John Goodpasture left a link to the Mary Popendieck Essay, that needs a response. A positive response and I'll try to connect his activities with our Deliverables Based Planning® This is straight forward:
- Control projects by the "critical few" - these are defined in the Integrated Master Plan or the System Capabilities. For example for Hubble Space Telescope:
- Do not harm to the STS
- Replace the widefield camera that had failed
- Connect the umbilical to the batteries
- State the needed capabilities in operational terms - this is call the Concept of Operations (ConOps)
- Make sure these are business results, not technical results
- This is context sensitive, for a business system this is obvious
- For a space craft guidance and navigation system, there is a technical result
- Define the value in units of measure meaningful to the decision makers
- Give developers freedom to find out how to deliver the results
- Define the work packages needed to produce the deliverables.
- Plan the work packages and put them on baseline
- The tasks inside the work packages are under the "management" of those working the Work Packages
- Estimate the impacts of your designs on your quantified goals
- Define the Technical Performance Measures, Measures of Effectiveness, and Measures of Performance for each deliverable
- Define the connective - coupling and cohesion between these deliverables
- Select designs with the best value impacts for their costs, do them first
- Using the Measures of Effectiveness and Measurement of Performance connect them to the Budgeted Cost of Work Scheduled (BCWS) and to the monetized business case for the deliverables.
- Decompose the workflow into weekly (or 2% of budget) time boxes
- Answer the question how long are you willing to wait before you find out you're late?
- Produce a measure of physical percent complete at ½ that distance in time of less.
- Change desgins based on quantified value and cost experience of implementation
- Past performance is almost always a predictor of future performance
- Use the MoE and MoP to make this decision
- Change requirements on quantified value and cost experience, new inputs
- Same as above
- Involve the stakeholders, every week, in setting quantified value goals
- If stakeholder are available this is good
- If not, the some form of Technical Interchange Meeting (TIM) must take place periodically
- Involve the stakeholder, every week, in actually using value increments
- This is the basis of Integrated Master Planning
- Use MoE and MoP for each increment of maturity
