Project Management Cookbook Part 3 (ARA) Feb16

Project Mgt – Part 3
ARA (Feb’16)- © 2016 - 1
ARA TRAINING
ARA TRAINING
PDCA Project Management
Cookbook
A.R. Alvarez

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ARA TRAINING
Preamble
 Objective:
 Provide a Practical and Straightforward Approach to Project Mgt
 Emphasis on New Product Development; But Methodology Covered Can
Be Applied to Pretty Much Any Type of Project
 Included:
 Best Practices in Scheduling, Resourcing, Uncertainty & Risk Mgt with
Special Emphasis on Resolving Schedule Conflicts
 Introduction to Problem Solving (Separate Workshop Available)
 Phase Gate Architecture
 Incorporation of Agile/Scrum Concepts In General Project Mgt
 Review Meeting Templates
 Excluded:
 New Product Portfolio Management (Separate Workshop)
 Detailed Project Phase Gate Meeting Templates

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Project Management Outline
 Part 1: Project Management Set-Up(Plan)
 Project Management Principles
 Goals & Objectives
 Risk Management
 High Level Scheduling Concepts
 The Market Window- Development Team Capability Conundrum
 Part 2: Project Management Execution (Do)
 Detailed Project Scheduling & Schedule Uncertainty
 Project Team Meetings
 Project Management Toolkit
 Part 3: Project Management Oversight (Check & Act)
 Project Phase Gate Reviews
 Project Management Reviews
 Project Feedback & Response
 Appendix

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What You Need to Know
You Need to Know Where You’re Going
You Need to Know Where You Are
You Need to Know if You’re Off Track

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What You Need to Do
Start With The End in Mind:
Define Success Criteria / Vital Signs
(If Project is Long, > 30 Days, …)
Develop a Roadmap:
Breakdown Success Criteria into Gates
Track The Path:
Develop Leading Indicators for Critical Steps & Tasks

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What
We
Want
To
Achieve
How
We
Intend
To
Achieve It
How
We
Work
To
Achieve It
“Customer”
Inputs
Project
Plan
Project
Execution

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PDCA: Project Mgt
1 After 1st Cycle
Replace “Set”
With “Adjust”
Plan
(Set1 Goals, Resources & High Level Schedule)
Check
(Mgt & Milestone Reviews)
Act
(Adjust Resources, Goals, & Schedule)
Do
(Detailed Schedule, Daily /
Weekly Checks & Pull-in)

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Project Management Hierarchy
Phase Gate
Review
Bi-Monthly or
Monthly Review
Weekly Prj
Team Meeting
Team Working
Meetings
Eyes
Speedometer
Odometer
Map
After Agile Game Development With Scrum, C. Keith 2010
Different Measures &
Monitors Keep You On
Track When Driving
Same Applies
to Projects

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Project Roadmap: Phase Gates
 Scope: What Are We Trying To Do (What’s In / What’s Out) ?
 Commit/Launch: Is This Worth Doing? Why? What Priority?
 Interim Gate(s) (For Projects > 30 Days): Are We on Track?
 Beta Demonstration / Soft Turn-On: Are We Ready to Risk Customer
Sampling? Is There a Clear Path to Final Release?
 Project Completion / Final Release: Are We Really Going to Make
Money? Are We Ready to Make It?
PR1 PR2 PR3 PR4
Project Scope
Project Commit /
Launch
Alpha / Beta
Demonstration
Final Release /
Project Complete
Simplified Project Phase Gate Matrix

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Phase Gate Review Meeting
 What Do You Need to Communicate?
 Answers to the Basic Questions For the Phase Gate (See Next Page)
 Barriers to Meeting Commitments for Next Phase Gate or Critrical Milestone
 Highlight Risk Items, Major Areas of Uncertainty, White Spaces, Resource Gaps,
Skill Set Gaps, etc.
 What to Do:
 Focus on Completeness of Deliverables for Current Phase Gate Milestone
 Look Forward to The Next Phase Gate Milestone & Highlight Risk Areas
 Propose Recovery and/or Contingency Plans For Next Phase Gate as Required
 Summarize, Issue Minutes and Update Action Items
 How Long Should it Take: 20 – 40 Minutes
 Who Should Be There: Appropriate Exec Mgt, Project &
Functional Team Leads
 Who Should Run It?
Be Open, Be Clear, Be Concise
Each Phase Gate Review Should Have
Its Own Standard Reporting Template
(10 – 20 Pgs) To Make Meeting Efficient

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Generic Project Phase Gates
 Phase Gates Can Number From 4 – 7 (Could Have Both Alpha & Beta Demo)
 Optional Phase Gates Include: Feasibility, Proto Launch or Alpha (Prj Complexity)
 Tailor Purpose, Questions, Etc. to Specific Project
PR1 PRF PR2 PR3 PR-Alpha PR4
Project Scope Feasibility
Project Commit /
Launch
Prototype Launch
Alpha or Beta
Demonstration
Project Complete
Description
& Purpose
• Justification:
• Business Need
• How it Helps
Competitiveness
• Prelim Financials
• Objective Spec
(Prelim Goals)
• BPI Scope / Budget
• Prelim Schedule
• PRF Resource
Approval
• Feasibility Review
• Process Map:
• “As Is”,
• Assessment
• “Desired ”
• Gap
• Benchmarking
Complete; Best-in
Class Identified
• Tool Needs Identified
• PR 2 Resource
Approval
• Concept & Scope
Complete
• Sub-Projects
Defined
• Ties to Other
Processes
• Tool Finalists
• Metrics Set
• Financials/ROI
• Schedule
• Resources R&R
• PR3 Resource
Approval
• Implementation Plan
Review(s)
• Barrier ID &
Removal Plan
• Integration with
Existing BP
• RAPID Model
• Metrics Update
• Schedule,
Resources & ROI
• New Tools Available
as Required
• Metrics: Actual vs.
Goals; Tracking
Methods
• Customer Level
Fcst Accuracy
• Key (All) Tools
Functional as
Required
• Path to Beta or
PR4
• Training Plan &
Materials
• Metrics: Actual vs.
Goals?
• Integration with
Existing BP
• Final Specs
• Maintenance
Requirements
• Sustaining Org
• Forum for
Continuous
Improvement
• Process Maturity
• Steps to Next Level
Questions
• Is Project Worth
Considering?
• Is Project Scoped?
• Is There a Strategic
Fit?
• Has Baseline BP &
Gaps Been Defined?
• Have New Tool
Requirements Been
Identified?
• Targets Set?
• Resources
Available?
• Does ROI Merit
‘Go’?
• Are We Ready To
Launch?
• Segmentation?
• New Tools Ready?
• Does ROI Merit ‘Go’?
• Alpha Stage Goals
Met?
• Clear Path To PR-
Beta and / or PR4?
• Ready For
Unconditional
Release?
• All Related Areas
Addressed?
Recommend Exec/Mgt Sponsor Appropriate Mgr Project Lead Project Lead Project Lead Project Lead
Agree
Appropriate
Functional Execs
Appropriate Functional
Execs
Appropriate
Functional Execs
Execs
Appropriate
Functional Execs
Execs
Decide COO/CFO COO/CFO COO/CFO COO COO COO/CFO

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PG-1 PG-F PG-2 PG-3 PG-AS PG-ES PG-4
Marketing Product
“Request”
Feasibility
Company
Commit
POR / Tapeout
Review
Alpha
(Prelim) Sample
Engineering
(Final) Sample
Release to
Production
Description &
Purpose
• Justification:
• Business Need
• How Helps
Competitiveness
• Preliminary
Objective Spec
• Prelim Financials
• Prelim Schedule
• PG-F Resource
Approval
• Feasibility
Study Review
• Equipment
Needs
Identified
• PG-2
Resource
Approval
• Goals Set
• Metrics Set
• Financials Set
• Schedule Set
• Resources R&R
• Equipment List
Finalized
• PG-3 Resource
Approval
• Process of
Record Review
• Metrics Update
• Schedule &
Resources
• Financials
• Equipment POs
• Metrics: Actual
vs. Goals
• Key Tools /
Equipment
Functional
• Path to PG-ES
or PG-4
• Metrics: Actual
vs. Goals
• Prelim Qual
Data
• All Tools / Equip
at Spec
• Path to PG-4
• Metrics: Actual
vs. Goals?
• Final Specs
• Final Qual
• Equip Capability
Questions
• Is product worth
considering?
• Is there a strategy
fit?
• Is there a
path to
achieving the
product
targets?
• Will we make
money?
• Can we make
and sell the
product?
• Are we ready to
make the
product?
• Will we make
money?
• Are we ready to
Alpha Sample?
• Will we make
money?
• Clear path to
ES, PG-4?
• Ready to Eng
Sample / Sell?
• Will we make
money?
• Clear path to
PG-4?
• Are we ready to
make it?
• Are we ready to
sell it?
• Do we make
money?
Recommend Marketing Mgr Eng Lead
Marketing or Prj
Mgr
Eng or Prj Mgr Eng or Prj Mgr Eng or Prj Mgr Eng or Prj Mgr
Agree
VP Marketing
VP Sales
VP Eng
VP Eng
VP Sales
VP Marketing
VP Eng, VP Ops
VP Marketing
VP Eng
VP Ops
Apps
Sales
Apps
Sales
COO
VP Sales
VP Marketing
VP Ops
Decide CEO, COO or GM VP-Marketing CEO, COO or GM CEO, COO or GM VP Marketing VP Marketing COO or VP Mfg
New Product Phase Gates
 Phase Gates Can Number From 4 – 7
 Optional Phase Gates Include: Feasibility, Alpha (or Engineering Sample)
 Tailor Purpose, Questions, Etc. to Specific Situation / Company

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Project Risk Mgt Table
Risk is Not Static
 Review Table at Each Phase Gate (Or In Case of Major Change)
 Highlight Changes in Risk Evolution:
 New Risks
 Reduced or Increased Risk
 Eliminated Risks
 Keep Updated & Relevant
Risk
Category
Risk Prob Impact
Learning
Required
Mitigation
Strategy
Who
Reduction
Date
Elimination
Date
Market
Technology
Mfg

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Decision Making
High Performance Teams Make Good Decisions &
Make Them Happen Fast
 Focus on Decisions That Matter
 What Decisions Need to Be Made to Move The Project Forward?
 Know When Those Decisions Need to Be Made By & Then Make Them
 Action is The Goal
 Good Decision Making Ends With Implementation, Not Decision
 Objective Isn’t Necessarily Consensus, But Buy-in Critical
 Ambiguity is The Enemy
 Clear Accountability is Essential
 Who Contributes Input, Who Makes Decision, Who Carries It Out
 Without Clarity, Delay (Foot Dragging) is the Most Likely Outcome
 Know When a Decision is Made – Communicate It

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Decision Making
High Performance Teams Make Good Decisions &
Make Them Happen Fast
 Speed & Adaptability Are Critical
 Create Environment Where People Come Together Quickly & Efficiently to
Make Decisions
 Understand Consequences of Decision (Even Unintended Ones)
 Decisions Roles Supersede The Organizational Chart
 Involve Right People at Right Level, at Right Time
 Involve People That Will Live with Decisions to Design Them
 Process of Thinking About Decision Motivates People to Adopt Them
 Well-Aligned Organization Reinforces Roles
 Reinforce Effective Approach to Decision Making, Information Flow . . .
 Have Common Language & Practices for Decision Making

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ARA TRAINING
Stacey Matrix & Decision Making
Stacey R.D.; Strategic Management and Organizational Dynamics: The Challenge of Complexity, 3rd Ed; Prentice Hall, 2002
http://www.gp-training.net/training/communication_skills/consultation/equipoise/complexity/stacey.htm
(Coalition Building,
Compromise, Negotiation)
Exploratory
Experimentation
Serendipity
Constructive Debate &
Creativity Can Lead to
Innovation & Breakthroughs
(Or Decision Avoidance)
Close to Certainty
Cause-Effect Clear and/or
Prior History Available
Far From Certainty
Cause-Effect Unclear, Situation is
Unique or New to Decision Makers
“Judgmental”
Decision Making
Guided Experimentation
AdaptMgt/LeadershipApproach
toLevelofAgreement
“Rational”
Decision Making
Standards & Convention
Prevail
Intuition &
“Eureka” Moment

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“Rapid” Decision Making
 Recommend:
 Person Responsible for Making Proposal, Gathering Input, Providing Right Data &
Analysis to Make Sensible Decision in Timely Fashion
 Recommenders Consult With Others to Get Broad Input, Build Buy-in
 Agree:
 People In This Role Have Veto Power; There Should be Few if Any of These
 Veto Triggers Debate With Recommenders; Be Clear on Who Has to Agree to What
 Escalate to Person with “D” if Takes Too Long to Resolve
 Perform:
 Once Decision is Made, People Responsible to Execute / Implement
 Input:
 People That are Consulted on Decision
 Typically Involved With Implementation
 Decide:
 Formal & Final Decision Maker
 Accountability for Decision & Authority to Resolve Impasses & Commit to Action

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Bi-Monthly* Prj Review Meeting
 What Do You Need to Communicate?
 Make Sure Your Executive Management Grasps Risk Levels to Key Deliverables and Key
Areas of Uncertainty: Schedule, Performance Targets, Quality, etc.
 Barriers to Meeting Commitments That Need Executive Management Attention
 Highlight Risk Items, White Spaces, Resource Gaps, Skill Set Holes, etc.
 What to Do:
 Focus on Deliverables
 Highlight Key Decisions That Need to Be Made
 Highlight Key Areas of Uncertainty, “Creeps”, & Learning Required
 Highlight Any Escalation Required – Get Help (Do it Earlier Rather Than Later)
 Propose Recovery and/or Contingency Plans as Required
 Summarize, Issue Minutes and Update Action Items
 How Long Should it Take: 10 – 15 Minutes (Four Page Template)
 Who Should Be There: Appropriate Exec Mgt, Project Leads
 Who Should Run It?
Be Open, Be Clear, Be Concise * Every 2 Weeks

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Project Overview
Business Parameters
Lifetime
Revenue
$100M
(PG-2)
Gross
Margin
35%
(PG-2)
Revenue
Start
Sept
2016
Lead
Customer
Apple
PG-1 PG-F PG-2 PG-3 PG-AS PG-ES PG-4
At PG-2 6/1/14 7/1/14 8/1/14 12/1/14 3/30/15 7/30/15 5/30/16
Previous
Review
6/1/14 7/1/14 9/1/14 12/1/14 4/30/15 8/30/15 6/30/16
Current
Plan
6/1/14 7/1/14 9/1/14 12/1/14 4/30/15 10/30/15 7/30/16
Key New Product Requirements
PG-4 Goal PG-ES Goal Current
Spec 1
Spec 2
Spec 3
Etc
Project Parameters
NPD Type New Product
Market Mobile
Priority #1
Team Site CA, Korea, Taiwan
Design Rule 25 nm
Technology LP Mixed-Signal
Frontend TSMC
Backend ChipMOS
Team Lead Isabel
Team Size 3 (FTE = 7)
Product
Technology
Highlight
Any Changes

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Current Phase Milestones
Equip Eng
Equip
Eng
Materials
Eng
Materials
Eng
Process
Eng
Process
Eng
QA Ops Ops Marketing Marketing
PG-3
Equipment
SpecsSigned
Off
EquipmentSPC
InputVariables
Defined
Materials
SourcingSpec
Released
Incoming
MaterialsSPC
InputVariables
Speced
Process
CapabilitySpec
SignedOff
SPCSpecSigned
Off
InitialQualPlan
SignedOff
FacilitiesPlan
SignedOff
CostReduction
PlanSignedOff
Initial“GoTo
Market”Plan
Signedoff
InitialCustomer
SamplePlan
Defined
PG-
ES
Previous 12/1/14 12/30/14 1/30/15 12/30/14 2/15/15 1/15/15 2/15/15 3/15/15 1/30/15 2/28/15 3/15/15 3/15/15 3/30/15
Current 12/1/14 12/15/14 1/30/15 12/30/14 3/1/15 1/15/15 2/15/15 3/15/15 4/15/15 2/28/15 3/15/15 3/15/15 3/30/15
Interim
Deliverable
Issue Hypothesis Action Owner
Date for
Confirmation
Date for
Fix
Facilities Plan
Signed Off
Facilities Upgrade Bid
in Excess of Budget
Over-Specing Facilities
Requirements
Re-Spec and Re-Bid
Facilities Updgrade
Chris 2/28/15 3/15/15
 Top Table: Key Deliverables to Complete Next Phase Gate Milestone
 Bottom Table: Response to Items Behind or in Danger of Falling Behind
Highlight
Any Changes
 Task Done (Dark) or On Schedule (light)
 Task Behind, Mitigation/Catchup In Place)
 Task Behind, No Catchup, Intervention May Be Required
Highlight
Any Changes

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Two-Week Plan
Previous Two Weeks – Performance to Plan
Milestone/Task
Original
Schedule
Current
Schedule
Owner Status
Activity 1 2/28/15 2/28/15 Chris Complete
Activity 2 3/3/15 2/26/15 Liz Pulled In
Activity 3 2/26/15 3/3/15 Ashok Need One More Week, But Will Complete
Etc.
Plan for Coming Two - Four Weeks
Milestone/Task
Original
Schedule
Current
Schedule
Owner Status
Activity 1 3/15/15 3/15/15 Liz
Activity 2 3/9/15 3/12/15 Anne
Activity 3 2/26/15 3/3/15 Ashok
Etc.
 Updates Key Actions From Previous Mgt Review Meeting
 Provides Succinct View of Key Actions for Next 1 – 2 Mgt Review Meetings
Add Burn Down Chart In This Section if Using
Highlight
Delays & Recovery

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Vital Signs
Parameter Unit
PG-2
Spec
AS
Target
ES Target
PG-4
Target
Current Comment
Operations Vital Signs
Cost $
Yield %
Throughput W/Hr
Cycle Time Hrs
Full Set of Critical Technical Specifications
Full Set of Critical Operations Specifications
Should Be Fairly Static; But Highlight
Any Changes & New Information

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Project Creeps
 Scope Creep
 Changes to Project Goals and Objective Specs are Not Un-Common
 Be Prepared to Manage; More on That Next
 Hope Creep
 Project Team Members May Hide or Not Be Aware of When They Are
Falling Behind
 Team Transparency in Addressing Task Delivery Problem, Appropriate
Monitoring, Scrubbing, etc. and Having Proper Leading Indicators are All
Critical; Culture Focused on “Winning” as a Team
 Effort Creep
 Sometimes Team or Team Member Just Not Effective
 Could Be Competency Issue, Could Be Task Complexity Issue
 Needs Proper Diagnosis; Same Points Noted Above Critical
After: Introduction to Project Management: Principles, Techniques and Tools, UC Davis, 2013

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Project Scope Creep
Be Prepared to Manage Them
 Dependent on Many Factors (Some Good, Some Bad, Some Under
Team’s Control, Some Not):
 Project Length (The Longer The Project, The More Likely That Scope Creeps)
 Competitive and Market Place Environment & Dynamics (And Maturity)
 Capability of People Defining Product
 Project Development Process Methodology
 Engineering Culture Generally Wants to Be Responsive to Customers – Inclined to “Yes”
 Different Ways to Address
 “Just Say No” and Queue For Next Project . . . Or “Just Say Yes” and Incorporate into Project
 Fixed Project Timing “Freeze” Points Beyond Which Certain Types Change Not Allowed
 Incorporate Changes Into Process Through Explicit Iteration Planning (ala Scrum / Agile)
 ROI Hurdle: Evaluate Return vs. Investment (Time, Resources, Cost) Required for Change
 Recommend Managing Through Mgt Bi-Monthly Review Meetings
 Marketing Presents Justification, Engineering Presents Schedule/Resource Impact
 Option to Hold Ad Hoc Meeting if Required

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PDCA: Project Mgt
1 After 1st Cycle
Replace “Set”
With “Adjust”
Plan
Check
Act
Do

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Set & Enforce Expectations
 Don’t React to Minutia, Focus On Critical Items & Pre-Set Triggers
 Generic Problems:
 Schedule Slip
 Resource Problem
 Goal / Objective Change
 Revenue (or Investment Return) Drop
 Expected Response
 Prj Mgr Should Frame Problem and Clarify Impact on Project
 Problem May Not Fully or Even Partially Recoverable, Prj Mgr Should
Highlight Current Thinking, Assumptions and Limitations
 Problem Owner Should Present Options Considered / Proposed
Containment / Recommended Root Cause Corrective Action
 Prj Mgr Should Summarize Recommended Recovery Plan & Implications
 Action: Accept Proposal, Improve Proposal, or Kill Project
Take Action: Accept Proposal, Improve Proposal, or Kill Project

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Ultimate Test: Right Direction?
 Progress or Motion ?
 Entropy vs. Convergent
 Consistent
 Kill or Move Forward?
 Repeated Slips ?
 Diagnose Root Cause
 Containment / Root Cause Corrective Action
 Typical: Excess AIPs, Capability, Subject Matter Knowledge, Team
Dynamics, Outside Interference, Leadership, …
 Repeated Quality Problems?
 Diagnose Root Cause
 Containment / Root Cause Corrective Action
 Typical: Same as Above
Its OK (Good) to Get Help if Project is In Trouble

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Project Wrap-up
 Formal Closure
 Formal Passing of Final Phase Gate
 Formal Acceptance By Customer or Stakeholder
 Required Documentation (If Use Phase-Gate Templates & Checklist
Deliverables, I’s Built Into Process, So Won’t Be An Issue)
 Archive For Future Retrival
 Retrospective / Post-Mortem
 It’s About Learning & Improving, . . .
 . . . Not About Punishing/Embarrassing
 Breakdown Learning Into Categories
 Double-Loop Learning (More Than One “Why”)
 Capture & Incorporate Into Process, But . . .
 Not All “Lessons” Worth Capturing; Prioritize
Don’t Wait Until End, Celebrate Interim “Wins”, . . .
But Definitely Have Team Celebration at End

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PDCA: Project Mgt
1 After 1st Cycle
Replace “Set”
With “Adjust”
Plan
Check
Act
Do

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What You Need to Know
You Need to Know Where You’re Going:
Balanced Vital Sign Methodology Does That
You Need to Know Where You Are
Product Development Phase Gates
And COL Driven Scheduling Do That
You Need to Know if You’re Off Track
Good Project Management Does That

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Good Luck & Smooth Surfing

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Appendix
 References
 Introduction to Scrum / Agile Prj Mgt Methodology
 PERT Definitions
 Project Management & Uncertainty
 Team Stages
 Report Templates

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References
 Note: Specific References Are Noted on Individual Pages
 General Project Management
 A Guide to the Project Management Body of Knowledge: PMBOK(R) Guide 5th Ed, Project Management
Institute, 2013
 Project Management for Engineers, M.D. Rosenau, 1984
 Visualizing Project Management, K. Forsberg, H. Mooz, H. Cotterman, 1996.
 Project Management Handbook, 2nd Ed, D.I Clelan, W.R. King Editors, 1988.
 Fast TTM Project Planning Methodology, Lateral Works Systems, 1993.
 Fast Time to Market Success Factors, Barry Hills (Tandem), Circa 1992.
 Time Warrior, P.R. Thomas, 1992.
 Introduction to Project Management: Principles, Techniques and Tools, UC Davis, 2013.
 Project Management – A Systems Approach to Planning, Scheduling & Control, 10th Ed, H. Kerzner, 2009.
 Project Risk Management:
 Identifying & Managing Project Risk 3rd Edition, T. Kendrick, 2015
 Project Risk Management 2nd Edition, C. Chapman, S. Ward, 2003
 Managing Project Risk & Uncertainty, C. Chapman, S. Ward, 2002
 Scrum:
 “The New Product Development Game”, H. Takeuchi, I. Nonaka, HBR Jan-Feb 1986
 The Scrum Guide™ ; J. Sutherland, K. Schwaber, July’13
 “Going Beyond Scrum: Disciplined Agile Delivery”, S.W. Ambler, Oct’13
 Scrum (Software Development); https://en.wikipedia.org/wiki/Scrum_(software_development)

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Appendix
Introduction to Scrum / Agile
Prj Mgt Methodology

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Agile (Scrum) Project Mgt
Group of Project Development Methods
Based on Iterative and Incremental Development
Originally Conceived For and Most Practiced in
Software Development
Handful of Agile Methodologies, But Scrum
Probably Remains The Most Broadly Implemented
Disciplined Agile Delivery (DAD) Offers Evolution
Beyond Conventional Scrum

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Manifesto For Agile
Software Development
Individuals and Interactions Over
Processes and Tools
Working Software Over
Comprehensive Documentation
Customer Collaboration Over
Contract Negotiation
Responding to Change Over
Following a Plan
http://www.agilemanifesto.org/

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Agile Manifesto Principles
http://www.agilemanifesto.org/principles.html
 Our Highest Priority is to Satisfy The Customer Through Early and Continuous Delivery of Valuable Software.
 Welcome Changing Requirements, Even Late in Development. Agile Processes Harness Change For The
Customer's Competitive Advantage.
 Deliver Working Software Frequently, From a Couple of Weeks to a Couple of Months, With a
Preference to The Shorter Timescale.
 Business People and Developers Must Work Together Daily Throughout The Project.
 Build Projects Around Motivated Individuals. Give Them The Environment and Support They Need,
and Trust Them to Get The Job Done.
 The Most Efficient and Effective Method of Conveying Information to and Within a Development
Team is Face-to-Face Conversation.
 Working Software is The Primary Measure of Progress.
 Agile Processes Promote Sustainable Development. The Sponsors, Developers, and Users Should Be Able to
Maintain a Constant Pace Indefinitely.
 Continuous Attention to Technical Excellence and Good Design Enhances Agility.
 Simplicity--the Art of Maximizing The Amount of Work Not Done--is Essential.
 The Best Architectures, Requirements, and Designs Emerge From Self-Organizing Teams.
 At Regular Intervals, The Team Reflects on How to Become More Effective, Then Tunes and Adjusts its
Behavior Accordingly.

ARA (Feb’16)- © 2016 - 38
ARA TRAINING
Agile Project Elements
 Soft Control:
 Focus on Value Creation Rather Than Cost - Features Prioritized Accordingly
 Visual Control – Scrum Board & Burn Charts Being Examples
 Adaptive Control – Expect Environment to Change Often; Learn From Cycle to Cycle;
Be Adaptive
 Lessons Learned – Continuous Improvement Driven By Lessons Harvested From Each
Iteration
 High Collaboration:
 Collaborative Development
 Leadership & Collaboration Rather Than Command & Control; Focus on Barrier
Removal
 Co-Located High-Performing Teams – Enables Better Collaboration
 Iteration Driven:
 Test-Driven Development – Test Often, Iterate
 Feature-Driven Development – Focus on One or a Very Limited Number of
Features/Tasks
After “The Blending of Traditional & Agile Project Management, Hass”, May 2007

ARA (Feb’16)- © 2016 - 39
ARA TRAINING
Scrum Development Process Flow
“Going Beyond Scrum”, S.W. Ambler, O t’13
Sprint
Planning
Sprint
Retrospective
Planning Session to
Select Requirements
For Current Sprint &
To Identify Work Tasks
Note: Classical Scrum Has Very Specific Proscriptive Implementation Rules

ARA (Feb’16)- © 2016 - 40
ARA TRAINING
Scrum Board
https://upload.wikimedia.org/wikipedia/commons/f/fd/Scrum_task_board_example.jpg
Useful Concept in Any Project, But Practical Only if Limit Number of Tasks
(Can Always Have Parallel Scrums To Keep Tasks/Scrum Manageable)

ARA (Feb’16)- © 2016 - 41
ARA TRAINING
Scrum Board Variation
http://theagilepirate.net/archives/907

ARA (Feb’16)- © 2016 - 42
ARA TRAINING
Why The Hype?
 Scrum Advantages
 Customer Engagement / Focus: Customer– Prj Team Engagement is Frequent & Early; Can Give Customer Sense of Prj Ownership
 Transparency: Client Insight Into Project Through Frequent Interaction
 Iterative: Can Take Advantage of 80-20 Rule, So Can Potentially Get to Market Sooner With The 20% of The Features That Deliver
80% of The Value and Iterate From There With Successive Releases
 Focuses on Business Value: Client Input Prioritizes Feature
 Allows for Change: Iteration Built In Through Sprint Process
 Early and Predictable Delivery: Time-Boxed Fixed Schedule Sprints as Well as Daily Updates
 Predictable Costs and Schedule: Tied to Fixed-Schedule Time Box
 Improves Quality: Smaller Blocks Enable Faster Testing and Feedback

 Scrum Limitations:
 Customer Engagement / Focus: May Present Problems For Some Customers Who Simply May Not Have The Time or Interest For
High Levels of Engagement; Frequent Customer Interaction Can Also Make ‘Feature Creep’ Worse – Harder to Separate “Must”
From “Nice to” Have
 Iterative: Can Also Produce Multiple Product Releases – Requires Careful Management
 Scalability/Integration: Iterative Process Can Lead To Frequent Refactoring if Full Scope of System is Not Considered in Initial
Architecture & Design. Can Become More Pronounced in Larger-Scale Implementations, or Systems That Require High Levels of
Integration
 Greater Stress on Teamwork: Scrum Requires Frequent Interaction, So Works Best When Members of Development Team are Co-
located & Completely Dedicated to Project
Adapted From “8 Benefits of Agile Software Development”, Segue Technologies, Aug’15
Note: Take These With a Grain of Salt. Most of The Claimed Advantages are Over a ‘Strawdog’ Method
That Doesn’t Exist in Practice; At Least Not One Used By Any Semi-Competent Project Team. Also Many
of the Limitations Noted Have Been Addressed Through Scrum Evolutions Such as DAD or Hybrids

ARA (Feb’16)- © 2016 - 43
ARA TRAINING
Why The Hype?
 Scrum Advantages
 Customer Engagement / Focus: Customer– Prj Team Engagement is Frequent & Early; Can Give Customer Sense of Prj Ownership
 Transparency: Client Insight Into Project Through Frequent Interaction
 Iterative: Can Take Advantage of 80-20 Rule, So Can Potentially Get to Market Sooner With The 20% of The Features That Deliver
80% of The Value and Iterate From There With Successive Releases
 Focuses on Business Value: Client Input Prioritizes Feature
 Allows for Change: Iteration Built In Through Sprint Process
 Early and Predictable Delivery: Time-Boxed Fixed Schedule Sprints as Well as Daily Updates
 Predictable Costs and Schedule: Tied to Fixed-Schedule Time Box
 Improves Quality: Smaller Blocks Enable Faster Testing and Feeback

 Scrum Limitations:
 Customer Engagement / Focus: May Present Problems For Some Customers Who Simply May Not Have The Time or Interest For
High Levels of Engagement; Frequent Customer Interaction Can Also Make ‘Feature Creep’ Worse – Harder to Separate “Must”
From “Nice to” Have
 Iterative: Can Also Produce Multiple Product Releases – Requires Careful Management
 Scalability/Integration: Iterative Process Can Lead To Frequent Refactoring if Full Scope of System is Not Considered in Initial
Architecture & Design. Can Become More Pronounced in Larger-Scale Implementations, or Systems That Require High Levels of
Integration
 Greater Stress on Teamwork: Scrum Requires Frequent Interaction, So Works Best When Members of Development Team are Co-
located & Completely Dedicated to Project
Adapted From “8 Benefits of Agile Software Development”, Segue Technologies, Aug’15
Note: Take These With a Grain of Salt. Most of The Claimed Advantages are Over a ‘Strawdog’ Method
That Doesn’t Exist in Practice; At Least Not One Used By Any Semi-Competent Project Team. Also Many
of the Limitations Have Been Addressed Through Scrum Evolutions Such as D.A.D.
What I Find Most Appealing is Scrum’s Embraces of Iterative /
Incremental Practices to Get Products to Market Faster
This Could Conceivably Allow a Team to Take Advantage of the 80-20
Rule; i.e. 20% of a Product’s Feature Set Provides 80% of a Product’s
Value. So, Get That First Generation Out Quickly, Learn More From
Market Feedback, and Then Follow-up Quickly With Next Generation.
Efficacy of This Approach However is Very Dependent on The Cycle Time
For Each Iteration. This Could Explain Why Pure Scrum Has Not Been as
Fully Embraced for HW Projects as for SW Projects

ARA (Feb’16)- © 2016 - 44
ARA TRAINING
“Non-Branded” Scrum Flow
“Going Beyond Scrum”, S.W. Ambler, Oct’13
Replaces Scrum Nomenclature With Conventional
Project Management Nomenclature
(Eliminates Mysticism)

ARA (Feb’16)- © 2016 - 45
ARA TRAINING
“Governed” Agile Process
Adds Inception & Transition Prj Phases For Improved Prj Lifecycle Mgt

ARA (Feb’16)- © 2016 - 47
ARA TRAINING
Fast Time-to-Market Success Factors
 Product Strategy Cluster
 Rapid Product Positioning: Market Driven, Fast Decision-Making That Authorize Fast Starts &
Guidelines; Foster Rapid Incrementalism
 Continuous Product Definition: Obtain Voice-of-the-Customer Over Entire Project Cycle; Short-
Term Specs to start Design Concurrently With Refinement of Customer Requirements; Flexible
Strategy to Delimit and Converge Specs
 Operating Environment Cluster
 Organize for Speed: Rapid Decision-Making, Team Co-location, Empowered Teams, Cross-
Functional Processes
 Management Oversight Without Delay: Schedule is King, Pay to Save a Day, Don’t Accept
Resource Constraints, Make Reviews / Controls Informal
 Project Execution
 Fast Plans and Fast Schedules: Continuously scrub schedule, short duration detail for grasp, not
for control, Day-by-Day Concurrence
 Continuous Effort to Pull-in The Schedule: Plan-Break Plan-Re-Plan, Pull-in Schedule, Manage
Near Term Intensely to Save a Day at a Time, Keep Activities on Critical Path (Not Off), Fast
Cycle Time for Micro Tasks
Fast Time-To-Market System – Summary of Best Practices , Lateral Work Systems, January 1993
Looks A Lot Like Agile Doesn’t It?

ARA (Feb’16)- © 2016 - 49
ARA TRAINING
PERT Definitions I
 Event/Node: Beginning & Finish of Job; Connecting Points
 Job/Activity: Task requiring length of time for completion
 Immediate Predecessor: Job to be completed before next step
 Immediate Successor: Job can't start before previous complete
 Initial/Terminal Node: Start/End Nodes for Given Job
Node 1
Node 1 Node 2Job 1
Node 1 Node 2 Node 3Job 1 Job 2

ARA (Feb’16)- © 2016 - 50
ARA TRAINING
PERT Definitions II
 Duration: Length of time for job completion
 Dummies: Used to clarify when one job has more than one node
feeding into it from the same immediate predecessor
 Earliest Start Time: Given cum duration of predecessors, ES
 Earliest Finish Time: Given ES & duration, earliest finish, EF
 Latest Start Time: Given jobs that feed in, latest job(n) can start
without becoming critical (delaying) path, LS

ARA (Feb’16)- © 2016 - 51
ARA TRAINING
PERT Definitions III
 Latest Finish Time: Given jobs that jobn feed into, latest jobn can finish
without becoming critical path, LF
 Critical Path: Implementation path with longest cum duration. Quickest that
total project can be completed (CP)
 Total Slack: Time job can be delayed without delaying overall project schedule.
Jobs on CP have 0 slack
 Forward Pass: Calculation of all ES & EF starting with 1st jobs & working
forward to final jobs in project
 Backward Pass: Calculation of all LS & LF starting with last jobs & working
backward to 1st jobs in project

ARA (Feb’16)- © 2016 - 56
ARA TRAINING
Team Stages (After B. Tuckman, 1965)
 Forming: Initiation Phase
 Project Team Initially Concerned With Orientation, Accomplished Primarily Through Testing. Such Testing Serves
To Identify The Boundaries of Both Interpersonal and Task Behaviors. Coincident With Testing is Establishment of
Dependency Relationships With Leaders, Other Group Members, or Pre-existing Standards.
 Team Members Behave Quite Independently. They May Be Motivated But Are Usually Relatively Uninformed of
The Issues and Objectives of The Team. Some Team Members May Display Traits of Uncertainty and Anxiety.
 Project Manager Must Bring Team Together, Ensuring They Trust Each Other and Have Ability to Develop Working
Relationships. Directing or "Telling" Style. Sharing Concept of "Forming, Storming, Norming, Performing" With
Team Can Be Helpful.
 Storming: Ideas Compete, Often Fiercely, For Consideration
 Project Team Gains Confidence, But There is Conflict and Polarization Around Interpersonal Issues
 Team Members are Showing Their Own Personalities as They Confront Each Other's Ideas and Perspectives.
Frustrations or Disagreements About Goals, Expectations, Roles And Responsibilities are Being Expressed Openly.
 Project Manager Guides Project Team Through This Turbulent Transition Phase. Coaching Style. Tolerance of Each
Team Member and Their Differences Needs to Be Emphasized.
 Norming: Rules, Values, Behavior, Methods, Tools Being Established
 Project Team Effectiveness Increases and Team Starts to Develop an Identity.
 Team Members Adjust Their Behavior to Each Other as They Develop Agreements to Make the Teamwork More
Natural and Fluid. Conscious Effort to Resolve Problems and to Achieve Group Harmony. Motivation Levels are
Increasing.
 Project Manager Allows Team to Become Much More Autonomous. Participative Style.
http://www.12manage.com/methods_tuckman_stages_team_development.htm
l

ARA (Feb’16)- © 2016 - 57
ARA TRAINING
Team Stages (After B. Tuckman, 1965)
 Performing: Interpersonal Structure Becomes Tool of Task Activities. Roles
Become Flexible &Functional; Group Energy Channeled Into the Task
 Project Team Is Now Able To Function As A Unit. It Gets The Job Done Smoothly And Effectively Without
Inappropriate Conflict Or The Need For External Supervision.
 Team Members Have A Clear Understanding Of What Is Required Of Them At A Task Level. They Are Now
Competent, Autonomous And Able To Handle The Decision-making Process Without Supervision. A "Can Do"
Attitude Is Visible. Offers To Assist One Another Are Made.
 Project Manager Lets The Team Make Most Of The Necessary Decisions. Delegating Style.
 Adjourning. Tasks Are Being Completed & Team is Disassembled
 Project Team. Some Authors Describe Stage 5 As "Deforming and Mourning", Recognizing Sense of Loss Felt By
Group Members.
 Team Members' Motivation Levels Can Decline as Uncertainty About the Future Begins to Set In.
 Project Manager: Good Point to Introduce New Projects in Order to Recommence The Forming Stage of Team
Development. Detaching Style
http://www.12manage.com/methods_tuckman_stages_team_development.html

ARA (Feb’16)- © 2016 - 59
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Technical (or Quality or …) Report Template
I. Problem Definition:
 Performance Gap, Temporal Effects, “Geography”, Impact, Priority, …
 Objective of Current Step/Report
II. Summary / Conclusion:
 What Was Done: (Containment vs. Root Cause, Did we fix problem?)
 What It Means / Impact:
• Technical Implications:
• Business Implications:
 What We’re Going to Do About It: (Include Appropriate ARs/W3s)
• Containment:
• Root Cause:
 What is Left:
• How Much More Work Required:
• How Much Longer it Will Take
• How Much it Will Cost (as Appropriate):

ARA (Feb’16)- © 2016 - 60
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III. Schedule (Cycle of Learning, Time/Cycle, Calendar Time)
IV. Background
 History: (As Appropriate)
 Alternatives Considered: (Which ones were tried, not tried, why; tradeoffs)
 Solution Path: (As Appropriate)
 Etc.:
V. Experimental Description: (As required; Design, Execution, Expectation)
VI. Results & Discussion:
VII. Appendix: (Data as Appropriate)
Technical(or Quality or …) Report Template

Project Management Cookbook Part 3 (ARA) Feb16

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