Start with defining the deliverables to produce the capabilities needed for project success. Then what work is needed, the order of that work, and the defined outcomes of that work become obvious. Sequence that work, assign durations and resources and you've generated the plans and schedule for success
Deliverables Based Planning
Defining what Done looks like for needed business Capabilities, through Deliverables, their
Acceptance Criteria, in units of measure meaningful to the decision makers is the foundation of project
+ What is a Deliverable?
§ A Deliverable is not the final assembled product or service.
§ A Deliverable is the outcome of Work, whose result increases the
measureable maturity of the final product or service.
§ Technical performance is specified and measureable.
§ Design is complete and verifiable.
§ Development is complete and testable.
§ Testing is complete, verified, and validated.
§ Installation and deployment are complete and operational.
§ Work consumes time and resources.
§ Work is owned by a single accountable person.
§ Work produces deliverables. Not measured by effort.
§ Work is scheduled to complete on a planned date for a planned
cost, with a planned outcome.
Deliverables Incrementally Increases Project Maturity
Deliverables Result From “Units OfWork”
+ To Successfully Complete All Our
Deliverables We Need a Plan
n The Plan describes where we are going, the possible paths we can
take to reach our destination, and the progress and performance
assessment points along the way to assure we are on the right path.
n These assessment points measures the physical percent complete of
our product or service against the planned technical percent
n This is the only real measure of progress to plan.
n Not the passage of time or consumption of money.
n Success with formal scheduling requires more maturity in the
management of requirements elicitation and work planning than we
currently have in place.
n Maintenance and operations is not very amenable to formal scheduling.
n We need a Visible way to show deliverables, dependencies, planned
progress versus actual progress in a clear and concise way.
n Planning First – instead of Scheduling First – provides visibility to what
outcomes are needed to produce a Capability using the project
Only Then Execute the Plan
+ The Project Management Goal is
n The totem spins continuous while in a dream – stops spinning
in the real world – Cobb’s totem, Inception
How can we recognize the Reality of our Project’s
current status and its forecast future performance?
+ To Know if we’re on the Right Path, we
Need Measures of Progress to Plan
n We must measure increasing product maturity in
units meaningful to the decision makers.
n We must see the risks before they arrive so we can
take corrective action.
Deliverables Base Planning
The customer needs ability to accomplish something for the
benefit of the business.
Requirements, development, testing, deployment are the means to
Without a clear and concise set of capabilities produced by
Deliverables , we don’t know what work is needed.
+ What is a Delivered Capability?
How will we recognize it?
n A Capability provides the customer with the ability to accomplish a
business outcome, fulfill a requirement, provide a measureable
benefit to the stakeholders.
n Requirements, when met, enable the Capability to be put to work.
n Examples of a capability enabled by a deliverable
n Process insurance provider network enrollment transactions at $0.07 each
versus the current $0.12 each
n Switch to back up site in the presence of a primary site failure all
database transactions while maintaining web page integrity for currently
logged on clients.
n Release changes to baseline with 90% test coverage, 100% security
coverage, while meeting 100% of all Service Level Agreements.
+ Capabilities focus on Outcomes
Rather than Outputs
n Capabilities planning is particularly relevant in our domain.
n We many times have vague, changing, and emerging technical and
n Each new piece of information can be tested against the agreed upon
Capability, which should be stable if we are to have a successful outcome.
n IT projects are often described in terms of technical deliverables not
n Making it difficult for business to appreciate what was being delivered and
often the IT looses sight of the business goal – provide a well defined
n Capabilities planning frames all phases of development in the context of
n What will the business be able to accomplish when the deliverables from the
n From these capabilities, we can extract requirements that are fulfilled
with a Deliverable
+ 6 Steps To Build A Deliverables Based
Activities in the Project Planning Process
Identify key deliverables needed to fulfill the project’s
2 Identify milestones for completion of each deliverable
3 Identify quantifiable measures of success for all work
4 Identify work needed to complete the deliverables
Sequence the work in a logical order to meet planned
6 Adjust work sequence to mitigate major risks
+ Identify Key Deliverables for the Project’s
§ Define the Requirements needed
to fulfill the Customer’s business
or technical needs.
§ Deliverables are the outcomes of
the project work that fulfill these
§ Deliverables define components
of the products and services are
needed for a business or
§ The acceptance criteria for each
Deliverable defines the units of
measure for the successful
completion of the Deliverable.
We want a new car design capable
of capturing new market demand
+ Outcomes of Step
n Confirm end to end description of each work activity needed to
produce the project’s Deliverables.
n Define the order of delivery for each Deliverable.
n Establish target dates for each Deliverable.
n Socialize the language of speaking in “Deliverables” rather than
time and efforts.
+ Identify the Milestones that
Produce each Deliverable
n Which Deliverables are needed to implement each Requirement?
n We need to start up a DR site using SQL 2012 Always On
n What are the measures of effectiveness and measures of
performance for each Requirement?
n Cutover time
n Reliability and availability of the DR system
n In what order must these Requirements be delivered?
n We can’t migrate the database contents until we have moved from 2008 to
2012 SQL Server
+ Outcomes of Step
n The Milestones are the “road map” to producing each Deliverable
n The “Value Stream Map” resulting from the flow of Accomplishments
describes how the products or services move through the
maturation process while reducing risk
n The Accomplishment map is the path to “done”
+ Identify Quantifiable Measures of
Success for All Work
We have the framework for our new car design that can be tested
with the customers to confirm we’re on the right path to success
+ Outcomes of Step
n The definition of Done emerges in the form of deliverables rather than
measures of cost and passage of time.
n At each step along the way to a Deliverable completion, the increasing
maturity of the deliverables is defined through the Measures of
Effectiveness (MoE) and Measures of Performance (MoP),Technical
Performance Measure (TPM), and Key Performance Parameters (KPP)
n MOE’s are operational measures of success that are closely related to the
achievements of the mission or operational objectives evaluated in the
operational environment, under a specific set of conditions.
n MOP’s characterize physical or functional attributes relating to the system
operation, measured or estimated under specific conditions.
n TPM’s are attributes that determine how well a system or system element is
satisfying or expected to satisfy a technical requirement or goal.
n KPP’s represent the capabilities and characteristics so significant that failure
to meet them can be cause for reevaluation, reassessing, or termination of the
+ Identify Work Needed to Reach
We’re detailing out the deliverables
+ Outcomes of Step
n The work identified to produce a measurable outcome.
n This is defined in a Package ofWork.
n Tasks, staff, budget, incremental outcomes
n The Acceptance Criteria state explicitly what Done looks like for the
n With Done stated, Measures of Performance (MOP) and Measures of
Effectiveness (MOE) can be assessed with the products or services
produced by the Work outcomes.
+ Sequence the Work in a Logical
Order to Meet Planned Milestones
We’re building a car capable of capturing market share
+ Outcomes of Step
n Packages partition work efforts into “bounded” scope, with defined
outcomes that can be measured in units meaningful to the decision
n Interdependencies constrain provide boundaries to prevent
“spaghetti” style flow work and outcomes.
n Visibility to the Increasing Flow of Project Maturity start to emerge
from the flow of quantifiable measures of success.
n This provide visibility to current performance and the basis of the
Estimate to Complete for the remaining work in units of:
n Risk reduction efforts
+ Adjust Work Sequence to
Mitigate Major Risks
+ Outcomes of Step
n Define risk reduction work for all reducible risks.
n Provide Margin for risks that cannot be reduce to protect Milestone
n Risks are integrated with sequence at their appropriate levels
n Risks to Effectiveness – risk to Key Performance Parameters (KPP)
n Risks to Performance – risk to Technical Performance Measures
+ These 6 Steps Result In A Planned
Capability On Time, On Budget
Our Plan Tells Us
Going to Proceed
The Schedule Tells
Us “What”Work is
Needed to Proceed
Our new car has arrived and we are
successfully meeting our market goals
+ Horizontal and Vertical Connections
Define Progress to Plan
Provides a Capability at
a planned point in time.
Incremental completion of
of progress for each Milestone
Work sequenced to
produce outcomes for