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PART TWO A Project, Start to Finish
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and also a better team player. Also, as much as you can, include them in quality and risk management. Vendors will now be represented by consultants we have retained, technicians performing installations or service, or post-sales customer service representatives. We should inform each person of his or her role in helping the project succeed. External resources. Various groups, such as the audit department, the nancial department, purchasing, or the legal department, may have some say in controls for the project process. For the most part, these groups will not be very involved during the development stage.
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Inputs of the Development Stage
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You probably are not surprised to hear that the inputs of the development stage are the outputs of the design stage. The complete project plan describes our work during the development stage. It describes what we will do as project managers, and it provides the schedule and budget, the reference point for tracking the work of the team. The WBS describes the work the team will do in detail. If tasks in the WBS have not already been assigned to speci c workers during design, they can be assigned as they come up, or reassigned as needed. The tasks are mostly done by the team, but we also include tasks to be done by customers, vendors, and other stakeholders, as needed.          A validated project overview, with any changes resulting from change control integrated. The business case, with the cost budget and delivery dates validated through PERT estimation. A communications plan. The project schedule, created by the WBS process and PERT, and probably maintained in a project management software tool. The project budget, in detail. The procurement plan. The quality plan. The risk plan. A sta ng plan, if needed.
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The design speci cation is the starting point for the development team. Their work is to build a product or service to meet or exceed this speci cation. If
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CHAPTER 8 Development
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the design speci cation is correct, then the product or service they create will also meet the requirements speci cation, and therefore provide the functionality that the user has requested. The design speci cation includes:  A fully speci ed conceptual and speci c (physical) architecture.  The design speci cation for the product or service, validated to the requirements speci cation.  The high-level test plan.  A test bed and test data les or test cases.  A draft support plan.  A draft training plan.
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Process of the Development Stage
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We need to describe project management in the development stage a bit di erently from that in earlier stages. In earlier stages, we provided a list of management and project tasks that were more or less sequential. In this stage, most management work is ongoing. We are not creating one plan after another. We are tracking the project using all of the plans all at once. However, our focus does shift from the beginning of the stage, through the middle, to the end.
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PERIODS WITHIN THE DEVELOPMENT STAGE
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In the early part of development, our focus should be on getting things started. People should be brought on board and up to speed. Tasks should be launched. Orders should be placed. One very good practical habit is to do the work of communications rst, assigning tasks and getting everyone else moving, and then sit down and do our own work. We should also keep our eye out for parts of the project that seem to be getting o to a slow start. If there is lack of clarity about the work, then plans should be reviewed. If there is a speci c barrier to getting work done, such as a team member whose skills are not strong enough for the job, then we need to identify the issue, then provide support or develop another solution. In the middle of the development period, we try to keep things moving smoothly. Our focus should be on risk and quality. Managing risk means looking for trouble and xing anything troublesome while it is still small. We focus on quality because we do not want to be allowing many small errors to
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