PMI Silicon Valley Chapter - Project Acceleration and ......2016/11/09 · Overview ! Is the...

Project Acceleration and Commitment-Based Project Management

Jose Solera PMI Silicon Valley 2016-11-09

© 2008-2016 Solera Associates - All Rights Reserved 2

Agenda

n  Some things that go “bump” in the night n  CBPM – a form of Agile n  CBPM overview n  Tool demo (if there’s time) n  Q&A

SOME THINGS THAT GO “BUMP” IN THE NIGHT



Typical Project Progress

Goal

Goal

Typical

Objective changes Scope confusion

Requirements confusion

Execution confusion

Scope management

Resource issues

Quality confusion


Typical Project Progress vs Project Acceleration Techniques

Goal

Goal PAT

Objective changes

Typical


Some things that go “bump” in the night

n  Lack of stakeholder clarity and support n  Lack of scope clarity n  Lack of plan clarity n  Lack of execution clarity n  Lack of resources n  Lack of quality


Some things that go “bump” in the night

n  Lack of stakeholder clarity n  Lack of scope clarity n  Lack of plan clarity n  Lack of execution clarity n  Lack of resources n  Lack of quality


Lack of Plan Clarity

n  What are the pieces that constitute the final deliverable? q  That is, what is the PBS or BOM?

n  When does each piece need to be delivered? n  Who owns it? n  Who uses it? n  Are they in the right order? n  How far can we plan?


Lack of Execution Clarity

n  What’s due? n  What’s late?

q  Who owns it? q  Who is impacted? q  How do we recover?

n  What’s due in the next week? Month? n  How’s the overall project doing?

CBPM – A FORM OF AGILE



Commitment-Based Project Management – an Agile PM Approach n  Most popular Agile approaches are software-

based n  CBPM is Agile but

q  No domain dependency q  Iteration-less

Applications of CBPM – ü by speaker

n  Semiconductor chip design – Intel ü  Software development – Symantec ü  Defense contractor – J ü  Medical device development – Duke

University Medical School ü  IT Single Sign-On – Railinc n  Many other applications



Planning and Execution Clarification and Acceleration through CBPM n  Commitment-Based Project

Management (CBPM for short) is not new q  Concept originated with the Polaris Missile

System program in the 1950s q  Intel adopted and adapted the approach,

leading to many significant successes q  Documented by Timm Esque in

No Surprises Project Management n  Volume discounts available at

www.ensemblemc.com.

n  An entire process that leads to success n  30-50% faster projects is the result

Additional Resources - www.pmlead.com


LinkedIn Group


Timm Esque’s website: http://ensemblemc.com/


CBPM OVERVIEW


Overview

n  Is the project ready? q  Approved and funded? q  Goal defined and agreed to? q  Teams and members identified? q  All groups represented? q  Facilitator available or PM trained? q  Use Map Day Readiness Worksheet.xls to judge q  If not ready, issue might be no clear agreement on

objective or project n  Conduct Is/Is Not session n  May need to go back to stakeholders for clarity


Map Day Readiness Checklist


Map Day Readiness Checklist

PPM #:Project Name:

Check Item Yes/NoProject approved and funded?Goal of project defined and agreed to?Team and team members identified?All groups represented?Facilitator available or PM trained in map day concept?

Ready for map day? No

Desirable activity:Homework assigned and completed prior to map day

Instructions:For each "B" cell, pick 'Yes' or 'No' accordingly. Readiness will be determined by the cell next to "Ready for map day?"


Overview of the Process (continued)

n  Conduct overview session(s) to help members understand the purpose and goals of the project

n  Have teams do homework n  Conduct map day(s) to define/refine the plan

q  May need more than one q  Can serve as kick-off meeting


n  Map Day homework q  Each team must brainstorm:

n  A list of deliverables, both for the customer as well as internally, that they own and an estimate of the date

n  A list of deliverables they expect from other teams, including the customer



n  Review progress 3x/week: q  Conduct regular (weekly) meetings with leads that review progress,

issues, etc. n  Can be group, 1:1, or both n  Recommend using both

q  Email

n  Manage effort through deliverables matrix: q  Done q  Late q  Coming up – set horizon for as many days as desired q  Need dates

n  Items are done or not done. % complete irrelevant n  Customer wins if disagreement with owner n  Conduct additional map days as required

Success with Map Days




n  Conduct overview session(s) to help members understand the purpose and goals of the project

n  Have teams do homework n  Conduct map day(s) to define/refine the plan

q  May need more than one q  Can serve as kick-off meeting


n  Map Day homework q  Each team must brainstorm:

n  A list of deliverables, both for the customer as well as internally, that they own and an estimate of the date

n  A list of deliverables they expect from other teams, including the customer



n  Review progress 3x/week: q  Conduct regular (weekly) meetings with leads that review

progress, issues, etc. n  Can be group, 1:1, or both n  Recommend using both

q  Email

n  Manage effort through deliverables matrix: q  Done q  Late q  Coming up – set horizon for as many days as desired q  Need dates

n  Items are done or not done. % complete irrelevant n  Customer wins if disagreement with owner n  Conduct additional map days as required




Summary of Activities

n  Project Ready n  Teams complete homework n  Conduct map day n  Conduct regular reviews and monitoring n  Conduct additional map days (as needed) n  Conclude project

Map Day


What the x#!y1? is a map day?

n  A project management activity designed l  To build and test assumptions about a project l  To develop an agreed-to plan

n  Involves all tracks of the project and dependencies with the business

n  Focus is on deliverables (not tasks), dependencies, and plan l  Helps clarify deliverables and dependencies l  Integrates ideas early and often l  Determine a rev. 0 program plan

© 2008-2016 Solera Associates - All Rights Reserved 28 Success with Map Days

n  Shown to improve performance of teams by 50% or more

n  Can validate/clarify resources required n  Goal: Build a

Simple, Accurate High level plan

that the teams are committed to n  One of a series of planning days

q  Rolling wave planning approach


What the x#!y1? is a map day? (continued)


Map Day Typical Outcomes

n  Rev. 0 plan including dependencies among teams n  Clear expectations for all organizations

q  Level set on what, who, when, and how n  Increased networking and team spirit n  Increased probability of hitting schedule n  Identification of conflicts to be resolved n  Identification of milestones and owners n  Understanding of inter-relatedness of all efforts n  Opportunities to partner across organizations


Map Day By-Products

n  Communication of strategy and plans n  Identification of resources required n  First-pass critical path n  Opportunities to reduce critical path


Map Day – What It Is Not

n  A way to get an “ultimate, final, we won’t deviate from this plan”

n  A way to resolve all issues or concerns n  Easy


Deliverable vs. Task

n  A deliverable is an output q  Design document q  Working code q  Invitations (to an event)

n  A task is an activity that might or might not lead to a deliverable q  Analyze requirements q  Inspect code q  Design the invitation



Overview of Map Day Process n  Process:

q  “Customer” posts the deliverables they expect from the “suppliers” on the map n  Each item is explained and questions answered n  Item is posted approximately at the time it is needed n  Start from the end

q  “Supplier” groups do the same n  May need a break to “process” information just received n  Start from the beginning

q  As a group, the map is reviewed to identify issues, missing deliverables, duplicates, etc.

q  Issues are negotiated q  Repeat

n  Sub-projects can be captured as deliverables with follow-on map days as needed



Partial Map ( Example (Note: too high level. Will need more details.)

Beta

“Beta” app & interfaces

Oracle access

Live Biz

08/10 09/10 10/10

Live – R. 2

Access

Infrstructure Live – R. 2

Live – R. 2

Arch Diag

Arch Diag

Live – R.1

Live – R. 1

Live – R. 1

IT Track 1

IT Track 2



Format for Label Post-it TM (write big and clear)

Beta

Party app & interfaces

Oracle access

Live Prod Eng

ERP

Partner Net

08/10 09/10 10/10

Live – R. 2

Access by Catalyst

GIS Live – R. 2

Live – R. 2

Arch Diag

Arch Diag

Live – R.1

Live – R. 1

Live – R. 1

Access by Catalyst

Party app & interfaces

Oracle

Live

Live

Live

Live … ??? …

Deliverable

Owner: ERP Aug 07 ‘10

Used by: Biz End customer

Needed by: Aug 14 ‘10 Aug 14 ‘10


Tool – Deliverables Matrix



Three Main Sheets in the Deliverables Matrix

n  Matrix q  Tracks deliverables and status q  Milestone Chart to the right of the sheet

n  Roll up of key deliverables to report to management

n  Performance Against Commitment (PAC) q  Graphical assessment of performance q  Rule of thumb: if within 10%, project OK (but must

bring back to commitment level) n  Too narrow for early in the project n  Too broad for late in the project

n  A predecessor chart for information only


Using the Deliverables Matrix

n  Captures deliverables, owner, and committed date n  Captures users (consumers) of deliverables and need-by dates n  Captures status (Done/Not Done) n  Captures days to due date/days past due (not in follow-on

graphic) n  Captures new commit day and any comments n  Filtering:

q  Can filter by owner, user, Late/Done/Blank, etc. n  Note: best used with Excel 2007 or later


Setting Up the Matrix

n  Team/ member information needed

n  Select “Ref Data” sheet n  Modify pre-populated

teams/names n  Swim lanes can be

similarly changed n  Note: look is different for

versions 5.8 and later.


Top of Matrix


Name of project Or program

Date sheet was updated

Name of project output (product)

Today (calculated)

Count of Done, On Time, Late, & Blank items

Horizon (can Be set by user)

Today + Horizon (calculated)

Customer Name Name of Project

Or Program Mgr


Deliverables Matrix Example

Optional Who will

do the work

When it will be done

Users 1-3 And when needed

(2 & 3 hidden)

At top

Is it done?

When?

Days until it is due or days late

Is it late? Is it On Time? Is it missing a date?

If late (< 2 weeks?) what’s new

commit date?

Is it due within horizon? Note: the amount of time is changeable in the horizon cell, O2. Can change to view further ahead

Any useful comments on cell to the right

Item #, useful when plotting

Deliverable name

Have owner and user(s) agreed on requirements?

At bottom


Milestone Chart

n  The Milestone Chart allows a team to identify key deliverables they would like to report on to management

n  Automatically populated but can be changed


Milestone Chart Can overwrite to reflect “dictated”

dates


PAC (Performance Against Commitments)

n  Completed deliverables (cumulative) captured in columns

n  Line tracks commitments (date complete) n  Philosophy:

q  As long as within ~10% of top of lines, project on schedule

q  Early in project, too narrow q  Late, too broad



Performance Against Commitments (PAC) Chart


Two types of PAC: • Overall project • Per team

0

5

10

15

20

25

Del

iver

able

s

Week Ending

PAC

Cumm Done

Cumm Planned

Setting the PAC

n  The PAC needs a starting date, usually a Friday to calculate

n  For 5.8 and after, update in Ref Data sheet

n  If a long project, may need to extend the list


Start Date7/12/2013

(For PAC generation)

PAC per Owner


Pick owner

PAC for selected owner

Select PAC per Owner

PAC per Swim Lane


Pick swim lane

PAC for selected Swim lane

Select PAC per Swim Lane

Other Charts

n  Besides the PAC charts, the following charts are available in the PAC sheet: q  Burn Down Chart q  SPI Proxy, CPI, and SPI

n  Covered later


Burn Down Chart


0

1

2

3

4

5

6

7

8

9

10

Del

iver

able

s

Week Ending

Burn Down Chart

Maximum minus Cumm Done Maximum minus Cumm Planned

Predecessor Chart


The deliverables are automatically populated. Cross-references need to be manually updated.

TOOL DEMO


Q&A


Appendix I


About the Presenter – Jose Solera, MBA, PMP n  Over 25 years of experience in high technology (Accenture,

Intel, Symantec), railroads (Railinc), insurance (LISI & CoPower) q  Currently CIO LISI & CoPower

n  2006 PMI SV President n  Contact info:

q  [email protected] q  Cell: 650-799-9544

n  See http://www.pmlead.com or https://www.linkedin.com/in/josesolera

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