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TRANSCRIPT
PADO P3 Methodology Narrative
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PA
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Version
1.0
IT Delivery: Fundamentals ………
Where do
we want
to go?
Where
are we
now?
Is this the
right
Investment?
How do
we get
there?
How do we
know when
we’ve
arrived?
How are we
travelling?
Discovery Discovery Discovery Project Delivery
Pre-Discovery
Post- Delivery
• Business Case
• Investment
Decision
• Alignment to
Strategy
• Current State
• Requirements
• Processes
• Systems
• People
• Governance
• Future State
• GAP Analysis
• Traceability
• Solution Options
• Conceptual
Architecture
• Solution
Architecture
• Market
Engagement
• Solution Selection
• Technical &
Integration
Requirements
• Integration
Planning
• Build
• Test
• Deploy
• Commissioning
• Operational
Handover
• Traceability
• Strategy
• Business Need
• Benefits
(Business Value)
• Benefits Realisation
PADO
PQ Business Strategy
PQ Business Operations
Impact of ‘Inadequate
SME Engagement’ on
Quality
High
Impact of ‘
Inadequate Planning’
on Delivering within
Business Case
High
Imp
era
tive
s
Imp
era
tive
s
Imp
era
tive
s
Imp
era
tive
s
Imp
era
tive
s
Imp
era
tive
s
Impact of ‘Inadequate
SME Engagement’ on
Quality
High
Impact of ‘Inadequate
Benefit Articulation’ on
Benefits Realisation
High
Impact of ‘Inadequate
Need Articulation’ on
Strategy
High
<<If you don’t have this….you can’t proceed to
that>>
<<If you don’t have this….you can’t proceed to
that>>
<<If you don’t have this….you can’t proceed to
that>>
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PA
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Version
1.0 ………
High
Certainty
Cost
Low
Low
Time
Concept Phase Definition Phase Business Case Phase
• High Level Requirements
• Business Value Identification
• Scope Clarification
• Detailed Requirements
• Current State
• To-be State
• Processes
• Systems
• Data
• People
• Governance
• GAP Analysis
• Solution Options
• Conceptual Architecture
Cost
Certainty
High
Ambiguity
Volatility
High
Certainty
Cost
Low to
Medium
Ambiguity
Volatility
Low
Ambiguity
Risk
Volatility
Very
High
• Solution Architecture
• Market Engagement
• Solution Selection
• Delivery Planning
• Business Value Finalisation
• Business Case
• Investment Decision
• Alignment to Strategy
Risk
Medium
to High
Ra
tin
g
Concept Cost of
Certainty
Concept Cost of
Reducing Volatility and
Ambiguity
Definition Cost of
Certainty
Discovery Cost of
Certainty (Fit for
Strategic Purpose)*
Discovery Cost of Certainty /Fit for Purpose = Cost of Quality*
Definition Cost of
Reducing Volatility and
Ambiguity
Initiative Discovery: Cost of Quality
Discovery Cost of
Reducing Volatility
and Ambiguity
Process Agility: • Exemptions possible for all non-
key processes and collateral • Deferments for most key activities • Gate Exemptions for most gates • Light Tracks Available
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PA
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Version
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No Exemptions/Deferments
Concept Phase
• High Level Requirements
• Business Value Identification
• Scope Clarification
Exemptions
Deferments
• High Level Requirements
• High Level Requirements • Business Value
Identification • Scope Clarification
None
No Exemptions/Deferments
Deferments
Exemptions
• Sign Contract • PMP Approval
None
None
Initiate Phase
No Exemptions/Deferments
Deferments
Exemptions
• Execution Planning Approval • BC Validation • Baseline
• Traceability
• Traceability
Plan Phase
No Exemptions/Deferments
Deferments
Exemptions
None
• Post Implementation Review
• Lessons Learnt
None
Close Phase
No Exemptions/Deferments
Definition Phase
• Detailed Requirements • Current State • To-be State • Processes • Systems • Data • People • Governance • GAP Analysis
• Solution Options • Conceptual Architecture • Traceability
• Detailed Requirements • Current State • To-be State • Processes • Systems • Data • People • Governance • GAP Analysis
• Solution Options • Conceptual Architecture • Traceability
• Available for pre-existing Collateral: does not imply non-creation
Deferments
Exemptions
None • Market Engagement • Solution Selection • Delivery Planning • Business Value
Finalisation • Business Case • Investment Decision • Alignment to Strategy
No Exemptions/Deferments
Business Case Phase
• Solution Architecture • Market Engagement • Solution Selection • Delivery Planning • Traceability • Business Value
Finalisation • Business Case • Investment Decision • Alignment to Strategy
Deferments
Exemptions
• Traceability
• Solution Architecture
No Exemptions/Deferments
Execute Phase
Deferments
Exemptions
• Traceability
None
None
Gate Exemption
Possible
……… End-to-End Process Agility: Exemptions and Deferments
Gate Exemption
Possible
Gate Exemption
Not Possible
Gate Exemption
Possible
Gate Exemption
Possible
Gate Exemption
Possible
• Sign Contract • PMP Approval
• Execution Planning Approval
• Traceability • Design Review • Baseline • BC Validation
• Traceability
• Post Implementation Review
• Lessons Learnt
Discovery Project Delivery
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Version
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IT Delivery: Triple Constraint Management ………
1. Cost: All projects have a finite budget; the customer
is willing to spend a certain amount of money for
delivery of a new product or service.
NNB: If you reduce the project's cost, you will
either have to reduce its scope or increase its time.
2. Time (Schedule): Projects have a deadline date for
delivery. This is often the most flexible of the
constraints.
NNB: When you reduce the project's time, you will
either have to increase its cost or reduce its scope.
3. Scope: Many projects fail on this constraint
because the scope of the project is either not fully
defined or understood from the start.
NNB: When you increase a project's scope, you
will either have to increase its cost or time, or both.
Cost/Resources
• When is the final project due date?
• Who will be working on the project?
• How much time can the resources
devote to the project?
• What is the budget and cost
constraints?
Cost / Resources
Time
Fast Good
Cheap
Exp
en
siv
e
Impossible
Scope
• What are we doing?
• What is included in the project?
• What is excluded from the project?
Quality
• Meeting a minimum quality standard
Time
• When is the final project due date
• Are there any particular milestone due
dates?
NNB: You can only choose two circles
Scope / Quality
The triple constraint is the combination of the three most significant restrictions on any project: scope, schedule and cost.
The triple constraint is sometimes referred to as the project management triangle or the iron triangle.
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IT Delivery: Building Blocks ………
Requirements
Current State
Processes
Systems
People
Governance
Future State
Gap Analysis
Enterprise Architecture
Solution Options
Solution Architecture
Conceptual Architecture
Market Engagement
Solution Selection
Due Diligence
Business Case
(Incl Delivery Planning)
Investment Decision Initiating
Planning
Executing
Closing
Operational
Readiness Reviews
Benefits Reviews Traceability Reviews
Design Review
Governance and Assurance
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Number of Key
Collateral
No of Project Gateways No of Project Gateways No of Project Gateways No of Project Gateways
3-6 6+ 6-8 7+
Time to Complete
Review
Number of Delivery
Tracks
8 Weeks 2 Days
1 Program (UD)
2 Discovery
2 Delivery
+ Task
1 Program
1 Delivery + 1 Below
Threshold
1 Program
1 Delivery + 1 Below
Profile
1 Program
1 Delivery + Task
Time to Complete
Review
Number of Delivery
Tracks
Number of Key
Collateral
Time to Complete
Review
Number of Delivery
Tracks
Number of Key
Collateral
Time to Complete
Review
Number of Delivery
Tracks
Number of Key
Collateral
Threshold
$100k $5m Risk Profile All
Threshold Threshold Threshold
90 Days
3
Best in Class: Rigor Best in Class: Flexibility & Simplicity
30+ 40+ 30+
Varies: Weeks
PADO Governance: Complexity & Agility Comparison ………