Improving Performance:
The PMI/IEEE Computer Society
Software Development Extension
Dennis Stevens
LeadingAgile, LLC
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2013 Permission is granted to PMI for PMI® Marketplace use only.
Presentation Agenda
• Development of SWX
• Why a Software Extension to the PMBOK® Guide?
• Overview of the PMBOK® Guide
• Structure and Content of SWX
• Summary and Questions
2
SWX Project
Computer Society
PMI
Dick Fairley
Dennis Stevens
Ken Nidiffer
Jesse Fewell
Annette Reilly
Mike Griffiths
Richard Turner
Krupakar Reddy
Chuck Walrad
Cindy Shelton
The first collaborative effort for both organizations
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
SWX Review and Revision Cycles
• SWX was developed over 18 months
• First draft reviewed by 27 invited SMEs
730 comments received and adjudicated
• Public reviews by 170 reviewers
1973 comments received and adjudicated
• Many rewrites and re-edits
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Published January, 2014
The Software Extension to the PMBOK® Guide
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
5
Why a Software Extension?
“Managing a large computer programming project is
like managing any other large undertaking – in
more ways than most programmers believe. But in
many ways it is different – in more ways that most
professional managers expect.”
~ The Mythical Man-Month, Anniversary Edition,
Fredrick P. Brooks, Jr., Addison Wesley, 1995;
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Why a Software Extension?
• PMI: Many experienced project managers will
benefit by understanding how managing software
projects differs from managing other kinds of
projects
• IEEE C/S: Many software engineers and software
managers will benefit by understanding how the
methods, tools, and techniques in the PMBOK®
Guide can be adapted and extended for managing
software projects
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
The PMBOK® Guide
• The PMBOK® Guide covers the general principles of
project management
– a guide for managing all kinds of projects
– provides for extensions in various domains and for
various applications
• More than 65% of the 400K+ members of PMI
identify their work as IT or software related
• The mission of the IEEE Computer Society is to
develop products and services for the ~85K members
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
The PMBOK® Guide – Fifth Edition
The PMBOK® Guide includes:
• 5 process groups
• 10 knowledge areas
– Addition of Chapter 13: Project Stakeholder
Management
• 47 processes within the KAs
• Fifth Edition incorporates a project life-cycle
continuum
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
SWX Structure and Content
• The structure of SWX mirrors the structure of the
PMBOK® Guide to the third level of inputs, tools and
techniques, and outputs for each process in each KA
– with some additional sub-sections
• The content of SWX is based on the continuum of life
cycle models
– as interpreted in SWX
– plus extensions to and adaptations of the 10
knowledge areas across the continuum
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
The PMBOK® Guide 10 KAs
•
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Chapter 1: Introduction
Chapter 2: Project Life Cycle and Organization
Chapter 3: Project Management Processes for a Software Project
Chapter 4: Project Integration Management
Chapter 5: Project Scope Management
Chapter 6: Project Time Management
Chapter 7: Project Cost Management
Chapter 8: Project Quality Management
Chapter 9: Project Human Resource Management
Chapter 10: Project Communications Management
Chapter 11: Project Risk Management
Chapter 12: Project Procurement Management
Chapter 13: Project Stakeholder Management
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
SWX Content
• Some sections of SWX refer the reader to sections of the
PMBOK® Guide; for example:
4.1.1.1 Project Statement of Work
See Section 4.1.1.1 of the PMBOK® Guide.
• Some sections of SWX provide modifications to the
corresponding sections of the PMBOK® Guide
e.g., 7.4.2.1 Earned Value Management
• Some sections of SWX are additions to the PMBOK® Guide
e.g., 4.3.3.6 Demonstrations of Working, Deliverable
Software
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 1:
Introduction
• Supplements the PMBOK® Guide with
knowledge and practices that can improve the
efficiency and effectiveness of software project
managers, their management teams, and their
project members.
• The organization and/or project management
team is responsible for determining what is
appropriate for any given project or situation.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 1:
Challenges in Software Project Management
• Complexity of the project and the product
• Nonlinear scaling of resources
• Knowledge is gained as a project evolves
• Communication and coordination within and across
software teams is challenging
• Solutions are constrained by technologies, vendors,
languages, compliance, etc – all of which may be evolving
• Many problems require innovative solutions
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 2:
Project Lifecycle and Organization
The Project Team: Striking a balance between…
• Dedicated vs non-dedicated team members
• Collaborative team vs functional division
• Virtual vs colocated
• Specialists vs generalists
• Stable vs interim
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 2:
Project Life Cycle
“Project life cycles can be described as falling
somewhere in a continuum from predictive or plandriven approaches at one end to adaptive or
change-driven approaches at the other.”
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 2:
Project Life Cycle
(SWX Figure 2-1)
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Chapter 2:
Highly Predictive SWX Project Cycle
(SWX Figure 2-2)
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Chapter 2:
Predictive - Adaptive SWX Model
(SWX Figure 2-3)
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 2:
Adaptive SWX Model
(SWX Figure 2-6)
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Chapter 2:
Adaptive vs Agile Software Development
• The term “agile” is not used in SWX
– other than to explain why it is not used
• Various attributes of agility are presented
• The influences of agility are described for each of
the 10 KAs
• For example, managing cost and schedule (SWX
Chapters 5 and 6) is presented for
– predictive PM life cycles
– incremental-adaptive PM life cycles
– adaptive PM life cycles
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 4:
Integration Management
• The SWX life cycle continuum is not a thin straight
line
– Tailoring each of the 10 Knowledge Areas
• Be intentional about fitting the project management
approach to the situation
• For example, trying to use high predictability
practices when the situation is emergent will reduce
predictability, increase time, and reduce quality
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 5:
Scope Management
• Predictive-Adaptive: Rolling Wave Elaboration – for
example, planning 12-18 months out at a high level and
getting very specific 3 months out. Risks, architecture,
dependencies should be laid out in advance of detailed
planning.
• Adaptive: Working toward an business goal or outcome
while detailing scope frequently.
• Feature and Story Backlogs
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 6:
Project Time Management
• Structured Scheduling
• Schedule as in independent variable – fixed time
• Iterative scheduling with a backlog
• On demand schedule
• Consideration: When organizations have stable teams –
this is about bringing work to teams – not building teams
around projects.
• Feature Points, Use Case Size, and Story Points
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 6:
A Burndown Chart for a Single
Iteration
Number of Tasks
Planned Tasks
Remaining
Actual Tasks
Remaining
Iteration Timeline in Days
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 6:
Tracking Progress
Features
remaining to be
constructed
Features
}
Dark Matter
added to the
product
scope
Features added
to product scope
Working tested
features
Planned rate of
progress
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 7:
Project Cost Management
• The Scope and Scheduling approaches must be
aligned with the Cost Management approach
• On Adaptive Projects, you may use cost as an
independent variable for development (tightly
coupled to time management)
• You may use traditional cost management for
other aspects of estimating
• Yesterday’s weather…
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 8:
Project Quality Management
• Uncertainty and complexity make quality
management critical on software projects
• Tight collaboration between SQA, SQC, and software
development help improve quality
• Late testing of functionality and fit of software is a
major cause of lack of predictability
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 8:
Project Quality Management
• Regardless of lifecycle frequent, collaborative, cross
functional testing is preferred over late, functionally
separate testing
• Collaborative Teams on adaptive projects, in addition to
regression testing will incorporate testers into the delivery
team and emphasize delivering working tested remediated
code increments frequently
• Modern software practices allow for significant automation
of many types of testing – making SQA involvement in
planning a critical component of success
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 9:
Project Human Resource Management
• Software project team members often possess
technical skills and domain knowledge superior
to those of their project managers.
• Collaboration between team members is
particularly important on software projects.
• Managing Software project teams can require a
facilitative and empowering approach.
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 10:
Project Communications Management
• On predictive adaptive and adaptive projects –
more frequent communication is required
• Effective use of Information Radiators
• Frequent cadence of planning and coordinating
meeting
• When teams are distributed, or not dedicated, or
not stable then communications become much
harder to manage effectively
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 11:
Project Risk Management
• Technical, Safety, Security, Team, Schedule, Cost,
Stakeholder Risks
• One complex software projects these risks can have
a bigger impact on the ability to deliver on time and
on budget than the scope, cost, and time estimates
• For the most part, project management isn’t the
expert in the risks
• Integrate Risk Analysis, Planning, and Control into
the planning and coordination cadences of the project
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©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 12:
Project Procurement Management
• Build versus Buy
• Total Cost: Cost to buy and cost to integrate and
cost to maintain
• Cost of Quality
• Mitigate vendor risk with source code escrow
• Impact of procurement on adaptive projects –
can limit the adaptability of the organization
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Chapter 13:
Stakeholder Management
• Adaptive projects put a higher burden on
stakeholder management
• Milestones and demos can be scheduled for
frequent feedback
• Leverage information radiators
• Allows for feature identification, prioritization and
sequencing to be influenced by stakeholders to
maximize value
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Summary
The processes in the PMBOK® Guide require tailoring to each
specific situation, informed by…
• The nature of the work (predictive to adaptive),
• The organizational make up (dedicated, collaborative, colocated
and stable vs non-dedicated, functional, distributed, interim
team),
• The desired planning horizon of management.
The Software Extension can help guide discussions based on good
practices around how to manage software projects based on these
different circumstances
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Questions?
Comments?
“PMI” is a registered trade and service mark of the Project Management Institute, Inc.
©2012 Permission is granted to PMI for PMI® Marketplace use only.
Contact Information
Dennis Stevens
dennis@leadingagile.com
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