copyright © 1995-2014, dennis j. fraileyindustry view 1 swx the software extension to the pmbok ®...

Copyright © 1995-2014, Dennis J. Frailey

Industry View

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SWX The Software Extension

to the PMBOK® Guide(The Guide to the Project

Management Body of Knowledge)Dennis J. Frailey

(Retired) Principal Fellow, Raytheon CompanyAdjunct Professor of Computer Science, SMU

[email protected]

Richard E. FairleyPrincipal Associate

Software Systems Engineering Associates (S2EA)[email protected]

2Copyright © 1995-2014, Dennis J. Frailey

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Presentation Agenda

Why a Software Extension to the PMBOK® Guide (SWX)?

Intended Audiences

Development of SWX

Overview of the PMBOK® Guide

Structure and Content of SWX

Current Status of SWX


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The SWX Project

SWX was developed as a collaborative effort between PMI and the IEEE Computer Society

Ten members of the SWX team– 5 from each organization

Team leader/PM: Dick Fairley, IEEE CS– also designated Computer Society delegate to

PMI The first collaborative effort for both

organizations


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SWX Team Members

Computer Society PMI

Dick Fairley Dennis Stevens

Ken Nidiffer Jesse Fewell

Annette Reilly Mike Griffiths

Richard Turner Krupakar Reddy

Chuck Walrad Cindy Shelton

SWX Project Team Members


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Why a SW Extension to PMBOK® Guide? (IEEE-CS Perspective)

Perceptions of various people on the IEEE-CS Professional Activities Board

– The PMBOK® Guide does not address many issues that are highly relevant to software engineering, systems engineering and IT professionals Because the PMBOK®Guide focuses on more

general management issues

– Even highly skilled project managers often flounder when managing software projects Because managers often don’t understand

software or its practitioners very well

– The PMBOK® Guide and PMI are highly respected in the program management community So PMI offers a good way to reach project managers


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Why a SW Extention to PMBOK® Guide? (PMI Perspective)

There were several indicators:– The PMBOK® guide is a general document

intended as a guide for any manager To address more specific situations, the PMBOK ®

Guide has been extended in various areas:– Construction Projects– Government Projects

– A recent PMI survey of its 400,000+ members indicated that more than half of the responders have IT related job functions And many software projects use more iterative

approaches than the PMBOK® Guide describes So a software management extension seems to

make a lot of sense


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Other Considerations

Software is intangible– So it lends itself to a greater variety of

development approaches than physical products

– Synchronization of software development and physical artifact development is often tricky

Traditional management methods must often be tailored for software projects

– The SWX teaches how to tailor traditional methods for unique aspects of software.


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Fred Brooks’ Perspective

Fred Brooks on managing software projects:

“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; pp. x. Quote is from the 1975 edition of the book.


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The Approach


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NOTE The SWEBOK® Guide, SWX, and the

PMBOK® Guide are guides to the bodies of knowledge, not the full bodies of knowledge– they include commonly accepted good

practices– but do not attempt to cover every possible

situation

The PMBOK® Guide is about 500 pages in length– SWX is about 220 pages


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SWX Timeline 2010

– Proposal from IEEE-CS and negotiations between PMI and IEEE-CS

2011-12– Draft SWX was developed

2013 – 1H– SME reviews by 27 invited reviewers– ~ 700 comments received and

adjudicated 2013 – 2H

– Public review by ~ 200 reviewers– ~ 1900 comments received and

adjudicated End of 2013 - released


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SWX Intended AudiencesThe audience for SWX includes, but is not

limited to: Traditional project managers Software project managers Software team leaders and developers Infrastructure professionals IT CIOs, enterprise architects, solution developers, and

service providers, Human Resource personnel Other stakeholders who affect, or are affected by IT and

software projects and software products

Many PMI, AITP and IEEE-CS members fit this audience profile.

Many PMI, AITP and IEEE-CS members fit this audience profile.


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The PMBOK® Guide – Fifth Edition

The PMBOK® Guide includes – 5 process groups– 10 knowledge areas (KAs)– 47 processes within the KAs


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The PMBOK® Guide 10 KAs

Chapter 1: IntroductionChapter 2: Project Life Cycle and OrganizationChapter 3: Project Management ProcessesChapter 4: Project Integration ManagementChapter 5: Project Scope ManagementChapter 6: Project Time ManagementChapter 7: Project Cost ManagementChapter 8: Project Quality ManagementChapter 9: Project Human Resource ManagementChapter 10: Project Communications ManagementChapter 11: Project Risk ManagementChapter 12: Project Procurement ManagementChapter 13: Project Stakeholder Management


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A Typical KA Breakdown in PMBOK and SWX


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The PMBOK® Guide – Changes in the Fifth

Edition

Two major changes from the Fourth Edition

1.Inclusion of a life cycle continuum statement“Project life cycles can be described as falling somewhere in a continuum from predictive or plan-driven approaches at one end to adaptive or change-driven approaches at the other.”

2.Addition of Chapter 13–Ch. 13: Project Stakeholder Management–9 KAs in version 4; 10 KAs in version 5


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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


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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., 2.4.2.4 Adaptive Software Project Life Cycles


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The SWX Life Cycle Continuum

Highly Predictive

Highly Adaptive

Predictive Adaptive

• Requirements are specified during initiation and planning

• Risk and cost are managed by detailed planning based on in-depth analysis of requirements and constraints prior to development• Key stakeholders are involved at scheduled milestones

• Requirements are elaborated at periodic intervals during software development• Risk and cost are managed by progressively detailed planning based on timely specification of requirements and constraints during development• Key stakeholders are involved at specified intervals

• Requirements are elaborated at frequent intervals during software development• Risk and cost are managed as requirements and constraints emerge• Key stakeholders are continuously involved


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Predictive: – suitable when requirements can be initially defined

in detail Predictive-Adaptive:

– suitable when incremental demonstrations of working software and adjustments to requirements, schedule, and resources are desired

Adaptive: – involves short iterations and frequent

demonstrations Highly adaptive:

– the customer controls product and project scope


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A Note

The SWX life cycle continuum is not a thin straight line

– it is multi-dimensional to accommodate tailoring of the 10 KAs Project Time Management Project Cost Management Project Quality Management and so forth

– tools and techniques for software development and project management must be tailored and adapted for different software project life cycles in the continuum


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“Integration”A Clarification (1 of 2)

Section 1.3 of the PMBOK® Guide:

“Project management is accomplished through the appropriate application and integration of the 47 logically grouped project management processes comprising five Process Groups. These five Process Groups are:

o Initiating,o Planning,o Executing,o Monitoring and Controlling, ando Closing.”


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Section 2.1.2 of the SWEBOK® Guide

“Integration testing is the process of verifying the interactions among software components.”

-------------<>-------------

SWX Clarification: “integration” as used in the PMBOK® Guide refers to integration of the management functions. It should not be confused with software component integration or integration testing, as commonly understood in software engineering.

“Integration”A Clarification (2 of 2)


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The Five PMI Project Management Process Groups

The PMBOK® Guide: the five process groups are applied to overall projects and to each of the 47 processes used in a project

SWX: the five process groups are often overlapped, interleaved, and iterated in various ways for software and IT projects


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Predictive Lifecycles


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A Highly Predictive Life Cycle(an example)

AnalyzeAnalyze

ArchitectArchitect

DesignDesign

ConstructConstruct

IntegrateIntegrate

TestTest

time


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Highly Predictive SWX Projects

Requirements are specified during initiation and planning

Risk and cost are managed based on detailed planning and in-depth analysis of requirements and constraints prior to development

Key stakeholders are involved at scheduled milestones


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Managing Highly Predictive SWX Projects

Many of the 47 processes in the PMBOK® Guide can be directly applied to management of IT and software projects

Some are modified in SWX– For example, 7.4.2.1 Earned Value

Management EVM requires objective evidence of progress in

order to be effective This is easier to do during construction and

testing but harder during requirements and design


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Predictive-Adaptive Lifecycles


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A Predictive – AdaptiveLife Cycle (an example)

DemoWorking Product

V1

DemoWorking Product

V1

DemoWorking Product

V1+2

DemoWorking Product

V1+2

DemoWorking Product

V1+2+3+4

DemoWorking Product

V1+2+3+4

DemoWorking ProductV1+2+3

DemoWorking ProductV1+2+3

TestTestDesign

Construct &

Integrate

Design Construct

&Integrate

TestTest

TestTest

TestTest

FeatureSet 1

Design Construct

&Integrate

Design Construct

&Integrate

Design Construct

&Integrate

Design Construct

&Integrate

Design Construct

&Integrate

Design Construct

&Integrate

time

FeatureSet 2

FeatureSet 3

FeatureSet 4

AnalyzeAnalyze

ArchitectArchitect


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Incremental vs Iterative--

A Clarification Section 2.4.2.3 of the PMBOK® Guide :

“Most life cycles develop the product both iteratively and incrementally.”

Section 2.4.2.3 of SWX clarifies the distinction between iterations and increments– software increments can be developed without

iteration– some iterative cycles may not produce software


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Predictive-Adaptive SWX Continuum

Requirements can elaborated at periodic intervals during software development

Risk and cost are managed by progressively detailed planning – based on timely updating of requirements and

constraints during development Key stakeholders are involved at

specified intervals– each interval concludes with a demonstration of

working, deliverable software


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Predictive-Adaptive Positioning

The position of a Predictive-Adaptive PM Life Cycle within the middle range of the life cycle continuum is determined by how requirements are managed– rigorous RM to the left side of the continuum

change requests, CCBs, detailed impact analysis

– flexible RM to the right side of the continuum informal discussions with key stakeholders


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Managing Predictive-Adaptive Projects

Predictive phases tend to be end-to-end– incremental phases may last a few weeks to a few

months Adaptive phases tend to be overlapped

– depending on availability of resources– and the risk of working too far ahead on a

subsequent overlapped increment– incremental phases tend to last one month or less

In all cases, demonstrations of working software provide tangible evidence of progress (or not)


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Adaptive Lifecycles


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Adaptive Iterations

select next feature(s)select next feature(s)

specify requirement(s)

specify requirement(s)

preparetest casesprepare

test cases

add code for new features, test, refactor

add code for new features, test, refactor

demonstrate

capabilities

demonstrate

capabilities

frequent iterations

& daily stand-

ups

frequent iterations

& daily stand-

ups

periodicstakeholder

demonstrations

Teammembers

IterationFeature

Set


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Adaptive vs Agile Software Development

The term “agile” is not used in SWX– other than to explain why it is not used

“Agile” is an overloaded term– The term “agile” has been used in so many different

ways to mean so many different things that it is hard to know exactly what the term means.

– Sometimes it is little more than a catch-word for “hacking”

Instead, the SWX uses the term “Adaptive”– This represents a continuum of possible

approaches, each of which utilizes various attributes of agility.

– See continuum slide.


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How “Adaptive” is Used in SWX

Various attributes of agility are presented

And the influences of agility are described for each KA

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


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Some Attributes of Adaptive PM Life Cycles (1)

Project and product scope are initially defined

Requirements, design, and code emerge as the project evolves

After startup, each iterative cycle produces working deliverable software

The duration of each iterative cycle varies from daily to weekly to monthly

A representative customer or user is continually involved


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Some Attributes of Adaptive PM Life Cycles (2)

Customer involvement may occur on a daily basis

– or during periodic demonstrations of working, deliverable software on a weekly, biweekly, or monthly basis

Documentation of requirements, design, test plans, and other project artifacts is tailored

– to meet the needs of stakeholders; both present and future

Small development teams (e.g., 10 or fewer members) have all team members assigned to one project at a time

Large projects include multiple small, adaptive teams


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Adaptive SWX PM Life Cycles

Requirements can be elaborated at frequent intervals during software development

Risk and cost are managed as requirements and constraints emerge

Key stakeholders are continuously involved


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Tracking Progress for an Adaptive Software Development

Adaptive software projects often practice “time boxing” with fixed resources

Time-boxing: each iterative cycle is of the same duration

Fixed resources: team members stay together– and are assigned full-time to one project at a time

The “constrained variable” is then the amount of work (i.e., number of tasks) that can be completed per iteration


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A Burndown Chart for a Single Iteration

Planned Tasks Remaining

Actual Tasks Remaining

Iteration Timeline in Days

Nu

mb

er

of

Tasks


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Highly Adaptive Lifecycles


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A Highly Adaptive PM Life Cycle

team hearscustomer

story

team hearscustomer

story

team discusses

options with customer

team discusses

options with customer

team writestest cases

team writestest cases

team adds code for new

features, tests, and refactors

team adds code for new

features, tests, and refactors

team demonstrates capabilities

team demonstrates capabilities

dailyiterations

dailyiterations

potential product delivery

customer


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Attributes of Adaptive and Highly Adaptive Software Development

Adaptive Software Development

Highly Adaptive Software Development

Team members “in the loop” Customer “in the loop”

Daily stand-up meetings and frequent internal demos

Daily or multi-day demos

Team selects feature or features for the next iteration

Customer supplies story for the next iteration

Team accepts or revises added features

Customer accepts, requests revisions, or rejects added features

Software increments available for deliver into user environment at predetermined intervals if desires (1, 2, or 4 weeks)

Software increments available for delivery into user environment at daily or multi-day intervals if desired


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Current Status of SWX

SWX has recently been published– available in hard copy and downloadable– see

http://marketplace.pmi.org/Pages/ProductDetail.aspx?GMProduct=00101457501

– Or go to PMI product site and search for “software extension”

Training courses are under consideration by a PMI – Computer Society team

– overview course– detailed courses

One or more certification programs are being discussed


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Questions?


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Highly Predictive

Highly Adaptive

Predictive Adaptive

• Requirements are specified during initiation and planning

• Risk and cost are managed by detailed planning based on in-depth analysis of requirements and constraints prior to development• Key stakeholders are involved at scheduled milestones

• Requirements are elaborated at periodic intervals during software development• Risk and cost are managed by progressively detailed planning based on timely specification of requirements and constraints during development• Key stakeholders are involved at specified intervals

• Requirements are elaborated at frequent intervals during software development• Risk and cost are managed as requirements and constraints emerge• Key stakeholders are continuously involved

copyright © 1995-2014, dennis j. fraileyindustry view 1 swx the software extension to the pmbok ®...

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