PMBOK 7th Edition PDF - Development Approach

2.3 DEVELO P M EN T AP P RO ACH A ND LI F E C YCL E PERF ORMAN CE DO MA I N DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN The Development Effective execution of this performance domain results in the Approach and Life Cycle foll...

2.3 DEVELO P M EN T AP P RO ACH A ND LI F E C YCL E PERF ORMAN CE DO MA I N DEVELOPMENT APPROACH AND LIFE CYCLE PERFORMANCE DOMAIN The Development Effective execution of this performance domain results in the Approach and Life Cycle following desired outcomes: Performance Domain Development approaches that are consistent with project addresses activities and deliverables. functions associated A project life cycle consisting of phases that connect the with the development delivery of business and stakeholder value from the approach, cadence, and beginning to the end of the project. life cycle phases of the A project life cycle consisting of phases that facilitate the project. delivery cadence and development approach required to produce the project deliverables. Figure 2-6. Development Approach and Life Cycle Performance Domain This performance domain entails establishing the development approach, delivery cadence, and project life cycle needed to optimize project outcomes. 32 PMBOK ® Guide  Domain: Deliverable. required to be produced to complete a process, phase, or project. Development Approach. A method used to create and evolve the product, service, or result during the project life cycle, such as a predictive, iterative, incremental, adaptive, or hybrid method. Cadence. A rhythm of activities conducted throughout the project. Project Phase. A collection of logically related project activities that culminates in the completion of one or more deliverables. Project Life Cycle. The series of phases that a project passes through from its start to its completion. 2.3.1 D EV E LOPM E NT, CAD E NC E, A N D L I FE C YC L E RE LAT I O N S H I P The type of project deliverable(s) determines how it can be developed. The type of deliverable(s) deliverable approach and the desired delivery cadence determine the project life cycle and its phases. 2.3.2 D EL IVE RY CA D E NC E Delivery cadence refers to the timing and frequency of project deliverables. Projects can have a single delivery, multiple deliveries, or periodic deliveries. Section 2 – Project Performance Domains 33  ▶ Single delivery. Projects that have a single delivery deliver at the end of the project. For example, a process reengineering project may not have any deliveries until near the end of the project when the new process is rolled out. ▶ Multiple deliveries. Some projects have multiple deliveries. A project may have multiple develop a new drug may have multiple deliveries, such as preclinical submissions, Phase 1 example, the deliveries are sequential. Some projects have deliveries that are developed separately rather than sequentially, such as a project to update building security. Deliveries may include physical barriers to entry, new badges, new key code pads, and so forth. Each deliveries are concluded before the project is considered to be completed. ▶ Periodic deliveries. Periodic deliveries are like multiple deliveries, but they are on a have internal deliveries every two weeks, and then periodically release the deliveries into the market. Another delivery option is called continuous delivery. Continuous delivery is the practice of delivering feature increments immediately to customers, often through the use of small batches of work and automation technology. Continuous delivery can be used for digital products. throughout the product life cycle. Similar to a project, there are aspects that are development oriented. However, similar to a program, there can be many development cycles as well as maintenance activities. This type of undertaking works better with project teams that are stable and remain intact. Because the project teams are focused on one product, they can apply learning about the product, the stakeholders, and the market. This allows the team to respond to market trends and stay focused on value delivery. This practice is included in several approaches such as DevOps, #noprojects and Continuous Digital, for example. 34 PMBOK ® Guide 2.3.3 D EV E LOPM E NT APPR OA C HE S A development approach is the means used to create and evolve the product, service, or result spectrum, from the predictive approach on one end of the spectrum, to the adaptive on the other end. Development Approaches Predictive Hybrid Adaptive Increasingly Iterative and Incremental Figure 2-7. Development Approaches ▶ Predictive approach. A predictive approach is useful when the project and product also be referred to as a waterfall approach. This approach may also be used when there reviews, change control mechanisms, and replanning between development phases. The of the project life cycle, and they are relatively stable. This development approach allows the project team to reduce the level of uncertainty early in the project and do much of the planning up front. Predictive approaches may use proof-of-concept developments to explore options, but the majority of the project work follows the plans that were developed near the start of the project. Many times, projects that use this approach have templates from previous, similar projects. Section 2 – Project Performance Domains 35  A project to develop a new community center might use a predictive approach for the construction of the grounds and facilities. The scope, schedule, cost, and resources would be determined up front, and changes would likely be minimal. The construction process would follow the plans and blueprints. ▶ Hybrid approach. A hybrid development approach is a combination of adaptive and predictive approaches. This means that some elements from a predictive approach are used and some from an adaptive approach are used. This development approach is useful when there is uncertainty or risk around the requirements. Hybrid is also useful when deliverables can be modularized, or when there are deliverables that can be developed but less so than a purely adaptive approach. Hybrid approaches often use an iterative or incremental development approach. An iterative approach is useful for clarifying requirements and investigating various options. a series of iterations. Each iteration adds functionality within a predetermined time frame (a timebox). The deliverable contains the capability to be considered as completed only An example of a hybrid approach could be using an adaptive approach to develop a deployment of the product can be done using a predictive approach. Another example is a project with two main deliverables where one deliverable is developed using an adaptive approach and the other using a predictive approach. 36 PMBOK ® Guide  Voice Transcription Iterative Try different ideas to clarify scope, approach, and requirements Customer: I need a method to capture ideas that might Feedback and adapt Feedback and adapt Feedback and adapt change. Incremental Progressively develop features and functions Feedback and adapt Feedback and adapt Feedback and adapt Figure 2-8. Iterative and Incremental Development Section 2 – Project Performance Domains 37  As part of the community center, a project to establish senior services could be developed and could be followed by a transportation service, then group outings and events, caregiver relief, adult day care, and so forth. Each service would be complete on its own and could be deployed when it was available. Each additional service would improve and increase the senior services for the community. A project to establish training for community action patrol volunteers could use an incremental approach. The training, comprised of basic training, logistics training, and patrol training, can module can be developed, feedback gathered, and then subsequent modules can be developed. However, the community action patrol training program will only be complete after all the modules are developed, integrated, and deployed. ▶ Adaptive approach. Adaptive approaches are useful when requirements are subject to a high level of uncertainty and volatility and are likely to change throughout the project. A clear vision is established at the start of the project, and the initial known requirements are or unexpected events. Adaptive approaches use iterative and incremental approaches. However, on the far side of the adaptive methods, the iterations tend to get shorter and the product is more likely to evolve based on stakeholder feedback. While agility is a wide mindset that is broader than a development framework, agile approaches can be considered adaptive. Some agile approaches entail iterations that are 1 to 2 weeks in duration with a demonstration of the accomplishments at the end of each iteration. The project team is very engaged with the planning for each iteration. The project team will determine the scope they can achieve based on a prioritized backlog, estimate the work involved, and work collaboratively throughout the iteration to develop the scope. 38 PMBOK ® Guide  The community center will need a website so community members can access information from their home computer, phone, or tablet. The high-level requirements, design, and page backlog. The backlog information would be prioritized, and the web team would develop and deploy new content. As new requirements and new scope emerge, the estimates for the work would be developed, the work would be done, and once tested, it would be demonstrated for stakeholders. If approved, the work would be deployed to the website. 2.3.4 C ONSI DE R ATI ONS FOR S E LE C T I N G A DE VEL O P M EN T A P PR OACH be divided into categories of the product, service, or result; the project; and the organization. The following subsections describe the variables associated with each category. 2.3.4.1 Product, Service, or Result There are many variables associated with the nature of the product, service, or result that when selecting the development approach. ▶ Degree of innovation. Deliverables where the scope and requirements are well understood, that the project team has worked with before, and that allow for planning up front are well suited to a predictive approach. Deliverables that have a high degree of innovation or where the project team does not have experience are better suited to a more adaptive approach. ▶ Requirements certainty. Section 2 – Project Performance Domains 39  ▶ Scope stability. If the scope of the deliverable is stable and not likely to change, a predictive approach is useful. If the scope is expected to have many changes, an approach that is closer to the adaptive side of the spectrum can be useful. ▶ Ease of change. Related to the requirements certainty and the scope stability, if the nature approach is best. Deliverables that can adapt easily to change can use an approach that is more adaptive. ▶ Delivery options. are aligned with incremental, iterative, or adaptive approaches. Some large projects may be planned using a predictive approach, but there may be some pieces that can be developed and delivered incrementally. ▶ Risk. Products that are inherently high risk require analysis before choosing the and rigorous processes to reduce threats. Other products can reduce risk by building them modularly and adapting the design and development based on learning to take advantage of emerging opportunities or reduce the exposure to threats. ▶ Safety requirements. Products that have rigorous safety requirements often use a ▶ Regulations. predictive approach due to the required process, documentation, and demonstration needs. 2.3.4.2 Project schedule constraints, and funding availability. ▶ Stakeholders. involvement throughout the process. Certain stakeholders, such as the product owner, play a substantial role in establishing and prioritizing work. 40 PMBOK ® Guide  ▶ Schedule constraints. If there is a need to deliver something early, even if it is not ▶ Funding availability. Projects that work in an environment of funding uncertainty can with less investment than an elaborate product. This allows for market testing or market capture with minimum investment. Further investments can be made based on the market response to the product or service. 2.3.4.3 Organization Organizational variables such as the structure, culture, capability, project team size, and ▶ Organizational structure. An organizational structure that has many levels, a rigid reporting structure, and substantial bureaucracy frequently uses a predictive approach. organizing project teams. ▶ Culture. and directing, where the work is planned out and progress is measured against baselines. management. ▶ Organizational capability. Transitioning from predictive development approaches to adaptive approaches and then to using agile methods is more than just stating that the organization will now be agile. It entails shifting the mindset starting at the executive level throughout the organization. Organizational policies, ways of working, reporting structure, and attitude should all be aligned in order to employ adaptive methods successfully. ▶ Project team size and location. Adaptive approaches, especially agile methods, often are located in the same physical space. Large project teams and project teams that are mostly virtual may do better by using an approach that is closer to the predictive side of the spectrum. However, there are approaches that seek to scale up the adaptive approaches to work with large and dispersed project teams. Section 2 – Project Performance Domains 41  2.3.5 L I F E C Y CLE AND PH ASE D EF I N I T I O N S The type and number of project phases in a project life cycle depend upon many variables, chief among them the delivery cadence and the development approach, as described previously. Examples of phases in a life cycle include: ▶ Feasibility. This phase determines if the business case is valid and if the organization has the capability to deliver the intended outcome. ▶ Design. Planning and analysis lead to the design of the project deliverable that will be developed. ▶ Build. Construction of the deliverable with integrated quality assurance activities is conducted. ▶ Test. Final quality review and inspection of deliverables are carried out before transition, go-live, or acceptance by the customer. ▶ Deploy. Project deliverables are put into use and transitional activities required for ▶ Close. The project is closed, project knowledge and artifacts are archived, project team members are released, and contracts are closed. Project phases often have a phase gate review (also known as stage gate) to check that the desired outcomes or exit criteria for the phase have been achieved before proceeding to the next phase. Exit criteria may tie to acceptance criteria for deliverables, contractual obligations, meeting 42 PMBOK ® Guide once, and each phase focuses on a particular type of work. However, there are situations, such as adding scope, a change in requirements, or a change in the market that cause phases to be repeated. Sample Predictive Life Cycle Feasibility Design Build Test Deploy Close Figure 2-9. Sample Predictive Life Cycle Section 2 – Project Performance Domains 43  Figure 2-10 shows a life cycle with an incremental development approach. There are three iterations of plan, design, and build shown in this example. Each subsequent build would add functionality to the initial build. Sample Life Cycle with an Incremental Development Approach Concept Plan Plan Plan Design Design Design Build Build Build Close Figure 2-10. Life Cycle with an Incremental Development Approach 44 PMBOK ® Guide  Figure 2-11 shows a life cycle using an adaptive development approach. At the end of each iteration (sometimes known as a sprint), the customer reviews a functional deliverable. At the review, the key stakeholders provide feedback, and the project team updates the project backlog of features and functions to prioritize for the next iteration. Life Cycle Using Adaptive Development Approach Define Project and Product Vision Iteration 1 Iteration 2 Iteration 3 Feedback Feedback Backlog Backlog Prioritization Prioritization Figure 2-11. Life Cycle with Adaptive Development Approach materials, and other inputs. Another goal is to minimize time and resource waste and optimize and methods usually adopt them from the Kanban scheduling system used in lean and just-in- time scheduling approaches. Section 2 – Project Performance Domains 45  2.3.6 A LI G NIN G OF D E LIVE RY C A D EN C E, DE VEL O P M EN T A P PR O A C H, A ND LIFE CY CLE are four products and services: the building, the community action patrol (CAP) training, the senior Table 2-4. Delivery Cadence and Development Approach Deliverable Delivery Cadence Development Approach Building Single delivery Predictive Senior services Multiple deliveries Iterative Website Periodic deliveries Adaptive Community action patrol training Multiple deliveries Incremental Based on this information, a potential life cycle might be: ▶ Start Up. Entry criteria for this phase are that the business case has been approved and the project charter has been authorized. In this phase, the high-level roadmap is developed, initial funding requirements are established, project team and resource requirements are These deliverables should be complete prior to exiting the start-up phase. Exit criteria will be reviewed at an origination phase gate review. ▶ Plan. In this phase, the high-level information for the building is decomposed into detailed plans. A detailed design document for the CAP training is completed. An analysis of the the website is created. These deliverables should be complete prior to exiting the planning phase. Exit criteria will be reviewed at a planning phase gate review. 46 PMBOK ® Guide  ▶ Development. This phase will overlap with the test and deploy phases since the have early deliveries to inform the public of the progress for the community center. Some senior services and the CAP training may begin prior to the opening of the community center. Each deliverable may have a separate review prior to entering the testing phase. ▶ Test. This phase will overlap with the development and deploy phases. The type of test will depend on the deliverable. This phase includes inspections for the building, a beta delivery of the CAP courses, small-scale trials for the senior services, and operating in a test environment for each release for the website. Each deliverable will go through the applicable testing prior to moving to the deploy phase. ▶ Deploy. of the website may be somewhat early in the project. Activities in this phase will iterate as of the community center. Ongoing updates to the website and the senior services will be part of operations once the community center is open. ▶ Close. This phase takes place periodically as deliverables are completed. When the initial website has been deployed, project personnel (including contractors) will be released and retrospectives or lessons learned for each deliverable will be completed. When the entire project is done, information from the various phase gate reviews and an overall evaluation the project charter and the business case will be reviewed to determine if the deliverables Section 2 – Project Performance Domains 47  Figure 2-12 shows a possible life cycle for the community center project. The start-up and planning phases are sequential. The development, test, and deploy phases overlap because deliverables will have multiple deliveries. The development phase is shown in more detail to development phase cadence. The deliveries are shown in the deploy phase. Origination Review Community Center Life Cycle Planning Start Up Review Plan Development Community Test Center Open Deploy Website Senior Community Action Release 1 Offerings Patrol Training Launch Close Website Development and Deliveries Senior Service Iterations Senior Service Senior Service Senior Service Senior Service Release 1 Release 2 Release 3 Release 4 KEY: Milestone Community Action Patrol Training Increments Deliveries Module 1: Module 2: Module 3: Basic Training Logistics Training Patrol Training Integration Community Center Construction Figure 2-12. Community Center Life Cycle 48 PMBOK ® Guide  What’s in a Name? approach and the life cycle. Some practitioners will say a project follows an agile life cycle when they are actually talking about the development approach. Some practitioners refer to predictive approaches as waterfall. Adaptive development approaches may also be known as evolutionary approaches. Because project management is evolving, the language used continues to evolve. The best way to understand what a person is referring to is to determine how they are developing deliverables and ask them the names of the phases in the life cycle. This can help frame the project and understand how people are using terms. 2.3.7 I N TER A CTIO NS W ITH O T HE R P ER F O RM A N C E D O M A I N S The Development Approach and Life Cycle Performance Domain interacts with the life cycle selected impacts the way in which planning is undertaken. Predictive life cycles undertake the bulk of the planning up front and then continue to replan by using rolling wave planning and progressive elaboration. Plans are also updated as threats and opportunities materialize. The development approach and delivery cadence is one way to reduce uncertainty on projects. A deliverable that has a lot of risk associated with meeting regulatory requirements may choose a predictive approach to build in extra testing, documentation, and robust processes and procedures. A deliverable that has a lot of risk associated with stakeholder acceptance may choose an iterative approach and release a minimum viable product to the market to get feedback before developing additional features and functions. Section 2 – Project Performance Domains 49  the Delivery Performance Domain when considering delivery cadence and development approach. The delivery cadence is one of the main drivers of delivering value in alignment with the business development approach. The Team Performance Domain and the Development Approach and Life Cycle Performance Domain interact when it comes to project team capabilities and project team leadership skills. The development approach. A predictive approach usually entails more emphasis on up-front planning, measurement, and control. On the other end of the spectrum, an adaptive approach, especially when using agile methods, requires more of a servant leadership style and may have self-managing project teams. 2.3.8 M EASUR I NG OU TCOM E S Outcome Check Development approaches that are The development approach for deliverables (predictive, hybrid, or adaptive) consistent with project deliverables reflects the product variables and is appropriate given the project and organizational variables. A project life cycle consisting of Project work from launch to close is represented in the project phases. phases that connect the delivery of Phases include appropriate exit criteria. business and stakeholder value from the beginning to the end of the project Project life cycle phases that The cadence for development, testing, and deploying is represented in the life facilitate the delivery cadence and cycle phases. Projects with multiple deliverables that have different delivery development approach required to cadences and development methods are represented by overlapping phases produce the project deliverables or phase repetitions, as necessary. 50 PMBOK ® Guide