ahoy mate! the pmbok® guide distilled for the spi professional clark a. sheakley, pmp projenics,...

Ahoy Mate!

The PMBOK® Guide Distilled for the

SPI Professional

Clark A. Sheakley, PMPProjenics, Inc.703-754-6694

[email protected]

DC SPIN Chapter MeetingOctober 2, 2002

© 2002 Clark Sheakley 2

Questions to be Answered…

• How can I use the PMBOK® Guide to improve my software engineering processes?

• What is in the PMBOK® Guide that can support the CMMI – SW/SE practices?


Contents

• Background• Overview• Comparison to CMM / CMMI• Using the PMBOK® Guide• Close


History: One document could not contain the entire PM Body of Knowledge… hence the concept of a “Guide”.

• Sponsored by the Project Management Institute (www.pmi.org).

• 1983 and 1987 the PMBOK and Revised PMBOK were published.

• 1996 renamed the PMBOK® Guide and became an ANSI standard.


About the PMBOK® Guide – 2000 Edition

• ANSI Standard 99-001-2000• 1,700 comments from the PM community• IEEE Standard• Underlying reference in ISO Technical Report:

ISO TR 16543 – Software Project Management Guide According to 12207

• Available from www.pmi.org in hardbound, softbound, and CD ($40)

http://www.pmi.org/


The PM System

“Generally

Accepted”

Application

Areas

GeneralManagement

Tool Set


PMBOK® Guide Misconceptions

• Not a Maturity Model

• It provides descriptive material with pointers

• A guide not a specification

• It is a standard

• Focuses on a single project

• There is no equivalency between the two standards. The PMBOK® Guide provides further detail to the practices.


Terminology

Project: A temporary endeavor undertaken to create a unique product, service, or result.

• A definite beginning and end - not an ongoing operational process• Never done before• Progressive Elaboration: Because the product is unique, the characteristics

of the product must be progressively elaborated. Characteristics are broadly defined at the beginning of a project and continuously refined throughout the project.

Project Management:

The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements.


Chapters 1 & 2: Definitions & Context

Chapter 3: PM Process Groups

Organization of PM Knowledge

Chapters 4 – 12: The Project Management Knowledge AreasProject Integration Management

Project Scope Management Project Cost Management

Project Quality Management Project Human Resource Management

Project Communications Management

Project Risk Management Project Procurement Management

Project Time Management

The Standard


Chapter 3Project Processes Groups in a Phase

InitiatingProcesses

InitiatingProcesses

ClosingProcesses

ClosingProcesses

ControllingProcesses


ExecutingProcesses

ExecutingProcesses

PlanningProcesses

PlanningProcesses

Initiating processes: authorizing the project or phase.

Planning processes: defining and refining objectives and selecting the best approach.

Executing processes: Carrying out the plan.

Controlling processes: Monitoring and measuring progress and taking corrective action to ensure project objectives are met.

Closing processes: Formalizing acceptance of the project or phase.

Initiating processes: authorizing the project or phase.

Planning processes: defining and refining objectives and selecting the best approach.

Executing processes: Carrying out the plan.

Controlling processes: Monitoring and measuring progress and taking corrective action to ensure project objectives are met.

Closing processes: Formalizing acceptance of the project or phase.

Process Groups


Application of the PMBOK® Guide to the CMMI Process Management Process Areas

Create Organizational Definition Make Org Process Assets Available

OPD

OPF

Process Area

PracticesOPP

OID


Knowledge Area Definitions

4. Project Integration Management – the processes required to ensure that the various elements of the project are properly coordinated.

5. Project Scope Management – the processes required to ensure that the project includes all the work required, and only the work required, to complete the project successfully.

6. Project Time Management – the processes required to ensure timely completion of the project

7. Project Cost Management – the processes required to ensure that the project is completed within the approved budget.

8. Project Quality Management – the processes required to ensure that the project will satisfy the needs for which it was undertaken.

9. Project Human Resources Management – the processes required to make the most effective use of the people involved with the project

ChapterNumber


Knowledge Area Definitions (cont.)

10. Project communications Management – the processes required to ensure timely and appropriate generation, collection, dissemination, storage, and ultimate disposition of project information.

11. Project Risk Management – the processes concerned with identifying, analyzing, and responding to project risk.

12. Project Procurement Management – the processes required to acquire goods and services from outside the performing organization.

ChapterNumber

Process Groups /

Knowledge AreaInitiating Planning Executing Controlling Closing

4. Project Integration Management

4.1 Project Plan Development 4.2 Project Plan Execution

4.3 Integrated Change Control

5. Project Scope Management

5.1 Initiation 5.2 Scope Planning

5.3 Scope Definition

5.4 Scope Verification

5.5 Scope Change Control

6. Project Time Management

6.1 Activity Definition

6.2 Activity Sequencing

6.3 Activity Duration Estimating

6.4 Schedule Development

6.5 Schedule Control

7. Project Cost Management

7.1 Resource Planning

7.2 Cost Estimating

7.3 Cost Budgeting

7.4 Cost Control

8. Project Quality Management

8.1 Quality Planning 8.2 Quality Assurance 8.3 Quality Control

9. Project Human Resource Management

9.1 Organizational Planning

9.2 Staff Acquisition

9.3 Team Development

10. Project Communications Management

10.1 Communications Planning 10.2 Information Distribution

10.3 Performance Reporting

10.4 Administrative Closeout

11. Project Risk Management

11.1 Risk Mgt Planning

11.2 Risk Identification

11.3 Qualitative Risk Analysis

11.4 Quantitative Risk Analysis

11.5 Risk Response Planning

11.6 Risk Monitoring and Control

12. Project Procurement Management

12.1 Procurement Planning

12.2 Solicitation Planning

12.3 Solicitation

12.4 Source Selection

12.5 Contract Admin

12.6 Contract Closeout

Mapping Processes to Process Groups and Knowledge Areas

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5.1 Initiation

Scope

InitiatingProcesses

Time6.3 Activity Duration Estimating

Scope5.2 Scope Planning

Scope5.3 Scope Definition

Time6.2 Activity Sequencing

Cost7.1 Resource Planning Cost

7.2 Cost Estimating

Integration

4.1 Project Plan Development

Quality8.1 Quality Planning

HR9.1 Org Planning

HR9.2 Staff Acquisition

Procure12.1 Procure Planning

Procure12.2 Solicit. Planning

Comm.10.1 Comm. Planning

Risk11.2 Risk ID

Risk11.3 Qual. Analysis

Risk11.4 Quant. Analysis

Risk11.5 Resp. PlanningF

acili

tati

ng P

roce

sses

Cor

e P

roce

sses

Planning Processes

Integration4.2 Project Plan Execution

Procure12.3 Solicitation

Quality8.2 Quality Assurance

Procure12.4 Source Selection

HR9.3 Team Devel.

Comm.10.2 Info. Distrib.

Procure12.5 Contract Admin.

Cor

e

Comm.

10.3 Perf. Reporting

Integration

4.3 Int. Chg Control

Scope

5.4 Scope Verification

Cost

7.4 Cost Control

Scope

5.5 Scope Chg Control

Quality

8.3 Quality Control

Time

6.5 Schedule Control

Risk

11.6 Risk Monitoring & Control

Cor

eF

acili

tati

ng

Fac

ilita

ting

Procurement

12.6 Contract Closeout

Comm.

10.4 Admin. Closeout

Cor

e

Closing Process

Executing Processes


Time6.4 Schedule Development

Risk11.1 Risk Mgt Planning

Time6.1 Activity Definition

Cost7.3 Cost Budgeting

© 2002 Clark Sheakley


Project Scope Management

Inputs•Product description

•Strategic plan

•Project selection criteria

•Historical information

Tool & Techniques•Project selection methods

•Expert judgment

Outputs•Project charter

•Project manager

•Constraints

•Assumptions

5.1 Initiation Authorizing the start of a project or for it to continue to the next phase.

Scope

• Project selection methods: Benefit measurement methods and Decision Models

• Project charter: Formally authorizes the project to proceed. Contains the business need and product description.

Planning



Inputs•Product description

•Project charter

•Constraints

•Assumptions

Tool & Techniques•Product Analysis

•Benefit/cost analysis

•Alternatives identification

•Expert judgment

Outputs•Scope statement

•Supporting detail

•Scope management plan

5.2 Scope Planning Progressive elaboration and documenting project work..

Scope

• Scope statement: Used for making future project decisions. Includes justification, product summary, and objectives.

• Scope management plan: Describes how scope will be identified, classified, and managed, and how scope changes will be integrated into the project.

Planning



Inputs•Scope statement

•Constraints

•Assumptions

•Other planning outputs


Tool & Techniques•Work breakdown structure templates

•Decomposition

Outputs•Work breakdown structure

•Scope statement updates

5.3 Scope Definition Subdividing the major project deliverables into smaller components. Define a baseline for performance measurement and control.

Scope

• Decomposition: Subdividing project deliverables, deciding if adequate cost and schedule detail can be determined at that level, and identifying constituent components for performance measurement (progress reporting), and verifying correctness of components.

• WBS: A deliverable-oriented grouping of project components that defines the total scope of the project.

Planning



Inputs•Work results

•Product documentation

•WBS

•Scope statement

•Project plan

Tool & Techniques•Inspection

Outputs•Formal acceptance

5.4 Scope Verification Obtaining formal acceptance of project scope by stakeholders.

Scope

• Inspection: Measuring, examining, and testing project deliverables against requirements.

• Formal acceptance: Documentation that the stakeholder has accepted the product to close the project or move on to the next phase.

Controlling



Inputs•WBS

•Performance reports

•Change requests

•Scope management plan

Tool & Techniques•Scope change control

•Performance measurement

•Additional planning

Outputs•Scope changes

•Corrective action

•Lessons learned

•Adjusted baseline

5.5 Scope Change Control Influencing change, determining a change, and managing the actual change.

Scope

• Performance reports: Shows which deliverables have been completed and provides some historical data to assess the impact of a change.

• Scope change control: Defines procedures for changing project scope. Should be integrated with Integrated Change Control, e.g., schedule, risk, cost, and product scope.

• Performance measurement: Helps assess the magnitude of variance relative to the baseline and if corrective actions are necessary.

Controlling


Project Integration Management

Inputs•Other planning outputs


•Organizational policies

•Constraints

•Assumptions

Tool & Techniques•Project planning method

•Stakeholder skills

•PM info system

•Earned value mgt

Outputs•Project plan


4.1 Project Plan Development Integrating and coordinating all project plans to create a consistent, coherent document.

Integration

• Other planning outputs: All the outputs from the planning process in the Knowledge Areas.

• Project planning method: A structured approach for integrating all project plans into a consistent, coherent document for project execution and project control.

• Earned Value Management: Integrates project scope, schedule, and resources to report project performance .

Planning



Inputs•Project plan


•Organizational policies

•Preventive action


Tool & Techniques•General mgt skills

•Product skills

•Work authorization sys

•Status review meetings

•PM IS

•Organizational procedures

Outputs•Work results

•Change requests

4.2 Project Plan Execution Carrying out the activities of defined in the project plan.

Integration

• Corrective action: Anything done to bring future project performance in line with the baseline. Output from the various Control Processes..

• Work authorization system: A formal procedure that ensures work is done at the right time and in the proper sequence. .

Executing



Inputs•Project plan

•Performance reports

•Change requests

Tool & Techniques•Change control syst

•Configuration management

•Performance measurement

•Additional planning

•PM IS

Outputs•Project plan updates


•Lessons learned

4.3 Integrated Change Control Coordinating changes across the project.

Integration

• Project Plan: Provides the baseline in which are controlled.

• Change control system: Defines how project performance will be monitored and evaluated. Includes the steps on how project documents are changed.

• Configuration Management: Identifies characteristics to track, control changes, record and report changes, and audit the items and CM system to verify conformance to project requirements.

Controlling


How can I use the PMBOK® Guide to improve my software engineering processes?

Establish

Lifecycle

Models

Establish

Tailoring

Guidelines

Establish

Standard

Processes

Organizational Process Definition:

Organizational Process Definition:

Organizational Process Assets are created


How can I use the PMBOK® Guide to improve my software engineering processes?

Identify

Organization’s

Process

Improvements

Establish

Org Process

Needs

Assess

Organization’s

Processes

Organizational Process Focus

Organizational Process Focus

Process Improvement Opportunities are Identified

Implement

Process

Action Plans

Incorporate

Process-Related

Experiences

Deploy

Process

Assets

Process improvements are planned and deployed

Establish

Process

Action Plans


What is in the PMBOK® Guide that can support the CMMI – SW/SE practices?

Project PlanningProject Planning

SG 1: Estimates of project planning parameters are established and maintained

CMMI Specific Practice PMBOK® Guide ProcessesSP 1.1-1: Establish WBS to estimate scope 5.1 Initiation; 5.2 Scope Planning; 5.3 Scope Definition

SP 1.4-1: Estimate the project effort and cost based on estimation rationale

6.1 Activity Definition; 6.3 Activity Duration Estimating; 7.1 Resource Planning; 7.2 Cost Estimating




SG 2: A project plan is established

CMMI Specific Practice PMBOK® Guide ProcessesSP 2.1-1: Establish and maintain the budget & schedule 11.1 Risk Management Planning; 7.3 Cost Budgeting; 6.4

Schedule Development

SP 2.2-1: Identify and analyze risks 11.1 Risk Management Planning; 11.2 Risk Identification; 11.3 Qualitative Risk Analysis; 11.4 Quantitative Risk Analysis; 11.5 Risk Response Planning

SP 2.3-1: Plan for the management of project data None; 4.2 Project Plan Execution; 4.3 Integrated Change Control

SP 2.4-1: Plan for resources 7.1 Resource Planning

SP 2.5-1: Plan for knowledge and skills needed to perform the project

7.1 Resource Planning; 9.1 Organizational Planning

SP 2.6-1: Plan the involvement of the stakeholders 10.1 Communications Planning

SP 2.7-1: Establish and maintain project plans 4.1 Project Plan Development




SG 3: Commitments to the project plan are established and maintained

CMMI Specific Practice PMBOK® Guide ProcessesSP 3.3-1: Obtain commitment from stakeholders 10.1 Communications Planning; 4.1 Project Plan

Development



GC 2: Generic PracticesGC 2: Generic Practices

• GP 2.3: Provide adequate resources…

• GP 2.4: Assign responsibility and authority for performing the process…

• GP 2.6: Place designated work products of the process under appropriate levels of configuration management

• GP 2.7: Identify and involve relevant stakeholders…

• GP 2.8: Monitor and control the process…

• GP 2.9: Objectively evaluate adherence of the process… to the requirements… and address noncompliance.

• GP 2.10: Review the activities, status, and results of the process with higher-level management…

• GP 2.3: Provide adequate resources…

• GP 2.4: Assign responsibility and authority for performing the process…

• GP 2.6: Place designated work products of the process under appropriate levels of configuration management

• GP 2.7: Identify and involve relevant stakeholders…

• GP 2.8: Monitor and control the process…

• GP 2.9: Objectively evaluate adherence of the process… to the requirements… and address noncompliance.

• GP 2.10: Review the activities, status, and results of the process with higher-level management…


PMBOK® Guide and CMMIComparison Chart

Trait PMBOK® Guide CMMI - SE/SWExtent Single project level Project & organizational levels

Structure Body of Knowledge: Framework of integrated processes

Maturity Model: Required, Expected, Informative

Standard Yes, Guide Yes, Specification

Orientation Project Product & Project

Intent Process definitions Preventative Definitions

Discipline All (const, pyramids, DoD, cars, etc.) SW/SE


• Provides a system of processes linked together by inputs, techniques, and outputs.

• DOES NOT REPLACE THE CMMI. It is a matter of buoyancy not equivalency.

• Is a Body of Knowledge and therefore requires tailoring to the business needs of the organization

Summary


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ahoy mate! the pmbok® guide distilled for the spi professional clark a. sheakley, pmp projenics,...

Documents

project objectives

project processes groups

project requirements

project activities

project management institute

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pmbok guideclosehistory

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