible risk scenarios are given below:
- Faulty analysis of market condition:
Analysis is the most important part of a project. And correct analysis is must to the project. Market condition is change to with time. So, wrong analysis of market condition and make a wrong decision may create many serious problem in the runtime of the project. At times a team can fail due to uncertainties in market conditions and an inability to read the signs of change. Most common problems, those are the causes of faulty analysis are as follows:
- Use inappropriate methodologies to complete the project: Inappropriate methodologies could be break down to fulfill the requirements of products the project team may exceed the limit of time.
- Take more time over the estimated time to finish the project: More time may cause the loss of working speed of the team of the project.
- Project may stop any time: Project team could not find the correct theory to make a product because of fault analysis of market. As a result, project may stop in the midway.
- Fail to create quality product: Because of fault analysis of market, project may use the low level row materials that can't made quality product.
2. No trust between team members:
Trustiness is the must needed to team working. Between team members, lack of trust can result in a team that is not united in its approach. It can be cause of poor co-ordination, poor co-operation. And it can minimize the sharing of knowledge and resources from each to other. It is not only occurs during working activities but also informal interactions with each other during team members.
Medium
High
Critical
Low
Low
Low
High
Medium
Medium
High
Medium
Low
High
Medium
Low
Contingency plan:
Contingency plans include specific strategies and actions to deal with specific variances to assumptions resulting in a particular problem, emergency or state of affairs. They also include a monitoring process and “triggers” for initiating planned actions. They are required to help businesses or to recover from serious incidents in the minimum time with minimum cost and disruption.
Task-4
Introduction:
By completing this task, I will be able to understood how build the right product and building it right, carry out research and from my findings, I will be able to draft clearly and make structured notes that define and make clear the difference between validation and verification test in the project lifecycle. From this task I also understand that, checking and testing mechanism of them and how they take place in the project lifecycle.
- Definition of validation:
Validation ensures that functionality, as defined in requirements, is the intended behaviour of the product. Validation typically involves actual testing and takes place after verifications
- Definition of verification:
Verification ensures the product id designed to deliver all functionality to the customer. It typically involves reviews and meetings to evaluate documents, plans, code, requirements and specifications. This can be done with checklists, issues lists, walkthroughs and inspection meetings.
- Difference between verification and validation:
There are many differences between validation and verification. Verification comes before validation. Following important points can describe the main difference between verification and validation:
- Verification describe “Are we built the right product?” and validation describe “Are we built the product right?”.
- Validation is the process of execution and verification is the process of examination.
- Verification ensure the specification of meets and validation ensure the customer requirements.
- The input of verification is:
- Check list
- Issue list
- Walkthroughs and inspection meeting
- Review and meeting
And the input of validation is :
- Actual testing of an actual product.
- The output of verification is: evaluate plan, documents, requirements and specifications. And the output of validation is : evaluate the product itself.
- With the i/p verification check the consistency of an application. In the other hand validation check the application consistency and test cases based on user requirements. Validation also tests data.
- Verification is nothing more then static testing and validation is nothing more then dynamic testing.
- Verification is the process which defines the pre-defined activity. The process of validation is to test the application and ensure to deliver an error free application.
- Verification associated with all the phases of system development life cycle and brings in the initial phase. Validation appears after the phase of coding.
- Verification focus upon the process of an organization and validation focus on the product after development.
- Verification and validation in software testing:
- During software testing, verification act as cross checking. As an example, modules are prepared as per specification.
- Validation works whether we prepared modules as per specification, to comparing with specification.
- Software testing used a set of activity of verification which verifying the application's behaviors to ensure that the software has meet the requirements of client.
- In software testing, validation implements the customer requirements or verifying the behaviors of an object of an application or input specification.
5. Checking & testing (with verification and validation) in project life cycle:
In verification and validation model, we work with testing and development at the same time in system development life cycle.
Normally testing is divided into two part. One of the part is functional verification and validation against the requirement specification and other part is performance evaluation against the indicated requirements.
In a project development company, uses of verification and validation model are increase the rate of success and ensure the deliver of the application on time and on budget.
Verification and validation model takes place in different phase of project life cycle. The description of checking those phase are as follows:
Requirement architecture
Muster test strategy
Review
Acceptance test
Project planning
Test planning
System solution
System testing
IILD/LLD IF design
Strategy module test case design
Integration testing
International integration testing
Development
Unit testing (module level)
Figure: Verification and validation model
Activities during requirement phase:
In this phase of project life cycle, verification and validation model creates test plan and test strategy. The model captures the acceptance criteria and preparing the acceptance test plan. This model also captures the performance criteria of the software requirements.
- Activities in design phase:
To ensure the product is created based on requirement specification document, the model develop a test case. And prepare the traceability matrix from the system requirements.
- Activities in unit testing:
In this phase, the model validates the product with respect to client requirements. To resolving and tracking the defects the model logged in to defect tracking the system during the system testing and test log and defect are captured and maintained. And then review the all document.
5.4 Activities in integration testing:
Without using drivers the model test the product with external or internal interfaces. This testing is done in parallel with integration of various application.
- Activities Performance testing:
This is the non-functional testing of verification and validation model. This is done to validate the performance criteria of the product.
- Business cycle testing:
This refers to end to end testing of real life like business scenario.
- Activities in release phase:
During acceptance testing the defect that are reported by customers those all are resolve in this phase by using verification and validation model.
Resources:
- http://www.geekinterview.com/question_details/1866
- http://www.geekinterview.com/question_details/65784
- http://ivvgroup.com/?p=34
- http://www.chinabiodiversity.com/shengwudyx2/training/px-6en.htm
- Source: http://articles.techrepublic.com.com/5100-10878-1044366.html
- http://testingsolution.blogspot.com/2006/12/v-mode-of-sdlc.html
- http://www.12manage.com/methods_belbin_team_roles.html
- http://cbae.nmsu.edu/~dboje/teaching/490_psl/step_2.htm
- http://www.pacepilot.com/and1.shtml
- Books:
- MBP(NCC Education IADCS)
- BSA(NCC Education IADCS)
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