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(Software Development) Scope Management -- Bridging the Gap

QUALITY PLUS© Carol Dekkers/ www.qualityplustech.com
Quality Plus Technologies, Inc.
USA-based consulting, training, and coaching services in
project management (PMP), software
measurement/estimation, benchmarking, scope
management, ISO standards

QUALITY PLUS© Carol Dekkers/ www.qualityplustech.com© Carol Dekkers/ www.qualityplustech.com
ICT
Industry
today
http://www.galorath.com/wp
/software-project-failure-
costs-billions-better-
estimation-planning-can-
help.php

Cause Business /
Customer
Supplier Comment /
Solution
Poor user input X X Training, time
Stakeholder conflicts X ? PM
Vague requirements ? ? Terminology
Poor cost and schedule
estimation
? X Overly-optimistic,
risk (avoidance)
Skills that do not match the job X X Training
Hidden costs of going
"Lean and Mean“
X X Unrealistic goals,
Resources
Failure to plan ? ? Structure, PM
Communication breakdowns X X Blame (He said,
she said)
Poor architecture X
Late “failure” warning signals X Measurement
The WHYs of project “failures”
Loren May, CrossTalk editor
http://info.psu.edu.sa/psu/cis/biq/se501/a/a1/MajorCausesofSoftwareProjectFailures.pdf

 Use cases / spiral  engage the business
 SPICE / CMMI  maximize/ build on best practices
 Formal PM  increase formality and repeatability
 Agile vs waterfall  shorten dvp cycles & min rework
 QA & risk analysis  engineering style contingency
 Focus on outcomes  business orientation
 History-based estimation  learning organization…
 Let the business DRIVE the project
 NEW models (SPICE, CMMI, Baldrige, quality) +
methods (six sigma/lean/Kanban) + tools (testing,
quality) + standards (ISO, IEEE)
 Focus on customer… It’s ALL good!
Supplier response: build a bridge

“Reinventing Project
Management”
Aaron Shenhar
Success should not be defined just in
terms of Scope, Cost, and Time -
which are strictly efficiency-
based. The focus should be more on
business results and customer
satisfaction.
Hmmmmmm…
7

Project Management models…
8

“The Department for Work and Pensions has dropped a coalition
government scheme to avert software disasters from its £2bn
Universal Credit programme…The DWP gave up using the
“agile” method of software development for Universal Credit, the
coalition government’s flagship reform programme, last month.”
http://agileingov.com/2013/05/28/is-the-universal-credit-project-a-failure-of-agile-or-a-bad-implementation-of-agile/
Current projection (June 2013):
4 years late (2017 vs 2013)
+ £ millions over budget
+ Return to waterfall development
+ Massive rework...
“The failure, if and when it comes, could cost billions and have
dire social consequences…
Agile is supposed to be about openness between developer and
client and we – the taxpayers – are the clients: Why can’t we see
what our money is paying for?”

Voices of wisdom
Tom DeMarco: Any failure will be viewed as
a direct result of underperformance, even
though it is "not even a significant factor" in
the failure of most projects… failed projects
had goals… inherently unattainable.
Watts Humphrey: In many "downsized“
organizations, developers are doing their
own expense accounts, clerical work,
software updates, and other duties—and
at a higher labor rate and with less skill than
could be performed by support specialists.

What’s
missing with
the bridge?
…communication?
…terminology?
…motivation?
…definition of success?
Or something more
fundamental?
What about
differences in
“business” culture &
perspective?
It is important to state the
obvious otherwise it may be
overlooked.
Peter Drucker

“The ultimate role of a CEO is to provide a long-term return on
investment to the shareholders of the company…(the) issue of
short-term progress vs. long-term gains is the central
conflict…”
“…cares about profits, revenues, earnings, and market
share…short-term/long-term tradeoffs, risk, time to market,
return on investment”
Quality Meets the CEO by Jeffery E. Payne
Business
executive

May 2011 USA Today
Some technology actually impedes productivity… the more we
multi-task, the less we connect.
Views about technology can be vastly different between
business and suppliers…

Hofstede Cultural DimensionsHofstede Cultural Dimensions -
adapted

Business and Software Developers
see things differently

Project success from both sides…
same or different?
On time
On budget
On scope
On quality
Customer satisfaction
Customer loyalty
Novelty
Market leadership
16

Bridging both Cultures with
Scope Management

Business and Software Developers see things differently
Both seek balance: trust and risk
Lack of trust:
• Customers 
minimize risks with
firm fixed price
• Developers 
minimize risks with
time & materials
Source 4SUM Partners

Business and Software Developers see things differently:
Scope Management creates Trust
Mutual trust:
• Scope manager facilitates unit
pricing  scope baseline
• Participates from early
tendering  product delivery
• Monitors and reports on
change management
• Project governance  both
business and developers
Source 4SUM Partners

Bridging both Cultures with
Scope Management
Engages business  requirements
(functional size/scope, NFR, risks)
Validates estimates (cost, schedule,
history)
Baselined scope, cost, schedule
Change management ($$$ &
schedule)
Metrics & project reporting
Lessons learned
Project governance

1. Estimates based on
Scope & History

2. Scope Changes  Revised estimate

Certified Scope Manager
(~ bridge master)
Ensures bridge traffic flow (good
communication, solid requirements)
Raises warning flags (progress
reporting based on functional delivery)
Monitors traffic congestion & detours
(change management - quantified)
Maintains clear roadway (focus on
success and outcomes)
Ongoing maintenance (lessons learned)

QUALITY PLUS© Carol Dekkers/ www.qualityplustech.com© Carol Dekkers/ www.qualityplustech.com25© Carol Dekkers/ www.qualityplustech.com

For training and consulting:
Carol Dekkers, PMP, CFPS
Ph 813-816-1329
caroldekkers@gmail.com
www.qualityplustech.com

QUALITY PLUS© Carol Dekkers/ www.qualityplustech.com© Carol Dekkers/ www.qualityplustech.com27
Carol Dekkers
caroldekkers@gmail.com

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(Software Development) Scope Management -- Bridging the Gap

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(Software Development) Scope Management -- Bridging the Gap