2. PADOPerspective2PADOP3M
Version
1.0
Execute
Building Testing Deploying
Project Delivery
32 4 51Project Entry Gate Execute GatePlan Gate Close GateDeploy Gate
PlanInitiate Close
Discovery
Concept Definition Business Case
3Project Entry Gate
2Business Case Gate
1Definition Gate
Business Case Review
Traceability Review
Solution Design Review
Baseline
Strategic Fit Review
IT Delivery: General Methodology Schema (Complex Projects)
………
3. PADOPerspective3PADOP3M
Version
1.0
IT Delivery: Fundamentals………
Where do
we want
to go?
Where
are we
now?
Is this the
right
Investment?
How do
we get
there?
How do we
know when
we’ve
arrived?
How are we
travelling?
Discovery Discovery Discovery
Project
Delivery
Pre-
Discovery
Post-
Delivery
• Business Case
• Investment
Decision
• Alignment to
Strategy
• Current State
• Requirements
• Processes
• Systems
• People
• Governance
• Future State
• GAP Analysis
• Traceability
• Solution Options
• Conceptual
Architecture
• Solution
Architecture
• Market
Engagement
• Solution Selection
• Technical &
Integration
Requirements
• Integration
Planning
• Build
• Test
• Deploy
• Commissioning
• Operational
Handover
• Traceability
• Strategy
• Business Need
• Benefits
(Business Value)
• Benefits Realisation
PADO
PQ Business
Strategy
PQ Business
Operations
Impact of ‘Inadequate
SME Engagement’ on
Quality
High
Impact of ‘
Inadequate Planning’
on Delivering within
Business Case
High
Imperatives
Imperatives
Imperatives
Imperatives
Imperatives
Imperatives
Impact of ‘Inadequate
SME Engagement’ on
Quality
High
Impact of ‘Inadequate
Benefit Articulation’ on
Benefits Realisation
High
Impact of ‘Inadequate
Need Articulation’ on
Strategy
High
<<If you don’t have
this….you can’t proceed to
that>>
<<If you don’t have
this….you can’t proceed to
that>>
<<If you don’t have
this….you can’t proceed to
that>>
4. PADOPerspective4PADOP3M
Version
1.0
………
High
Certainty
Cost
Low
Low
Time
Concept Phase Definition Phase Business Case Phase
• High Level Requirements
• Business Value Identification
• Scope Clarification
• Detailed Requirements
• Current State
• To-be State
• Processes
• Systems
• Data
• People
• Governance
• GAP Analysis
• Solution Options
• Conceptual Architecture
Cost
Certainty
High
Ambiguity
Volatility
High
Certainty
Cost
Low to
Medium
Ambiguity
Volatility
Low
Ambiguity
Risk
Volatility
Very
High
• Solution Architecture
• Market Engagement
• Solution Selection
• Delivery Planning
• Business Value Finalisation
• Business Case
• Investment Decision
• Alignment to Strategy
Risk
Medium
to High
Rating
Concept Cost of
Certainty
Concept Cost of
Reducing Volatility and
Ambiguity
Definition Cost of
Certainty
Discovery Cost of
Certainty (Fit for
Strategic Purpose)*
Discovery Cost of Certainty /Fit for Purpose = Cost of Quality*
Definition Cost of
Reducing Volatility and
Ambiguity
Initiative Discovery: Cost of Quality
Discovery Cost of
Reducing Volatility
and Ambiguity
Process Agility:
• Exemptions possible for all non-
key processes and collateral
• Deferments for most key activities
• Gate Exemptions for most gates
• Light Tracks Available
5. PADOPerspective5PADOP3M
Version
1.0
No Exemptions/Deferments
Concept
Phase
• High Level
Requirements
• Business Value
Identification
• Scope Clarification
Exemptions
Deferments
• High Level
Requirements
• High Level Requirements
• Business Value
Identification
• Scope Clarification
None
No Exemptions/Deferments
Deferments
Exemptions
• Sign Contract
• PMP Approval
None
None
Initiate Phase
No Exemptions/Deferments
Deferments
Exemptions
• Execution Planning Approval
• BC Validation
• Baseline
• Traceability
• Traceability
Plan Phase
No Exemptions/Deferments
Deferments
Exemptions
None
• Post
Implementation
Review
• Lessons Learnt
None
Close Phase
No Exemptions/Deferments
Definition
Phase
• Detailed Requirements
• Current State
• To-be State
• Processes
• Systems
• Data
• People
• Governance
• GAP Analysis
• Solution Options
• Conceptual Architecture
• Traceability
• Detailed Requirements
• Current State
• To-be State
• Processes
• Systems
• Data
• People
• Governance
• GAP Analysis
• Solution Options
• Conceptual Architecture
• Traceability
• Available for pre-
existing Collateral:
does not imply non-
creation
Deferments
Exemptions
None • Market Engagement
• Solution Selection
• Delivery Planning
• Business Value
Finalisation
• Business Case
• Investment Decision
• Alignment to Strategy
No Exemptions/Deferments
Business Case
Phase
• Solution Architecture
• Market Engagement
• Solution Selection
• Delivery Planning
• Traceability
• Business Value
Finalisation
• Business Case
• Investment Decision
• Alignment to Strategy
Deferments
Exemptions
• Traceability
• Solution Architecture
No Exemptions/Deferments
Execute Phase
Deferments
Exemptions
• Traceability
None
None
Gate
Exemption
Possible
………End-to-End Process Agility: Exemptions and Deferments
Gate
Exemption
Possible
Gate
Exemption
Not Possible
Gate
Exemption
Possible
Gate
Exemption
Possible
Gate
Exemption
Possible
• Sign Contract
• PMP Approval
• Execution Planning
Approval
• Traceability
• Design Review
• Baseline
• BC Validation
• Traceability • Post
Implementation
Review
• Lessons Learnt
Discovery Project Delivery
6. PADOPerspective6PADOP3M
Version
1.0
IT Delivery: Triple Constraint Management………
1. Cost: All projects have a finite budget; the customer
is willing to spend a certain amount of money for
delivery of a new product or service.
NNB: If you reduce the project's cost, you will
either have to reduce its scope or increase its time.
2. Time (Schedule): Projects have a deadline date for
delivery. This is often the most flexible of the
constraints.
NNB: When you reduce the project's time, you will
either have to increase its cost or reduce its scope.
3. Scope: Many projects fail on this constraint
because the scope of the project is either not fully
defined or understood from the start.
NNB: When you increase a project's scope, you
will either have to increase its cost or time, or both.
Cost/Resources
• When is the final project due date?
• Who will be working on the project?
• How much time can the resources
devote to the project?
• What is the budget and cost
constraints?
Cost / Resources
Time
Fast Good
Cheap
Expensive
Impossible
Scope
• What are we doing?
• What is included in the project?
• What is excluded from the project?
Quality
• Meeting a minimum quality standard
Time
• When is the final project due date
• Are there any particular milestone due
dates?
NNB: You can only choose two circles
Scope / Quality
The triple constraint is the combination of the three most significant restrictions on any project: scope, schedule and cost.
The triple constraint is sometimes referred to as the project management triangle or the iron triangle.
7. PADOPerspective7PADOP3M
Version
1.0
Number of Key
Collateral
No of Project Gateways No of Project Gateways No of Project Gateways No of Project Gateways
3-6 6+ 6-8 7+
Time to Complete
Review
Number of Delivery
Tracks
8 Weeks2 Days
1 Program (UD)
2 Discovery
2 Delivery
+ Task
1 Program
1 Delivery + 1 Below
Threshold
1 Program
1 Delivery + 1 Below
Profile
1 Program
1 Delivery + Task
Time to Complete
Review
Number of Delivery
Tracks
Number of Key
Collateral
Time to Complete
Review
Number of Delivery
Tracks
Number of Key
Collateral
Time to Complete
Review
Number of Delivery
Tracks
Number of Key
Collateral
Threshold
$100k $5m Risk Profile All
Threshold Threshold Threshold
90 Days
3
Best in Class: Rigor Best in Class: Flexibility & Simplicity
30+ 40+ 30+
Varies: Weeks
PADO Governance: Complexity & Agility Comparison………
8. PADOPerspective8PADOP3M
Version
1.0
Governance: Benefits Statement Elements………
“Increase Revenue from Electricity Conduiting by
10% from $10m to $11m per month by June 2016”
This denotes the ‘approach’ to the Benefit: Increase,
Maintenance, or Reduction are amongst the possibilities
This denotes the ‘mechanism‘ through which the
Strategically-Aligned Benefit is to be achieved
This denotes the ‘target percentage’. This
element is essential as it provides the basis
on which future adjustments to the benefit
may be made.
This denotes the ‘base-lined value’ of the mechanism
This denotes the ‘target value’ of the
mechanism
This denotes the ‘time span / interval‘ of the target
value - this is a key KPI, but may not always be present
in non sustainable or transactional incidents
This denotes the ‘target date’ by which
the target value is to be met / achieved
9. PADOPerspective9PADOP3M
Version
1.0
Traceability
Setup:
Analyst
Delivery
Traceability
Review #2:
DRC
Delivery
Traceability
Review #3:
DRC
PLQ Strategy:
Benefits
Architectural Alignment:
Benefits, Outcomes
Business Casing:
Benefits & Outcomes:
Solution Architecture
Requirements:
Benefits, Outcomes, Requirements
Planning:
Outcomes & Outputs:
Technical Architecture /
Design Blueprints
PQ Portfolio
Discovery
Testing:
Outputs
Post Deployment:
Outputs:
As-Built
Project Delivery
Delivery
Traceability
Review #1:
DRC
Discovering
Traceability
Review:
Analyst/DRC
PLQ Strategy:
Benefits Realisation
Architectural Alignment:
Re-baseline
Landscape Update
PQ Portfolio
SME Review Order
SME Review Order
SME Review Order
Deployment Gate Phase Gate: Execute Gate Phase Gate: Project Entrance/Exit Gate
SME Review Order
Business Case Handover:
Outcomes
Business Case Review Traceability Review Solution Design Review Operational Readiness Review Solution Deployment Planning Review BaselineStrategic Fit Review
Governance: V-Model………
