1. Prof. Roy Levow Session 9

2.  Defining the APF  An Overview of the APF  The APF Core Values

3.  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 133

4.  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 134

5. Copyright 2007 John Wiley & Sons, Inc.Chapter 135

6.  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 136

7.  Defining the Version Scope  Planning the Version Scope

8.  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 148

9.  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 149

10.  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 1410

11.  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 1411

12.  Prioritization Approaches  Forced Ranking  Must-Haves, Should-Haves, Nice-to-Haves  Q-Sort Copyright 2007 John Wiley & Sons, Inc.Chapter 1412 FUNCTIONALITY #ABCDEFRANK SUMFORCED RANK 1253216192 24327910356 3749863377 4185122193 5368475335 689109 8549 7511334171 8624541224 910 7 895410 976657408

13.  Prioritizing the Scope Triangle  Model for decision making in APF Copyright 2007 John Wiley & Sons, Inc.Chapter 1413 Success Sliders

14.  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 1414

15.  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 1415

16.  Developing a Low-Level WBS for This Cycle’s Functionality  Micromanaging an APF Project  Estimating Task Duration  Estimating Resource Requirements  Sequencing the Tasks

17.  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 1517

18. Starting Point is the Midlevel WBS Copyright 2007 John Wiley & Sons, Inc.Chapter 1518 The Low-Level WBS is created from the subfunction

19.  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 1519

20.  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 1520

21.  Sequencing the Tasks  Use a Project Network Diagram for each cycle Copyright 2007 John Wiley & Sons, Inc.Chapter 1521

22.  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

23.  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 problems Copyright 2007 John Wiley & Sons, Inc.Chapter 1623

24. Copyright 2007 John Wiley & Sons, Inc.Chapter 1624

25.  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 1625

26.  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 1626

27.  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 1627

28.  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 1628

29.  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 1629

30.  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 1630

31.  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 1631