Looking for suggestions. My boss would like to see one document with project management practices integrated as an "umbrella" over our SDLC. Since I see project management tools as the desired method to work through the SDLC, I am having difficulty. How do I make project management the backbone and the SDLC the "limbs"? Making the SDLC the backbone with project management "limbs" is clear, but I am stumped as to how to present it as he has requested. Help!!! Saving Changes...
Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Hmmm…. I see the SDLC as providing the HOW-TO related to designing, developing and deploying applications. The PM tool merely provides the framework to track what is being done in accordance with the tasks prescribed in the SDLC. PM is definitely the overlay to the SDLC. Most SDLC’s provide project task templates. Using those templates the PM can construct detailed project plans. I guess I am confused as to the point of trying to decide which is more important the SDLC or the PM method. Both work hand in hand. Saving Changes...
Michael WoodProject Manager / Business Analyst / Business Process Improvement Guru| Independent ContractorGig Harbor, Wa, United States
Another thought. Maybe what he is looking for is a document that shows the SDLC in context to effort, budget and timeline. That can only be done for a specific project. Just a thought Saving Changes...
Anonymous
Michael, your view is similar to mine. SDLC is how-to with PM as tools used to accomplish "how-tos". I had thought maybe I was missing something, but in all my reading, I have not come across an example of what my boss is requesting. Guess I will push forward. Either way, the staff will get a document they can use to cover all the bases as they build projects, and ultimately, that is the goal. Saving Changes...
There are a couple of models that integrate PM with SDLC. One of them is the SW-CMM from the Software Engineering Institute (SEI).
Depending on what your organizational goals are (ie. productivity gains, cost cutting, risk reduction, or competing for government contracts) this might be a good model for you. Saving Changes...
Stephen MayeSenior Vice PresidentVa, United States
I've seen client's attempt to accomplish something similar by mapping their SDLC(s) to a super process that serves as the common denominator amongst processes that may be very different from each other (e.g., data warehouse development and package selection and implementation). That mapping can be accomplished in several ways. Consider identifying the key Inputs and Outputs that pass between the super process and the more project-specific SDLC(s). Major milestones are another touch-point to map between the processes.
As far as PM tools are concerned, this is implemented in a variety of ways. Some tools will allow you identify the dependency created by the touch-points that I mentioned above. Conceptually, the tool is irrelevant. I so see the challenge in showing the PM practices as an umbrella over the SDLC. I do NOT see a problem in demonstrating the PM practices as a wrapper for every major phase or iteration that the SDLC implies (and that the projects execute).
Saving Changes...
Andy JordanPresident| Roffensian Consulting S.A.Cherry Grove, AB, Canada
I have implemented a process similar to what is implied by Stephen. However the context was a little different. We developed an entire project methodology for all elements of the division - think of a matrix of roles against project phases.
Within the matrix we applied processes, decision points, inputs and outputs etc and ended up with an overall methodology that supported any general project that the division would carry out.
The company was not solely in the business of software development and so the second phase involved applying the SDLC almost as an overlay. This highlighted the specific inclusions and exclusions for a software project, flagging expected major milestones that are SD specific (alpha, beta, code cutoff etc) and complementing the general process.
We found the exercise successful, but I am not sure that it would have been worthwhile if the company was involved only in SD projects. Saving Changes...
First I'll start with the assumption that all activities identified in the SDLC break down are value add activities to the completion of the project's work products. It think that the basic problem you may be running into is that the majority of PM tasks and activities are not directly related to the work products. Instead they provide three key elements to the project. 1. Visibility of the projects scope, planned activities, and estimates. 2. Visibility of the projects status including quality, adherance to plan, risks, and changes. 3. Assessment of the projects ability to hit it's targets and end of phase reviews to feed higher level process and methodology improvements.
The basic problem as I have experienced amongst managers and yours sounds like mine. Is that this destinction between project planning and oversite vs project execution isn't understood very clearly. The traditional thinking is that the PM actually is responsible for the development of the product and therefore is an integrated key element in it's creation. As to the reference of the SW-CMM I'm not sure what is meant by "integrate PM with SDLC" in this context but you can review the key practices of Project Planning an oversite at the SEIR web-site http://seir.sei.cmu.edu. You'll have to be a member but it's a free registration. The following link may not require membership to view it though: http://www2.umassd.edu/SWPI/sei/tr25f/tr25_l2c.html Saving Changes...
Jan SchillerPartner and Chief Project Officer| Berkshire Consulting LLCArizona, United States
I have created such a beast as a PR vehicle in a PMO that I established and managed. SDLC phases as rectangular columns, PM as a horizontal rectangle spanning the columns to illustrate that PM is the process by which the path to the solution is identified and facilitated. I developed it in Visio, copied it to Powerpoint, had it printed on a mousepad, and coverted it to HTML with links to phase deliverable templates/samples.
You can place the horizontal PM rectangle above or below the SDLC phase columns, depending on your culture and bosses expectations.
Above anything else, keep it simple. This one diagram can't be everything to everyone, and it should definitely not be your org's template work plan in PERT format (too busy!). I created a Word doc that explained what the diagram was and was not (and where to find additional info on the 'was nots'). And like I mentioned before, used the power of a Web deployment to link to details.
Have fun! Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Dear Anonymous, you say that your boss would like to see one document with project management practices integrated as an umbrella over your SDLC. Well, there are a number of SDLC models ans some of these models, like Waterfall, lend themselves very well to having a PMM reside over them, others like iterative and RAD are a little more tricky. Rather than re-invent the wheel, I would view a demonstration of some of the leading vendors that develop, implement, and support Project Management Process software solutions based upon and aligned to de facto standards such as the PMI PMBOK and the SEI CMM. This would not only help you and your boss to get on the same page, but it will also serve to identify make vs. buy options as well as alternatives to a static process document approach which often tends to be hard to use, difficult to maintain, and somewhat off-line to your PM tools and IT infrastructure. Three leading project management process solutions that I would recommend you look at include Processes On Demand by BOT International, PMCoP by PM Solutions, and Tensteps. You can also search Google using keywords like "PM Process" and "SDLC Process" to find additional vendor solutions. Hope this helps. -- Mark Perry, VP Customer Care, BOT International Saving Changes...
Syed Rehan BaaqriSenior Enterprise Portfolio Manager| PepsiCOMckinney, Tx, United States
PPl i would appreciate if someone could refer to several links which could provide useful templates to the discussion here under. That would be really helpful. Saving Changes...
