The Deliverables Based Planning™ method is being deployed in several business domains. Ranging from traditional enterprise IT projects to space and defense programs with full Earned Value management processes
These four process areas represent a sequence of activities that increase the maturity of the programmatic aspects of a project or program. They need to be performed in order – at least at the macro level – to allow for this increasing maturity to emerge. For example, before we can start on the development of a Requirements Baseline, some understanding of the Business Need must be in place. Before we can start with the Performance Measurement Baseline (the cost, schedule, and resource allocation plan), we'll need to understand something about the requirements. And of course before we can start executing the project, we need a schedule, cost estimate, and some notion of the staffing plan.
Throughout these process, a Risk Management process is needed to identify and plan the mitigation or retirement of project risk.The individual activities at each level start with:
You can click on the image to get the bigger picture.
This method is Copyrighted material of Lewis & Fowler (my employer) but is presented here as an illustration of where the project and program management community is headed in the "mission critical" world, where deliverables are the focus of discussion.
Underneath these top level processes are 3 more layers of activities. This approach is indepedent of any engineering or technical solution approach - meaning everything from formal DO-178B development processes, to RUP, to Scrum and similar agile software development can be applied during the "Execute the Performance Measurement Baseline" activities.
Two distinct domains are currently using DBP™. One using a customized RUP in a large telecommunications firm and another in a defense software and hardware domain.
The message is "project management processes" are indepednent fropm software development processes.
