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
Establishing schedule margin using monte carlo simulation Glen Alleman
The first order goal is to develop a resource loaded, risk tolerant, Integrated Master Schedule, derived from the Integrated Master Plan that clearly shows the increasing maturity of the program's deliverables, through vertical and horizontal traceability to the program's requirements.
What Makes a Good Concept of Operations?Glen Alleman
A Concept of Operations is a user-oriented document the describes system characteristics for a proposed systems from the User's perspective. The CONOPs also describes the user organization, mission, and objectives form the integrated systems point of view and is used to communicates overall qualitative and quantitative characteristics to the stakeholders.
Increasing the probability of program successGlen Alleman
Program Success starts and end with Process. Along the way, people and tools are needed, but process is the foundation of program success. These processes start with the Concept of Operations, describing what Capabilities are needed by the stakeholder to accomplish the mission of the program. Assessment of progress to plan must be made in units of measure meaningful to the decision makers. Measures of Effectiveness are defined by the Government. Measures of Performance and Technical Performance Measures are defined by Industry.
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
What is Business Architecture? Business Architecture is a powerful tool for planning your initiative roadmaps. Using capabilities as the basis for your planning enables strategic alignment across the business and IT, creates a common taxonomy and makes it easy to scope work and identify change impacts.
Establishing schedule margin using monte carlo simulation Glen Alleman
The first order goal is to develop a resource loaded, risk tolerant, Integrated Master Schedule, derived from the Integrated Master Plan that clearly shows the increasing maturity of the program's deliverables, through vertical and horizontal traceability to the program's requirements.
What Makes a Good Concept of Operations?Glen Alleman
A Concept of Operations is a user-oriented document the describes system characteristics for a proposed systems from the User's perspective. The CONOPs also describes the user organization, mission, and objectives form the integrated systems point of view and is used to communicates overall qualitative and quantitative characteristics to the stakeholders.
Increasing the probability of program successGlen Alleman
Program Success starts and end with Process. Along the way, people and tools are needed, but process is the foundation of program success. These processes start with the Concept of Operations, describing what Capabilities are needed by the stakeholder to accomplish the mission of the program. Assessment of progress to plan must be made in units of measure meaningful to the decision makers. Measures of Effectiveness are defined by the Government. Measures of Performance and Technical Performance Measures are defined by Industry.
From WBS to Integrated Master ScheduleGlen Alleman
A step by step guide to increasing the Probability of Program success starting with the WBS, developing the Integrated Master Plan and Integrated Master Schedule, risk adjusting the IMS, and measuring progress to plan in units of measure meaningful to the decision makers.
What is Business Architecture? Business Architecture is a powerful tool for planning your initiative roadmaps. Using capabilities as the basis for your planning enables strategic alignment across the business and IT, creates a common taxonomy and makes it easy to scope work and identify change impacts.
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
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.
Over the years the success rate of traditional project management methods applied to software development projects has been underwhelming. These traditional methods are based on a retrospective approach which measures variance against plan rather than providing a performance–forecast that can be used to guide projects in a chaotic environment.
Making Agile Development work in Government ContractingGlen Alleman
Before any of the current “agile” development
methods, Earned Value Management provided information
for planning and controlling complex projects by
measuring how much “value” was produced for a given
cost in a period of time. One shortcoming of an agile
development method is its inability to forecast the future
cost and schedule of the project beyond the use of “yesterdays
weather” metrics. These agile methods assume
the delivered value, “velocity” in the case of XP, is compared
with the estimated value – this is a simple comparison
between budget and actual cost resulting in a Cost
Variance.
The Role of the Architect in ERP and PDM System DeploymentGlen Alleman
The architect’s role in the development of an ERP or PDM system is to maintain the integrity of the vision statement produced by the owners, users, and funders of the system.
Design Patterns in Electronic Data ManagementGlen Alleman
The concept of a design pattern is based on the seminal work of Christopher Alexander
This White Paper describes the design patterns that are applicable to the Electronic Document Management domain. These include Management of Change, Hypermedia Navigation, Aggregated Relationships, Object to Relational Database Mapping, Compound Documents, and Data Entry Management.
Establishing the Performance Measurement BaselineGlen Alleman
The Performance Measurement Baseline is a time-phased schedule of all work to be performed, the budgeted cost for this work, and the organizational elements that produce the deliverables from this work.
The notion of integrating cost, schedule, technical performance, and risk is possible in theory. In practice care is needed to assure credible information is provided to the Program Manager.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
Delivering programs with less capability than promised, while exceeding the cost and planned durations, distorts decision making, contributes to increasing cost growth to other programs, undermines the Federal government’s credibility with taxpayers and contributes to the public’s negative support for these programs.
Many reasons have been hypothesized and documented for cost and schedule growth. The authors review some of these reasons, and propose that government and contractors use the historical variability of the past programs to establish cost and schedule estimates at the outset and periodically update these estimates with up-to-date risks, to increase the probability of program success. For this to happen, the authors recommend changes to estimating, acquisition and contracting processes.
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.
Over the years the success rate of traditional project management methods applied to software development projects has been underwhelming. These traditional methods are based on a retrospective approach which measures variance against plan rather than providing a performance–forecast that can be used to guide projects in a chaotic environment.
Making Agile Development work in Government ContractingGlen Alleman
Before any of the current “agile” development
methods, Earned Value Management provided information
for planning and controlling complex projects by
measuring how much “value” was produced for a given
cost in a period of time. One shortcoming of an agile
development method is its inability to forecast the future
cost and schedule of the project beyond the use of “yesterdays
weather” metrics. These agile methods assume
the delivered value, “velocity” in the case of XP, is compared
with the estimated value – this is a simple comparison
between budget and actual cost resulting in a Cost
Variance.
The Role of the Architect in ERP and PDM System DeploymentGlen Alleman
The architect’s role in the development of an ERP or PDM system is to maintain the integrity of the vision statement produced by the owners, users, and funders of the system.
Design Patterns in Electronic Data ManagementGlen Alleman
The concept of a design pattern is based on the seminal work of Christopher Alexander
This White Paper describes the design patterns that are applicable to the Electronic Document Management domain. These include Management of Change, Hypermedia Navigation, Aggregated Relationships, Object to Relational Database Mapping, Compound Documents, and Data Entry Management.
Establishing the Performance Measurement BaselineGlen Alleman
The Performance Measurement Baseline is a time-phased schedule of all work to be performed, the budgeted cost for this work, and the organizational elements that produce the deliverables from this work.
The notion of integrating cost, schedule, technical performance, and risk is possible in theory. In practice care is needed to assure credible information is provided to the Program Manager.
Getting To Done - A Master Class WorkshopGlen Alleman
The Principles, Processes, Practices, and Tools to Increase the Probability of successfully completing Project's On-Tiem, On-Budget, and Needed Capabilities
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
Increasing the Probability of Project Success with Five Principles and PracticesGlen Alleman
There are many approaches to managing projects in every domain.
This seminar lays the foundations for increasing the probability of project success, no matter the domain, what technology, what approach to delivering the outcomes of the project.
The principles of this approach are immutable.
The practices for implementing the principles are universally applicable.
Each chart in this presentation, contains guidance that can be applied to your project, no matter the domain.
In our short hour here, we’re going to cover a lot of material.
The bibliography contains the supporting materials we can tailor to your individual project
Using Earned Value Management Concepts to Improve Commercial Project PerformanceLewisFowlerLLC
Lewis Fowler Principal Consultant Scott Brunton presented this deck at the 2015 Houston PMI Conference & Expo. Scott explores the historical roots of EVM and offers practical advice for implementing EVM practices to maximize the business value of projects.
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.
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
Earned Value Management involves more that just cost and schedule. Six Business Systems, including EVM, are the basis of credible program performance management.
Here's a suggestion of how to "connect the dots."
Chapter 0 of Performance Based Project Management (sm)Glen Alleman
Defining the needed capabilities is the critical success factor proejct success. The capabilities state what Done looks like in units of measure meaningful to the decision makers.
The 5 Principles, 5 Processes, and 10 Practices needed to Increase the Probability of Successfully Delivering Project's Needed Capabilities, On-Time, On-Budger
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
Developing Standards for Enterprise Schedule QualityAcumen
This white papers addresses the need to implement a standard for schedule quality and explains how ensuring quality in the IMS (Integrated Master Schedule) can be achieved through a three-step process.
We help our clients solve big, complex industry issues and capitalize on opportunities to help deliver outcomes that grow, optimize and protect our clients’ businesses.
Our project portfolio management approach takes a holistic view of your company’s overall strategy, helps gain control of investments and helps to deliver meaningful value to the business. It focuses on the entire life cycle of the project
portfolio from planning to monitoring and on to delivery. This includes three major processes — portfolio strategy, planning
and portfolio operations: all three processes centre around both value alignment and identification within the business, as well
as value realization within your IT and operations functions.
Our holistic approach will enhance your organization’s chance of success in its transformation efforts because it will help
the organization to focus on the risks that matter. In addition, this approach will help enable a common risk language within
programs and projects, thereby strengthening your company’s risk culture.
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
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.
Seven Habits of a Highly Effective agile project managerGlen Alleman
Recent neurological studies indicate that the role of emotion in human cognition is essential; emotions are not a luxury. Instead, emotions play a critical role in rational decision–making, in perception, in human interaction, and in human intelligence. Habits are the intersection of knowledge, skill, and desire.
The 5 Immutable principles of project managementGlen Alleman
Software development methods are sometimes confused with Project Management principles. There are 5 irreducible principles used to manage projects, no matter the domain or context. We need to assure our development work is guided by these 5 Project Management principles.
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.
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
Dev Dives: Train smarter, not harder – active learning and UiPath LLMs for do...UiPathCommunity
💥 Speed, accuracy, and scaling – discover the superpowers of GenAI in action with UiPath Document Understanding and Communications Mining™:
See how to accelerate model training and optimize model performance with active learning
Learn about the latest enhancements to out-of-the-box document processing – with little to no training required
Get an exclusive demo of the new family of UiPath LLMs – GenAI models specialized for processing different types of documents and messages
This is a hands-on session specifically designed for automation developers and AI enthusiasts seeking to enhance their knowledge in leveraging the latest intelligent document processing capabilities offered by UiPath.
Speakers:
👨🏫 Andras Palfi, Senior Product Manager, UiPath
👩🏫 Lenka Dulovicova, Product Program Manager, UiPath
Let's dive deeper into the world of ODC! Ricardo Alves (OutSystems) will join us to tell all about the new Data Fabric. After that, Sezen de Bruijn (OutSystems) will get into the details on how to best design a sturdy architecture within ODC.
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.
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.
"Impact of front-end architecture on development cost", Viktor TurskyiFwdays
I have heard many times that architecture is not important for the front-end. Also, many times I have seen how developers implement features on the front-end just following the standard rules for a framework and think that this is enough to successfully launch the project, and then the project fails. How to prevent this and what approach to choose? I have launched dozens of complex projects and during the talk we will analyze which approaches have worked for me and which have not.
Key Trends Shaping the Future of Infrastructure.pdfCheryl Hung
Keynote at DIGIT West Expo, Glasgow on 29 May 2024.
Cheryl Hung, ochery.com
Sr Director, Infrastructure Ecosystem, Arm.
The key trends across hardware, cloud and open-source; exploring how these areas are likely to mature and develop over the short and long-term, and then considering how organisations can position themselves to adapt and thrive.
1. 1/29
Capabilities‒Based Planning for
Enterprise Projects
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
2. 2/29
“End to end” delivery of Enterprise Solutions rests on
the keystone of Project Portfolio Management,
balanced by a Scorecard and a Capabilities Plan
n Business Mission and Vision
drives capabilities need
n Balanced Scorecard defines
the testable strategies for
delivering business value
n Capabilities Based Planning
defines business outcomes
n Event based tasks are the
basis of increasing
capabilities maturity
Capabilities
Based
Planning
Project
Portfolio
Management
Balanced
Scorecard
Strategy
E
v
e
n
t
B
a
s
e
d
T
a
s
k
s
B
u
s
i
n
e
s
s
M
i
s
s
i
o
n
A
n
d
V
i
s
i
o
n
“Done”
“Demand”
3. 3/29
The supporting elements must be in place to enable
Capabilities Based Planning to succeed. This
presentation focuses Capabilities Based Planning
n Project Portfolio Management
defines the “trade space” for
decisions that impact value of
the work needed to produce a
business capability
n Capabilities Based Planning
defines business outcomes
resulting from these decisions
n Deliverables based tasks are the
mechanisms for increasing
maturity of the capabilities
Capabilities
Based
Planning
Project
Portfolio
Management
Balanced
Scorecard
D
e
l
i
v
e
r
a
b
l
e
s
B
a
s
e
d
T
a
s
k
s
B
u
s
i
n
e
s
s
M
i
s
s
i
o
n
A
n
d
V
i
s
i
o
n
“Done”
“Demand”
4. 4/29
Capabilities‒Base Planning transforms
enterprise services from the delivery of
features and functions to the delivery
processes that support strategy
n Capabilities Based Planning is planning, under
uncertainty, to provide capabilities suitable for a
wide range of business challenges and
circumstances, while working within an
economic framework
n Capabilities Based Planning emphasizes
flexibility, adaptiveness and robust capabilities,
implying a modular building-block approach to
Enterprise Services
n When transformation takes place, it is because
new modules have come into use
5. Stages of a Capabilities‒Based
Plan
5/29
External
Guidance
Project
Priorities
Future Environment
(Competition, Technology)
Deployment
Options
Business
Priorities
6. 1st Stage of Capabilities Based
Planning
n The 1st Stage takes an outward‒looking
strategic top-down perspective of the
demands of the business environment
n Capability Goals are statements, in
specific measurable terms of the desired
level of capability to meet a needed
priority or objective
n Scenarios built to determine factors that
warrant consideration in planning and
surface concerns
6/29
7. 2nd Stage of Capabilities Based
Planning
n The 2nd Stage takes a bottom‒up view to
assess the performance of the current
system with respect to capability goals to
inform remedial action
n Comprehensible identification of
capability gaps, including deficiencies
and excesses
n The final step generates capability
options to mitigate gaps and assessment
of each option’s cost, schedule, and risk
7/29
8. 8/29
Capabilities Based Planning is understood at the
execution level, but needs to be raised to the level
of enterprise process analysis
1. Identify a needed capability in operational
requirements terms;
2. using the set of capability options to;
3. assess the effectiveness in an operations
paradigm, and;
4. make choices about requirements and ways to
achieve the capability using an integrated
portfolio framework;
5. to produce of output set of options based on
these operational paradigms.
9. 9/29
Many enterprise projects focus on the delivery of
improved features and functions; ignoring the delivery
of the capabilities needed to implement strategy
Standish Chaos Report Failure Modes Capabilities Based Planning
Absence of a clear vision and statement
of the requirements expectations
Maturity assessment program events
provide visibility of progress independent
of effort or time
Estimating difficulties and organizational
politics result in unrealistic expectations
Capability assessment points define
“done” using agreed on measures of
progress
Poor project decomposition Master Plan and Master Schedule
vertically and horizontally integrated
Inadequate staffing Resource loaded schedules
Lack of stakeholder involvement Capabilities defined by business needs
Lack of strategic focus Capabilities connected to Balanced
Scorecard
10. 10/29
Capabilities Based Planning starts with business
scenarios, the tasks needed to implement the
scenarios, and testable capability outcomes
Scenarios
The business unit’s
operational needs in
scenario terms
Merge a General Ledger
from a 3rd party database
through a data
conversation process
Work Tasks
The individual work
processes needed to fulfill
the scenarios
1. Define the data to be
acquired from the new
firm
2. Verify data
conversation can take
place
3. Verify that business
operations can
continue
Capabilities
The planned capability of
the Business Units at each
level of maturity
“Acquire a $100M business
unit in 90 days or less”
“Process 100% AP invoices
from tier 1 vendors saving
$9M annually”
Business Process
Improvement
Strategy Management
Project Management
11. 11/29
Defining the desired maturity of a business processes
is the starting point for integrating Balanced Scorecard
with the Enterprise Services deployment processes
n The Integrated Master Plan (IMP) for Enterprise
Services starts with the identification of
increasing maturity of capabilities
n The successful delivery of supporting features
and functions can be measured by the
completion of the Significant Accomplishments
and their Criteria
12. 12/29
The focus of Capabilities‒Based Planning is on
assessing the increasing maturity of functionality
defined by the Balanced Scorecard strategy
n Planning under uncertainty, provides
capabilities suitable for a wide range of
challenges and circumstances while working
within an economic framework that necessitates
choice
n Focus on “possibilities” rather than features
¡ “What features do we need to achieve the desired
capabilities?”
¡ “How much of each capability to we need at this
point in time?”
¡ “How robust, flexible, and capable should we be at a
point time to provide the needed capability?”
13. 13/29
Capabilities Based Planning takes a near term and
long-term view of the emerging functional maturity
needed to implement the Enterprise Services strategy
n Near term effective use of processes, tools,
features and functions
n Future use of sound infrastructure and system
capabilities
¡ Joint solutions to problem by identifying vertical
connections between business processes
¡ Risk tradeoff assessment of vertical solutions within
and across business processes
¡ Build capability to respond to a wide variety of
possible demands
14. 14/29
Six trusted friends of a project-based organization are
the basis of capabilities based planning and balanced
scorecard
Why are we doing this? Balanced Scorecard
What is it we’re doing? Program Events
How is this going to be accomplished? Significant Accomplishments
When will we know it is done? Accomplishment Criteria
When will we be done? Tasks
Who going to do the work at what cost? Resources
Where will the work take place? Teams
15. 15/29
The measure of Enterprise Services Business Effect’s
is made visible at each maturity assessment point.
“Is this want done looks like?” must be the question
§ Derive business effects from capabilities
§ Link capabilities to effects
§ Explicitly identify cross links and
interdependencies between capabilities
§ Highlight “enabler” capabilities
Sub-
Capability
Capability
Business
Effect
Business
Effect
Capability
Capability
Sub-
Capability
Sub-
Capability
Sub-
Capability
Sub-
Capability
§ Functional decomposition of capabilities
§ Capabilities must be Collectively Exhaustive
and Mutually Exclusive
§ Provide a “menu” from which operations can
choose required capabilities
Capability 1 Capability 2
Sub-
Capability
Sub-
Capability
Sub-
Capability
Sub-Sub-
Capability
Sub-Sub-
Capability
Sub-Sub-
Capability
Sub-Sub-
Capability
Sub-Sub-
Capability
Sub-Sub-
Capability
16. 16/29
Evidence that the strategy is being fulfilled is tested in
the “units of measure” of the capabilities of a project
whose maturity is assessed at periodic events
Program Maturity
Assessment
Events
What are the maturity assessment points
along the way to completion?
Significant
Accomplishments
What accomplishments must take place in
order for this maturity to have occurred?
Accomplishment
Criteria
What is the evidence that the
accomplishments occurred?
Tasks What effort must take place for the
accomplishments to have be completed?
17. 17/29
The process drivers for Capabilities Based Planning
starts with functionality and ends with deliverable
effects on the business process
n Functional or feature planning does not deliver
the real value to the business units
¡ Features are not connected to strategy
n Balanced Scorecard connections are capabilities not
features
n Testing strategy involves a capabilities impact not the
presence of a feature
¡ Features are not connected to business value
n Business strategy is tested through scenarios and
capabilities
n Delivered value results from the use of a capability in a
scenario
18. 18/29
Capabilities Based Planning augments features with
business value, traceable to strategy through a
portfolio of projects and their Program Events
n Plan the delivery of capabilities rather than the
delivery of features and functions
n Features and functions are the raw materials of
Capabilities
n Capabilities enable the delivery of the strategy
19. 19/29
Program Events are evaluation points in the project
for assessing the maturity of the capability and its
effect on the business
n Program Events are Celebratory Opportunities
along the path to maturity
¡ Significant accomplishments enable a new capability
that supports a strategy
¡ The maturity of the derived effects are assured
through the assessment of the Significant
Accomplishment
20. 20/29
Significant Accomplishments describe the delivery of
capability needed to fulfill a business strategy using
work processes of the system
n A Capability is the deployment or delivery of a
feature or function in support of a business
process, product or service initiative
n Significant Accomplishments deliver this
capability
n Stating the needed maturity connects the
capability with strategy
21. 21/29
Accomplishment Criteria are the “exit criteria” for the
Significant Accomplishments, assuring the intent of
the Accomplishment is met
n Exit criteria are the evidence that the significant
accomplishment has been achieved
n The gathering and assessment of the Balance
Scorecard KPI in support of a Significant
Accomplishment
22. 22/29
Tasks are the raw material to implement the
functionality needed for the business process to
deliver on the capabilities
n The effort expended to deliver the
Accomplishment Criteria in support of the
Significant Accomplishment
n Short duration activities (20 to 40 working days)
with clearly defined deliverables
¡ 0% or 100% credit for the deliverables
¡ No partial completion of tasks
¡ Predefined technical outcomes
23. 23/29
Management consists of Capabilities Assessments
(Events), the Significant Accomplishments (SA) and
the Accomplishment Criteria (AC)
Business Strategy
IMP Process Step
WBS Element or
Subsystem
Events
Tasks
Accomplishments
Criteria
Significant
Accomplishments
(SA)
Accomplishment
Criteria (AC)
Subsystem
State of the
Project
State of the
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
24. 24/29
Starting with a “mini-Kaizen,” the maturity Assessment
Points (Events) are gathered along with the Significant
Accomplishments and Accomplishment Criteria
25. 25/29
A simple example of vertical and horizontal linking of
the capability — provisioning a new employee
illustrates the assessment of maturity
Human Resources
New Employee Ready to Work
Insurance
Orientation
Laptop Account Setup
Charge account setup
Information Technology
Finance
Buying authority available
Supply Chain Management
Capability: Provide Buying Authority within 10 working days of hire
26. 26/29
Maturity assessments allow progress to be measured
in how terms of “capability” effects the business; not
just the consumption of time and resources
n Define the desired maturity points along the
path to completion
n Measure the accomplishments
n Assess the effect on business improvement
n Engage all participants in a conversation about
capability
27. 27/29
The deployment of Capabilities Based Planning is the
basis of managing the deployment of Enterprise
Services
n What does done look like in terms of
operational capabilities?
n How can we measure the increasing maturity of
Enterprise Services in terms of “done,” rather
than the passage of time?
n How can the user community define their
operational needs in terms of capabilities rather
than features and functions?