Integrating Software Project Management PMBOK Guide to CMMI and Back

Transcription

1 Integrating Software Project Management PMBOK Guide to CMMI and Back PMI Region Symposium Jonathan D. Addelston UpStartSystems Systems, LLC Reston, Virginia JDAddelston@UpStartSystems.com UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Revised 04/07/2008 1

2 PM Workshop Topics? Coverage? Applicability? (for Software PM) CMMI vs. / and PMBOK? Understandability? Utility? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 2

3 Workshop Agenda To Be Adjusted based on Feedback Order, Emphasis, Break Timing and Length Discussion 08:30 09:30 AM Frameworks, Project Organization, and Organization 09:45 10:45 AM PM Processes 11:00 12:01 PM PM Integration and Scope 01:00 02:00 PM Time and Cost Management 02:30 03:30 PM Quality, Human Resources, and Communications 03:45 04:30 PM Risk, Procurement and Wrap Up UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 3

4 Project Management (PM) Context A temporary endeavor undertaken to create a i d i l i progressive elaboration. Project unique product, service, or result, using Program A group of related projects managed in a coordinatedway to obtain benefits andcontrol not available from managing them individually. Portfolio Subproject Project Management Office (PMO) A collection of projects or programs and other work that are groupedtogether to facilitate effective management to meet strategic business objectives. A smaller portion of the overall project created when a project is subdivided into more manageable components or pieces. An organizational unit to centralize and coordinate the management of projects under its domain. UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section 1. and Glossary 4

5 Progressive Elaboration and Scope (An overlooked project characteristic related to temporary and unique. ) Progressive Elaboration Developing in steps Continuing by increments Not necessarily cyclical, iterative development Scope Products, services, and results to be provided by a project Project scope: the work to be performed Scope Changes Any change, usually requiring cost and/or schedule change (and reverse) Scope Creep Adding project scope (features / functions) without addressing effects on schedule (time), cost, and resources, or without customer approval Complete view of scope creep? Are the others complete? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide, Sections 1.2, 5.5, Glossary 5

6 PMBOK Guide PM Knowledge Areas UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Revised 04/07/2008 6

7 PM Knowledge Areas Integration Scope Time Cost Quality Human Resources Communications Risk Procurement UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 7

8 Project Team Expertise UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 8

9 CMMI Process Areas Categories Process Management Project Management Engineering i Support UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management CMMI Second Edition, Inside Cover 9

10 CMMI Process Areas Project Management Project Planning Project Monitoring and Control Supplier Agreement Management Integrated Project Management + IPPD Risk Management Quantitative Project Management Support Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution Process Management Organizational Process Focus Organizational Process Definition + IPPD Organizational Training Organizational Process Performance Organizational Innovation and Deployment Engineering Requirements Management Requirements Development Technical Solution Product Integration Verification Validation UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management CMMI Second Edition, Inside Cover 10

11 CMMI Representations UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 11

12 CMMI Process Area Structure UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 12

13 Process Area Generic Goals Establish a Defined Process Collect Improvement Information Achieve Specific Goals Perform Specific Practices Institutionalize a Managed Process Establish an Org. Policy Plan the Process Provide Resources Assign Responsibility Train People Identify and Involve Relevant Stakeholders Monitor and Control the Process Objectively Evaluate Adherence Review Status with Higher Level el Management Institutionalize a Defined Process Institutionalize a Quantitatively Managed dprocess Establish Quantitative Objectives for the Process Stabilize Subprocess Performance Institutionalize an Optimizing Process Ensure Continuous Process Improvement Correct Root Causes of Problems UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management CMMI Second Edition Part Two 13

14 Project Life Cycle UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 14

15 CMMI on Lifecycle CMMI is purposefully neutral and, consequently, nearly silent on project lifecycle. Innovative Changes Practices Cover Process Assets include Models w/ or w/o OSSP OSSP Org. s Standard Set of Processes Defects by Phase Processes Form Integrated Coherent Lifecycle Cost Analysis ayss CMUses for Config. Item Identification and Control Levels UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 15

16 Product and Project Life Cycle What does the CMMI say about life cycles? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 16

17 Stakeholders UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 17

18 Organizational Structure What kind of organization do you have? Why do you have it that way? Functional Performance It works Matrix Project History Precedence Always has been Corporate rules UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 18

19 Structure Influence on Projects UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 19

20 Functional Organization Project Coordination Chief Executive Functional Functional Functional Manager Manager Manager Staff Staff Staff Staff Staff Staff Olive Staff Staff Staff Staff engaged In project activities PMBOK Guide, Figure 2 7 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 20

21 Projectized Organization Project Coordination Chief Executive Project Project Project Manager Manager Manager Staff Staff Staff Staff Staff Staff Olive Staff Staff Staff Staff engaged In project activities PMBOK Guide, Figure 2 8 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 21

22 Weak Matrix Organization Chief Executive Functional Manager Functional Manager Functional Manager Staff Staff Staff Project Coordination Staff Staff Staff Staff Staff Staff Olive Staff engaged In project activities PMBOK Guide, Figure 2 9 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 22

23 Balanced Matrix Organization Chief Executive Functional Manager Functional Manager Functional Manager Staff Staff Staff Project Coordination Staff Staff Staff Project Manager Staff Staff Olive Staff engaged In project activities PMBOK Guide, Figure 2 10 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 23

24 Strong Matrix Organization Chief Executive Manager of Project Managers Functional Manager Functional Manager Functional Manager Project Manager Staff Staff Staff Project Manager Staff Staff Staff Project Manager Staff Staff Staff Olive Staff engaged In project activities Project Coordination PMBOK Guide, Figure 2 11 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 24

25 Composite Organization Chief Executive Manager of Project Managers Functional Manager Functional Manager Functional Manager Project Manager Staff Staff Staff Project Manager Staff Staff Staff Project Manager Staff Staff Staff Olive Staff engaged In project activities Project A Coordination PMBOK Guide, Figure 2 12 Project B Coordination UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 25

26 What Project Organization Do You Use? Project Manager PMO PPQA/CM Development Test / Verification / Validation / Documentation / Training UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 26

27 Software Project with Usability bl Emphasis Customer Team Product Manager Usability Engineering /Accessibility Team as Accessibility Mediator & Facilitator Product Vision Development Team Project Manager Feature Identification Customers and Users Feature Priority Requirements Conversation / Negotiation Developers Acceptance Integrating Accessibility into the Spiral Model of the Software Development Life Cycle, Addelston and O Connell, based on Highsmith, 2004 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 27

28 Project Boundaries UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 28

29 Project Management Categories PMBOK Guide Process Groups CMMI Process Areas Initiating Project Planning Planning Executing Monitoring and Controlling Supplier Agreement Management Integrated Project Mgt. + IPPD Risk Management Quantitative ProjectManagement Closing Project Monitoring and Control Based on PMBOK Guide, Chapter 3 CMMI Second Edition, Inside Cover UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 29

30 CMMI Sidebar What is IPPD? Integrated dproduct and Process Development IPPD approach that includes practices that help organizations achieve the timely collaboration of relevant stakeholders throughout the life of the product to satisfy customers needs, expectations, and requirements [DoD 1996]. When using processes that support an IPPD approach, you should integrate these processes with other processes in the organization. To support those using IPPD related processes, the CMMI for Development constellation allows organizations to optionally select the IPPD group of additions. UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management CMMI Second Edition, Inside Cover 30

31 Process Group Interaction Summary UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 31

32 Shewhart / Deming Cycle UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Based on PMBOK Guide, Figure

33 PM Process Groups and PDCA Planning Processes Initiating Processes Closing Processes Executing Processes Monitoring and Controlling Processes UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 33

34 Initiating Process Group Inputs Project Initiator or Sponsor Organization Process Assets Enterprise Environmental Factors (EEF) Statement of Work or Contract Policies, Procedures, Standards, and Guidelines Defined Processes Historical Information E.g., Metrics and Examples Lessons Learned E.g., Pending Process Improvements Organization s Culture Project Management Information System Human Resource Pool Based on PMBOK Guide, Figure 3 4 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 34

35 Output of Initiating UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 35

36 Output of Planning UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 36

37 Schedule or Plan? Tasks Milestones Reviews Events Dependencies Duration Resources Scope Customer Identification Success Criteria Organization Staffing Goals Plan Integration Budget Descriptions UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 37

38 Additions in IEEE Software Project Management Plan Part 1 Overview References Summary Purpose, Scope, Objectives Assumptions and Constraints Project Deliverables Evolution of Software Project Management Plan complete list of all documents and other sources of information Definitions Terms and Acronyms Project Organization External Interfaces Internal Organization Roles and Responsibilities UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Based on IEEE Std

39 Additions in IEEE Software Project Management Plan Part 2 Managerial Process Plans Technical Process Supporting Process Plans Start up Plan Estimation Plan Staffing Plan including acquisition Staff Training Plan Budget Allocation Control Plan Requirements, Schedule, Budget Reporting Plan Metrics Process Model Methods, Tools, and Techniques Infrastructure Plan Product Acceptance Plan Testing > Verification and Validation Plan Reviews and Audits Plan (in QA / CM Plan?) Problem Resolution Subcontractor Management Plan UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Based on IEEE Std

40 Executing and Monitoring and Control UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 40

41 Worry, Fear, Frustration, Sadness, and Anger Manifesto for Agile Software Development (for Contrast) We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: Individuals and interactions over processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan That is, while there is value in the items on the right, we value the items on the left more. Kent Beck Mike Beedle Arie van Bennekum Alistair Cockburn Ward Cunningham Martin Fowler James Grenning Jim Highsmith Andrew Hunt Ron Jeffries Jon Kern Brian Marick Robert C. Martin Steve Mellor Ken Schwaber Jeff Sutherland Dave Thomas 2001, the above authors this declaration may be freely copied in any form, but only in its entirety through this notice. UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 41

42 Monitoring and Control and Closing UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 42

43 CMMI PM Process Areas PP Project Planning Quantitative Project Management QPM PMC Project Management and Control Project Management Risk Management RSKM SAM Supplier Agreement Management IPM (+IPPD) Integrated Project Management + IPPD UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 43

44 Basic PM Process Area Interaction UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 44

45 Advanced PM Process Area Interaction UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 45

46 IPM + IPPD and Eng and Support UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 46

47 CMMI PM Process Categories Process Mgt. Process Focus Process Definition + IPPD Training Process Performance Innovation and Deployment Project Mgt. Planning Monitoring and Control Integrated Project Management + IPPD Quantitative PM Supplier Agreement Management Risk Management Engineering Requirements Management Requirements Development Technical Solution Product Integration Verification Validation Support Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Causal Analysis and Resolution UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 47

48 CMMI Processes and Roles UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 48

49 PM Process Area Implicit Roles UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 49

50 Process Template UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 50

51 Project Integration Management Develop Project Charter Develop Preliminary Project Scope Statement Develop Project Management Plan (PMP) Direct and Manage Project Execution Monitor and Control Project Work Integrated Change Control Close Project UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide, Figure

52 Initiating Process Group Where does a business case fit in? When is a cost/benefit analysis best done? What about analysis of alternatives? Is this project the best solution? Inputs ProjectCharter Preliminary Project Scope Contract(?) Statement of Work (SOW) EEF Organizational Process Assets (aka OSSP) Identifies Project Manager Assumptions Constraints Approval and Funding are External to Project Boundaries Project Requirements Deliverable Requirements Project Boundaries Acceptance Methods High level Scope Control UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide, Section

53 PM Knowledge Areas Integration Scope Time Cost Quality Human Resources Communications Risk Procurement UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide, Section III 53

54 Major Project Documents Project Project Scope Project Management Charter Statement Plan (PMP) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide, Figure III 2 54

55 Project Management Plan (PMP) Scope Schedule Cost Quality Staffing Communication CMMI: Quality Assurance Configuration Management Verification andvalidation See IEEE Plan Template Risk Procurement UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide, Figure III 2 55

56 Project Integration Management UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 56

57 Develop Project Charter Motivation Which of these apply to Software Projects? What is the CMMI Point of View? Market Demand Business Need (Business Rules) Customer Request Technological Advance Legal Requirement (Laws, Regulations, and Policies) Social Need UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

58 Develop Preliminary Project Scope Statement Benefits Project Definition Project Controls Product Project Objectives Product Objectives Boundaries Requirements Deliverables Assumptions Internal Organization Risks Milestones and WBS Cost Estimate Constraints Milestones WBS Cost Estimate Support (CM) Approval Requirements Characteristics ( ilities?) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

59 Develop Project Management Plan My Categories Obvious Product Description Project Organization Products and Deliverables Project WBS and Schedule Primary Processes and Interdependencies from OSSP Level of Process Implementation PM Tools and Techniques Secondary How work will be executed How work will be monitored and controlled Selected project life cycle Key management reviews UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

60 CMMI Project Planning Specific Practices Establish Develop a Project Obtain Estimates Plan Commitment to Budget and Schedule the Plan Estimate Scope Estimate Work Products and Tasks Define Project Life Ccle Cycle Estimate Effort and Cost Project Risks Data Management Project Resources Knowledge and Skills Stakeholder Involvement Establish Project Plan Review Plans that Affect the Project Reconcile Work and Resource Levels Obtain Plan Commitment UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management CMMI Project Planning Chapter 60

61 CMMI Project Monitoring and Control Specific Practices Monitor Project Monitor Project Manage Against Plan 1 Against Plan 2 Corrective Action Conduct to Closure Monitor Project tplanning Parameters Commitments Project Risks Data Mgt. Stakeholder Involvement Progress Reviews Milestone Reviews Analyze Issues Take Corrective Action Manage Corrective Action UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management CMMI Project Monitoring and Control Chapter 61

62 CMMI Integrated Project Management Specific Practices Use the Project s Defined Processes Establish the Project s Defined Processes Use OSSP for Planning Project Establish Work Environment Integrate Plans Manage Project using Plans Contribute to OSSP Coordinate and Collaborate with Relevant Stakeholders Manage Stakeholder Involvement Manage Dependencies Resolve Coordination Issues Apply IPPD Principles Establish EtblihProject s Shared Vision Establish Integrated Team Structure Allocate Requirements to Integrated Teams Establish Integrated Teams Ensure Collaboration among Interfacing Teams UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management CMMI Integrated PM Chapter 62

63 CMMI Quantitative Project Management Specific Practices Quantitatively Manage Project Establish Project Objectives Compose the Defined Process Select Subprocesses that will be statistically managed Manage Project Performance Statistically Manage Subprocess Performance Select Measures and Analytic Techniques Apply Statistical Methods to Understand Variation Monitor Selected Subprocess Performance Record Statistical Management Data UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management CMMI Quantitative PM Chapter 63

64 Special Meanings for General Verbs Where do you build products and manage risks? Direct and Manage Project Execution Perform Ati Actions Expend Effort Spend Funds Sl Select tsuppliers (of all sorts) t) Monitor and Control Project Work Collect Data Compare Results to Plan Assess Performance Determine if Corrective Action is Needed Where do you take corrective action? Where do you provide forecasts? What kind? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section 4.4,

65 Integrated Change Control Equivalent to CMMI Configuration Management Change Control Identify Changes Avoid Bypass Change Review and Approval Regulate Flow Maintain Baselines Review and Approve Corrective and Preventive Actions Update PM Controls, as needed Record Change Impact Verify / Validate Defect Repair Control Product Quality to Standards (?) Configuration Management Configuration Identification Configuration Status Accounting Configuration Verification and Auditing What is a project baseline? A Software Baseline? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

66 CMMI Configuration Management CM Goals and Specific Practices Establish Baselines Identify Configuration Items Establish Configuration Management System Create Release Baselines Track and Control Changes Track Change Requests Control Configuration Items Establish Integrity Establish Configuration Management Records Perform Configuration Audits Configuration Management Configuration Identification Configuration Status Accounting Configuration Verification and Auditing What is a project baseline? A Software Baseline? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

67 Close Project Process Assets Close Records Maintenance? Formal Acceptance Documentations Project Files Project Closure Documents Historical Information Measurement Data Contracts Costs Budget Commitments and Allocations Project Resource Assignments People Equipment Tools Latent Defects Known Omissions Product Roll Out Post Project UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

68 Project Scope Management Scope Scope Create Planning Definition WBS Scope Verification Scope Control UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Figure

69 Scope Management UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 69

70 Scope Planning Project Scope Management Plan How Project Scope will be: Defined Documented Verified Managed Controlled Plan Contains Process for: Development of detailed scope from preliminary scope WBS development, maintenance, and approval Deliverable verification and acceptance Change Request processing, based on dtild detailed scope UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

71 Scope Definition How do these apply to your software projects? Inputs Organizational Process Assets (OSSP) Project Charter Prelim. Project tscope Approved Change Requests Tools and Techniques Product Analysis Alternatives Identification Expert Judgment Stakeholder Analysis Outputs Project Scope Statement Requested Changes Project tscope Management Plan (updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

72 Project Scope Statement When and how do you learn about the constraints? General Technical Managerial Objectives Scope Description Project Boundaries Deliverables Approval Requirements Project Requirements Product Acceptance Criteria Project Configuration Management Requirements Project Specifications Constraints Assumptions Initial Project Organization Initial Defined Risks Schedule Milestones Fund Limitation Cost Estimate UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

73 Create WBS 1 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

74 Create WBS 2 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

75 Create WBS 3 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

76 Scope Verification Deliver the scope, the whole scope, and nothing but the scope Inputs Project Scope Statement WBS Dictionary Project Scope Management Plan Deliverables Tools and Techniques Inspection Outputs Accepted Deliverables Requested Changes Recommended Corrective Actions UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

77 Scope Control Why are approved change requests INPUTS and requested changes OUTPUTS using the Change Management System??? Is this backwards??? Inputs Project tscope Statementt t Work Breakdown Structure WBS Dictionary Project Scope Management Plan Performance Reports Approved Change Requests Work Performance Information Tools and Techniques Change Control lsystem Variance Analysis Replanning Configuration Management System Outputs Project tscope Statement t t (updates) WBS(updates) WBS Dictionary (updates) Scope ScopeBaseline (updates) Requested Changes Recommended Corrective Action OSSP Updates PMP(Updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

78 Project Time Management Activity Definition Activity Duration Estimating Activity Sequencing Schedule Development Activity Resource Estimating Schedule Control UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Figure

79 Time Management 1 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Figure

80 Time Management 2 UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Figure

81 Activity Definition How does the OSSP influence Activity Definition? Inputs EEF OSSP Project Scope Management WBS WBS Dictionary PMP Tools and Techniques Decomposition Templates Rolling Wave Planning Expert Judgment Planning Component Outputs Activity List Activity Attributes Milestones List Requested Changes UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

82 Activity List and Attributes List Comprehensive Only in scope Identifier plus scope description for participants i t Used in schedule model Part of PMP Not WBS Components Attributes Extended from Activity List Multiple Attributes per Activity List Entry Add activity it codes, predecessors, successors, logical relationships, leads and lags, resource requirements, imposed dates, constraints, and assumptions UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

83 Rolling Wave Planning Start WBS Horizon Plan May begin with just milestones filled in WBS and WBS Dictionary evolve with scope Form of progressive elaboration Near term tasks are more detailed d Using more detailed WBS components Detailed plans extend 1 2 reporting periods Status reports require schedule details UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

84 Activity Sequencing How do your planning tools affect / constrain Activity Sequencing? Inputs Tools and Techniques Outputs Project Scope Statement Activity List Activity Attributes Milestone List Approved Change Requests Precedence Diagramming Method (PDM) Schedule Network Templates Dependency Determination Applying Leads and Lags Project Schedule Network Diagrams Activity List (Updates) Activity Attributes (Updates) Requested Changes UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

85 Precedence Diagram UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Revised 04/07/

86 Arrow Diagram UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Revised 04/07/

87 Activity Resource Estimating Do you find anything curious about what the PMBOK Guide says? Inputs Tools and Techniques Outputs EEF OSSP Activity List Activity ii Attributes Resource Availability PMP Expert Judgment Alternatives Analysis Published Estimating Data Project Management Software Bottom up Estimating Activity Resource Requirements Activity List (Updates) Activity i Attributes (Updates) Resource Breakdown Structure Resource Calendar Cl (Updates) Requested Changes UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

88 Activity Duration Estimating Inputs EEF OSSP Project Scope Activity List Activity Attributes Activity Resource Requirements Resource Calendar Risk Register Activity Cost Estimates Tools and Techniques Expert Judgment Analogous Estimating Parametric Estimating Three Point Estimating Reserve Analysis Outputs Activity Duration Estimates Activity Attributes (Updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

89 Schedule Development Techniques The Inputs and Outputs are very detailed in PMBOK Guide. Schedule Network Analysis Critical Path Method Schedule Compression Crashing (Cost), Fast Tracking (Parallel), Death March What if? Schedule Analysis Resource Leveling Critical Chain How can you use statistical data, if you use each technique? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

90 Schedule Development Outputs UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 90

91 Schedule Control Concerns Are these consistent with your software project experience? Do you usually have a living schedule? Or is it a zombie? Determining current status of the project schedule Influencing factors creating schedule changes Determining that the project schedule has changed Managing the actual project schedule changes as they occur UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

92 Schedule Control Techniques Project Reporting Schedule Change Control System Performance Measurement Variance Analysis Schedule Comparison Bar Charts (Gantt) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

93 Schedule Control Concerns Why should a solo project manager distinguish requests and recommendations from actions? Data Management Work Products Schedule Model Data (Updates) Performance Measurements Requested Changes Recommended Corrective Actions Schedule Baseline (Updates) OSSP Activity List (Updates) Activity Attributes (Updates) PMP(Updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

94 Project Cost Management Cost Eti Estimating Cost Budget Cost Control UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Figure

95 Cost Estimating Techniques Are you stilljustestimatingyour software laborcosts? How? Why? Working? Analytical Techniques Estimation Techniques Analogous Estimating Determine Resource Cost Rates Project Management Software Bottom up Estimating Vendor Bid Analysis Parametric Estimating Reserve Analysis Cost of Quality UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section Revised 04/07/2008

96 Cost Budgeting For your software project, how much choice do you have? Inputs Project Scope WBS WBS Dictionary Activity Cost Estimates Activity Cost Estimate Supporting Detail Project Schedule Resource Calendars Contract Cost Management Plan Tools and Techniques Outputs Cost Baseline Cost Aggregation Project Funding Reserve Analysis Requirements Parametric Estimating Cost Management Plan (Updates) Funding Limit Reconciliation Requested Changes UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

97 Cost Control What are your degrees of freedom? What checks and balances? Inputs Cost Baseline Project Funding Requirements Work Performance Documentation Approved Change Requests PMP Tools and Techniques Cost Change Control System Performance Measurement Analysis Forecasting Project Performance Reviews Project Management Software Variance Management Outputs Cost Estimate (Updates) Cost Baseline (Updates) Performance Measurements Forecasted Completion Requested Changes Recommended Corrective Actions OSSP (Updates) PMP(Updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

98 Project Quality Management There may be no I in team, but t u and i are in Quality! What is the Project Manager s role in Quality? Quality Planning Identify Quality Standards How can they be satisfied? Perform Quality Assurance Perform Quality Control Planned, systematic quality activities to ensure all processes are used to meet ALL requirements Relates to CMMI process quality assurance Which project roles deal with unsatisfactory results? Monitor specific project quality results to determine if they meet quality standards Identify ways to eliminate unsatisfactory results Relates to CMMI product quality assurance UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Based on PMBOK Guide Section

99 CMMI PPQA Process and Product Quality Assurance Objectively Evaluate Processes and Products Processes Work Products and Services Provide Objective Insight Communicate and Ensure Resolution of Noncompliance Issues Establish Records UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management CMMI PPQA Chapter 99

100 Quality Planning Organization Process Assets (OSSP) are Essential Inputs Tools and Techniques Outputs EEF OSSP Project Scope Statementt t PMP Cost Benefit Analysis Benchmarking Design of Experiments Cost of Quality Additional Quality Planning Tools Quality Management Plan Quality Metrics Quality Checklists Process Improvement Plan Quality Baseline PMP(Updates) How do out of scope products and services affect project quality? Pros and Cons? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

101 Design of Experiments How practical is this technique for software projects (your software projects)? Statistical Method Identifies which factors influence specific variables High maturity practice Optimization Products and Services Statistical framework for systematically changing ALL important factors, not just one at a time UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

102 Perform Quality Assurance Tools and Techniques (Process Focus) Quality Planning Tools and Techniques Quality Audits Process Analysis Quality Control Tools and Techniques UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

103 Perform Quality Control Tools and Techniques (Product and Service Focus) Cause and Effect Diagram Control Charts Run Chart (Variation) Scatter Diagram Flowcharting Also, Business Process Modeling Notation (BPMN) Statistical Sampling Inspection Pareto Diagram Defect Repair Review UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

104 Ishikawa Cause and Effect Using Five Whys to get at the Root Causes? Manpower Methods Materials (Requirements) Machinery (Tools) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 104

105 Control Charts Establish upper and lower limits using Statistical ti ti Process Control Sample Formats UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 105

106 Flowcharts Pattern Template UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 106

107 Business Process Management Notation (BPMN) Collaboration UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management BPMN 1.0 Standard 107

108 BPMN Roles in Pools and Swimlanes How well your stakeholders and process participants use complex notations? How do you know? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management BPMN 1.0 Standard 108

109 Pareto Diagram Basedon 80/20 Rule UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 109

110 Project Human Resource Management Human Resource Planning Acquire Project Team Develop Project Team Manage Project Team UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Figure

111 Human Resource Planning What does your software project organization chart contain? Inputs EEF OSSP PMP Activity Resource Requirements Tools and Techniques Organization Charts Position Descriptions Networking Organizational Theory Outputs Roles and Responsibilities Project Organization Charts Staffing Management Plan UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

112 Responsibility Assignment Matrix (RAM using RACI Format) RACI Chart Person Activity Ann Ben Carlos Dina Ed Define A R I I I Design I A R C C Develop I A R C C Test A I I R I Legend: R Responsible A Accountable C Consult I Inform To what extent do you and should you use RAM Charts or equivalents on your software projects? Why? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Figure

113 Acquire Project Team What do you solve skill, experience, and availability problems? Remember, Availability is not a skill, sometimes it indicates value deficiency. Inputs EEF OSSP Roles and Responsibilities Project Organization Charts Staffing Management Plan Tools and Techniques Pre assignment Negotiation Acquisition iti Virtual Teams Outputs Project Staff Assignments Resource Availability Staffing Management Plan (Updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

114 Develop Project Team How accurate is your Resource Availability data? How quickly can it change? Who can pre empt project selections and assignments? Above the PM level? Inputs Tools and Techniques Outputs Project Staff Assignments Staffing Management Plan Resource Availability General Management Skills Training Team building activities Ground Rules Co location (EEF?) Recognition and Rewards Team Performance Assessment Does your organization value Team Development or does it touch and go? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

115 Manage Project Team To what extent does your OSSP link responsibilities to roles? Why might it be an incomplete picture? Seniority, trust, risk,? What if HR recommendations conflict with Technical Recommendations? Inputs OSSP Project Staff Assignments Roles and Responsibilities Project Org. Charts Staffing Mgt. Plan Team Performance Assessment Work Performance Information Performance Reports Tools and Techniques Observation and Conversation Project Performance Appraisal Conflict Management Issue Log Outputs Requested Changes Recommended Corrective Actions Recommended Preventive Actions OSSP (Updates) PMP (Updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

116 Project Communications Management Timely, appropriate, and implicitly accurate Identification (Not Explicit in PMBOK) Communications Planning Performance Reporting Information Distribution Manage Stakeholders Ontology (Missing from Frameworks) Project Document Tree with Precedence (Policy vs. Newsletter), Glossary, Acronyms, Abbreviations, References Collection Distribution Storage Retrieval Ultimate Disposition UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

117 Communications and Document Identification Mandatory Labels Lbl Status Configuration i Useful Project Development Management Information Title In Process, Configuration File Location Date Draft, Item ID Update Point of Contact Complete Author Frequency Approval Status Version Number Defect Log In Review, Version History Location Approved, Clarifications Requested. Rejected, Approved File Name File Type Required Tool Effective Date and Time Period Change Request Log Location Archiving Policy and / or Status UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 117

118 Project Manager s Communications Time Inordinate? Project Team Others? Stakeholders Suppliers Project Manager Sponsor Regulatory Oversight Customers UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 118

119 Communications Model and Noise UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 119

120 Communications Planning Do your software projects plan communications, Nike it (just do it!), or omit it? Inputs EEF OSSP Project Scope Statement PMP Constraints Assumptions Tools and Techniques Communications Requirements Analysis Communications Technology Outputs Communications Management Plan UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

121 Information Distribution Do your software projects plan communications, Nike it (just do it!), or omit it? Should all Project Communications update the OSSP? Inputs Communications Management tplan Tools and Techniques Communications Skills Information Gathering and Retrieval Systems Information Distribution Methods Lessons Learned Records: Distribution Lists, Meeting Attendance, Receipts Outputs OSSP (Updates) Requested Changes UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Section

122 Lessons Learned What is you approach to Lessons Learned? What s the worst Lesson to Learn? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Based on PMBOK Guide, Figure

123 Lessons Learned Outputs Explicit Lessons Learned Database (Update) Knowledge Management System (Update) OSSP (Updates) Business Skills Improvements Overall Product and Service Improvements Risk Management Plan (Updates) Implicit Change Requests Recommended Corrective Actions Recommended Preventive Actions Understanding about Effectiveness of Focus Groups and Unexpected Irony UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Based on PMBOK Guide Section

124 Performance Reporting Reports may be prepared comprehensively or on an exceptional basis. What happens to the sender, the messenger, and the recipient in each case? Inputs Work Performance Information Performance Measurements Forecasted Completion Quality Control Measurements PMP Performance Measurement Baseline Approved Change Requests Deliverables Tools and Techniques Information Presentation Tools Performance Information Gathering, Compilation, and Interpretation Status Review Meetings Time Reporting Systems Cost Reporting Systems Outputs Performance Reports Forecasts Requested Changes Recommended Corrective Actions Recommended Preventive Actions OSSP (Updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Based on PMBOK Guide Section

125 Performance Report Example Planned Earned Cost Performance Index WBS Element Budget Earned Value Actual Cost Cost Variance Schedule Variance Cost Sched Pre Pilot Pil Plan Checklists Curriculum Mid Term Eval Implem Support Manual of Practice Roll Out Plan Totals UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management Based on PMBOK Guide Figure

126 Manage Stakeholders Is this any more than a generalization of Customer Satisfaction? Inputs Tools and Outputs Communications Techniques Management Plan Communications OSSP Methods Issue Logs Resolved Issues Approved Change Requests Approved Corrective Actions OSSP (Updates) PMP(Updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 126 PMBOK Guide Section 10.4

127 Project Risk Management PMBOKProcesses Processes Risk Management Planning Risk Identification Qualitative ti Risk Quantitative Analysis Risk Analysis Risk Response Planning Risk Monitoring and Control CMMISpecific Practices Determine Risk Sources and Categories Establish a Risk Management Strategy Evaluate, Categorize, and Prioritize Risks Determine Risk Parameters Identify Risks Develop Risk Mitigation Plans Implement Risk Mitigation Plans Remember CMMI Generic Practices UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Figure CMMI Risk Management Chapter

128 Risk Management Planning Inputs Tools and Outputs Techniques EEF OSSP Project Scope Statement PMP Planning Meetings and Analysis Risk Management Plan UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 128 PMBOK Guide Section 11 3

129 Risk Breakdown Structure UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 129 PMBOK Guide Figure 11 4

130 Risk Impact Scales for Major Objectives Project Very Low Low Moderate High Very High Objective /05 /.05 /.10 /.20 /.40 /.50 Cost Insignificant Increase < 10% Increase 10 20% Increase 20 40% Increase > 40% Increase Time Insignificant ifi < 5% 5 10% 10 20% > 20% Increase Increase Increase Increase Increase Scope Some decrease Minor areas of Major areas of Scope reduction Quality Project end item is effectively barely scope affected scope affected unacceptable to noticeable sponsor useless Quality degradation barely Only very demanding applications are Quality reduction requires sponsor Quality reduction unacceptable to noticeable affected approval sponsor Project end item is effectively useless This table presents examples of risk impact definitions for four different project objectives. They should be tailored in the Risk Management Process to the individual project (based on the OSSP table and values) and to the organization s risk thresholds (from the OSSP and the customers perspective). Impact definitions can be developed for opportunities in a similar way. Under what conditions are the opportunities worth identifying and measuring this way? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 130 PMBOK Guide Figure 11 5

131 Risk Identification in Risk Register List Responses (Mitigation) Root Causes Risk Identified Causes Uncertain Assumptions Optional during planning (per PMBOK) Why might you not have any response? Duplicates information in List? Risk Categories Updated Risk Categories for Risk Breakdown Structure UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 131 PMBOK Guide Section 11 2

132 Quantitative Risk Analysis List Responses (Mitigation) Root Causes Risk Identified Causes Uncertain Assumptions Optional during planning (per PMBOK) Why might you not have any response? Duplicates information in List? Risk Categories Updated Risk Categories for Risk Breakdown Structure UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 132 PMBOK Guide Section 11 4

133 Risk Response Planning Techniques Negative Risk and Strategies Positive Risk and Opportunity Strategies Universal Strategy Contingent Response Strategy Avoid Dodge, Plan a Way Around Transfer Pass the Buck Mitigate Reduce Probability or Impact Exploit Di Drive toward dadvantage Share With Best Opportunity to Gain Enhance Amplify the Positive Effects Acceptance (Resignation) Since impossible to eliminate negative or ensure positive risks Polar opposite of Ignore Responses to early indicators of problems arising UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 133 PMBOK Guide Section 11 5

134 Risk Monitoring and Control Techniques Risk Reassessment Risk Audits Variance and Trend Analysis Technical Performance Measurement Reserve Analysis Update Risk Register and re evaluate characteristics Examine effectiveness of mitigation and risk responses, from an objective perspective Measurement and Analysis (CMMI) Decision Analysis and Resolution (CMMI) Causal Analysis and Resolution (CMMI) Compare accomplishments to goals Deviations can indicate probability of success Similar to Variance and Trend Analysis Compareestimated effort to counteract risks againstreserve available UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 134 PMBOK Guide Section 11 6

135 Project Procurement Management (Supplier Agreement Management CMMI) PMBOK Processes CMMI Specific Practices Plan Purchases and Acquisitions Plan Contracting Determine Acquisition Type Select Suppliers Request Seller Responses Select Sellers Establish Supplier Agreements Execute the Supplier Agreement Contract Administration Contract Closure Monitor Selected Supplier Processes Transition Products Evaluate Selected Supplier Work Products Remember CMMI Generic Practices UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management PMBOK Guide Figure CMMI Supplier Agreement Management Chapter

136 Plan Purchases and Acquisitions Techniques Make or Buy Analysis Expert Judgment Contract Types Fixed price or lump sum Cost reimbursable (Cost Plus): CPF, CPPC, CPFF, CPIF (CPAF) Fee, Percentage Cost, Fixed Fee, Incentive (Award) Fee Time and Material (T&M) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 136 PMBOK Guide Section 12 1

137 Plan Contracting Techniques Documents Request for Proposal, Request for Price, other? Statement of Work or alternatives Deliverables Standards Terms and Conditions Evaluation Criteria Public or Private Criteria? What works best for software contracts? Process or technical solution? Cost and Schedule hdl UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 137 PMBOK Guide Section 12 2

138 Select Sellers Techniques Weighting System Independent Estimates Screening Systems Contract Negotiation Seller Rating Systems Expert Judgment Proposal Evaluation Techniques UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 138 PMBOK Guide Section 12 4

139 Contract Administration Techniques Contract Change Control System Buyer Conducted Performance Review Inspections and Audits (CMMI PPQA) Performance Reporting Payment System Claims Administration Records Management System UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 139 PMBOK Guide Section 12 5

140 Contract Closure Inputs Procurement Management Plan Contract Management Plan Contract Documentation Contract Closure Procedure Tools and Techniques Procurement Audits Records Management System Outputs Closed Contracts OSSP (Updates) UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 140 PMBOK Guide Section 12 6

141 And in conclusion Clarifications Omissions Reality Check??? Questions Comments?? UpStart Systems 04/03/2008 PMBOK and CMMI for Project Management 141