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1 - INTRODUCTION

1.5.1.2 Operational Stakeholders in Software Project Management

The PMBOK Guide distinguishes between operational personnel and product users. While operations
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management is different from project management (see Section 1.5.1.1 of the PMBOK Guide), the needs of the
stakeholders who perform and conduct business operations are important considerations in managing software
projects. The software supported by and used by operational personnel exerts a strong influence on the efficiency
and effectiveness of their work processes and procedures; therefore the inputs of operational stakeholders are
important sources of requirements that software projects strive to satisfy. It is important to address requirements
that will improve the efficiency and effectiveness of sustainment; software project managers may also consider
issues related to deployment, replacement, and retirement/disposal (end of life) of the software product.

1.5.2 Organizational Issues and Software Project Management

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As stated in the PMBOK Guide, governance usually sets high-level strategic direction and performance
parameters. The strategy provides the purpose, expectations, goals, and actions necessary to guide business
pursuit, and is aligned with business objectives.

IEEE Standards 15528 [10] and 12207 [11], the constellation of CMMI capability maturity models (for acquisition,
development, services, people) [12, 13, 14, 15], and various safety and security standards are used by many
software and IT organizations as frameworks for specifying strategic directions and performance parameters. They
also serve as models for process and product improvement initiatives.

1.5.2.1 Project-Based Organizations

Many software organizations are project-based. As stated in the PMBOK Guide, project-based organizations
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weaken the hierarchy and bureaucracy inside the organizations as the success of the work is measured by the
final result rather than position or politics. A project-based organization is desirable for software projects, which are
often comprised of self-enabling teams of creative individuals.

1.5.2.2 Link Between Project Management and Organizational Governance

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As stated in the PMBOK Guide, projects (and programs) are undertaken to achieve strategic business outcomes,
for which many organizations now adopt formal organizational governance processes and procedures. Some IT
projects are undertaken to develop and modify information systems that are crucial to organizational governance,
including those that provide data warehousing, data mining, trend analysis, and other business intelligence. In addition
to developing software to support organizational governance, software and IT projects are also constrained by
governance policies.
In addition, software projects are conducted for external customers who may require that certain processes and
procedures be followed when developing software that may place at risk the health, safety, or welfare of the public.
There may also be compliance requirements, such as Sarbanes-Oxley in the United States or the policies governing
development of medical devices that contain software. Many IT organizations use COBIT 5 for the governance of

12 ©2013 Project Management Institute. Software Extension to the PMBOK Guide Fifth Edition
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