1. Presented by © Advanced Management Services, Inc. - 2005 Adaptive Project Framework A Common Sense Approach to Managing Complexity and Uncertainty Robert K. Wysocki, Ph.D. VP – Consulting Services Advanced Management Services, Inc.

2. 2 © Advanced Management Services, Inc. – 2005 Meet Your Presenter Ground Rules for Today The Agenda Overview Introduction

3. 3 © Advanced Management Services, Inc. – 2005 Introduction Consultant, trainer, author, publisher 40+ years experience in IS/IT PM Author of 13 books on PM and IS/IT Author of the best seller: Effective Project Management: Traditional, Adaptive, Extreme, 3 rd Edition, Wiley 2003 Developed more than 20 PM courses and numerous variations Trained over 10,000 project managers Meet Your Presenter Robert K. Wysocki Ph.D.

4. 4 © Advanced Management Services, Inc. – 2005 APF is a work in process Be open minded Ground Rules for Today Introduction

5. 5 © Advanced Management Services, Inc. – 2005 Contemporary Software Project Landscape APF Fundamentals A High-Level Look at the APF Cycles Wrap-Up The Format of This Course Is… Introduction The Agenda

6. 6 © Advanced Management Services, Inc. – 2005 Contemporary Software Project Landscape Client Wants vs. Client Needs 10 Reasons Why Projects Fail Project Management Life Cycle Approaches When to Use Each Approach Overview

7. 7 © Advanced Management Services, Inc. – 2005 To the traditional project manager every software project looked like a nail and they had the hammer. Contemporary Software Project Landscape It’s time to trade in your hammer

8. 8 © Advanced Management Services, Inc. – 2005 WANTS NEEDS What the client wants is probably not what the client needs. The PM’s job is to make the client want what they need. Contemporary Software Project Landscape Client Wants vs. Client Needs

9. 9 © Advanced Management Services, Inc. – 2005 Why do you think over 70% of all IS projects fail? Contemporary Software Project Landscape This is not a trick question

10. 10 © Advanced Management Services, Inc. – 2005 Contemporary SW Project Landscape Source: Standish Group Chronicles 2000 Contemporary Software Project Landscape 10 Reasons Why Projects Fail Lack of: 1. Executive management support 2. User involvement 3. Experienced project manager 4. Clear business objectives 5. Minimize scope 6. Standard infrastructure 7. Firm basic requirements 8. Formal methodology 9. Reliable estimates 10. Skilled staff APF- mitigated

11. 11 © Advanced Management Services, Inc. – 2005 One size does not fit all. Contemporary Software Project Landscape The project gives us the clue

12. 12 © Advanced Management Services, Inc. – 2005 What basic approach makes sense for this type of project? Contemporary Software Project Landscape But how do I choose?

13. 13 © Advanced Management Services, Inc. – 2005 GOAL UNCLEARCLEAR UNCLEAR SOLUTION & REQUIREMENTS Contemporary Software Project Landscape A simple two-dimensional view

14. 14 © Advanced Management Services, Inc. – 2005 Contemporary Software Project Landscape Project Management Life Cycle Approaches GOAL SOLUTION & REQUIREMENTS

15. 15 © Advanced Management Services, Inc. – 2005 Contemporary Software Project Landscape Uncertainty and the Approaches GOAL SOLUTION & REQUIREMENTS

16. 16 © Advanced Management Services, Inc. – 2005 Contemporary Software Project Landscape Complexity and the Approaches GOAL SOLUTION & REQUIREMENTS

17. 17 © Advanced Management Services, Inc. – 2005 Contemporary Software Project Landscape Risk and the Approaches GOAL SOLUTION & REQUIREMENTS

18. 18 © Advanced Management Services, Inc. – 2005 Contemporary Software Project Landscape A Selection of Software PM Approaches Linear Standard Waterfall Rapid Development Waterfall Incremental Staged Delivery Waterfall Feature Driven Development *** Iterative*** Dynamic Systems Development Method Evolutionary Development Waterfall Rational Unified Process SCRUM Adaptive*** Adaptive Software Development Adaptive Project Framework Extreme*** INSPIRE *** a.k.a. Agile Project Management

19. 19 © Advanced Management Services, Inc. – 2005 Contemporary Software Project Landscape When to Use (1 of 2) Linear Clearly defined goal, solution, and requirements Not many scope change requests Routine and repetitive projects Uses established templates Incremental Same as linear but delivers business value early and often Some likelihood of scope change requests Iterative Unstable requirements and functionality Learn by doing and by discovery Similar to production prototypes

20. 20 © Advanced Management Services, Inc. – 2005 Contemporary Software Project Landscape When to Use (2 of 2) Adaptive Solution not known Highly leveraged by frequent changes New product development and process improvement projects Does not waste time on non-value added work Extreme Goal and solution not known Critical mission projects Typically for R&D projects

21. 21 © Advanced Management Services, Inc. – 2005 GOAL UNCLEARCLEAR UNCLEAR SOLUTION & REQUIREMENTS Contemporary Software Project Landscape What % would you expect in each quadrant?

22. 22 © Advanced Management Services, Inc. – 2005 15% GOAL UNCLEARCLEAR UNCLEAR SOLUTION & REQUIREMENTS Contemporary Software Project Landscape What % would you expect in each quadrant? 75% 10%

23. 23 © Advanced Management Services, Inc. – 2005 UNCLEARCLEAR UNCLEAR Linear Extreme Incremental Iterative ADAPTIVE Contemporary Software Project Landscape There was a gap – Adaptive to the Rescue GOAL SOLUTION & REQUIREMENTS

24. 24 © Advanced Management Services, Inc. – 2005 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. APF Fundamentals Working Definition of an Adaptive Project Key words/phrases: number of cycles unique complex connected activities fixed time and budget constraints deliver maximum business value

25. 25 © Advanced Management Services, Inc. – 2005 APF Fundamentals Characteristics of APF Thrives on change rather than avoiding it Adapts traditional and agile processes Based on the principle: learn by doing Meaningfully involves the client Assures maximum business value Squeezes out all non-value added work

26. 26 © Advanced Management Services, Inc. – 2005 APF Core Values APF Fundamentals APF Core Values Client-focused Client-driven Continuous questioning and introspection Change is progress to a better solution Incremental results early and often Don’t speculate on the future

27. 27 © Advanced Management Services, Inc. – 2005 A High-Level Look at the APF Cycles APF Process Flow Develop Conditions of Satisfaction Prioritize Functional Requirements & Develop mid-level WBS Prioritize Scope Triangle Write Project Overview Statement Develop next cycle build plan Schedule cycle build Build cycle functionality Monitor/adjust cycle build Conduct quality review with client Review the version results VERSION SCOPE CYCLE PLAN CYCLE BUILD CLIENT CHECKPOINT POST-VERSION REVIEW

28. 28 © Advanced Management Services, Inc. – 2005 APF is a robust approach A High-Level Look at the APF Cycles APF is a versatile approach Prototyping Business justification Business process improvement New product development Research & Development APF can even be used within a linear project!

29. 29 © Advanced Management Services, Inc. – 2005 APF White Paper Recommended Reading The APF white paper authored by Dr. Robert Wysocki can be accessed on the Advanced Management Services (AMS) web site at http://www.amsconsulting.com/ then select "White Papers." http://www.amsconsulting.com/

30. 30 © Advanced Management Services, Inc. – 2005 Wrap-Up Thank you for being a great audience! Robert K. Wysocki, Ph.D. Advanced Management Services, Inc. rkw@amsconsulting.com