methodology perspective and narrative

PADO P3 Methodology Narrative

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Execute

Building Testing Deploying

Project Delivery

3 2 4 5 1 Project Entry Gate Execute Gate Plan Gate Close Gate Deploy Gate

Plan Initiate Close

Discovery

Concept Definition Business Case

3 Project Entry Gate 2 Business Case Gate 1 Definition Gate

Business Case Review

Traceability Review

Solution Design Review

Baseline

Strategic Fit Review

IT Delivery: General Methodology Schema (Complex Projects) ………

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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

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s

Imp

era

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s

Imp

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tive

s

Imp

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s

Imp

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s


SME Engagement’ on

Quality

High


Benefit Articulation’ on

Benefits Realisation

High


Need Articulation’ on

Strategy

High

<<If you don’t have this….you can’t proceed to

that>>


that>>


that>>

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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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No Exemptions/Deferments

Concept Phase


• Business Value Identification

• Scope Clarification

Exemptions

Deferments


• High Level Requirements • Business Value

Identification • Scope Clarification

None


Deferments

Exemptions

• Sign Contract • PMP Approval

None

None

Initiate Phase


Deferments

Exemptions

• Execution Planning Approval • BC Validation • Baseline

• Traceability

• Traceability

Plan Phase


Deferments

Exemptions

None

• Post Implementation Review

• Lessons Learnt

None

Close Phase


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


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


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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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

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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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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 ………

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Governance: Benefits Statement Elements ………

“Increase Revenue from Electricity Conduiting by

10% from $10m to $11m per month by June 2016”

This denotes the ‘approach’ to the Benefit: Increase, Maintenance, or Reduction are amongst the possibilities

This denotes the ‘mechanism‘ through which the Strategically-Aligned Benefit is to be achieved

This denotes the ‘target percentage’. This element is essential as it provides the basis on which future adjustments to the benefit

may be made.

This denotes the ‘base-lined value’ of the mechanism

This denotes the ‘target value’ of the mechanism

This denotes the ‘time span / interval‘ of the target value - this is a key KPI, but may not always be present

in non sustainable or transactional incidents

This denotes the ‘target date’ by which the target value is to be met / achieved

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Traceability

Setup:

Analyst

Delivery

Traceability

Review #2:

DRC

Delivery

Traceability

Review #3:

DRC

PLQ Strategy:

Benefits

Architectural Alignment:

Benefits, Outcomes

Business Casing:

Benefits & Outcomes:

Solution Architecture

Requirements:

Benefits, Outcomes, Requirements

Planning:

Outcomes & Outputs:

Technical Architecture /

Design Blueprints

PQ Portfolio

Discovery

Testing:

Outputs

Post Deployment:

Outputs:

As-Built

Project Delivery

Delivery

Traceability

Review #1:

DRC

Discovering

Traceability

Review:

Analyst/DRC

PLQ Strategy:

Benefits Realisation

Architectural Alignment:

Re-baseline

Landscape Update

PQ Portfolio

SME Review Order

SME Review Order

SME Review Order

Deployment Gate Phase Gate: Execute Gate Phase Gate: Project Entrance/Exit Gate

SME Review Order

Business Case Handover:

Outcomes

Business Case Review Traceability Review Solution Design Review Operational Readiness Review Solution Deployment Planning Review Baseline Strategic Fit Review

Governance: V-Model ………

methodology perspective and narrative

Engineering