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Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Success

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Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Success

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The planning to produce the needed deliverables, on or before the need date, and at or below the planned cost starts with this framework

The planning to produce the needed deliverables, on or before the need date, and at or below the planned cost starts with this framework

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Deliverables Based Planning, PMBOK® and 5 Immutable Principles of Project Success

  1. 1. FRAMEWORK FOR DBP® TRAINING Putting DBP ® in the context of PMBOK ® and the 5 Immutable Principles of Project Success 10/20/11 Niwot Ridge, LLC
  2. 2. 16 Program Management Processes 2 Program Enablers Program Process Capabilities Business Enablers
  3. 3. 1. What Does DONE Look Like? 2. How Do We Get There? 3. Is There Enough Time, Resources, And Money To Get There? 4. What Impediments Will Be Encountered Along The Way? 5. What Are The Units Of Measures For Progress To Plan? All Successful Projects Must Know The Answer To 5 Questions 3
  4. 4. Credible Data Is Need to Increase The Probability Of Program Success ¨ Concept of Operations (ConOps) ¨ Operational Scenarios and Use Cases ¨ Integrated Master Plan (IMP) ¨ Value Stream Maps (VSM) ¨ Key Performance Parameters (KPP) ¨ Measures of Effectiveness (MoE) ¨ Program Planning and Controls (PP&C) ¨ Integrated Master Schedule (IMS) ¨ Work Packages (WP) and Planning Packages (PP) ¨ Earned Value Management (EVM) ¨ Technical and Programmatic Risk Management (RM) ¨ Measures of Performance (MoP) ¨ Estimate At Completion (EAC) ¨ Estimate To Complete (ETC) ¨ To Complete Performance Index (TCPI) ¨ Independent Estimate At Completion (IEAC) ¨ Technical Performance Measures (TPM) Chapter 0 4
  5. 5. 11 Critical Practices Needed to Answer the 5 Questions of Project Success 5 ¨ Define the Work Breakdown Structure(WBS). ¨ Indentify the Organizational Breakdown Structure (OBS). ¨ Integrate the WBS and OBS. ¨Organization ¨ Schedule the work. ¨ Identify the Products and Milestones. ¨ Set the time phased budget. Planning and Budgeting ¨ Record direct costs. Accounting ¨ Determine variances. ¨ Sum Data and variances. ¨ Manage action plans. Performance Analysis ¨ Incorporate Changes. Revision Management Chapter 0
  6. 6. Connecting Deliverables Based Planning® with the 9 Knowledge Areas of PMI PMBOK® The 9 Knowledge Areas of PMBOK® Capabilities Based Planning Requirements Baseline Performance Measurement Baseline PMB Execution Continuous Risk Management 1 Integration Management Concept of Operations IPT dependencies SE interface management Interface Management 2 Scope Management Capability flow down Requirements Flowdown Tree WBS/TPM Integration REQ Management Growth Control 3 Time Management Capability need date SA/AC Delivery Dates Integrated Master Schedule Schedule Variance EAC Control 4 Cost Management Traceability Matrix Integrated Master Schedule Cost Variance EAC Control 5 Quality Management Quality Mgmt Impact Matrix Integrated Master Schedule TPM Variance Variance Management 6 Human Resource Management Responsibility Assignment Matrix Resource Loaded Schedule Resource Management Plan FTE Management 7 Communications Management Requirements Traceability Performance Risk Messaging 9 Risk Management Risk Management Plan Risk Register IMS / Risk Risk Buy Down RM Processes 9 Procurement Management Supply Chain Management SCM Channels SCM Activities SCM Performance SK Management Chapter X 6
  7. 7. Connecting Deliverables Based Planning® with the 5 Process Groups of PMI PMBOK® Deliverables Based Planning® Process Areas The 5 Process Groups of PMBOK® Capabilities Baseline Requirements Baseline Performance Measurement Baseline PMB Execution Continuous Risk Management 1 Initiating Concept of Operations 2 Planning Integrated Master Plan Integrated Master Schedule Plan Risks 3 Executing Work Package Sequencing Work Authorization Measure Risks 4 Monitoring and Control Integrated Master Schedule Performance Based Earned Value Monitor Risks 5 Closing Integrated Master Schedule Integrated Master Schedule Retire Risks Chapter X 7
  8. 8. What Should We Do? Where Are We Now? Identifying Needed System Capabilities Abstracted from: “Capabilities‒Based Planning – How It Is Intended To Work And Challenges To Its Successful Implementation,” Col. Stephen K. Walker, United States Army, U. S. Army War College, March 2005 Identifying Needed System Capabilities 8 Chapter 0
  9. 9. Identifying Requirements Systems Requirements Practices, Jeffery O. Grady, McGraw Hill, 1993 9 Chapter 0
  10. 10. Establishing the Three Elements of the Performance Measurement Baseline Cost Baseline Schedule Baseline Technical Baseline Perform Functional Analysis Determine Scope and Approach Develop Technical Logic Develop Technical Baseline Develop WBS Define Activities Estimate Time Durations Sequence Activities Finalize Schedule Identify Apportioned Milestones Determine Resource Requirements Prepare Cost Estimate Resource Load Schedule Finalize Apportioned Milestones Determine Funding Constraints Approve PMB 10 Chapter 0
  11. 11. Executing the Performance Measurement Baseline 11 Chapter 0
  12. 12. Analyze Plan Track Control Identify Risks, Issues, and Concerns Evaluate, classify, and prioritize risks Decide what should be done about each risk Monitor risk metrics and verify/validate mitigations Make risk decisions Subproject and partner data/constraints, hazard analysis, FMEA, FTA, etc. Risk data: test data, expert opinion, hazard analysis, FMEA, FTA, lessons learned, technical analysis Resources Replan Mitigation Program/project data (metrics information) Statement of Risk Risk classification, Likelihood Consequence, Timeframe Risk prioritization Research, Watch (tracking requirements) Acceptance Rationale, Mitigation Plans Risk status reports on: Risks Risk Mitigation Plans Close or Accept Risks Invoke contingency plans Continue to track Perform Continuous Risk Management 12 Chapter 0
  13. 13. 1. Identify Needed Systems Capabilities – Define the Measures of Effectiveness (MoE) Deliverables Based Planning® DEFINE OPERATIONAL CONCEPTS THROUGH SCENARIOS OR USE CASES Partition system capabilities into classes of service within operational scenarios Connect capabilities to system requirements using sysML Define Measures of Effectiveness (MoE) for these capabilities in units meaningful to the customer Define in the master schedule the achievement of measure of Technical Performance DEFINE CAPABILITIES NEEDED TO IMPLEMENT THE OPERATIONAL CONCEPTS Define scenarios for each system capability Connect these scenarios to the Value Stream map Assess value flow through the map for each needed capability Identify capability mismatches and make corrections to improve overall value flow ASSESS NEEDS, COST, AND RISK SIMULTANEOUSLY Assign costs to each system element using a value process model Assure risk, probabilistic cost and benefit performance attributes are defined Use cost, schedule, and technical performance probabilistic models to forecast potential risks to program performance DEFINE EXPLICIT, BALANCED, AND FEASIBLE ALTERNATIVES Make tradeoffs that connect cost, schedule, and technical performance in a single “trade space” model Measures of Effectiveness and Measures of Performance are the raw materials for these tradeoffs 2. Establish Requirements Baseline – DEFINE MEASURES OF PERFORMANCE (MOP) PERFORM FACT FINDING Produce an overall statement of the problem in the operational context Develop the overall operational and technical; objectives of the target system through Measures of Performance (MoP) for the requirements Define the boundaries and interfaces of the target system GATHER AND CLASSIFY THE REQUIREMENTS Gather required operational capabilities, functional, nonfunctional, and environment requirements and design constraints Build a Top-Down Capabilities and Functional decomposition of the requirements in a flow down tree using a requirements tool EVALUATE AND RATIONALIZE THE REQUIREMENTS Answer the question “why do we need this?” in terms of operational benefits Build a cost / benefit model using probabilistic assessments of all variables and dependencies For technical requirements, perform a risk assessment to the cost and schedule PRIORITIZE THE REQUIREMENTS Determine the criticality for the functions for the system’s mission Determine tradeoff relations for all requirements to be used when option decision are made For technical items, prioritize the cost and dependencies INTEGRATE AND VALIDATE THE REQUIREMENTS Address completeness of requirements by removing all TBD items Validate the requirements agree and are traceable to capabilities, goals, and the mission Resolve any requirement inconsistencies and conflicts Chapter I Chapter I 13
  14. 14. 3. ESTABLISH PERFORMANCE MEASUREMENT BASELINE – DEFINE TECHNICAL PERFORMANCE MEASURES (TPM) DELIVERABLES BASED PLANNING® DECOMPOSE REQUIREMENTS INTO WORK PACKAGES AND PLANNING PACKAGES Decompose the program scope into a product based Work Breakdown Structure (WBS) Decompose the WBS into Work Packages describing the production of all deliverables and processes traceable to the requirements ASSIGN ACCOUNTABILITY FOR THE DELIVERABLES FROM EACH WORK PACKAGE Assign accountability for Work Packages to a named owner for the management of resource allocation, cost baseline, and technical delivery ARRANGE WORK PACKAGES IN A LOGICAL ORDER Arrange Work Packages in a network with defined deliverables, milestones, internal and external dependencies, appropriate schedule and cost margin DEVELOP THE BUDGETED COST FOR WORK SCHEDULED (BCWS) FOR EACH WORK PACKAGE AND PLANNING PACKAGE Develop a time‒phased Budgeted Cost for Work Scheduled (BCWS) for labor and material costs in each Work Package Develop a time‒phased Budgeted Cost for Work Scheduled (BCWS) for the program as a whole Assure proper resource allocations can be met and budget profiles match expectations of the program sponsor ASSIGN WORK PACKAGE MEASURES OF PERFORMANCE (MOP), KEY PERFORMANCE PARAMETERS (KPP), AND TECHNICAL PERFORMANCE MEASURES (TPM) Assign an objective Measure of Performance (MoP) for each critical Work Package deliverable Trace critical deliverables to the Measure of Effectiveness (MoE) defined in the Capabilities baseline Summarize these Measures of Performance (MoP) and Measures of Effectiveness (MoE) for the program as a whole Assign measures of Physical Percent Complete for each Work Package Assign measures of Physical Percent Complete for the program as a whole SET THE PERFORMANCE MEASUREMENT BASELINE (PMB) Establish a Performance Measurement Baseline (PMB) used to forecast Work Package and Project ongoing and completion cost and schedule metrics 4. Execute the Performance Measurement Baseline (PMB) – Maintain Cost, Schedule, and Technical Performance PERFORM AUTHORIZED WORK IN THE PLANNED SEQUENCE Using the Work Package sequencing, release work to be performed as planned With the RACI based RAM, the Accountable delivery manager guides the development of the products or service for each Work Package ACCUMULATE AND REPORT WORK PACKAGE PHYSICAL PERFORMANCE Using Physical Percent complete or Apportioned Milestones, capture the measures of “progress to plan” for each Work Package Report the Physical Percent Complete in a centralized system for each Work Package and he program as a whole ANALYZE WORK PACKAGE PERFORMANCE Compare the Actual Percent Complete against the Planned Percent Complete for each period of performance Construct cost and schedule performance indices from this information and the Physical Percent Complete measures TAKE CORRECTIVE MANAGEMENT ACTION FOR ANY VARIANCE IN WORK PACKAGE PERFORMANCE With the cost and schedule performance indices, construct a forecast of future performance of cost, schedule, and technical performance compliance Take management actions for any Work Packages not performing as planned MAINTAIN PERFORMANCE MEASUREMENT BASELINE’S INTEGRITY Record past performance based on Work Package completion criteria Record previous future performance estimates in a historical database Forecast future performance against the Performance Measurement Baseline Report the future performance estimate to the program stakeholders Chapter I Chapter I 14
  15. 15. Projects Are Executed By Teams ¨ Deploying Deliverables Based Planning® is a team activity. ¤ Walking the walking is a critical success factor for the team. ¤ Start with Katzenbach’s definition of a team – “a small number of people with complementary skills who are committed to a common purpose, performance goals, and working approach for which they hold themselves mutually accountable.” 15
  16. 16. Deploying and Successfully Executing DBP® ¨ For the success of DBP® management must NOT … ¤ Choose Status Over Results – status comes from reporting results on the planned date, for the planned cost, that meets the planned performance ¤ Choose Popularity Over Accountability – Katzenbach’s definition of a team ¤ Choose Certainty Over Clarity – all projects are probabilistic events, certainty is simply not possible ¤ Choose Harmony Over Healthy Conflict – Larry Bossidy, You cannot have an execution culture without robust dialogue – one that brings reality to the surface through openness, candor, and informality. This is called “truth over harmony. ¤ Choose Invulnerability Over Trust – top down management will lay the seeds for failure. ¨ To do any of these invites disappoint at best and failure at worst. 16
  17. 17. Deliverables Based Planning® Puts You On the Road to Success … Where are we going? How do we get there? Are there enough resources? What are impediments to progress? How do we measure progress? Chapter 0 17

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