Prof. Roy Levow Session 9. Defining the APF An Overview of the APF The APF Core Values.
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Transcript of Prof. Roy Levow Session 9. Defining the APF An Overview of the APF The APF Core Values.
Prof. Roy Levow
Session 9
Defining the APF An Overview of the APF The APF Core Values
Give a general explanation of the APF Understand the purpose of each of the
five APF phases Apply the APF core values Describe the types of projects
appropriate for the APF
Copyright 2007 John Wiley & Sons, Inc. Chapter 13 3
Designed for Quadrant Two projects Iterative and adaptive approach Consists of five phases Readjusts scope at each iteration Customer-focused Initial planning is done at the high-level More detailed planning done at lower
level
Copyright 2007 John Wiley & Sons, Inc. Chapter 13 4
Copyright 2007 John Wiley & Sons, Inc. Chapter 13 5
Client-Focused Client-Driven Incremental Results Early and Often Continuous Questioning and Introspection Change is Progress to a Better Solution Don’t Speculate on the Future
Copyright 2007 John Wiley & Sons, Inc. Chapter 13 6
Defining the Version Scope Planning the Version Scope
Describe the components of the Version Scope Phase
Conduct the Conditions of Satisfaction process Write a Project Overview Statement for an APF
project Develop a midlevel WBS Prioritize version functionality using one of the
three methods Prioritize the scope triangle using success
sliders Determine the number of cycles and the cycle
timeboxes Assign functionality to cycles
Copyright 2007 John Wiley & Sons, Inc. Chapter 14 8
Requestor and Provider meet about the project Developing the Conditions of Satisfaction
Requestor-driven conversation Provider-driven conversation
Copyright 2007 John Wiley & Sons, Inc. Chapter 14 9
The output from the COS is the Project Overview Statement Five Parts of the POS
Problem / Opportunity Statement Goal Statement Objectives Statement Success Criteria Risks and Obstacles
Fixed-Version Budget and Timebox Timebox: A window of time within which the project
must be completed Must be no larger than six months Budget for timebox must be fixed
Copyright 2007 John Wiley & Sons, Inc. Chapter 14 10
Develop the Midlevel WBS Noun-type decomposition No more than Level Two Enough to reasonably estimate time and
resources needed for each piece of functionality Prioritizing the Version Functionality
By Risk By Complexity By Duration By Business Value By Dependencies
Copyright 2007 John Wiley & Sons, Inc. Chapter 14 11
Prioritization Approaches Forced Ranking Must-Haves, Should-Haves, Nice-to-Haves Q-Sort
Copyright 2007 John Wiley & Sons, Inc. Chapter 14 12
FUNCTIONALITY # A B C D E F RANK SUM FORCED RANK
1 2 5 3 2 1 6 19 22 4 3 2 7 9 10 35 63 7 4 9 8 6 3 37 74 1 8 5 1 2 2 19 35 3 6 8 4 7 5 33 56 8 9 10 9 10 8 54 97 5 1 1 3 3 4 17 18 6 2 4 5 4 1 22 49 10 10 7 10 8 9 54 1010 9 7 6 6 5 7 40 8
Prioritizing the Scope Triangle Model for decision
making in APF
Copyright 2007 John Wiley & Sons, Inc. Chapter 14 13
Success Sliders
Determining the Number of Cycles and Cycle Timeboxes At first, think of four-week cycles Adjust to fit subfunction needs when assigning functionality to
cycles Quick deliverables in the early cycles More extensive build activities in later cycles
Assigning Functionality to Cycles Based on the dependencies between functionality and the
resources available, does this assignment make sense? When you finish the first few cycles, will you have a working version
of part of the final solution? Can you improve on this assignment if you vary cycle length for the
early cycles? Does this assignment fully utilize your resources in the early cycles? Are you practicing the core value to “deliver incremental results
early and often”?
Copyright 2007 John Wiley & Sons, Inc. Chapter 14 14
Objective Statements for Each Cycle Benefit of customer and management What to expect at each cycle Demonstrate business value
Copyright 2007 John Wiley & Sons, Inc. Chapter 14 15
Developing a Low-Level WBS for This Cycle’s Functionality
Micromanaging an APF Project Estimating Task Duration Estimating Resource Requirements Sequencing the Tasks
Create a low-level WBS for a cycle Apply the WBS completion criteria to the
low-level WBS Understand the problems associated with
APF micromanagement Estimate resource requirements Sequence the low-level WBS tasks
Copyright 2007 John Wiley & Sons, Inc. Chapter 15 17
Starting Point is the Midlevel WBS
Copyright 2007 John Wiley & Sons, Inc. Chapter 15 18
The Low-Level WBS is created from the subfunction
Best APF practices recommends managing down to one week of resource’s time
Avoid micromanaging Encourage progress from resource rather
than demanding progress Define project tasks to the completion
criteria Estimating Task Duration
Be realistic in estimating time
Copyright 2007 John Wiley & Sons, Inc. Chapter 15 19
Estimating Resource Requirements Types of resources
People Facilities Equipment Money Materials
Create a list of resources by position title or skill level instead of specifying a particular resource
Have contingency plans to replace unattainable resources
Copyright 2007 John Wiley & Sons, Inc. Chapter 15 20
Sequencing the Tasks Use a Project Network Diagram for each cycle
Copyright 2007 John Wiley & Sons, Inc. Chapter 15 21
Creating a Micro-Level Schedule and Finalizing Resource Assignments
Writing Work Packages Building Cycle Functionality Monitoring and Adjusting the Cycle Build
Schedule Using a Prioritized Scope Matrix
Build a micro-level WBS Create a micro-level network schedule for
the cycle build Display and update the micro-level
resource schedule Understand the purpose of the Scope Bank Use the Scope Bank to record change
requests Use the Issues Log to record and resolve
cycle build problemsCopyright 2007 John Wiley & Sons, Inc. Chapter 16 23
Copyright 2007 John Wiley & Sons, Inc. Chapter 16 24
Important Points When Building the Micro-Level Schedule Keep the resources busy for consecutive days Notice when a resource is not busy so as to keep in
reserve Try to find ways to complete the cycle build early
Writing Work Packages Keep the documentation short (To-Do List or one-to-two
sentence description) Write Work Packages for:
Critical tasks High-risk tasks Tasks for which the team has little experience Tasks that require scarce resources
Copyright 2007 John Wiley & Sons, Inc. Chapter 16 25
What to Do When a Crisis Occurs Finish the current cycle, Cancel the current cycle and move to the next
Cycle Plan Phase, or Cancel the project
Copyright 2007 John Wiley & Sons, Inc. Chapter 16 26
Three Tools Scope Bank: Proposed changes to be
considered later Issues Log: Problems that arose during the
cycle build Prioritized Scope Matrix
Copyright 2007 John Wiley & Sons, Inc. Chapter 16 27
Fields Date Posted Posted By Brief Description of Scope Item Assigned To Date Scheduled for Action Recommended Action Reason for Recommendation
Copyright 2007 John Wiley & Sons, Inc. Chapter 16 28
Fields Date Posted Dated Scheduled for Resolution Posted By Assigned To Brief Description of Issue Current Status of Issue Next Step
Copyright 2007 John Wiley & Sons, Inc. Chapter 16 29
Scope Bank – A Project Impact Statement should be created and responded to based on the Prioritized Scope Matrix
Issues Log – Prioritized Scope Matrix is used to determine in what order to address issues
Copyright 2007 John Wiley & Sons, Inc. Chapter 16 30
Team Meeting Process Stand up and no more than 15 minutes Each team states whether on-schedule or off-
schedule If off-schedule, team gives “get-well” plan Problems and issues are not discussed in the meeting
Status Reports Posted in war room Keep up-to-date Brief written reports for customers at end of each
cycle Longer report for senior management
Copyright 2007 John Wiley & Sons, Inc. Chapter 16 31