Adaptive Project Framework PART II Cycle plan and

Adaptive Project Framework – PART II Cycle plan and building You’ve got to think about “big things” while you’re doing small things, so that all the small things go in the right direction. — Alvin Toffler

Source: Wysocki R. K. , Effective Project Management. Traditional, Adaptive, Extreme, Wiley Publishing Inc. Indianapolis 2007 Adaptive project framework

Conditions of Satisfaction A. face-to-face dialogue between requestor and provider B. short document that briefly states what is to be done in the project

PROJECT OVERVIEW STATEMENT Example POS Project Name Project No. Project Manager Office Supply Cost Reduction PAUL BEARER Problem/Opportunity Our cost reduction task force reports that office supply expenses have exceeded budget by an average of 4% for each of the last three fiscal years. In addition an across the board budget cut of 2% has been announced and there is an inflation rate of 3% estimated for the year. Goal To implement a cost containment program that will result in office supply expenses being within budget by the end of the next fiscal year. Objectives 1. Establish a departmental office supply budgeting and control system. 2. Implement a central stores for office and copying supplies. 3. Standardize the types and brands of office supplies used by the company. 4. Increase employee awareness of copying practices that can reduce the cost of meeting their copying needs Success Criteria 1. 2. 3. 4. The total project cost is less than 4% of the current year office supply budget. At least 98% of office supply requests are filled on demand. At least 90% of the departments have office supply expenses within budget. No department office supply expense exceeds budget by more than 4%. Assumptions, Risks, Obstacles 1. Central stores can be operated at or below the breakeven point. 2. 3. 4. 5. Users will be sensitive to and supportive of the cost containment initiatives. Equitable office supply budgets can be established. Management will be supportive and consistent. The existing inventory control system can support the central stores operation. Prepared By Olive Branch Date 9/2/2014 Approved By Del E. Lama Date 9/3/2014

Mid-level WBS

Mid-level WBS example Creating a website for a music band 1. Main information 2. Forum First cycle: Main information (2 weeks) Second cycle: Forum (2 weeks) Third cycle: Tickets (2 weeks) 3. Tickets

Source: Wysocki R. K. , Effective Project Management. Traditional, Adaptive, Extreme, Wiley Publishing Inc. Indianapolis 2007 Adaptive project framework 6/51

Introduction to Cycle Plan - differences 1 2 TPM APF complete version of WBS part of the WBS (corresponds to cycle)

Cycle Plan 1. Create low-level WBS. 2. Estimate task duration and assign human resources to tasks.

Generic version of mid-level WBS What major tasks must be done in order to deliver this function/subfunction ? ? ? 9/51

LOW-LEVEL WBS Subfunction #2. 1 Task #2. 1. 2 Task #2. 1. 3

Case Study: PIZZA DELIVER QUICKLY § 4 Pizza Store § Lost 30 percent of sales revenue § competitor promoted a program that guarantees 45 -minute delivery service from order entry to home delivery § Owner is building „pizza factories” § Need software to: • Identify good factory locations • Operate those factories

Case study: Mid-level WBS Home delivery system Order Entry to Order Fulfillment Process Request for Order Fulfillment Information What major tasks must be done in order to deliver this Store Location subfunction ? ? ? System Gather Requirements Source: Wysocki R. K. , Effective Project Management. Traditional, Adaptive, Extreme, Wiley Publishing Inc. Indianapolis 2007

Case study: Low-level WBS Gathering requirements Identify Attendees Select Approach Plan Agenda Invite Attendees Conduct Session Source: Wysocki R. K. , Effective Project Management. Traditional, Adaptive, Extreme, Wiley Publishing Inc. Indianapolis 2007

Cycle Plan 1. Create low-level WBS. 2. Estimate task duration and assign human resources to tasks. • print the unique name of each task from low-level WBS on a separate Post-It note (e. g. each subfunction getting a different color or each color represents a different person assigned to the task)

Source: Wysocki R. K. , Effective Project Management. Traditional, Adaptive, Extreme, Wiley Publishing Inc. Indianapolis 2007 Adaptive project framework

Cycle Building Phase 1. Creating a micro-level schedule and finalizing resource assignments. 2. Writing work packages. 3. Building cycle functionality. 4. Monitoring and adjusting the cycle build schedule.

Goal Function 1 Subfunction 1 Function 2 Mid-level WBS Subfunction 2 Low-level WBS Task 1 Task 2 Subtask 1 Source: Own work. Subtask 2 Micro-level WBS

Creating a Micro-Level Schedule and Finalizing Resource Assignments § further decomposing the tasks that make up this cycle`s functionality to the subtask level

Subfunction X Task A Subtask A 1 Task B Subtask A 2 Subtask B 1 Task C Subtask B 2 Subtask C 1 Subtask C 2 Subtask C 3

Creating a Micro-Level Schedule and Finalizing Resource Assignments NETWORK DIAGRAM GRID

Grid preparing 1. When scheduling resources, try to keep the busy for consecutive days. 2. Notice when a resource is not busy.

Cycle Building Phase 1. Creating a micro-level schedule and finalizing resource assignments. 2. Writing work packages. 3. Building cycle functionality. 4. Monitoring and adjusting the cycle building schedule.

Writing Work Packages § a statement by each task manager as to how he or she plans to complete the task within the scheduled start and finish dates § for critical-path tasks, for tasks required a scarce resource, for high-risk tasks, for tasks which there is a little experience among the team members § don`t add a lot of narrative

Cycle Building Phase 1. Creating a micro-level schedule and finalizing resource assignments. 2. Writing work packages. 3. Building cycle functionality. 4. Monitoring and adjusting the cycle building schedule.

Building Cycle Functionality § work is under way to build the functionality prioritized for this cycle

Cycle Building Phase 1. Creating a micro-level schedule and finalizing resource assignments. 2. Writing work packages. 3. Building cycle functionality. 4. Monitoring and adjusting the cycle building schedule.

Monitoring and adjusting the cycle building schedule Ømorning status meeting every day

Tools that help adjust the cycle building schedule Ø Scope Bank: new ideas or thought on functionality are saved Date posted Brief description of scope item Posted by Assigned Date to scheduled for action Recommend- Reason for ed action recommendation Ø Issues Log: list the problems and issues that the team has encountered during the cycle Date posted Date to be resolved Posted by Assigned to Description Status 29

Issues Log Date posted Date to be resolved 15/12/2014 22/12/2014 Posted by Duffy Assigned Description to Duffy Key client representatives have very busy schedules and will create problems in the timely scheduling of client checkpoints Status New Next step Ask Kate for some resolution

Source: Wysocki R. K. , Effective Project Management. Traditional, Adaptive, Extreme, Wiley Publishing Inc. Indianapolis 2007 Adaptive project framework

1. What has greater value in APM? A. people and interactions B. processes and tools

2. What has greater value in APM? A. tasks completed on time B. business results

3. What has greater value in APM? A. formal arrangement B. cooperation with customer

4. How is called a part of WBS in which we divided tasks into subtasks? A. Mid-level WBS B. Low-level WBS C. Micro-level WBS

5. How many tasks should be written for one subfunction? a) 1 -2 tasks b) 3 -5 tasks c) 5 -7 tasks

6. Cycle Building Phase should be carried out: a) only by project manager b) by customer c) by whole project team

7. The smallest unit of time in grid should be: a) Day units b) Half –day units c) Hour units

8. Work packages should be written for: a) critical-path tasks b) tasks with high-level of risk c) tasks required a scarce resources d) all of them

9. How long should be daily meeting of project team in APM? a) At least 15 minutes b) Not more than 15 minutes c) Exactly 15 minutes

10. New ideas and thoughts on functionality are saved in: a) Scope Bank b) Issues Log

11. Name this stuctures: Subfunction Task 1 Task 2 LOW-LEVEL WBS Task 3

Questions 1. Make a list of three advantages and disadvantages of using TPM vs. APF in projects. Discuss your findings. 2. If you were to prepare a project which goal is to create a social networking portal, which approach would you choose: TPM or APF? Please justify your answer.

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