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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.

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+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.

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+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.

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+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?

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+Building the Plan is a Full Contact Sport

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+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.

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+Capabilities Base PlanningThe 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.

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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.

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9+ Deliverables Provide Capabilities for the Customer to Do Something of Value

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.

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We want a new car design capable of capturing new market demand

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.

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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

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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”

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13+ Accomplishments define entry criteria for each Deliverable

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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+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.

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15+ Criteria are higher fidelity descriptions of Done

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We’re detailing out the deliverables

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.

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17+ Work is done in Packages to Produce Measureable Outcomes

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We’re building a car capable of capturing market share

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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.

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19+ Sequence the work needed to Produce each Deliverable

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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

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21+These 6 Steps Result In A Planned Capability

Our Plan Tells Us “How” We are

Going to ProceedThe Schedule Tells Us “What” Work is Needed

to ProceedOur new car has arrived and we are

successfully meeting our market goals

22+Horizontal and Vertical Connections Describe Measures of Progress to Plan

Work sequenced toproduce outcomes

for each WP.

DeliverablesDefine the maturityof a Capability at a point in time.

AccomplishmentsRepresent requirements that enable Capabilities.

Criteria Exit Criteria for the Work that fulfill Requirements.

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