Before we start with the Performance
Measurement Baseline development,
let’s talk a bit about the predecessor
activities we saw on Page 4.
Capabilities are not that well known
outside government and large
But they are a critical success factor of
any project. In the IT world a simple
example of a capability would be the
“process invoices from our top tier
How do we do this – we don’t know.
But we need to posses this capability
to have some business benefit.
General Patton stated the capability
We need to state the technical and
business capabilities needed that result
from the project.
We need to have these capabilities
They need to be the backbone of
WHY we are doing this project.
When things start heading for the ditch
– and they will – the stated
capabilities bring us back to reality.
Here’s a picture of “real” Work
Packages being arranged by “real”
Work Package managers, on a “real”
This is a simple process. Brown paper,
sticky notes, hand written Work
This process is called Product
The critical idea is to have collective
ownership of the arrangement of the
Work Packages, while having single
accountability of the contents of each
Work Package by the Work Package
Arranging the Work Packages is a full
When complete, leave the sticky notes
on the wall for all to see.
You will move these into a project
scheduling tool of course, but even then
you should have a “plot” of these