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Capabilities Based Planning

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Customers buy capabilities to solve problems or increase revenue. These capabilities are produced from the "deliverables" that result from the project

Publicada em: Tecnologia
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Capabilities Based Planning

  1. 1. + Capabilities Based Planning Defining what Done looks like for needed Capabilities, through Accomplishments, and their Criteria in units of measure meaningful to the decision makers starts with a Plan. 1
  2. 2. + To Successfully Arrive at Done We Need a Plan  The Plan describes where we are going, the possible paths we can take to reach our destination, and the progress and performance assessment points along the way to assure we are on the right path.  These assessment points measures them maturity of our product or service against the planned technical maturity. This is the only real measure of progress – not the passage of time or consumption of money. 2
  3. 3. + Our First Step To Project Success, Means We Must  Success with formal scheduling requires more maturity in the management of requirements elicitation and work management than currently available.  Maintenance and operations is also not very amenable to formal scheduling.  We need a Visible way to show deliverables, dependencies, planned progress versus actual progress in a clear and concise way.  Planning First – instead of Scheduling First – provides visibility to what outcomes are needed to produce a Capability using the project deliverables. 3
  4. 4. + The Project Management Goal is Simple  The totem spins continuous while in a dream – stops spinning in the real world – Cobb’s totem, Inception How can we recognize the Reality of our Project’s current status and its forecast future performance? 4
  5. 5. + Building the Plan is a Full Contact Sport 5
  6. 6. + To Know if We’re on the Right Path, we Need Measures of Progress to Plan  We must measure increasing product maturity in units meaningful to the decision makers.  We must see the risks before they arrive so we can take corrective action. 6
  7. 7. + Capabilities Base Planning The customer paid for the capability to accomplish something for the business. Requirements, development, testing, deployment are the means to the end. But without a clear and concise set of capabilities, we don’t know what work is needed. 7
  8. 8. + First Look at a Step-By-Step Process to Build Our Plan Identify Key Deliverables Needed for Capability Identify Significant Accomplishments Identify Accomplishment Criteria Identify Work needed to complete the Accomplishment Criteria Sequence the Work in a logical manner. Adjust the sequence of work to mitigate major risks. 8 1 2 3 4 5 6
  9. 9. + Deliverables Provide Capabilities for the Customer to Do Something of Value 9  Define the Capabilities needed to fulfill the Customer’s business or technical needs.  Deliverables are the outcomes of the project work that result in Capabilities.  They define the components of the products and services are needed for a business or technical capability.  The entry criteria for each Deliverables defines the units of measure for the successful completion of the Deliverable. 1 We want a new car design capable of capturing new market demand
  10. 10. + Outcomes of Step  Confirm the end to end description of each Accomplishment needed to produce the project’s Deliverable.  Define the order of delivery for each Deliverable.  Establish target dates for each Deliverable.  Socialize the language of speaking in “Deliverables” rather than time and efforts. 10 1
  11. 11. + Identify the Accomplishments that Produce each Deliverable  Which Deliverables are needed to implement each Capability?  We need to start up a DR site using SQL 2012 Always On  What are the measures of effectiveness and measures of performance for each Capability?  Throughput  Cutover time  Reliability and availability of the DR system  In what order must these Capabilities be delivered?  We can’t migrate the database contents until we have moved from 2008 to 2012 SQL Server 112
  12. 12. + Outcomes of Step  The Significant Accomplishments are the “road map” to producing each Deliverable  The “Value Stream Map” resulting from the flow of Accomplishments describes how the products or services move through the maturation process while reducing risk  The Significant Accomplishment map is the path to “done” 12 2
  13. 13. + Accomplishments define entry criteria for each Deliverable 133 We have the outline for our new car design that can be tested with the customers to confirm we’re on the right path to success
  14. 14. + Outcomes of Step  Done is described through production of deliverables rather than measuring of cost and passage of time.  At each step along the way to the Deliverable, increasing maturity of the deliverable is defined with the Measures of Effectiveness (MoE), Measures of Performance (MoP), Technical Performance Measures (TPM), and Key Performance Parameters (KPP).  MOE’s are operational measures of success that are closely related to the achievements of the mission or operational objectives evaluated in the operational environment, under a specific set of conditions.  MOP’s characterize physical or functional attributes relating to the system operation, measured or estimated under specific conditions.  TPM’s are attributes that determine how well a system or system element is satisfying or expected to satisfy a technical requirement or goal.  KPP’s represent the capabilities and characteristics so significant that failure to meet them can be cause for reevaluation, reassessing, or termination of the project. 14 3
  15. 15. + Criteria are higher fidelity descriptions of Done 154 We’re detailing out the deliverables
  16. 16. + Outcomes of Step  The work identified that produces a measurable outcome.  This work defined in each Package of Work.  The Criteria state explicitly what Done looks like for the work effort.  With Done stated, Measures of Performance (MOP) and Measures of Effectiveness (MOE) can be assessed with the products or services produced by the Work outcomes. 16 4
  17. 17. + Work is done in Packages to Produce Measureable Outcomes 175 We’re building a car capable of capturing market share
  18. 18. + Outcomes of Step  Packages of work partition our efforts into “bounded” scope, with defined outcomes that can be measured in units meaningful to the decision makers.  Interdependencies constrain provide boundaries to prevent “spaghetti code” style flow work and outcomes.  Visibility to the Increasing Flow of Project Maturity start to emerge from the flow of Successful Completion Criteria.  This provide visibility to current performance and the basis of the Estimate to Complete for the remaining work. 18 5
  19. 19. + Sequence the work needed to Produce each Deliverable 196
  20. 20. + Outcomes of Step  Both the maturity assessment criteria and the work needed to reach that level of maturity are now described in a single location.  Risks are integrated with sequence at their appropriate levels  Risks to Effectiveness – risk to KPPs  Risks to Performance – risk to program KPPs and TPMs  Leading and Lagging indicator data provide through each measure to forecast future performance 20 6
  21. 21. + These 6 Steps Result In A Planned Capability 21 Our Plan Tells Us “How” We are Going to Proceed The Schedule Tells Us “What” Work is Needed to Proceed Our new car has arrived and we are successfully meeting our market goals
  22. 22. + Horizontal and Vertical Connections Describe Measures of Progress to Plan Work sequenced to produce outcomes for each WP. Deliverables Define the maturity of a Capability at a point in time. Accomplishments Represent requirements that enable Capabilities. Criteria Exit Criteria for the Work that fulfill Requirements. Work Work Work Work Work Work Work Work 22