Traditional project management starts with the identification of the tasks needed to deliver the solution.
Deliverables Based Planning starts by defining what “done” looks like, how we would recognize “done” when we encounter it, and what effort is needed to deliver “done”.
By defining accomplishments and criteria first, the effort needed to deliver can be easily identified
Smart project management - Best Practices to Manage Project effectivelyChetan Khanzode
Best Practices to Manage project effectively.It gives overview of all five groups and ten PM knowledge areas.
Emphasis more important aspects of Project Management
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
Smart project management - Best Practices to Manage Project effectivelyChetan Khanzode
Best Practices to Manage project effectively.It gives overview of all five groups and ten PM knowledge areas.
Emphasis more important aspects of Project Management
HD version: http://1drv.ms/1i8AvZc
This is my publication on the introduction to project management. In this publication I overview important project management terms, definitions, project life cycles, and key project management software and tools
Contents are sourced from different authors including PMBOK 5th Edition.
This is provided for free as part of our Continuing Practice in Project Management Professional Certification. You may download, share but please refrain from commercializing it or altering parts. Thanks.
For more on Innovations and Project Management, please visit www.facebook.com/SigmaProcessExcellence
A detail description of project management, project success and factors effecting project success during the whole cycle of project.
To download slides please visit my site:
www.xubitech.com
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Compilation of key concepts for Time Management and Project Scheduling & Project Mgmt
Learn more tips & techniques at www.pmpwisdom.blogspot.com
Register for a free webinar at
https://pmpwisdom.blogspot.com/p/webinar.html
Mapping the future: the art and science of programme planning in a waterfall or agile world
Thursday 16 July 2020
Presented by
Adam Skinner and Andy Willis
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/mapping-the-future-the-art-and-science-of-programme-planning-in-a-waterfall-or-agile-world-webinar/
The six step guide to practical project managementMindGenius
The six step guide to practical project management
If you think managing projects is too difficult, think again.
We’ve stripped back project management processes to the
basics – to make it quicker and easier, without sacrificing
the vital ingredients for success.
“If you’re looking for some real-world guidance, then The Six Step Guide to Practical Project Management will help.”
Dr Andrew Makar, Tactical Project Management
Compilation of key concepts for Time Management and Project Scheduling & Project Mgmt
Learn more tips & techniques at www.pmpwisdom.blogspot.com
Register for a free webinar at
https://pmpwisdom.blogspot.com/p/webinar.html
Mapping the future: the art and science of programme planning in a waterfall or agile world
Thursday 16 July 2020
Presented by
Adam Skinner and Andy Willis
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/mapping-the-future-the-art-and-science-of-programme-planning-in-a-waterfall-or-agile-world-webinar/
Project Management Professional (PMP) FundamentalsSowmak Bardhan
Project management is needed because it ensures what (read: Project) is being delivered, is right, and will deliver real value against the business opportunity.
Every client has strategic goals and the projects that we do for them advance those goals. Project management is important because part of a Project Manager’s duties is to ensure there’s rigor in architecting projects properly so that they fit well within the broader context of our client’s strategic frameworks.
Good project management ensures that the goals of projects closely align with the strategic goals of the business.
Software Project Management | An Overview of the Software Project ManagementAhsan Rahim
Management is the process of getting things done through others, it is the process of coordinating people & other resources to achieve the goals of the organization. A project is a set of related tasks that are coordinated to achieve a specific objective in a given time limit. A project is well-defined task, which is a collection of several operations done in order to achieve a goal. Software is the program & all associated documentation & configuration data which is needed to make these programs operate correctly.
A Software Project is the complete procedure of software development from requirement gathering to testing & maintenance, carried out according to the execution methodologies, in a specified period of time to achieve intended software product.
Technical and programmatic disruptions in project plans don’t need to negatively impact cost, performance or schedule metrics. But traditional approaches to planning are not an adequate defense. This white paper outlines the six steps for building a risk-tolerant schedule using a field proven approach.
The funkiest PRINCE2 Processes revision guide on the internetKnowledge Train
A PRINCE2 Foundation course lasts about 3 days - that's a lot of information to take in. This e-book has been designed with the anxious student in mind, using simple descriptions and a graphical, cartoon-style mind map for each PRINCE2 Process.
For your PRINCE2 exam, you will need to master the PRINCE2 Principles, Themes and Processes. You can download the full set of PRINCE2 mind map e-books here:
http://www.knowledgetrain.co.uk/project-management-ebooks.php
Here is what others have said about the PRINCE2 revision e-books:
“Excellent PRINCE2 revision e-books. Extremely well put together and I’m very impressed! I’d say
that you’ve met or even exceeded your aims. They look brilliant, thanks very
much. The world needs more people like you :-)” - Dave Sands, Managing Director at DS Consulting (2005) Co Ltd
“The proof that a picture says more than a thousand words becomes reality within
these PRINCE2 revision e-books. Definitely worthwhile reading.” - Henny Portman, PMO consultant at ING Insurance
“These e-books are really well done! I secretly envy designers like you guys!” - Cesar Abeid, Project Manager at Remontech
“Never has PRINCE2 been explained so beautifully.” - Paul Naybour, Project Management Training Consultant at Parallel Project Training
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Project Plan Development - A FlackVentures Training ExampleKate Pynn
Project planning is the construction of a dynamic agreement across diverse functional groups involved in a project. This agreement specifies:
Goals and deliverables of the project
What is being developed
Major activities that will be performed to achieve those goals
The assumptions that were made
Major risks, as they become known
"Project Management Concepts - Ready Reckoner" By SN Panigrahi, A QUick Refre...SN Panigrahi, PMP
"Project Management Concepts - Ready Reckoner" By SN Panigrahi,
Essenpee Business Solutions,
A QUick Refreshing Guide for PMP Exam based on PMBOK - 6th Edition,
Understanding Fundamentals of Project Management,
This Presentation create a basic information and Idea about the Project Management Practices. The data was compiled from the reputed sources for better understanding.
Similar to A Gentle Introduction to Deliverables Based Planning (20)
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
Cost and schedule growth for complex projects is created when unrealistic technical performance expectations, unrealistic cost and schedule estimates, inadequate risk assessments, unanticipated technical issues, and poorly performed and ineffective risk management, contribute to project technical and programmatic shortfalls
From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
and organizational problems
Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
Capabilities‒Based Planning the capabilities needed to accomplish a mission or fulfill a business strategy
Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
Program Management Office Lean Software Development and Six SigmaGlen Alleman
Successfully combining a PMO, Agile, and Lean / 6 starts with understanding what benefit each paradigm brings to the table. Architecting a solution for the enterprise requires assembling a “Systems” with processes, people, and principles – all sharing the goal of business improvement.
This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
DevOps and Testing slides at DASA ConnectKari Kakkonen
My and Rik Marselis slides at 30.5.2024 DASA Connect conference. We discuss about what is testing, then what is agile testing and finally what is Testing in DevOps. Finally we had lovely workshop with the participants trying to find out different ways to think about quality and testing in different parts of the DevOps infinity loop.
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
Software Delivery At the Speed of AI: Inflectra Invests In AI-Powered QualityInflectra
In this insightful webinar, Inflectra explores how artificial intelligence (AI) is transforming software development and testing. Discover how AI-powered tools are revolutionizing every stage of the software development lifecycle (SDLC), from design and prototyping to testing, deployment, and monitoring.
Learn about:
• The Future of Testing: How AI is shifting testing towards verification, analysis, and higher-level skills, while reducing repetitive tasks.
• Test Automation: How AI-powered test case generation, optimization, and self-healing tests are making testing more efficient and effective.
• Visual Testing: Explore the emerging capabilities of AI in visual testing and how it's set to revolutionize UI verification.
• Inflectra's AI Solutions: See demonstrations of Inflectra's cutting-edge AI tools like the ChatGPT plugin and Azure Open AI platform, designed to streamline your testing process.
Whether you're a developer, tester, or QA professional, this webinar will give you valuable insights into how AI is shaping the future of software delivery.
JMeter webinar - integration with InfluxDB and GrafanaRTTS
Watch this recorded webinar about real-time monitoring of application performance. See how to integrate Apache JMeter, the open-source leader in performance testing, with InfluxDB, the open-source time-series database, and Grafana, the open-source analytics and visualization application.
In this webinar, we will review the benefits of leveraging InfluxDB and Grafana when executing load tests and demonstrate how these tools are used to visualize performance metrics.
Length: 30 minutes
Session Overview
-------------------------------------------
During this webinar, we will cover the following topics while demonstrating the integrations of JMeter, InfluxDB and Grafana:
- What out-of-the-box solutions are available for real-time monitoring JMeter tests?
- What are the benefits of integrating InfluxDB and Grafana into the load testing stack?
- Which features are provided by Grafana?
- Demonstration of InfluxDB and Grafana using a practice web application
To view the webinar recording, go to:
https://www.rttsweb.com/jmeter-integration-webinar
Neuro-symbolic is not enough, we need neuro-*semantic*Frank van Harmelen
Neuro-symbolic (NeSy) AI is on the rise. However, simply machine learning on just any symbolic structure is not sufficient to really harvest the gains of NeSy. These will only be gained when the symbolic structures have an actual semantics. I give an operational definition of semantics as “predictable inference”.
All of this illustrated with link prediction over knowledge graphs, but the argument is general.
GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using Deplo...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Slack (or Teams) Automation for Bonterra Impact Management (fka Social Soluti...Jeffrey Haguewood
Sidekick Solutions uses Bonterra Impact Management (fka Social Solutions Apricot) and automation solutions to integrate data for business workflows.
We believe integration and automation are essential to user experience and the promise of efficient work through technology. Automation is the critical ingredient to realizing that full vision. We develop integration products and services for Bonterra Case Management software to support the deployment of automations for a variety of use cases.
This video focuses on the notifications, alerts, and approval requests using Slack for Bonterra Impact Management. The solutions covered in this webinar can also be deployed for Microsoft Teams.
Interested in deploying notification automations for Bonterra Impact Management? Contact us at sales@sidekicksolutionsllc.com to discuss next steps.
UiPath Test Automation using UiPath Test Suite series, part 4DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 4. In this session, we will cover Test Manager overview along with SAP heatmap.
The UiPath Test Manager overview with SAP heatmap webinar offers a concise yet comprehensive exploration of the role of a Test Manager within SAP environments, coupled with the utilization of heatmaps for effective testing strategies.
Participants will gain insights into the responsibilities, challenges, and best practices associated with test management in SAP projects. Additionally, the webinar delves into the significance of heatmaps as a visual aid for identifying testing priorities, areas of risk, and resource allocation within SAP landscapes. Through this session, attendees can expect to enhance their understanding of test management principles while learning practical approaches to optimize testing processes in SAP environments using heatmap visualization techniques
What will you get from this session?
1. Insights into SAP testing best practices
2. Heatmap utilization for testing
3. Optimization of testing processes
4. Demo
Topics covered:
Execution from the test manager
Orchestrator execution result
Defect reporting
SAP heatmap example with demo
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Accelerate your Kubernetes clusters with Varnish CachingThijs Feryn
A presentation about the usage and availability of Varnish on Kubernetes. This talk explores the capabilities of Varnish caching and shows how to use the Varnish Helm chart to deploy it to Kubernetes.
This presentation was delivered at K8SUG Singapore. See https://feryn.eu/presentations/accelerate-your-kubernetes-clusters-with-varnish-caching-k8sug-singapore-28-2024 for more details.
Accelerate your Kubernetes clusters with Varnish Caching
A Gentle Introduction to Deliverables Based Planning
1. 1
A Gentle Introduction to
Deliverables Based Planning
Traditional project management starts
with the identification of the tasks
needed to deliver the solution.
Deliverables Based Planning starts by
defining what “done” looks like, how
we would recognize “done” when we
encounter it, and what effort is
needed to deliver “done”.
By defining accomplishments and
criteria first, the effort needed to
deliver can be easily identified
2. 2/62
Primary Goal of Project Management
must focus on the business aspects of a
project not the technical content
No surprises for either the customer or the supplier
Trust built on free and frank discussions about
– Risk, resources, planned effort, capabilities, commitment
– Performance – financial, technical, personnel
Full engagement with customer strategies
– Communication of needs to solution providers
– Requirements traceable to business benefits
Risk management is how adults manage projects
– Identify, analyze, plan, and mitigate
– Risk informed management processes
Overview
3. 3/62
Managing large complex projects is a
“full contact” sport, full of surprises,
disappointments, and sometimes success
Project management
is not about
forecasting the future
Its about
understanding the
risks that impact the
future
Its about making
visible what “done”
looks like
Its about staying
ahead of risk the
curve
Overview
4. 4/62
Fours Keys to Project Success
1. Attention to Context
– Be sensitive of personal
preferences and capabilities
– Distinguish the nature of the
project (repetition of the
past or discovery design)
– Distinguish the nature of the
sponsoring organization
2. Create a shared Vision
– Develop an emerging
shared metaphor
– Make this distinct from
requirements
– Define the Business
Capabilities
3. Focus on Community
– Ignore artificial limits
imposed by teams
– Consider the community
surrounding the project as
the guiding force
4. Planning versus Plans
– Assure a coherent
engagement with and within
the community about the
definition of “done”
– Measure maturity growth of
the Business Capability
rather than just progress as
the passage of time
Overview
5. 5/62
Learning to talk about the meaning of
“done” starts with a new vocabulary
Insist everyone speaks in “capabilities” as the
standard unit of measure for commitment – a
measure meaningful to the business
Have something to touch One (1) month after
project starts and every two weeks after that
Insist on a list of “testable” deliverables –
something that can be demonstrated, shown or
assessed – no slides and reports of progress on
paper:
– We’ll be told this is an unnecessary overhead
– Accept no substitutes for testable milestones
Overview
6. 6/62
Some definitions needed to talk about the
meaning of “Done”
A Business Capability is a Program Event describing …
– Major release point in the project providing a business capability
– The 100% delivery of a production ready business capability into
the hands of the customer
A Significant Accomplishment is a Milestone for the …
– Interim, critical or discrete activity that must be completed before
the Business Capability can be called “Done”
An Accomplishment Criteria is the Deliverable with …
– The measurable indicators of the evidence that demonstrates the
achievement of maturity or progress in an activity
Tasks are the work efforts contained in a Work Package
– That perform deliver the Accomplishment Criteria in support of
the Significant Accomplishments
7. 7/62
Execution Schedule
Business
Capability
Milestones
Work Packages
The integration of the Deliverables Based
Plan with the Task execution schedule
Program Event
Significant
Accomplishment
Accomplishment
Criteria 3
Accomplishment
Criteria 2
Task
Task
Task
Task
Task
Task
Task
Task
The tasks required to complete each Accomplishment Criteria are
defined and linked to create the Deliverables Based Schedule
Significant
Accomplishment
Accomplishment
Criteria 1
8. 8/62
Core concept of horizontal and vertical
integration of the Deliverables Based
Plan
Horizontal integration
– The rollout of products or services based on functional
activities (development, test, integration)
Vertical integration
– The rollout of product or services based on business
capability (order processing, product shipment,
accounts payable)
Both Horizontal and Vertical integration are necessary for a
successful project. With horizontal only, the business must wait
until the end to receive the value of the project. With vertical only,
the functional streams are never clear about what “done” looks
like except the consumption of resources
9. 9
Deliverables Based
Task Scheduling
Deliverables Based Plan (Plan)
and Task Based Schedule
(Schedule) is one approach to
dealing with #4 in the 4 Keys to
Project Success just presented
The three other success factors
are important, but they’ll have
to wait for another session.
10. 10/62
Let’s walk through a gentle introduction to
Deliverables Based Plan starting with some
motivation and background
Introduction
Deliverables Based Planning Background
What does a well formed Plan look like?
Capabilities Versus Functional
Attributes Of a Deliverables Based Plan
Preparing The Deliverables Based Plan
Planning The Program
11. 11/62
The fundamental “mission” of Deliverables Based
Planning is to assess the evolving maturity of a
project, not just the passage of time
Traditional (horizontal planning) processes assess
progress to plan by measuring the percentage complete
for tasks connected to milestones
– Milestones are collection points for tasks
– “We made it to milestone #6, so we’re 47% along the path to
completion of this project”
Deliverables Based Planning (vertical planning) makes
these maturity assessment points explicit
– Significant Accomplishments explicitly define the desired maturity
of the project at a point in time
– Accomplishment Criteria define the “exit criteria” for assessing
maturity for each Significant Accomplishment
– Tasks are the work elements for the Accomplishment Criteria
Introduction
12. 12/62
There are two points of view when
discussing “what does done look like?”
The Horizontal View
The Lead says – “Here’s all the
things we’re going do and
when we’re done with them,
we’re done with the project”
The Planner asks – “Tell me
about all the effort needed to
get your tasks done before you
have to ship?”
The Outcome Is – effort is
equated with progress up to
the point where a milestone
occurs and the “real” progress
becomes visible
The Vertical View
The Lead says – “What level of
maturity do we need to be at
when a specific event occurs?”
The Planner asks – “Tell me
what needs to be
accomplished and how you
would measure those
accomplishments before you
move to the next level of
maturity?”
The Outcome Is – frequent
tests and verifications of
increasing maturity define the
state of the project
Introduction
13. 13/62
A quick overview of Deliverables Planning
and why its an important concept for
complex integration projects
Deliverables Based Planning is the basis of integrating
development effort using teams of solution providers
Deliverables Based Planning is a simple and logical way
to consistently provide vertical schedule traceability
across the entire portfolio of projects
The Deliverables Based Plan
– Identifies the timing of key events that function as commitment
and management check points in the project
– The Program Events (PE), Significant Accomplishments (SA),
and Accomplishment Criteria (AC) provide a logical framework to
develop a detailed Integrated Master Schedule (Schedule)
– Work Breakdown Structures define the scope of work needed to
fulfill the AC’s and SA’s
Introduction
14. 14/62
Nine principles of project management
applicable to complex integration
projects (there are more of course)
1. Systematic and integrative planning – maximum influence comes
early in the project
2. Timely decisions adjusted to uncertainty – objectives first, then the
means to fulfilling the objective
3. Isolation and absorption of risk – organize project elements to
maintain stability and isolate undesired results
4. Leadership is both Inward and Outward– leadership copes with
uncertainty, management copes with complexity
5. Teamwork – emphasize cooperation rather than risk allocation
6. Overlapping phases – pay great attention to pre–existing activities
7. Simple procedures – prevent re–invention, contribute to cooperation,
and establish internal stability
8. Intensive communication – fit the intensity and mode of
communication to the situation
9. Systematic monitoring – identifying and correcting small problems is
easy, identifying large problems is easy, correcting them is hard
Introduction
15. 15/62
Deliverables Based Planning is a mature
project management process used in
many industries
The work elements for the portfolio are defined. A Work
Breakdown Structure (WBS), tailored for effective
management control, is used in this process.
The portfolio organizational structure, including the major
providers responsible for accomplishing the work, is
identified. The organizational elements needed to plan
and control the work are defined. An Organizational
Breakdown Structure (OBS) is used in this process.
The planning, scheduling, project WBS, and portfolio
OBS are integrated.
The WBS organizational structure are integrated to
providing cost and schedule performance measurement
by work element across the portfolio.
Introduction
16. 16/62
Deliverables Planning is found in
organizations that understand “done”
means
Is Deliverables Planning simply old wine in a new bottle?
Is Deliverables Planning a “belt and suspenders”
approach to project controls?
Why all this formality when the traditional approach to
planning appears to work just fine?
– The Plan is event focused rather than effort focused.
– The Plan communicates the portfolios approach to meeting top
level requirements (strategic requirements) of the organization
– The Plan provides the basis for subsequent detailed planning and
schedules
– The Plan measures maturity by marking the initiation or
conclusion of major intervals of activity with defined outcomes
Introduction
17. 17/62
The Deliverables Based Plan is …
An event focused, time–driven plan for the delivery of
business value
A schedule of tasks that deliver Significant
Accomplishments and their Accomplishment Criteria
A tracking and status tool used during project execution
using Earned Value metrics for each Work Package
A detailed tool to show progress, inter–relationships and
dependencies among all the project deliverables
A critical path representation used to direct management
focus through the Earned Value performance
measurement of each Work Package
Introduction
18. 18/62
Why is Deliverables Based Planning
different from the traditional approach to
planning and scheduling?
Vertical traceability is the significant difference
– The lowest activities are traced through all levels to the Program
Events – the delivered business capability
– All measurable effort directly supports these Program Events
Deliverables Based Planning is a “simple concept”
– The definition of “done” is contained in the Significant
Accomplishments (SA) and their supporting Accomplishment
Criteria (AC)
– Tasks are the work effort that complete the Accomplishment
Criteria
– But the completion of a task is not an indicator of maturity, only
the completion of the Accomplishment Criteria and the related
Significant Accomplishments
– The 100% completion of Significant Accomplishments and their
Accomplishment Criteria are the ONLY measure of progress
Introduction
19. 19/62
The vertical and horizontal nature needs
to be kept in mind at all times until it
becomes second nature
The passage of time
Increasingmaturity
Vertical linking – Increasing maturity is found by
completing Significant Accomplishments (SA)
through their Accomplishment Criteria (AC)
Horizontal linking – SA, AC and Task linking
defines the critical path and work sequences
Both are needed, but Vertical linking creates the
critical success factor for a complex project
portfolio – it defines “done” in customer terms
Think Vertically – Act Horizontally
Introduction
20. 20/62
Let’s look at a simple example of vertical
and horizontal linking — provisioning a
new employee
Human ResourcesNew Employee Ready to Work
Insurance
Orientation
Laptop Account Setup
Charge account setup
Information Technology
Finance
Buying authority
Supply Chain Management
Both horizontal and vertical processes are needed to provision the new
employee in a timing manner. No waiting for other departments, process
flows seamlessly between departments. The employee sees a “systems”
rather than a collection of processes.
Introduction
21. 21/62
Let’s have a process check before we
move on
Both vertical and horizontal
connections are needed to
integrate functional
development and business
capabilities
– Silos of function are necessary
– But connections between the
silos make them sufficient to
deliver on the business
processes
Thinking vertically is the place
to start when asking “what
does done look like?”
– Horizontal progress is
measured in the passage of
time
– Vertical progress is measured
in maturity improvement
“By George, for a minute there it
suddenly made sense”
Introduction
22. 22/62
A well formed Deliverables Based Plan
has a distinctive, look, feel, and
structure
Introduction
Deliverables Planning Background
What does a well formed Plan look like?
Capability Versus Functional
Attributes Of Deliverables Based Planning
Preparing The Deliverables Based Plan
Planning The Program
23. 23/62
What does a Plan look like?
Value judgments mixed with fundamental
concepts
It’s focused on Business Capability rather than on functional activities
The topology is built around “vertical” connections between the
functional activities and the events
– All Significant Accomplishments (SA) and Accomplishment Criteria (AC)
“land” on the Program Event PDR Conducted
– All task activities “land” on the project’s SA’s and AC’s
Well Formed
24. 24/62
The fundamental concept of “schedule
drives cost” starts with a clear and
concise definition of “done”
Event based planning defines the path to maturity
Resource loaded tasks define the activities that drive
maturity
Cost or cost estimates are derived from planning tasks
– Labor cost is a derivative of resource loaded schedules
– Non–labor costs can be added to the schedule or carried in the
pricing system
– Burdening the labor and non–labor is done in the cost system
Adjustments to the cost profile start with adjustments to
the schedule
– All adjustments flow from schedule to cost
– The need for a cost adjustment implies a schedule or labor
adjustment
– Make labor or schedule adjustments first and cost will flow from
there
Well Formed
25. 25/62
Knowing when we have a well formed
Plan is not always obvious, but here’s
some questions to ask…
Can we see the connections between the project
elements?
Does it convey the logic and strategy of project?
Are the delivery goals met through measurable
outcomes?
Are all phase entry and exit criteria defined?
Do the planned activities meet the funding and business
requirements profile?
Are all interdependencies evident?
Are accomplishments appropriate to events?
Do criteria show completion of accomplishments?
Are accomplishments and criteria linked from level to
level (system to subsystem; ,management to teams)?
Well Formed
26. 26/62
Knowing when we have a good
Deliverables Based Schedule has a
similar set of questions…
Are key dates recognized and integrated?
Does the Plan correlate one–to–one with
Schedule?
Do the scheduled tasks address all required
activities and technical (functional + technical
solution) descriptions
Do tasks cover all process and capability related
effort to
– Achieving the strategic goals and objectives
– Completing coverage of the business processes
– Reflecting all deliverables agreed on
– Explicitly managing the identified risks
Well Formed
27. 27/62
And some questions that need to be
continually asked for determining the
“goodness” of the Deliverables Plan
Relationships among tasks are clear – how do the
accomplishments flow to the event?
Dependencies among functions are clear – what
accomplishments are needed to arrive at an event or a
deliverable capability or service?
Durations are clearly defined, estimated and committed
to by the technical owners – tasks are where the “action”
takes place
Critical path is defined and understood – fully linked
tasks, no widows or orphans, built–in margin erosion
management is explicit in the Schedule
Schedule risk assessment is provided to enable
milestone completion on time – schedule margin and risk
mitigation tasks “explicitly” in the Schedule.
Well Formed
28. 28/62
Functional approaches are horizontal,
Capability approaches are vertical
Introduction
Deliverables Based Planning background
What does a well formed Plan look like?
Capability versus Functional
Attributes of Deliverables Based Plan
Preparing the Deliverables Plan
Planning the Program
29. 29/62
Process versus Functional planning is at
the heart of the Deliverables discussion
A first impulse to “planning” is to define the functional
(Silo) work to be performed over a period of time
– Assemble the tasks in the order performed
– Assign durations to these tasks
– Assign resources and other costs
– Assure that a proper network is constructed that can be analyzed
through the Critical Path Method
In most cases this results in a horizontal (functional)
architecture of the effort, with tasks arranged in a logical
sequence
– “Done” is defined by the implicit completion of tasks
Plan (vertical) architecture approaches the schedule from
the “event” point of view
– How does the capability mature over time?
– What is the evidence that maturity is taking place as time
passes?
Capability v. Function
30. 30/62
Think about Deliverables as a
functionally structured WBS turned on its
side
Large Integrated Program
Supply Chain
Management
IT
Infrastructure
Finance
Planning &
Development
Human
Resources
WBS 3.1
WBS 3.2
Wbs 3.3
WBS 3.4
WBS 3.5
WBS 7.1
WBS 7.2
WBS 7.3
WBS 7.4
WBS 8.2
WBS 8.3
WBS 8.1
WBS 8.4
WBS 8.5
WBS 6.1
WBS 6.2
WBS 6.3
WBS 6.4
WBS 10.1
WBS 10.2
WBS 10.3
WBS 10.4
LargeIntegrtaedProgram
SupplyChain
Management
IT
Infrastructure
Finance
Planning&
Development
Human
Resources
WBS3.1
WBS3.2
WBS3.4
WBS3.5
WBS3.6
WBS7.1
WBS7.2
WBS7.3
WBS7.4
WBS8.2
WBS8.3
WBS8.1
WBS8.4
WBS8.5
WBS6.1
WBS6.2
WBS6.3
WBS6.4
WBS10.1
WBS10.2
WBS10.3
WBS10.4
Provision New Employee
Enroll New Qualified Supplier
Capability v. Function
31. 31/62
The differences between Capabilities
versus Functional speaks to the core of
defining “what does done look like?”
The “hard part” of Deliverables Based Planning is
changing our habits of defining the horizontal (silo) –
instead of defining “done”
Defining the events representing Business Capability, the
accomplishments that result in the event, and the criteria
for assessing the maturity of these accomplishment is the
role of the Plan
Gathering the raw materials for a Deliverables Based
Plan is straight forward if approached in an iterative /
incremental manner aimed at “capabilities” deployment
Continually asking “what does done look like” reinforces
the Deliverables Based Planning approach
– If you’re not asking questions and getting answers for “what does
done look like” on event boundaries then you’re not doing
Deliverables Based Planning
Capability v. Function
32. 32/62
A Gentle Introduction to Deliverables
Based Planning
Introduction
Deliverables Based Planning background
What does a well formed Plan look like?
Capability versus Functional
Attributes of Deliverables Based Plan
Preparing the Deliverables Based Plan
Planning the Program
33. 33/62
Attributes of a Deliverables Plan starts
with the notion of “done,” how to get to
“done,” and how the assess “done”
Starting with the PE/SA/AC sequence, the
Deliverables Based Plan has several major
attributes
– Tasks are collected by the Event rather than by a
WBS hierarchy
– There is a WBS but it is not the first organizational
structure of the schedule
– Rather, the first organizational structure is the logical
decomposition from the Business Capabilities (a
Program Event), to the Significant Accomplishments,
to the Accomplishment Criteria
Attributes
34. 35/62
Attributes of a Deliverables Based Plan
emphasizes the term “integrated” as the
foundation of all planning efforts
Integrated, networked, multi–layered schedule of efforts
required to deliver each Business Capability
– Detailed tasks and work to be completed
– Calendar schedule shows work completion dates
– Network schedule shows interrelationships and critical path
– Expanded granularity, frequency, and depth of risk areas
Resource loaded critical risk areas
Correlates Scheduled work with Plan Events
– A single numbering system is the starting point
– A logical decomposition of the work is more important
– Demonstrating project maturity as a function of time is the critical
success factor for Deliverables Based Plan
Attributes
35. 36/62
The objectives of all this formality is not
to create paper work, but to reveal
critical success planning elements
Objective Implementation
Event Driven Plan versus a
Schedule Driven Plan is based on delivery
of capabilities not just passage of time
Separate the Plan from the Schedule
but link elements with numbering
system
Condensed, easy to read “plan” showing
“events” rather than effort
Indentured, outline format (not text)
Pre–defined entry and exit conditions for
major Business Capability as defined by
the business customer
Significant accomplishments (SA) for
each key event (submitted in proposal)
Objective measure of progress/
completion for each significant
accomplishment
Pre–defined accomplishment criteria for
each significant accomplishment
Capture essence of functional processes
without mandating a particular process
Split Plan into Capability and Process
sections
Attributes
36. 37/62
Definitions used in Deliverables Planning
are clear and concise and should not be
altered for the convenience of the novice
Business Capability – Event
A major transition point in the
project
Significant Accomplishment
Interim, critical or discrete
activity required to complete
prior to an event
Accomplishment Criteria
Measurable indicators of
evidence that demonstrates the
achievement of maturity or
progress in an activity
Tasks
Work performed in support of
accomplishments and their
criteria
E/A/C
A combination of events,
accomplishments, and criteria
Integrated Master Plan
A contractual commitment that
lays out the entire project in a
single plan
Integrated Master Schedule
Provides an integrated and
networked time phased
schedule of all project and
deployment tasks
Attributes
37. 38/62
Deliverables Action Verb Dictionary is the
starting point for controlling the
definition of “done”
Available
Complete(d)
Conducted
Defined
Delivered
Documented
Delivered
Demonstrated
Established
Finalized
Implemented
Obtained
Ordered
Met
Prepared
Provided
Published
Received
Refined
Reviewed
Submitted
Trained
Installed
Integrated
Loaded
Operational
Reduced
Released
Tested
Updated
Validated
Verified
In–Place
Written
Acquired
Analyzed
Approved
Awarded
Corrected
Drafted
Established
Generated
Identified
Initiated
Attributes
38. 39/62
All the elements of a Deliverables Based
Plan work together providing visibility to
the increasing maturity of the project
Business Strategy
Plan Process Step
WBS Element or
Subsystem
Events
Tasks
Accomplishments
Criteria
Significant
Accomplishments
(SA)
Accomplishment
Criteria (AC)
Subsystem
Business
Capability
State of this
Capability
State of the
Process
Demonstrates
Maturity
Identifies
End Item
How
Defines
Customer/Program
Direction
Program/Team
Direction
Team Direction
Performance
Team Status
Team Status
Something
Completed
Effort
Expended
Deliverables
Attributes
39. 40/62
A common set of concise terms that are
capability specific provides a “stand
alone” description of “done”
Perform
Work
Maturity
Adjective
Action
Verb
ClosePreliminary
Capability
Noun
General Ledger
Demonstrates
Maturity End Item
“A01B02a: Preliminary Month End Close of the General Ledger Successful”
Step in the Process
State
Verb
Successful
Closure
State
Attributes
40. 41/62
Preparing the Deliverables Based Plan
starts with defining the Events that
represent a business capability
Introduction
Deliverables Based Planning background
Capability versus Functional
Attributes of Deliverables Based Planning
Preparing the Deliverables Based Plan
Planning the Program
Program Architecture
41. 42/62
Preparing the Deliverables Based Plan
starts with gathering the customer’s
definition of “done”
Charter the working group
– Program Leadership Team (PLT)
– Project Delivery Team
– Vendor Team
And add the functional managers if they are organized along
functional disciplines
– But, and this is a big but, start the information gathering with the
functional managers at the “event” level
– Ask them to build a collection of “accomplishments” for each event
– Use these accomplishments to start the discussion of what “done” looks
like for the events
– Avoid the “passage of time” as progress discussion until the detailed
tasks are identified for the completion of the Schedule
Preparing
42. 43/62
Preparing the Plan surveys all the logical
sources, gathering events and their
accomplishments
Inputs for the Deliverables Based Plan
– Statements of Work (SOW)
– Functional Requirements Specification
– Business Process Improvement Specification
– Traceable business benefits from the Business Case
– Work Breakdown Structure (WBS)
– WBS Dictionary (What do we mean when we say “x”?)
– Regulatory requirements
– Organizational Breakdown Structure (OBS)
Preparing
43. 44/62
A Deliverables Based Plan example from
a large systems integration and operation
project
Contract Start (1, 11)
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48
Year 1 Year 2 Year 3 Year 4
BN CPs (5) BDE HQs
(6)
ABCPs & OCs: L M, N, J, L, A (9)
SGATs: L, N, A, J & SAT (10)
Mission
Applications IPT
(1.5)
Develop Build1.2 Mission Apps SW– SBs, MOs
Develop Advanced TrainingSW Develop Build2 Mission Apps SW– SAPs,Process Assistants
Automated Data
Processing IPT
(1.7)
Define, Buy,Integrate ADP& Peri-
pherals HWand Operating Systems
Develop Common MobileHWDesigns
Modify AMCWSand RMPWS
Communications
IPT (1.8)
Comms
Site
Surveys
Define, Buy,Integrate, Test Comms Management HW &SW
Radars IPT
(1.9)
SRR Site Surveys
Manufacture, Install,SAT, FLT SRRGroup 1
#1 #2 #3 #4
Group 1 SYS (12)
#5 #6 #7 #8
Group 2 SYS(13)
Manufacture, Install,SAT, FLT SRRGroup 2
Civil Works IPT
(1.3)
Support
Site
Surveys
Plan, Design,Install Fibre OpticCable
Plan, Design,Prepare KC4ISSites
Plan, Design,Construct, Prepare SRR Sites
SEIT IPT
(1.2)
DefineCommon Processes Update Analyses,ConductConfiguration Mgmt &QualityAssurance Programmes, Monitor Common Processes
Plan& DryRun System Tests: Bld 1 FAT BNNATs BDENATs OC NATs Build 2 FAT SGATs SAT
KC4ISSite Surveys
System Desig n
Review (SDR) (2)
Node Design
Review
(NDR) (3)
Service Group
Design
Review (SGDR) (7)
Build 1
FAT (4)
Build 2
FAT (8)
Activate SIL, SDEs
Integr &Test
SW Build 1
Integrate& Test SWBuild 1.1
Integrate& Test SWBuild 1.2
Integrate& Test SWBuild 2
Procure, Install, Checkout, Test 9 Battalion Command Posts (BN CPs)
Procure, Install, Checkout, Test 6 Brigade Headquarters (BDEHQs)
2 Air BaseCPs(ABCPs) & 5Operations Centres(OCs) ConductService Group
&System Acceptance
Tests(SGATs &SAT)
Activate Install SuptFacility
Analyse System Requirements
&Define System Design
Finalise System Design and Analyses
Common
Services IPT
(1.6) Buy&Integrate Build 1.1 CS SW
Buy&Integrate Build 1.2 CS SW
Develop Build2 Common Services SW
Buy&Integrate Build 1
Common Services(CS) SW
Support System
IPT (1.4)
KC4ISProvisioning
Conference
SRR
Develop KC4IS Build 2 Manuals& TrainingMatls
Customise SRR Manuals& Training Matls
KC4ISWarrantyMaintenance
SRR Warranty Maintenance
ILSTransition
Activate KC4ISDepot
ConductKC4IS Build 1 BasicTraining ConductKC4IS Build 2 Advanced Training
ConductProficiency Testing &Training
ConductSRRTraining
Develop KC4IS Basic TMs &Trng Matls
ILSSite
Survey
PlanKC4IS&SRRSupportSystems
Update Spares Lists
ConductSystem Admin / Maintenance Training
ConductCommunications, Elec-Mech, Other Training
Preparing
44. 45/62
Preparing the Deliverables Based Plan
involves iterative and incremental
development starting with the Program Events
“What needs to be accomplished for this event?”
– List these accomplishments – focus on operational aspects
– Use a past tense verb from the dictionary
– Code the Events, SAs, and ACs in the schedule
“What tests can be performed to assure these accomplishments
meet the project requirements?”
– List the evidence showing completion
– Use past tense verbs
“What work must be done to complete the criteria?”
– Assign resources
– Assign work package and control accounts
– Link tasks in the proper sequence
– Define the duration of the effort
– Use only allowed constraints
Preparing
Remember, the Program
Events are Business
Capabilities that can be put
to work fulfilling the business
case in an incremental and
iterative manner
45. 46/62
Define / Derive deliverables from the
strategy and leadership documents and
our mini-Kaizen event
List of customer deliverables that make up a Capability
– These can be collected in a “Milestone” of completed
Deliverables
Items needed to support the Deliverables
– These are usually Deliverables themselves
Assign every Business Capability to a team with full
authority to deliver this capability
– The capability lead can provide more details of the
Accomplishments and Criteria
Summarize each Business Capability life cycle in the
Deliverables Based Plan
– As the project matures the events are satisfied by delivering on
the accomplishments, assessing the criteria and finally
performing the actual work
Preparing
46. 47/62
Using a Mini–Kaizen to capture the
Deliverables provides a “hands on”
experience for all the participants
Preparing
47. 48/62
Criteria for defining Events starts with the
Requirements, adds Risk Mitigation, “give/get”
milestones and integration points
Customer provided Events – Needed Capabilities by
Date
– These are usually stated by senior management or the business
stream owner
Key decisions in the project
– Obvious project delivery points
– Risk assessment points
Risk mitigation activities
– Intermediate points where project maturity and risk mitigation is
assessed
Mandatory corporate events
– Internal guidelines, work processes, or independent reviews
Capability demonstrations
Verification and validation efforts and results
Preparing
48. 49/62
The Significant Accomplishments (SA)
describe the “done” aspect of the
Program Event (PE)
SAs are event related not just time coincidental
– The passage of time has little to do with real progress when
Capability Maturity is the “unit of measure”
– These events should not be anchored at a specific date, unless
imposed by the customer
– The date of the event should be driven by the supporting work
that must be accomplished
Characteristics of a Significant Accomplishment
– A discrete step in the process of planned development
– A desired result at a specific event
– Interrelationships, interdependencies, or handoffs points
Preparing
49. 50/62
Sample accomplishments should be
replicated throughout the project, but
with specific content changes
Significant Accomplishments are stated as a past tense
verb
– Statements of accomplishments, things that have happened
already to move the maturity of the project forward
– Past tense focuses on the outcome rather than the effort toward a
goal. “Tell me what you’ve done to increase maturity”
Significant Accomplishments are activities that have been
performed with measurable outcomes
– Process improvements Demonstrated
– System Requirements Allocations Completed
– Functional Interface Requirements Established
– Software Release Cycle 1 Complete
– Critical Design Review Complete and Accepted
Preparing
50. 51/62
Accomplishment Criteria are the
activities that “verify” outcomes, test
results or confirm compliance
Accomplishment Criteria (AC) are definitive measures
supporting successful completion of a Significant
Accomplishment (SA)
An AC must show objective evidence of work progress
– The accomplishment must be seen, read, demonstrated, or
quantified
– The accomplishment must be measured in an independent
means, not just a statement we’re done
– It is critical to define the accomplishment criteria before
proceeding with the work
Accomplishment Criteria are the Exit Criteria for the work
being performed by the Work Package
Preparing
51. 52/62
The Master Schedule flows directly from
the Deliverables Based Plan
The Schedule is a calendar oriented
representation of the project that integrates all
criteria, accomplishments, and events described
in the Plan.
– Represents relationships between tasks
– Duration and timing
– Scope of work
But and this is a critical “But,” the Schedule is not
the starting point of the Deliverable Based
Planning, it is the ending point
– The calendar oriented elements are identical to “tasks”
in the traditional planning process
– They are explicitly connected to Program Events
Preparing
52. 53/62
Integrated Master Schedule
Depicts both planned (baselined) and forecast dates for
all activities on the project
Measures impact and performance for each activity
through earned value metrics
Communicates project content, workflow, and approach
through the flow down of accomplishments and criteria
from the project events
Identifies problem areas through critical path analysis
and risk paths
Enables management to prioritize activities against
project events
Is the basis for evaluating and communicating change
throughout the project
Preparing
53. 54/62
Three Levels of the Scheduling form the
project architecture
Master Schedule – usually published with the proposal,
but also is the supporting basis for the execution Plan
Intermediate Schedule – resource loaded derivative of
the Master Schedule
Detailed Schedule – 60 to 90 day rolling wave details at
the execution level
– Sufficient detail to control the work
– Deliverables at the end of the wave support the accomplishments
Preparing
54. 55/62
The three levels of the Schedule define
the granularity of the planning as well as
the reporting
Monthly statusing:
– Validate schedule status
(start/complete/slip)
– Validate work package
% complete
– Claims earned value
– Identify/process cost ETCs
Weekly statusing:
– Roll up of lower level
schedule
status
– Roll up of lower level %
complete
or
– Milestone start/complete
– Milestone slip (early/late,
start/complete)
– % complete of tasks
Weekly statusing:
– Milestone start/complete
– Milestone slip (early/late,
start/complete)
– % complete of tasks
Near term RW period
Future RW periods
Control account span
Schedule tasks
(at Work Package level)
20 to 40
Workday tasks
Or even
weekly tasks
Schedule tasks
(one/two levels
below WP level)
Plan
WBS
Levels
1, 2, 3
WBS
Levels
4, 5
WBS’s
Below
Work
Package
Planning Package
Preparing
55. 56/62
A Gentle Introduction to Deliverables
Based Planning
Introduction
Deliverables Based Planning background
Capabilities versus Functional
Attributes of Deliverables Based Planning
Preparing the Deliverables Based Plan
Planning the Program
56. 57/62
Hard Constraints should be used
sparingly
Start No Earlier Than (SNE)
– Tasks not controlled by the execution team, for which the team
has been given projects dates
– “Locked down” deliverables (launch date for the service)
– Tasks which may have to be scheduled in conjunction with other
project elements
Finish No Earlier Than (FNE)
– “Just in Time” tasks
Rationale needs to be provided for constraints other than
“As Soon as Possible”
– This information should be placed in the notes field
Planning
57. 58/62
Task Relationships in Microsoft Project
can create confusion and illogical
networks if not used carefully
For an integrated master schedule
to reflect the project status, all
interdependencies must be
identified
Finish to Start – one task finished
before another starts
Start to Start – one cannot start until
another starts
Finish to Finish – completion is
driven by another task
Start to Finish – administrative tasks
driven by a review date
Write Test Procedure Conduct Test
Conduct Test
Gather Results
Conduct System Test
Design Production Item
Conduct Review
Prepare Agenda
SS+5d
SF –10d
FF+22d
Planning
58. 59/62
Milestones are one way to anchor hard
constraints, but the offsets must be made
explicit
Deadline constraint is a powerful tool for controlling
– Complete prior
– Complete after
Milestone Date Complete 10 days afterComplete 10 days prior
FF–10d FF+10d
Planning
59. 60/62
Resource Materials
Although these resources come from large government
contracting environments their application to the commercial
world is straightforward
Air Force Materiel Command: Integrated Master Plan / Integrated
Master Schedule (IMP/IMS) Guide, Version 1, November 2003.
Air Force Guide to the Development and Management of Project
Schedules, SAF/AQ Schedule Incentives and Tools Reinvention
Team
The Integrated Project Management Handbook, 8 February 2002
Dayton Aerospace, www.daytonaero.com
Scheduling Guide for Program Managers, October 2001, Defense
Systems Management College, Fort Belvoir, VA
Department of the Army Cost Analysis Manual, US Army Cost and
Economics Analysis Center, May 2001.
NASA Systems Engineering Handbook, SP–610S, June 1995
60. 61/62
Resource Materials
“Ninety Nine Rules for Managing ‘Faster, Better, Cheaper’ Projects,”
Alexander Laufer University of Maryland and Edward Hoffamn,
NASA Headquarters, October 1998.
www.aim–pmcs.com has many articles on Deliverables Based
Planning
PMI conferences for Program Performance Management
“Integrated Master Plans and Integrated Master Schedules
(IMP/IMS) Workshop,” Center for Acquisition Development, The
Aerospace Corporation 11.June.1999
The Defense Acquisition Guidebook, http://akss.dau.mil/dag/
61. 62/62
Thank You for Investing Your Time and
Effort. Now onto the next step
The next step is to put
Deliverables Based
Planning to work
Individual functional areas
build a initial Deliverables
Plan through a mini-Kaizen
process
We’ll break up into groups to
start building our “wall of
truth”
Our goal is to add value to
process