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BUILDING THE PERFECT
You can’t tell the players without the score card
Is an impossible quest?
Do we have the …
The perfect schedule
¨ Shows what Done looks
¨ Shows the work needed
to get to Done.
¨ Defines the needed
resources to reach Done
¨ Identifies risks to Done
and their handling.
¨ Measures physical progress toward Done in units meaningful
to the decision makers.
Before We Schedule, We Need A Plan
The Plan describes where we are going, the various paths we can take to
reach our destination, and the assessment points along the way to assure
we are on the right path.
These assessment points measures the “maturity” of the product or service
against the planned maturity. This is the measure of progress – not the
passage of time or consumption of money.
A Plan Is The Strategy For The Successful
Completion Of The Project – Reaching DONE
Our Plan Has To Contain
¨ Who is going to do the work?
¨ What are the outcomes from this work?
¨ When does the work need to get performed?
¨ Where is the work being performed?
¨ Why are we doing all this?
¨ How is the work going to actually be performed?
Six Honest Serving Men, from The Elephant’s Child
Let’s start with the Critical Few
They are … Who, What, and When
Who are the resources needed to deliver the outcome
What is stated in the Plan
Independent of the Domain
Planning a manned spaceflight
vehicle, through incremental
increases in the product’s
A Kanban wall chart,
planning the deliverables in
an incremental and iterative
I’m afraid I can’t
let you do that
Order of Work
Using the Critical Few, let’s get started
Good plans deal with change, our Perfect
schedule must show how to manage change
The Plan Tells Use Where We
§ What is being delivered.
§ What work is needed to produce the
§ The order of the work.
§ The resources needed to do the work.
§ The budget for that work.
The Schedule puts these items into a logic network
§ Numbers are the fuel of all project
§ Numbers must be about measuring the
Increasing the Probability of Success.
§ Numbers are always better than
The Schedule starts by calculating numbers.
ü Measures Of Effectiveness
ü Measures Of Performance
ü Cost (Budget & Actual)
ü Schedule (Planned & Actual)
ü Technical Performance
ü Risk And Its Retirement
ü Stability of Requirements
ü Capacity for Work
ü Staff Productivity
ü Expected Business Value
What are these numbers?
The REAL Problem For Every Schedule Is …
The Activities Are Arranged In A Probabilistic Network With
Interdependent Connections Between Work Elements
? What capabilities do we
need to posses for success?
? What are the
requirements for each of
? What are the technical
and operational elements
of each of these
? What work must be
performed to produce
these technical and
First we need answers to some critical
We can start to answer these with
the Work Breakdown Structure
What is a WBS and what does the
WBS tell us that is useful?
¨ The WBS tells us
what the structure
of the product or
service is, but not
the order of
¨ So we’ve got ½
¨ Guidance for building the WBS.
We need to start with “good” WBS,
Sorry, This is not one, …
¨ We want our schedule to
¤ Things that the customer
can take away from the
¤ Things that are things.
¨ Design and Concepts
are not shipped
The WBS shows the things that sail
away, fly away, or drive away
¨ We want see the deliverables.
¨ These deliverables are the “packages of work” for
building the schedule that produces the deliverables
Events / Milestones define the
availability of a capability
at this point in the
Accomplishments define the
entry conditions for each
Event or Milestone.
Criteria are the
exit conditions for
The Topology of our Perfect schedule
The flow of deliverables, describes the
increasing value of the project
Data Store Lookup
Portals and others
Demo conversion process, member reconciliation
Shared group matrix reports and interfaces
Shared member crosswalk and members to ERP
Integrators in ERP converted to inventory
Status and trigger conversions
Data in Marts
converted to ERP
Finance Loss TBD
Resale's Vendors from
¨ Build a credible Work Breakdown Structure (WBS)
for the deliverables of the project – not the
functional activities that produce the deliverables.
¨ Define the Packages of Work that will produce
each of the Products or Services.
¨ Define the Outcomes of each “Package of Work” in
units of measure needed to assess maturity,
compliance, or fulfillment of the requirements.
¨ Start arranging these packages of work (the Work
Packages) in the logical order.
We’re one step closer to building a
schedule, we know the deliverables
Process Invoices for Top
Routing to Payables
“On hand” balance
Deliverables defined in WP
Now We Need to Measure of
Increasing Maturity of the Contents of
the Tasks and Work Packages that
make up the Schedule
We must discover the numbers
that measure the performance
of our Perfect schedule
§ How are we going to measure
performance of our work efforts?
§ How are we going to calculate the
needed budget and schedule
§ How are we going to determine the
risk of not meeting our cost and
Our Perfect Schedule must
contain this information, so we
see how we are progressing
§ Late or over budget.
§ Compliant with the technical
§ Providing the needed
§ Performing at a level that will
get us to a soft landing at the
end of the project.
The Perfect Schedule provides
information about the future so
we can take actions needed to
Without these number we
can’t tell if we are …
How long are
we willing to
wait before we
find out we are
The Perfect Schedule provides a forecast of future performance
§ Credible Earned Value Baseline
§ Risk retirement plans
§ Visibility to the Capacity for work
§ Measures of Effectiveness
§ Measures of PerformanceNewsweek, February 24, 1958