Prof. Roy Levow Session 10

 Inputs the Client Checkpoint  Questions to Be Answered During Client Checkpoint  Adjusting Functionality for the Next Cycle Plan

 Explain the significance of each input to the client checkpoint  Assess the status of the completed cycle relative to its plan  Describe the inputs to the next cycle plan  Explain the outputs of the client checkpoint Copyright 2007 John Wiley & Sons, Inc.Chapter 173

 Planned versus Actual Functionality Added  Why wasn’t the planned functionality added in this cycle?  Explain how the functionality will be added in future cycles  Scope Bank  Let customer decide what proposed changes will be added in future cycles Copyright 2007 John Wiley & Sons, Inc.Chapter 164

 What was planned?  What was done?  Is the version scope still valid?  Is the team working as expected?  What was learned? Copyright 2007 John Wiley & Sons, Inc.Chapter 175

 Inputs  Any functionality completed during the previous cycle  Any functionality planned but not completed in the previous cycle  The functionality planned for this cycle  The functionality planned for all the cycles beyond the next one  All learning and discovery that took place in all previous cycles (Scope Bank)  Any items still remaining on the Issues Log  Any changes that took place in the business environment during the previous cycles Copyright 2007 John Wiley & Sons, Inc.Chapter 176

 Outputs  Updated functionality list  Reprioritized functionality list  Next cycle length Copyright 2007 John Wiley & Sons, Inc.Chapter 177

 Checking Explicit Business Outcomes  Reviewing Lessons Learned for Next Version Functionality  Assessing APF for Improvements

 Explain the significance of the Post-Version Review  Describe the deliverables from a Post-Version Review  Conduct a Post-Version Review  Extract lessons learned from the version project Copyright 2007 John Wiley & Sons, Inc.Chapter 189

 To Improve Product  To Improve Process  To Determine if Business Value is Being Delivered Copyright 2007 John Wiley & Sons, Inc.Chapter 1810

 Check Explicit Business Outcomes  The success of the APF project is the business value it delivered  Review Lessons Learned for Next Version Functionality  Assess APF for Improvements Copyright 2007 John Wiley & Sons, Inc.Chapter 1811

 Proof-of-Concept Cycle  Revising the Version Plan  Embedding the APF in Other Approaches  Extreme Project Management  Comparing Project Approaches

 Embed the APF in other approaches  Use the APF for proof of concept  Adapt the APF to revise the version plan  Identify an extreme project  Describe the four phases of the Extreme Project Management approach  Understand how Extreme Project Management clarifies the goal and converges to a solution Copyright 2007 John Wiley & Sons, Inc.Chapter 1913

 Proof-of-Concept Cycle  Used to help make business case for project  First cycle of APF project  Steps  The creation of a prototype  A feasibility study  The writing of use cases  Storyboarding  Any other activity to demonstrate business plan  Revising Version Plan  The first few cycles generates numerous change ideas and issues  Client may decide to change version plan Copyright 2007 John Wiley & Sons, Inc.Chapter 1914

 In TPM  In the WBS, leave a functionality undefined  Place undefined functionality in Network Diagram  Use APF for the undefined functionality Copyright 2007 John Wiley & Sons, Inc.Chapter 1915

 High Speed – Project is innovative, groundbreaking, and vital to organization. Speed is essential  High Change – Uncertainty about goal and solution necessitates constant change  High Uncertainty – Time and cost are unknown Copyright 2007 John Wiley & Sons, Inc.Chapter 1916

 Iterative  After each cycle, decision made to continue or cancel  Scope is unknown  Client most involved (makes decision to go on)  No constrained scope triangle Copyright 2007 John Wiley & Sons, Inc.Chapter 1917

 Define the Project Goal  xPM Project Overview Statement  Establish a Project Timebox and Cost  Establish Number of Cycles and Cycle Length  Trade-Offs in the Scope Triangle Copyright 2007 John Wiley & Sons, Inc.Chapter 1918

 Defining How the Project Will Be Done  Conditions of Satisfaction  Scenarios, Stories, and Use Cases  Prioritizing Requirements  Identifying the First Cycle Deliverables  Go / No-Go Decision  Planning for Later Cycles Copyright 2007 John Wiley & Sons, Inc.Chapter 1919

 How this Phase Differs  Time for exploration and discovery  Subteams share ideas and information  Assign Resources  Establish Cycle Plan  Collaboratively Produce Deliverables Copyright 2007 John Wiley & Sons, Inc.Chapter 1920

 Apply Learning and Discovery from the Previous Cycle  Revise the Project Goal  Reprioritize Requirements  Make the Go / No-Go Decision for the Next Cycle Copyright 2007 John Wiley & Sons, Inc.Chapter 1921

Copyright 2007 John Wiley & Sons, Inc.Chapter 1922