WHO SHOULD PARTICIPATE?

Although Project Management and Data Engineering are primarily responsible for performing the Data Base Evaluation, they are assisted by many of the same functions participating in the Data Base Approach. This includes representatives from Systems Engineering, Software Engineering, Data Communications, Data Base Administration, and DP Operations. These other functions advise Project Management on matters related to estimates and other project related expenses. They also review project delivery schedules to evaluate viability.

This type of group participation enhances communications and cooperation between development functions and helps to establish realistic project estimates and schedules.

USE OF THE ROUGH DESIGN

The rough design prepared in the previous activity becomes the basis for evaluating the data base solution and project during this activity. As such, it becomes the "roadmap" for determining project plans, estimates and schedules. Even if the data base solution requires the implementation of a commercial software package, the rough design is used to establish a "make versus buy" comparative analysis.

PROJECT PLANNING

The Project Plan is used to establish:

• The phases and activities required to complete the project, along with its path.

• The human resources required to perform the work, whether known or unknown.

Before a project estimate and schedule can be calculated, the path of the project must first be defined. Under DBEM, the project path is ultimately based on the project scope; whether it is fulfilling an ISEM related application, or EEM related requirements:

Even if a commercial software package has been selected as part of the data base solution, it must be documented in the IRM and merged with the other corporate information resources for control purposes. As such, the same ISEM related phases will have to be performed. The only difference is that the physical design phases become more DOCUMENTATION oriented as opposed to DESIGN related.

SELECTING HUMAN RESOURCES

Following the rough design and the project plan, consideration must be given to the types of human resources required to implement the project. Based on the type of application being developed, Project Management considers the types of Data Engineers, Data Base Administrators, and Data Communications Administrators required to work on the project, including the skills and proficiencies needed to perform the work. Based on this analysis, Project Management has four options:

• Use in-house personnel.
• Recruit additional personnel.
• Use outside personnel (contractors).
• Combinations of the above.

In all instances, the use of human resources is based on their qualifications, their availability, and their cost. Project Management, therefore, must balance these variables when selecting personnel. There may be trade-offs to consider; for example:

• One person may be more expensive than others but can deliver the work faster.

• A senior person could perform the work in fewer hours than a junior person, but is committed to other project assignments. Consequently, the senior person cannot devote sufficient time to the project. Whereas the junior person may have fewer conflicts and is more available for project work.

PROJECT ESTIMATING & SCHEDULING

After the path of the project has been determined, an Order-of-Magnitude (OOM) estimate and schedule can be calculated. This is an estimate and schedule of the amount of effort required to perform the remaining phases in the project. The estimate, thereby, is an expression of labor charges.

The use of human resources has a significant impact on the OOM estimate. If the project participants for the remainder of the project are known, then their specific skills and proficiencies are taken into consideration when preparing the estimate. In fact, they should participate in the development of the estimate. However, if the project personnel are unknown, Project Management considers the type of human resources required and uses an average proficiency rating when preparing the estimate. One outcome from this is Project Management may identify what additional resources need to be recruited, either internally or externally (e.g., hiring new people, and using consultants). It may also highlight the need for additional training to develop the required skills and proficiencies.

Based on the Direct hour estimate, project costs may be calculated. A cost for each phase is prepared with a total project cost summed by phases.

In addition to labor costs, Project Management must consider supplemental project expenditures. This is where consideration is given to the acquisition of equipment, software (such as a commercial DBMS and data dictionary), training, or any other pertinent expense. This is an area where other project functions such as DP Operations, Data Base Administration, and Data Communications can provide input.

The Direct hour estimate is also used to calculate the project schedule. Again, if the project personnel are known, their commitments and effectiveness rates are taken into consideration when preparing the schedule. If the resources are unknown, a standard effectiveness rate should be used.

A "Project Estimate/Schedule Recap" is prepared which contains both the Order-of-Magnitude Estimate and Schedule.

COST/BENEFIT ANALYSIS

The purpose of a Cost/Benefit Analysis is to perform an economic impact analysis on the data base and the project. Prior to performing this, Project Management has prepared an Order-of-Magnitude estimate to complete the project, along with any additional planned expenditures (such as for additional hardware/software acquisitions).

"PRIDE" provides a worksheet to assist in the preparation of the Cost/Benefit Analysis. However, in-house standards should be observed when performing the analysis.

During the analysis Project Management must consider how the proposed data base solution will affect the company:

• Will it increase or reduce staffing?
• Will it increase or reduce equipment resources?
• What will be the annual savings and expenses of the data base as it compares to the existing environment?
• What will be the one-time savings and expenses of the project as it applies to the existing environment?
• What will be the intangible benefits of the data base?
• What is the investment evaluation? For example, what will be the Break Even Point of the project? What will be the Return On Investment (ROI)?

COST AND EVALUATION SUMMARY

The Cost/Benefit Analysis becomes the basis for preparing a Cost and Evaluation Summary. This is a textual justification for the project which summarizes the economic conditions for performing the project and implementing the proposed data base solution. The main objective of the Cost and Evaluation Summary is to demonstrate that the data base approach is a cost-effective solution for satisfying the business information requirements. It must also highlight why the approach was selected over other alternatives.

PREPARING FOR REVIEW

Project Management and Data Engineering assures that all of the Phase 1 activities and materials have been properly completed. A Phase Review Checklist is available for this purpose. A formal Phase 1, "Data Base Study & Evaluation Report" is then prepared. The manual is reviewed and checked by Quality Assurance prior to distribution to management for review.

The Phase 1 Manual contains the following items:

• Phase Cover Page - including a Table of Contents, along with a distribution/approval list.
• Project Scope - as prepared in Activity A and confirmed in Activity D.
• Current Data Base Analysis - as prepared in Activity B.
• Information Requirements - as prepared during Activity C and confirmed in Activity D.
• Information Requirements/Objects Matrix - as prepared during Activity C and confirmed in Activity D.
• Data Base Concept Diagram - as prepared during Activity E.
• Data Base Approach - as prepared during Activity E.
• Project Plan - as prepared in this activity.
• Project Estimate/Schedule Recap - as prepared in this activity.
• Cost and Evaluation Summary - as prepared in this activity.
• Phase Review Checklist - specifying acceptance criteria for the deliverables mentioned above.