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Deliverables Based Planning

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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

Published in: Technology

Deliverables Based Planning

  1. 1. + 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 success. 1
  2. 2. + Step by Step PM Process 2
  3. 3. + Another Step by Step 3
  4. 4. + 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” 4
  5. 5. + 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 complete. n  This is the only real measure of progress to plan. n  Not the passage of time or consumption of money. 5
  6. 6. + 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 deliverables. 6 Only Then Execute the Plan
  7. 7. + The Project Management Goal is Simple 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? 7
  8. 8. + Planning is a Full Contact Sport 8
  9. 9. + 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. 9
  10. 10. + Deliverables Base Planning The customer needs ability to accomplish something for the benefit of the business. Requirements, development, testing, deployment are the means to this end. Without a clear and concise set of capabilities produced by Deliverables , we don’t know what work is needed. 10
  11. 11. + 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. 11
  12. 12. + 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 operational requirements. 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 business outcomes 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 capability. n  Capabilities planning frames all phases of development in the context of business outcomes n  What will the business be able to accomplish when the deliverables from the project arrive? n  From these capabilities, we can extract requirements that are fulfilled with a Deliverable 12
  13. 13. + 6 Steps To Build A Deliverables Based Plan 13 Activities in the Project Planning Process 1 Identify key deliverables needed to fulfill the project’s requirements 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 5 Sequence the work in a logical order to meet planned milestones 6 Adjust work sequence to mitigate major risks
  14. 14. + Identify Key Deliverables for the Project’s Needed Requirements 14 § Define the Requirements needed to fulfill the Customer’s business or technical needs. § Deliverables are the outcomes of the project work that fulfill these Requirements. § Deliverables define components of the products and services are needed for a business or technical capability. § The acceptance criteria for each Deliverable defines the units of measure for the successful completion of the Deliverable. 1 We want a new car design capable of capturing new market demand
  15. 15. + 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. 151
  16. 16. + 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  Throughput 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 162
  17. 17. + 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” 172
  18. 18. + Identify Quantifiable Measures of Success for All Work 183 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
  19. 19. + 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 project. 193
  20. 20. + Identify Work Needed to Reach Done 204 We’re detailing out the deliverables
  21. 21. + 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 work effort. 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. 214
  22. 22. + Sequence the Work in a Logical Order to Meet Planned Milestones 225 We’re building a car capable of capturing market share
  23. 23. + Outcomes of Step n  Packages partition work efforts into “bounded” scope, with defined outcomes that can be measured in units meaningful to the decision makers. 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  Time n  Cost n  Risk reduction efforts 235
  24. 24. + Adjust Work Sequence to Mitigate Major Risks 246
  25. 25. + Outcomes of Step n  Define risk reduction work for all reducible risks. n  Provide Margin for risks that cannot be reduce to protect Milestone dates. 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 256
  26. 26. + These 6 Steps Result In A Planned Capability On Time, On Budget 26 Our Plan Tells Us “How”We are 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
  27. 27. + Horizontal and Vertical Connections Define Progress to Plan Deliverables Provides a Capability at a planned point in time. Milestones Incremental completion of planned work Quantifiable Measures of progress for each Milestone Work   Work   Work   Work   Work   Work   Work   27 Work sequenced to produce outcomes for each WP. Work  

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