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Project Breathalyzer


      Asking and answering the
      “breathalyzer” test
      questions every week
      keeps the project team,
      management, and
      participants focused on
      outcomes rather than effort

                               1
If the PM can’t answer these
                     questions, then the project should be
                     scheduled for immediate review


 Do you have a current, credible activity network supported by
  a WBS?
 Do you have a current, credible schedule and budget?
 Do you know what deliverables you are accountable for?
 Can you list the top ten risks?
 Do you know your schedule compression percentage?
 What is the estimated size of your deliverables? How were
  these derived?
 Do you know the percentage of external dependencies that
  are not under your control?
 Does your staff have sufficient expertise in the project
  domain?
 Have you identified adequate staff to allocate to scheduled
  tasks at the proper time?
                                                              2/11
Do we have a current and credible
                         activity network supported by a Work
                         Breakdown Structure?

 Have the critical path items been identified?
 What explicit provisions have been made for work that isn’t in the
    Work Breakdown Structure?
   Does the activity network clearly organize, define, and graphically
    display the work to be accomplished?
   Does the top–level activity network graphically define the project
    from start to finish, including all the dependencies?
   Does the lowest–level WBS show work packages with measurable
    tasks and short duration?
   Are project objectives fully supported by the lower–level objectives?
   Does each task on the network have a well–defined deliverable?
   Is each work package under budget control (expressed in labor
    hours, dollars, other numerical units)?

                                                                        3/11
Do we have a current, credible
                         schedule and budget for the identified
                         work?

 Is the schedule based on a project/activity network supported with a
    WBS?
   Is the schedule based on realistic historical, quantitative performance
    estimates?
   Does the schedule provide time for holidays, vacation, sick days,
    etc.?
   Does the schedule allow for all the necessary quality assurance
    activities?
   Does the schedule account for resource overlap?
   Is the schedule for the next three to six months as detailed as
    possible?
   Is the schedule consistently updated at all levels in the Gantt, PERT,
    and Critical Path views?
   Is the budget clearly based on the schedule and required resources
    over time?
   Can the schedule and budget be performed?
                                                                        4/11
Do you know what capabilities you
                        are responsible for delivering?


 Are the system’s operational requirements clearly specified?
 Are definitions of what the system must do to support the delivery of
    the solution clearly specified?
   Are system interfaces clearly specified and, of appropriate,
    prototyped?
   Is the selection of the capabilities’ architecture traceable to the
    organization operational characteristics?
   Are descriptions of the organizations environment and relationships
    of the capabilities to the business unit functional processes clearly
    specified?
   Are specific new capabilities explicitly defined?
   Are specific acceptance and delivery requirements explicitly defined?
   Are user requirements agreed to by joint teams of provider and users
    at both corporate and business unit tiers?
   Are system requirements traceable through the capabilities design?
                                                                       5/11
Can we list the current top ten project
                         risks?


 Has a Risk Management role been assigned to your project?
 Are risks determined through established processes for risk
    identification, assessment, and mitigation?
   Is there a “database” that includes all non–negligible risks in terms of
    probability, earliest expected visible symptom, estimated and actual
    schedule, and cost effects?
   Are all project personnel encouraged to become risk identifiers?
   Are correction plans written, followed up, and reported?
   Is the “database” of top–ten risk list updated regularly?
   Are transfers of all deliverables to operational status controlled?
   Are user requirements reasonably stable?
   Do you know the risks that are changing over time?


                                                                          6/11
Do we know the percentage of
                        schedule compression for each
                        capability?

 Has the schedule been constructed bottom up from quantitative
    estimates and not by predetermined dates?
   Has the schedule been modified when major modifications in the
    proposed capabilities have taken place?
   Have staff and contractors received training in the principle domain
    area and applications?
   Have detailed task–level and process level design specifications
    been created for maximum parallel rollout effort?
   Does the project avoid extreme dependence on specific individuals?
   Are people working abnormal hours?
   Do you know the historical schedule compression percentage on
    similar projects, and the results of those projects?
   Is any part of the schedule compression based on the use of new
    technologies?
   Has the percentage of application functionality been decreased in
    proportion to the percentage of schedule compression?
                                                                      7/11
Do we know the estimated cost and
                        effort of the capability deliverables?


 Has project scope been clearly established?
 Where measurements from previous projects used as a basis of size
    estimates?
   Were complexity measures or functional measures used as a basis
    for estimates?
   Are the subject matter experts who do the estimating experienced in
    the domain area?
   Were estimates of project size corroborated by an estimate
    verification tool?
   Are estimates regularly updated to reflect software development
    realities?




                                                                      8/11
Do we know the percentage of
                         services deliverables that are not
                         under our control?

 Has each external customer for the services deliverables been
    identified?
   Have critical dependencies of each external customer’s services
    deliverables been documented?
   Has each external services deliverables been ranked based on
    potential project impact?
   Have procedures been established to monitor external customer’s
    services deliverables until the risk is eliminated or substantially
    reduced?
   Have agreements with the external customer business units been
    reached and documented?




                                                                          9/11
Does our staff have sufficient
                         expertise in the project domains?


 Do we know what the user needs, wants, and expects?
 Does the staffing plan include a list of the key expertise areas and
    estimated number of personnel needed?
   Do most of the project staff have experience with the specific type of
    capability being developed?
   Are the developers able to proceed without undue requests for
    additional time and cost to help resolve technical problems?
   Do the developers understand their project role and are they
    committed to its success?
   Are the developers knowledgeable in domain engineering – the
    process of choosing the best model for the project and using it
    throughout design, code, and test?
   Is there a domain area expert assigned to each domain?

                                                                         10/11
Have we identified adequate staff to
                          allocate to the scheduled tasks at the
                          right time?

 Do we have sufficient staff to support the tasks identified in the
    activity network?
   Is the staffing plan based on historical data of level of effort or staff
    months on similar projects?
   Do we have adequate staffing for the current tasks and all the tasks
    scheduled to occur in the next two months?
   Have alternative staff buildup approaches been planned?
   Does the staff buildup rate match the rate at which the project
    leaders identify unsolved problems?
   Is there sufficient range and coverage of skills in the project?
   Is there adequate time allocated for staff vacations, sick leave,
    training, and education?
   Are staffing plans regularly updated to reflect reality?

                                                                           11/11

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Project breathalyzer

  • 1. Project Breathalyzer Asking and answering the “breathalyzer” test questions every week keeps the project team, management, and participants focused on outcomes rather than effort 1
  • 2. If the PM can’t answer these questions, then the project should be scheduled for immediate review  Do you have a current, credible activity network supported by a WBS?  Do you have a current, credible schedule and budget?  Do you know what deliverables you are accountable for?  Can you list the top ten risks?  Do you know your schedule compression percentage?  What is the estimated size of your deliverables? How were these derived?  Do you know the percentage of external dependencies that are not under your control?  Does your staff have sufficient expertise in the project domain?  Have you identified adequate staff to allocate to scheduled tasks at the proper time? 2/11
  • 3. Do we have a current and credible activity network supported by a Work Breakdown Structure?  Have the critical path items been identified?  What explicit provisions have been made for work that isn’t in the Work Breakdown Structure?  Does the activity network clearly organize, define, and graphically display the work to be accomplished?  Does the top–level activity network graphically define the project from start to finish, including all the dependencies?  Does the lowest–level WBS show work packages with measurable tasks and short duration?  Are project objectives fully supported by the lower–level objectives?  Does each task on the network have a well–defined deliverable?  Is each work package under budget control (expressed in labor hours, dollars, other numerical units)? 3/11
  • 4. Do we have a current, credible schedule and budget for the identified work?  Is the schedule based on a project/activity network supported with a WBS?  Is the schedule based on realistic historical, quantitative performance estimates?  Does the schedule provide time for holidays, vacation, sick days, etc.?  Does the schedule allow for all the necessary quality assurance activities?  Does the schedule account for resource overlap?  Is the schedule for the next three to six months as detailed as possible?  Is the schedule consistently updated at all levels in the Gantt, PERT, and Critical Path views?  Is the budget clearly based on the schedule and required resources over time?  Can the schedule and budget be performed? 4/11
  • 5. Do you know what capabilities you are responsible for delivering?  Are the system’s operational requirements clearly specified?  Are definitions of what the system must do to support the delivery of the solution clearly specified?  Are system interfaces clearly specified and, of appropriate, prototyped?  Is the selection of the capabilities’ architecture traceable to the organization operational characteristics?  Are descriptions of the organizations environment and relationships of the capabilities to the business unit functional processes clearly specified?  Are specific new capabilities explicitly defined?  Are specific acceptance and delivery requirements explicitly defined?  Are user requirements agreed to by joint teams of provider and users at both corporate and business unit tiers?  Are system requirements traceable through the capabilities design? 5/11
  • 6. Can we list the current top ten project risks?  Has a Risk Management role been assigned to your project?  Are risks determined through established processes for risk identification, assessment, and mitigation?  Is there a “database” that includes all non–negligible risks in terms of probability, earliest expected visible symptom, estimated and actual schedule, and cost effects?  Are all project personnel encouraged to become risk identifiers?  Are correction plans written, followed up, and reported?  Is the “database” of top–ten risk list updated regularly?  Are transfers of all deliverables to operational status controlled?  Are user requirements reasonably stable?  Do you know the risks that are changing over time? 6/11
  • 7. Do we know the percentage of schedule compression for each capability?  Has the schedule been constructed bottom up from quantitative estimates and not by predetermined dates?  Has the schedule been modified when major modifications in the proposed capabilities have taken place?  Have staff and contractors received training in the principle domain area and applications?  Have detailed task–level and process level design specifications been created for maximum parallel rollout effort?  Does the project avoid extreme dependence on specific individuals?  Are people working abnormal hours?  Do you know the historical schedule compression percentage on similar projects, and the results of those projects?  Is any part of the schedule compression based on the use of new technologies?  Has the percentage of application functionality been decreased in proportion to the percentage of schedule compression? 7/11
  • 8. Do we know the estimated cost and effort of the capability deliverables?  Has project scope been clearly established?  Where measurements from previous projects used as a basis of size estimates?  Were complexity measures or functional measures used as a basis for estimates?  Are the subject matter experts who do the estimating experienced in the domain area?  Were estimates of project size corroborated by an estimate verification tool?  Are estimates regularly updated to reflect software development realities? 8/11
  • 9. Do we know the percentage of services deliverables that are not under our control?  Has each external customer for the services deliverables been identified?  Have critical dependencies of each external customer’s services deliverables been documented?  Has each external services deliverables been ranked based on potential project impact?  Have procedures been established to monitor external customer’s services deliverables until the risk is eliminated or substantially reduced?  Have agreements with the external customer business units been reached and documented? 9/11
  • 10. Does our staff have sufficient expertise in the project domains?  Do we know what the user needs, wants, and expects?  Does the staffing plan include a list of the key expertise areas and estimated number of personnel needed?  Do most of the project staff have experience with the specific type of capability being developed?  Are the developers able to proceed without undue requests for additional time and cost to help resolve technical problems?  Do the developers understand their project role and are they committed to its success?  Are the developers knowledgeable in domain engineering – the process of choosing the best model for the project and using it throughout design, code, and test?  Is there a domain area expert assigned to each domain? 10/11
  • 11. Have we identified adequate staff to allocate to the scheduled tasks at the right time?  Do we have sufficient staff to support the tasks identified in the activity network?  Is the staffing plan based on historical data of level of effort or staff months on similar projects?  Do we have adequate staffing for the current tasks and all the tasks scheduled to occur in the next two months?  Have alternative staff buildup approaches been planned?  Does the staff buildup rate match the rate at which the project leaders identify unsolved problems?  Is there sufficient range and coverage of skills in the project?  Is there adequate time allocated for staff vacations, sick leave, training, and education?  Are staffing plans regularly updated to reflect reality? 11/11