Software development methods are sometimes confused with Project Management principles. There are 5 irreducible principles used to manage projects, no matter the domain or context. We need to assure our development work is guided by these 5 Project Management principles.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
The core concepts of a Release Based development lifecycle for NES projects.
The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Epic, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features.
The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to a Capability to deliver a needed Capability.
5 immutable principles of project success (Denver PMI)Glen Alleman
All projects - no matter domain - are fraught with Technical, Cost, and Schedule uncertainties, that create risk of project success. Five Principles of Project Success increase the Probability of Project Success (PoPS) through the application of Risk Management to all Practices and Procedures.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
The core concepts of a Release Based development lifecycle for NES projects.
The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Epic, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features.
The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to a Capability to deliver a needed Capability.
5 immutable principles of project success (Denver PMI)Glen Alleman
All projects - no matter domain - are fraught with Technical, Cost, and Schedule uncertainties, that create risk of project success. Five Principles of Project Success increase the Probability of Project Success (PoPS) through the application of Risk Management to all Practices and Procedures.
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
Performance-Based Management
integrates Principles, Practices, and Processes
– to assure actionable information is provided to the decision makers that can increase the Probability Of Program Success.
Successful projects deliver capabilities:
§ Not work efforts,
§ Not cost expenditures,
§ Not documentation, test results, or the processes.
§ These all needed, but they’re not the deliverables.
§ For success projects must deliver tangible beneficial outcomes, assessed in units of measure meaningful to the decision makers.
This slide deck is an extract from the Book of the same name https://www.amazon.com/Performance-Based-Project-Management-Increasing-Probability/dp/0814433308
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
Every tool, process, and practice has a dark side. Knowing these is a Critical Success Factor to the integration of EVM and Agile at the desired Maturity Level.
Both Earned Value Management and Agile have Dark Sides. Things that are not talked about in public.
But when they are Integrated, each provides a solution for the problems of the other.
Assess current and desired Maturity for Agile and EVM is the starting point for integrating these two processes.
Performance based planning in a nut shell (V5)Glen Alleman
Step by step activtiies to increase the probability of success for all projects, no matter the project domain. These principles and practices can be found in all successful projects.
Seven Habits of a Highly Effective agile project managerGlen Alleman
Recent neurological studies indicate that the role of emotion in human cognition is essential; emotions are not a luxury. Instead, emotions play a critical role in rational decision–making, in perception, in human interaction, and in human intelligence. Habits are the intersection of knowledge, skill, and desire.
SE1 - Integrating SE and PPM to Increase the Probability of SuccessGlen Alleman
New systems mean new paradigms
An Unconstrained system is a collection of component systems, simple or complex
A Complex System is a collection of large, multifaceted, and interre;lated component systems
Managing both requires process be in place
Start with defining the deliverables to produce the capabilities needed for project success. Then what work is needed, the order of that work, and the defined outcomes of that work become obvious. Sequence that work, assign durations and resources and you've generated the plans and schedule for success
The core concepts of a Release Based development lifecycle for agile enterprise projects.
The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Capability, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features.
The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to a Capability to deliver a needed Capability.
Keynote 2 - SE and PPM a Match Made in HeavenGlen Alleman
The way to success is …
First, have a definite, clear, practical idea ‒ a goal, an objective.
Second, have the necessary means to achieve your ends ‒ wisdom, materials, and methods.
Third, adjust your means to that end.
‒ Aristotle
Starting with an EIA–748–C compliant Earned Value Management System, integrating an Agile Software Development Lifecycle (Agile) is straightforward when there is a Bright Line between the Performance Measurement Baseline (PMB) and the Sprints and Tasks of the Agile Software Development Process.
A Workshop for Product Owners, Scrum Masters, and Team Members for Improving ...Glen Alleman
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum. Making changes to the process, improving team members' actions, and empowering members to perform Scrum activities correctly, to increase the probability of project success.
Project Success: The Basis of the Five Immutable PrinciplesGlen Alleman
Some people in the field talk about the “basic tenets” of project management. Where do these come from? Some say they come from hands-on experience, anecdotal “best practices,” and the good old “school of hard knocks.”
Published in The Public Manager, Vol. 43, No. 3, Fall 2014
Earned Value Management Meets Agile Development. Starting with Earned Value, the principles of Agile have a one-for-one connection between 11 EV criteria and 12 principles of Agile
Five immutable principles of project successGlen Alleman
All successful projects adhere to five immutable principles during their lifecycle. These principles are independent of any project or program domain or context in that domain. They are also independent of any project management or product development method as well, including Agile. They ask five questions that must have credible answers that establish the foundation for success. Without credible answers to these 5 questions, the project has little hope of success.
Performance-Based Management
integrates Principles, Practices, and Processes
– to assure actionable information is provided to the decision makers that can increase the Probability Of Program Success.
Successful projects deliver capabilities:
§ Not work efforts,
§ Not cost expenditures,
§ Not documentation, test results, or the processes.
§ These all needed, but they’re not the deliverables.
§ For success projects must deliver tangible beneficial outcomes, assessed in units of measure meaningful to the decision makers.
This slide deck is an extract from the Book of the same name https://www.amazon.com/Performance-Based-Project-Management-Increasing-Probability/dp/0814433308
Integrated Program Performance ManagementGlen Alleman
Integrated Program Performance Management elements are organization planning schedule applied to increase the probability of program success on traditional and agile programs.
Every tool, process, and practice has a dark side. Knowing these is a Critical Success Factor to the integration of EVM and Agile at the desired Maturity Level.
Both Earned Value Management and Agile have Dark Sides. Things that are not talked about in public.
But when they are Integrated, each provides a solution for the problems of the other.
Assess current and desired Maturity for Agile and EVM is the starting point for integrating these two processes.
Performance based planning in a nut shell (V5)Glen Alleman
Step by step activtiies to increase the probability of success for all projects, no matter the project domain. These principles and practices can be found in all successful projects.
Seven Habits of a Highly Effective agile project managerGlen Alleman
Recent neurological studies indicate that the role of emotion in human cognition is essential; emotions are not a luxury. Instead, emotions play a critical role in rational decision–making, in perception, in human interaction, and in human intelligence. Habits are the intersection of knowledge, skill, and desire.
SE1 - Integrating SE and PPM to Increase the Probability of SuccessGlen Alleman
New systems mean new paradigms
An Unconstrained system is a collection of component systems, simple or complex
A Complex System is a collection of large, multifaceted, and interre;lated component systems
Managing both requires process be in place
Start with defining the deliverables to produce the capabilities needed for project success. Then what work is needed, the order of that work, and the defined outcomes of that work become obvious. Sequence that work, assign durations and resources and you've generated the plans and schedule for success
The core concepts of a Release Based development lifecycle for agile enterprise projects.
The lifecycle starts with the Product Roadmap, showing what Capabilities are provided in what order, in what Capability, to deliver the needed business value, on the needed dates, for the needed cost, with the needed Features.
The Features and Stories that implement these Capabilities are traceable to the Product Roadmap to show Physical Percent Complete from starting at the Story flowing to a Capability to deliver a needed Capability.
Keynote 2 - SE and PPM a Match Made in HeavenGlen Alleman
The way to success is …
First, have a definite, clear, practical idea ‒ a goal, an objective.
Second, have the necessary means to achieve your ends ‒ wisdom, materials, and methods.
Third, adjust your means to that end.
‒ Aristotle
Starting with an EIA–748–C compliant Earned Value Management System, integrating an Agile Software Development Lifecycle (Agile) is straightforward when there is a Bright Line between the Performance Measurement Baseline (PMB) and the Sprints and Tasks of the Agile Software Development Process.
A Workshop for Product Owners, Scrum Masters, and Team Members for Improving ...Glen Alleman
The Scrum Master and the Product Owner are critical to success of agile development teams using Scrum. Making changes to the process, improving team members' actions, and empowering members to perform Scrum activities correctly, to increase the probability of project success.
Project Success: The Basis of the Five Immutable PrinciplesGlen Alleman
Some people in the field talk about the “basic tenets” of project management. Where do these come from? Some say they come from hands-on experience, anecdotal “best practices,” and the good old “school of hard knocks.”
Published in The Public Manager, Vol. 43, No. 3, Fall 2014
Earned Value Management Meets Agile Development. Starting with Earned Value, the principles of Agile have a one-for-one connection between 11 EV criteria and 12 principles of Agile
Five immutable principles of project successGlen Alleman
All successful projects adhere to five immutable principles during their lifecycle. These principles are independent of any project or program domain or context in that domain. They are also independent of any project management or product development method as well, including Agile. They ask five questions that must have credible answers that establish the foundation for success. Without credible answers to these 5 questions, the project has little hope of success.
Performance-Based Project Management® id s deliverables based approach to project success. Deliverables start with the needed capabilities that the project produces to meet the mission objectives or fulfill a business case.
These deliverables fulfill the requirements, assessed through Measures of Effectiveness and Measures of Performance
Immutable Principles of Project Management (Toronto PMI)Glen Alleman
All projects - no matter the domain - are fraught with Technical, Cost, and Schedule uncertainties, that create risk to project success. Five Principles of Project Success increase the Probability of Project Success (PoPS) through the application of Risk Management to all Practices and Procedures.
Showing how to Increase the Probability of Project Success by applying the ...Glen Alleman
All projects ‒ Traditional and Agile ‒ operate in the presence of uncertainty that creates risk.
Five Immutable Principles and their supporting Processes and Practices can be used to increase the probability of success in the presence of these uncertainties.
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
This is a familiar topic to all in the project management business. We usually start our project management quest with capturing requirements, building a schedule to deliver them, executing that schedule, and making adjustments along the way when we’re not staying on schedule.
Notes on IT programmatic risk in 5 not so easy piecesGlen Alleman
Risk management in the IT business is similar to risk management most domains. Here's a starting point for understanding the steps needed to manage risk
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
PHP Frameworks: I want to break free (IPC Berlin 2024)Ralf Eggert
In this presentation, we examine the challenges and limitations of relying too heavily on PHP frameworks in web development. We discuss the history of PHP and its frameworks to understand how this dependence has evolved. The focus will be on providing concrete tips and strategies to reduce reliance on these frameworks, based on real-world examples and practical considerations. The goal is to equip developers with the skills and knowledge to create more flexible and future-proof web applications. We'll explore the importance of maintaining autonomy in a rapidly changing tech landscape and how to make informed decisions in PHP development.
This talk is aimed at encouraging a more independent approach to using PHP frameworks, moving towards a more flexible and future-proof approach to PHP development.
GraphRAG is All You need? LLM & Knowledge GraphGuy Korland
Guy Korland, CEO and Co-founder of FalkorDB, will review two articles on the integration of language models with knowledge graphs.
1. Unifying Large Language Models and Knowledge Graphs: A Roadmap.
https://arxiv.org/abs/2306.08302
2. Microsoft Research's GraphRAG paper and a review paper on various uses of knowledge graphs:
https://www.microsoft.com/en-us/research/blog/graphrag-unlocking-llm-discovery-on-narrative-private-data/
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Kubernetes & AI - Beauty and the Beast !?! @KCD Istanbul 2024Tobias Schneck
As AI technology is pushing into IT I was wondering myself, as an “infrastructure container kubernetes guy”, how get this fancy AI technology get managed from an infrastructure operational view? Is it possible to apply our lovely cloud native principals as well? What benefit’s both technologies could bring to each other?
Let me take this questions and provide you a short journey through existing deployment models and use cases for AI software. On practical examples, we discuss what cloud/on-premise strategy we may need for applying it to our own infrastructure to get it to work from an enterprise perspective. I want to give an overview about infrastructure requirements and technologies, what could be beneficial or limiting your AI use cases in an enterprise environment. An interactive Demo will give you some insides, what approaches I got already working for real.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
The Art of the Pitch: WordPress Relationships and Sales
The 5 Immutable principles of project management
1. The 5 Irreducible
ˌir-i-ˈdü-sə-bəl, -ˈdyü-
Principles of Project Management
Needed To
Increase the Probability of Project Success
(PoPS)
Glen B. Alleman
VP, Program, Planning, and Controls
Aerospace and Defense Sector
Lewis & Fowler
Denver, Colorado
Presented
at
Carnegie Mellon Silicon Valley
February 1st and 2nd 2010
1/17
The bent pyramid was changed during construction to adapt to collapses in the foundation
or to speed up the completion. Either way, “adaptive” management was necessary.
Any method for managing projects or developing products or services within those projects
must be adaptive to external and internal changes
2. Today We Will Learn That …
§ Software development
methods are some times
confused with Project
Management principles.
§ There are 5 irreducible
principles used to manage
projects, no matter the
domain or context.
§ We need to assure our
development work is guided
by these 5 Project
Management principles.
We need to remember, Yogi’s advice …
In theory, there is no difference between theory and practice. In
practice there is. 2/17
3. Flying to Mars
on a specific
week, 36
months from
now
Building Internal
Web Site for
our warehouse
The 3 Fundamental Variables of Projects
Cost
Schedule TPM
How can we
determine that the
products we’re
producing meet the
specifications of the
buyer, in what units
of measure?
How can we know
when we will be
finished with the
project, with what
level of
confidence?
Can I know how much this project will cost when
we are done, with what level of confidence?
The Range of Tolerance for Risk and Reward
3/17
4. Why is Software Development Not The
Same as Project Management?
Process Management Acronym Level 2 Level 3 Level 4 Level 5
Organization Process Focus OPF R
Organization Process Definition OPD R
Organization Training OT R
Organization Process Performance OPP R
Organizational Innovation and Deployment OID R
Project Management Level 2 Level 3 Level 4 Level 5
Project Planning PP R
Project Monitoring and Control PMC R
Supplier Agreement Management SAM R
Integrated Project Management IPM R
Risk Management RSKM R
Quantitative Project Management QPM R
Engineering Level 2 Level 3 Level 4 Level 5
Requirements Management RM R
Requirements Development RD R
Technical Solution TS R
Product Integration PI R
Verification VER R
Validation VAL R
Support Level 2 Level 3 Level 4 Level 5
Configuration Management CM R
Process and Product Quality Assurance PPQA R
Measurement and Analysis MA R
Decision Analysis and Resolution DAR R
Causal Analysis and Resolution CAR R
CMMI-DEV 1.2
Separates
“Engineering”
from the
management
of Engineering
for a reason …
“Doing, is not
the same as
management
of the Doing”
4/17
5. 1. Where Are We Going?
2. How Do We Get There?
3. Do We Have Enough
Time, Resources, And
Money To Get There?
4. What Impediments Will
We Encounter Along The
Way?
5. How Do We Know We
Are Making Progress?
IRREDUCIBLE
Of Project Management
Project Success
5/17
6. § Can we tell where we are
going?
§ Do we have a path to get to
done?
§ Do we have everything we
need to get to done?
§ What’s going to stop us from
getting done?
§ How do we know we’re
making progress toward
done?
So What Does All This Have To Do With
Software Development Methods?
§ When we look at any software development method – no matter the method – can we
answer these questions with any level of confidence?
§ If we can’t say this with confidence, then how can we convince those funding our
efforts to be happy with us spending their money? 6/17
7. 1. Where Are We Going?
Eliciting Requirements Is Domain Dependent
“Design and integrate 18 major weapon systems and platforms
simultaneously within strict size and weight limitations, while
synchronizing the development, demonstration, and production of
as many as 157 complementary systems with the Future Combat
System content and schedule.” (This is an actual requirement)
Implement the 8 stories for our new
warehouse inventory package tracking
system using the existing web site
platform as a starting point.
7/17
8. 2. How Do We Get There?
Some problems
respond to lightweight
approaches, like
Scrum, DSDM, Crystal,
and XP as product
development methods.
Others require more
complex approaches,
like a System of
Systems (SoS) spiral
development processes.
In all cases a disciplined
approach increases the
probability of success –
no matter the
complexity of the
problem or the solution
This approach works
well when we don’t
know what “done”
looks like with enough
clarity
So
Does
This!
8/17
9. 3. Do We Have Enough Time, Money,
And Resources To Get There?
A Common Problem A Simple Solution
We have undue optimism
Use documented procedures – no matter the
method – for estimating and planning using
historical data.
We attempt to avoid risk and
uncertainty
Understand and prioritize risks for each critical
component empowers management and staff.
Use this knowledge to control your optimism.
We rely too much on intuitive
judgment
Simple statistical models are more often correct
than the human judgment.
Have the number to back up your intuition.
The Rational Planning of (Software) Projects, Mark C. Paulk, Software Engineering Institute, Carnegie Mellon University, Pittsburgh, PA
15213–3890
9/17
11. 1. Hope is not a strategy
2. No single point estimate of cost or schedule can be correct
3. Cost, Schedule, and Technical Performance are inseparable
4. Risk management requires adherence to a well defined process
5. Communication is the Number One success factor
Five Fundamental Principles of Risk Management
11/17
12. 5. How Do We Know If We Are Making
Progress As Planned?
The only measure of progress is the Physical Percent
Complete for the planned deliverables
A
Physical Percent Complete means tangible evidence of
the outcomes that were planned – measured at the time
they were planned to be delivered.
B
This is the basis for full Earned Value Management with
physical percent complete.
This is also a natural a fit with the agile approaches to
software development.
C
All successful methods measure the evidentiary
outcomes in units meaningful to the stakeholders.
These units are usually “money” and “time.”
D
12/17
13. Project Management Means …
We have a defined mission, vision, capabilities, and
requirements; by which to create,
the Plan for fulfilling these capabilities and
requirements and the Schedule for producing the
needed outcomes to meet this Plan; and have,
allocated enough time, money, and resources to
increase the probability of our project’s success; by
knowing what risks are in front of us and the
retirement and mitigation plan; and we can,
measure progress as physical percent complete for
each planned deliverable in our plan “on or before” its
planned time and “at or below” the planned cost.
1
2
3
4
5
13/17
14. Applying Project Management to Software
Development Methods
Where Are
We Going?
How Do We
Get There?
Do We Have
Enough Time,
Resources,
And Money
To Get
There?
What
Impediments
Will We
Encounter
Along The
Way?
How Do We
Know We Are
Making
Progress?
Agile Stories Iterations
Fixed
Iterations
Iteration
Planning
Features per
Iteration
IMP/IMS
Concept of
Operations &
Requirements
Integrated
Master Plan
Integrated
Master
Schedule
Formal Risk
Management
Performance
Based
Earned Value
RUP Inception Elaboration Elaboration Construction Construction
Prince 2
Initiating a
Project (IP)
Planning (PL) Managing
Delivery (MP)
Initiating a
Project (IP)
Controlling a
Stage (CS)
§ When we speak of a development method, does it answer the 5 Principle questions?
§ If not, then we’re not “managing” the project.
§ If we’re not “managing” the project, then we’re late and over budget and probably
don’t know it.
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15. The REAL Problem For Every Project Is …
The Activities Are Arranged In A Probabilistic Network With
Interdependent Connections Between Work Elements
§ The solution to this problem starts with clearly defining these dependencies using the 5 principles.
§ If we have no visibility into these dependencies, “done” is no loner visible.
§ If this is acceptable the customer, we can proceed.
§ If not, we need a baseline plan showing Done 15/17
16. A Few More Principles to Live By
§ Late Starts = Late Finishes
ü The key to success is starting all work on time
§ Without schedule margin we’re late on day one
ü All duration estimates are random variables
§ Without budget margin we’re over budget on day one
ü All cost estimates are random variables
§ Only speak about our project in units of measure
meaningful to the customer
ü This almost always means monetized beneficial outcomes
§ Never confuse effort with results
ü The customer paid for an outcome, not our effort to
produce it
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