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Adaptive Project Framework. Managing Complexity in the Face of Uncertainty. Presented by Robert K. Wysocki, Ph.D. Enterprise Information Insights, Inc. Meet Your Discussion Leader. Consultant, trainer, author, publisher 40+ years experience in IS/IT PM Author of 16 books on PM and IS/IT

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adaptive project framework

Adaptive Project Framework

Managing Complexity in the Face of Uncertainty

Presented by

Robert K. Wysocki, Ph.D.

Enterprise Information Insights, Inc.

meet your discussion leader
Meet Your Discussion Leader

Consultant, trainer, author, publisher

40+ years experience in IS/IT PM

  • Author of 16 books on PM and IS/IT
  • Author of the PMI recommended book Effective Project Management: Traditional, Adaptive, Extreme, 4th Edition, Wiley 2007

Developed more than 20 PM courses

Trained over 10,000 project managers

Robert K. Wysocki

Ph.D.

agenda
Agenda

Contemporary IS project landscape

APF fundamentals

A high-level look at the APF cycles

Adaptations of APF

slide4

Contemporary IS Project Landscape

To the traditional project manager

every IS project looked like a nail and

they had the hammer.

slide5

Contemporary IS Project Landscape

NEEDS

WANTS

What the client wants is probably not what the client needs. The PM’s job is to make the client want what they need.

slide6

Contemporary IS Project Landscape

Why do you think over 70%

of all IS projects fail?

contemporary is project landscape
Contemporary IS Project Landscape

Projects fail for lack of:

Executive management support

User involvement

Experienced project manager

Clear business objectives

Minimize scope

Standard infrastructure

Firm basic requirements

Formal methodology

Reliable estimates

Skilled staff

APF

Source: Standish Group

slide8

Contemporary IS Project Landscape

One size does not fit all.

slide9

Contemporary IS Project Landscape

What basic approach makes sense for this type of project?

contemporary is project landscape1
Contemporary IS Project Landscape

Would you rather follow the recipe or know how to develop the recipe?

slide11

Contemporary IS Project Landscape

SOLUTION

Clear Not Clear

Not Clear

Clear

GOAL

slide12

Contemporary IS Project Landscape

SOLUTION

Clear Not Clear

Not Clear

Clear

GOAL

TPM

TPM = Traditional Project Management

slide13

Contemporary IS Project Landscape

SOLUTION

Clear Not Clear

xPM

Not Clear

Clear

GOAL

TPM

xPM = Extreme Project Management

slide14

Contemporary IS Project Landscape

SOLUTION

Clear Not Clear

xPM

Not Clear

Clear

GOAL

TPM

APM

APM = Agile Project Management

slide15

Contemporary IS Project Landscape

Emertxe Project Management

SOLUTION

Clear Not Clear

MPx

xPM

Not Clear

Clear

GOAL

APM

TPM

MPx = Emertxe Project Management

slide16

Contemporary IS Project Landscape

Distribution of Projects across the Landscape

SOLUTION

Clear Not Clear

…10%...

Not Clear

Clear

GOAL

70%

20%

slide17

Contemporary IS Project Landscape

SDLCs map directly into this Project Landscape

TPM

Linear

Standard Waterfall

Rapid Development Waterfall

Incremental

Staged Delivery Waterfall

APM

Iterative

Evolutionary Development Waterfall

Feature-Driven Development

Adaptive

APF

ASD

Scrum

RUP

DSDM

xPM & MPx

Extreme

INSPIRE

SOLUTION

Clear Not Clear

MPx

xPM

Not Clear

Clear

Extreme

Extreme

GOAL

TPM

APM

Linear

Incremental

Iterative

Adaptive

contemporary is project landscape2
Contemporary IS Project Landscape

Other Factors Affecting Choice of PMLC

Let me help you get on top of this

situation.

This is harder

than I ever

imagined.

Risk

Cost

Duration

Complexity

Market Stability

Business Value

Technology Used

Business Climate

Customer involvement

Goal & Solution Clarity

# Departments Affected

Organizational Environment

Team Skills & Competencies

Completeness of Requirements

Risk

Cost

Duration

Complexity

Market Stability

Business Value

Technology Used

Business Climate

Customer involvement

Goal & Solution Clarity

# Departments Affected

Organizational Environment

Team Skills & Competencies

Completeness of Requirements

contemporary is project landscape3
Contemporary IS Project Landscape

Project Management Life Cycles

adaptive project framework1
Adaptive Project Framework

APF is unique among Agile Models

  • Product and process development
  • Scope Change
  • Scope Bank
  • Integrative & Probative Swim Lanes
  • APF can be imbedded in other PMLCs
  • Meaningful client involvement
  • Cumulative delivery of maximum business value
  • Terminate any time without loss of business value
slide21

Examples of Projects

TPM: Install an intranet network in field office

APF: Put a man on the moon and return him safely by the end of the decade

xPM: Cure the common cold

slide23

Characteristics of APF

Thrives on change rather than avoiding it

Adapts traditional and agile tools

Based on the principle: learn by doing

Assures maximum business value

Just-in-time planning

Squeezes out all non-value added work

Scope is variable

working definition of an adaptive project
Working Definition of an Adaptive Project

An adaptive project consists of a number of cycles each comprising a sequence of unique, complex, and connected activities that must be completed within fixed time and budget constraints, and deliver maximum business value.

slide25

Overview of APF

APF originated out of two client engagements:

Supermarket kiosk design and development

Software development project management process design

slide26

VERSION

SCOPE

CYCLE

PLAN

NEXT

CYCLE

CYCLE

BUILD

CLIENT

CHECKPOINT

POST-VERSION

REVIEW

Overview of APF

version scope
Version Scope

Adaptive SDPM Strategy for APF Version Scope

  • DELIVERABLES
  • Conditions of Satisfaction
  • Project Overview Statement
  • Prioritized functionality
  • Mid-level WBS and dependencies
  • Cycle length and # of cycles

Version

Scope

Cycle

Plan

Cycle

Build

Customer

Checkpoint

Post-Version

Review

cycle plan
Cycle Plan

Adaptive SDPM Strategy for APF Cycle Plan

  • DELIVERABLES
  • Low-level WBS for this cycle
  • Dependencies and schedule
  • Partition activities to sub-teams
  • Sub-teams develop micro-plans

Version

Scope

Cycle

Plan

Cycle

Build

Customer

Checkpoint

Post-Version

Review

cycle build
Cycle Build
  • DELIVERABLES
  • Whatever functionality can be built before the cycle time-box expires

Adaptive SDPM Strategy for APF Cycle Build

Version

Scope

Cycle

Plan

Cycle

Build

Customer

Checkpoint

Post-Version

Review

client checkpoint
Client Checkpoint

Adaptive SDPM Strategy for APF Client Checkpoint

  • DELIVERABLES
  • Quality review of completed functionality
  • Adjust next cycle functionality and time-box

Version

Scope

Cycle

Plan

Cycle

Build

Customer

Checkpoint

Post-Version

Review

post version review
Post-Version Review
  • DELIVERABLES
  • Check on business outcomes
  • Lessons learned to improve next version
  • Lessons learned to improve APF

Adaptive SDPM Strategy for APF Post-Version Review

Version

Scope

Cycle

Plan

Cycle

Build

Customer

Checkpoint

Post-Version

Review

characteristics of an apf project
Characteristics of an APF project
  • Incomplete requirements
  • Meaningful client involvement
  • Short cycles
  • Daily 15 minute team meetings
  • Co-located team of professionals
  • Fixed time and cost
  • Cycle ends when time-box expires
  • Cycles converge on a solution
  • Probative & Integrative swim lanes
  • No scope change management process
  • Variable scope
apf is a robust approach
APF is a robust approach
  • Prototyping
  • Business justification
  • Business process improvement
  • New product development
  • Research & Development
  • APF can even be used within a TPM project!
adaptive project framework2
Adaptive Project Framework

Selected Bibliography

“Effective Project Management: Traditional, Adaptive Extreme, 4th Edition”, 2007, John Wiley & Sons, ISBN 978-0-470-04261-8

“Effective Software Project Management”, 2006, John Wiley & Sons, ISBN 0-7645-9636-5

“Adaptive Project Framework: Managing Complexity in the Face of Uncertainty”, 2009, Addison Wesley, in preparation.

“Effective Project Management: Traditional, Agile, Extreme, 5th Edition,” 2009, John Wiley & Sons, in preparation

slide35

Thanks for being a great audience!!!

Robert K. Wysocki, Ph.D.

Enterprise Information Insights, Inc.

rkw@eiicorp.com