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3 - PROJECT MANAGEMENT PROCESSES FOR A PROJECT

Effort Effort per Iteration

Monitoring & Monitoring & Monitoring & Monitoring &
Controlling Processes Controlling Processes Controlling Processes Controlling Processes
Planning Planning Planning Planning
Processes Processes Processes Processes
Initiating Closing Initiating Closing Initiating Closing Initiating Closing
Processes Processes Processes Processes Processes Processes Processes Processes
Executing Executing Executing Executing
Processes Processes Processes Processes

Sequential Iteration Cycles Time

Figure 3-2. Level of Effort for Process Groups Across Iteration Cycles

Software development projects based on adaptive life cycles involve frequent and closely coordinated interactions
between the customer and the project—particularly in the translation of customer requirements into planning,
which is communicated until execution. Of particular importance, the process flow is not strictly one-directional
feed-forward, where information is fed sequentially from one process to the next. In software development, frequent
feedback among the five Process Groups is needed to ensure that the emerging software product is consistent
with (possibly changing) requirements, features, and expectations. Documentation of decisions is necessary; but
documentation alone is not sufficient to provide the understanding needed to implement a software product that
meets the needs of a customer or a business. Frequent interpersonal interactions, in addition to documentation,
are required to provide clarity for all stakeholders; therefore, emphasis is placed on evolving, working software for
each development cycle of a software project life cycle. Project and product scope should be managed to maintain
a balance between them.

It is also important to recognize that the life cycle continuum for software projects is not a thin line; it is
multidimensional. All of the processes and support functions for software development (e.g., configuration
management, quality assurance, documentation, independent testing, etc.) should be adapted to fit the needs of
each project life cycle and each software project.

3.3 Initiating Process Group

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As stated in Section 3.3 of the PMBOK Guide, internal and external stakeholders who will interact and
influence the overall outcome of the project are identified during project initiation. One of the most important
stakeholders for a successful software project is a knowledgeable customer, designated customer representative,
or user representative who can state needs and desires, and observe demonstrations of the emerging product
on a continuing, ongoing basis. Identifying this stakeholder, or stakeholders, during project initiation will permit
frequent interactions during the execution and monitoring and controlling of the project. The associated feedback
will ensure that the correct features are delivered. During project initiation, it is also important to discuss issues

42 ©2013 Project Management Institute. Software Extension to the PMBOK Guide Fifth Edition
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