Adapting your project planning approach · 2020. 5. 7. · Adaptive or iterative PLC Spiral or...
Transcript of Adapting your project planning approach · 2020. 5. 7. · Adaptive or iterative PLC Spiral or...
PMSA 2020
• Christopher Worsley
Adapting your project planning approach
PMSA 2020PMSA 2020
Project life-cycles
Predictive
Incremental
Initiate Plan Execute Close
Initiate
Decide on order
of development
Close
Execute
Deliver
Plan
Execute
Deliver
Plan
Execute
Deliver
Plan
Iterative
(Evolutionary)
Initiate
Close
Execute
Evaluate
Plan
Execute
Evaluate
Plan
Execute
Evaluate
PlanRework? Rework?
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Project life-cycles
Iterative
(Evolutionary)
Incremental
Initiate
Decide on order
of development
Close
Execute
Deliver
Plan
Execute
Deliver
Plan
Deliver
Plan
ExecuteDecide on order
of development
CloseEvaluate
Execute
Deliver
Plan
Evaluate
Execute
Deliver
Plan
Evaluate
Execute
Deliver
PlanRework? Rework?
Initiate
Adaptive
Initiate
Close
Execute
Evaluate
Plan
Evaluate
Plan
Execute Execute
Evaluate
PlanRework? Rework?
PMSA 2020PMSA 2020Plan next iteration Develop & test
Identify & resolve risksDetermine objectives
Product life-cycles
Agile
Feature 1
Feature 2
Feature 3
Feature 4
Feature 5
Experiment
Allocate
Develop
Assess
New function
WaterfallAnalyse
Design
Build
Test
Implement
Decommission
New system
Test planVerification
& validation
Verification
& validation
Requirements
plan
Concept of
operationConcept of
requirements Requirements
Development
plan
Prototype 1 Prototype 2
Release
Detailed
design
Code
Integration
Implementation
Test
Spiral
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PlanExecute
C
l
o
s
e
Integrating life-cycles
Initiate
Initiate
Close
Decide on
order of
developme
nt
Evaluate
Execute
Deliver
Plan
Decide on
order of
developme
nt
Evaluate
Execute
Deliver
Plan
Decide on
order of
developme
nt
Evaluate
Execute
Deliver
Plan
Waterfall development in a predictive project life cycle
Agile development in an adaptive project life cycle
Analyse
Design
Build
Test
Implement
Decommission
New system
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Formal agreement with
meeting all TCQ
constraints required
Client open to
exploration (One of
time or budget
constraints not set)
Client open to
exploration two out of
TCQ constraints not set
Requirements
known (perhaps
mandated)
Predictive PLC
Waterfall PDLC
Predictive or
incremental PLC
Waterfall PDLC
Requirements
definable (perhaps not yet
agreed)
Incremental or
iterative PLC
Waterfall or spiral
PDLC
Adaptive or iterative
PLC
Spiral or Agile PDLC
Adaptive or iterative
PLC
Agile PDLC
Requirements
difficult to
establish (perhaps
systematically
volatile) or
Product
enhancements
Adaptive PLC
Agile PDLC
Operational
management or
Adaptive PLC
Agile PDLC
Pro
du
ct d
eve
lop
ers
’ co
nce
rns
Project managers’ concerns (Success factors)
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Part A Part B Part C Part DStrategic Tactical Logs Schedule
• Why do it
• Who wants it
• Why it’s valuable
• Products
• Processes
• Resources
• Stakeholders
• Assumptions
• Constraints
• Changes
• Risks
• Issues
• Dependencies
• Decisions
• Actions
• Sequence of
tasks
• Utilisation of
resources
Making plans ‘change competent’
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C - PP RR SS the basic planning steps
Constraints
Products
Scope
Processes
Quality
Resources
Productivity
Risks
Contingency
Schedule
Assignment
Stakeholders
Success
Estimate size
Estimate effort
Establish risk exposure
Establish duration
Establish acceptance criteria
Confirm success criteria
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Time
Planning… it depends
Cost
Products
Constraints
Processes
Stakeholders
Schedule
Risks
Resources
The success factors fundamentally affect the planning process
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Planning… it depends
Resource
Resource
Constraints
Processes
Stakeholders
Schedule
Risks
Products
Stakeholder
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Mission-critical
Planning… it depends
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Mission-critical projects
Missing boys trapped in cave
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Mission-critical projects
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Mission-critical projects
Missing boys trapped in cave
Eliminate or reduce likelihood of
unmanageable risks
• World-class expertise
• Standard processes
• No untested innovations
The real professional knows the risks, their
degree, their causes, and the action
necessary to counter them, and shares this
knowledge ... (Gilb and Finzi 1988).
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Innovation projects
Sidewinder missile
If the project had followed the standard,
indeed the mandated, process ...the
Sidewinder project would have been
cancelled McClean, Project Director SidewinderInnovation challenges
• Failure happens
• Change is good
• Keeping up interest
• Managing creativity
• Funding
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Summary
• Plan projects, not products
• Project plans must be ‘change competent’
• Plans reflect stakeholder perspectives
• Adaptive planning requires stakeholder
agreement
https://www.citi.co.uk/blogs/going-beyond-time-cost-quality-in-project-management/ https://managingsuccessfulprojects.wordpress.com/2019/05/02/from-right-size-to-agile-governance/ https://managingsuccessfulprojects.wordpress.com/2018/09/11/is-agile-a-planning-free-approach/ https://managingsuccessfulprojects.wordpress.com/2018/09/04/when-failure-is-not-an-option/ https://managingsuccessfulprojects.wordpress.com/2018/08/27/are-projects-the-right-vehicles-for-innovation/ https://www.citi.co.uk/blogs/agile-project-managers-deliver-projects-not-products/