The planning to produce the needed deliverables, on or before the need date, and at or below the planned cost starts with this framework

1. FRAMEWORK FOR DBP®
TRAINING
Putting DBP ® in the context of PMBOK ® and the 5
Immutable Principles of Project Success
10/20/11
Niwot Ridge, LLC

2. 16 Program Management Processes
2
Program Enablers
Program Process Capabilities
Business Enablers

3. 1. What Does DONE Look
Like?
2. How Do We Get There?
3. Is There Enough Time,
Resources, And Money To
Get There?
4. What Impediments Will
Be Encountered Along The
Way?
5. What Are The Units Of
Measures For Progress To
Plan?
All Successful Projects Must Know The
Answer To 5 Questions
3

4. Credible Data Is Need to Increase The
Probability Of Program Success
¨ Concept of
Operations (ConOps)
¨ Operational
Scenarios and Use
Cases
¨ Integrated Master
Plan (IMP)
¨ Value Stream Maps
(VSM)
¨ Key Performance
Parameters (KPP)
¨ Measures of
Effectiveness (MoE)
¨ Program Planning and
Controls (PP&C)
¨ Integrated Master
Schedule (IMS)
¨ Work Packages (WP)
and Planning
Packages (PP)
¨ Earned Value
Management (EVM)
¨ Technical and
Programmatic Risk
Management (RM)
¨ Measures of
Performance (MoP)
¨ Estimate At
Completion (EAC)
¨ Estimate To Complete
(ETC)
¨ To Complete
Performance Index
(TCPI)
¨ Independent Estimate
At Completion (IEAC)
¨ Technical Performance
Measures (TPM)
Chapter
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5. 11 Critical Practices Needed to Answer the
5 Questions of Project Success
5
¨ Define the Work Breakdown
Structure(WBS).
¨ Indentify the Organizational
Breakdown Structure (OBS).
¨ Integrate the WBS and OBS.
¨Organization
¨ Schedule the work.
¨ Identify the Products and
Milestones.
¨ Set the time phased budget.
Planning and Budgeting
¨ Record direct costs.
Accounting
¨ Determine variances.
¨ Sum Data and variances.
¨ Manage action plans.
Performance Analysis
¨ Incorporate Changes.
Revision Management
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6. Connecting Deliverables Based Planning®
with
the 9 Knowledge Areas of PMI PMBOK®
The 9 Knowledge Areas
of PMBOK®
Capabilities Based
Planning
Requirements
Baseline
Performance
Measurement
Baseline
PMB
Execution
Continuous Risk
Management
1 Integration Management
Concept of
Operations
IPT dependencies
SE interface
management
Interface
Management
2 Scope Management Capability flow down
Requirements
Flowdown Tree
WBS/TPM
Integration
REQ
Management
Growth Control
3 Time Management Capability need date
SA/AC Delivery
Dates
Integrated
Master Schedule
Schedule
Variance
EAC Control
4 Cost Management
Traceability
Matrix
Integrated
Master Schedule
Cost Variance EAC Control
5 Quality Management
Quality Mgmt
Impact Matrix
Integrated
Master Schedule
TPM Variance
Variance
Management
6
Human Resource
Management
Responsibility
Assignment
Matrix
Resource Loaded
Schedule
Resource
Management
Plan
FTE Management
7
Communications
Management
Requirements
Traceability
Performance Risk Messaging
9 Risk Management
Risk Management
Plan
Risk Register IMS / Risk Risk Buy Down RM Processes
9
Procurement
Management
Supply Chain
Management
SCM Channels SCM Activities
SCM
Performance
SK Management
Chapter
X
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7. Connecting Deliverables Based Planning®
with
the 5 Process Groups of PMI PMBOK®
Deliverables Based Planning® Process Areas
The 5 Process
Groups of PMBOK®
Capabilities
Baseline
Requirements
Baseline
Performance
Measurement
Baseline
PMB
Execution
Continuous
Risk
Management
1 Initiating
Concept of
Operations
2 Planning
Integrated
Master Plan
Integrated
Master
Schedule
Plan Risks
3 Executing
Work
Package
Sequencing
Work
Authorization
Measure Risks
4
Monitoring and
Control
Integrated
Master
Schedule
Performance
Based Earned
Value
Monitor Risks
5 Closing
Integrated
Master
Schedule
Integrated
Master
Schedule
Retire Risks
Chapter
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8. What Should We Do?
Where Are We Now?
Identifying Needed System Capabilities
Abstracted from:
“Capabilities‒Based Planning – How It Is Intended
To Work And Challenges To Its Successful
Implementation,” Col. Stephen K. Walker, United
States Army, U. S. Army War College, March
2005
Identifying Needed System Capabilities
8
Chapter
0

9. Identifying Requirements
Systems Requirements Practices, Jeffery O. Grady, McGraw Hill, 1993
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Chapter
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10. Establishing the Three Elements of the
Performance Measurement Baseline
Cost Baseline
Schedule Baseline
Technical Baseline
Perform
Functional
Analysis
Determine
Scope and
Approach
Develop
Technical
Logic
Develop
Technical
Baseline
Develop
WBS
Define
Activities
Estimate
Time
Durations
Sequence
Activities
Finalize
Schedule
Identify
Apportioned
Milestones
Determine
Resource
Requirements
Prepare Cost
Estimate
Resource
Load
Schedule
Finalize
Apportioned
Milestones
Determine
Funding
Constraints
Approve
PMB
10
Chapter
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11. Executing the Performance Measurement
Baseline
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Chapter
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12. Analyze
Plan
Track
Control
Identify Risks, Issues, and
Concerns
Evaluate, classify, and prioritize
risks
Decide what should be done
about each risk
Monitor risk metrics and
verify/validate mitigations
Make risk decisions
Subproject and partner
data/constraints, hazard
analysis, FMEA, FTA, etc.
Risk data: test data, expert
opinion, hazard analysis,
FMEA, FTA, lessons learned,
technical analysis
Resources
Replan Mitigation
Program/project data
(metrics information)
Statement of Risk
Risk classification, Likelihood
Consequence, Timeframe
Risk prioritization
Research, Watch (tracking
requirements)
Acceptance Rationale, Mitigation
Plans
Risk status reports on:
Risks
Risk Mitigation Plans
Close or Accept Risks
Invoke contingency plans
Continue to track
Perform Continuous Risk Management
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Chapter
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13. 1. Identify Needed Systems Capabilities – Define the Measures of Effectiveness (MoE) Deliverables Based Planning®
DEFINE OPERATIONAL CONCEPTS THROUGH SCENARIOS OR USE CASES
Partition system capabilities into classes of service within operational scenarios
Connect capabilities to system requirements using sysML
Define Measures of Effectiveness (MoE) for these capabilities in units meaningful to the customer
Define in the master schedule the achievement of measure of Technical Performance
DEFINE CAPABILITIES NEEDED TO IMPLEMENT THE OPERATIONAL CONCEPTS
Define scenarios for each system capability
Connect these scenarios to the Value Stream map
Assess value flow through the map for each needed capability
Identify capability mismatches and make corrections to improve overall value flow
ASSESS NEEDS, COST, AND RISK SIMULTANEOUSLY
Assign costs to each system element using a value process model
Assure risk, probabilistic cost and benefit performance attributes are defined
Use cost, schedule, and technical performance probabilistic models to forecast potential risks to program performance
DEFINE EXPLICIT, BALANCED, AND FEASIBLE ALTERNATIVES
Make tradeoffs that connect cost, schedule, and technical performance in a single “trade space” model
Measures of Effectiveness and Measures of Performance are the raw materials for these tradeoffs
2. Establish Requirements Baseline – DEFINE MEASURES OF PERFORMANCE (MOP)
PERFORM FACT FINDING
Produce an overall statement of the problem in the operational context
Develop the overall operational and technical; objectives of the target system through Measures of Performance (MoP) for the requirements
Define the boundaries and interfaces of the target system
GATHER AND CLASSIFY THE REQUIREMENTS
Gather required operational capabilities, functional, nonfunctional, and environment requirements and design constraints
Build a Top-Down Capabilities and Functional decomposition of the requirements in a flow down tree using a requirements tool
EVALUATE AND RATIONALIZE THE REQUIREMENTS
Answer the question “why do we need this?” in terms of operational benefits
Build a cost / benefit model using probabilistic assessments of all variables and dependencies
For technical requirements, perform a risk assessment to the cost and schedule
PRIORITIZE THE REQUIREMENTS
Determine the criticality for the functions for the system’s mission
Determine tradeoff relations for all requirements to be used when option decision are made
For technical items, prioritize the cost and dependencies
INTEGRATE AND VALIDATE THE REQUIREMENTS
Address completeness of requirements by removing all TBD items
Validate the requirements agree and are traceable to capabilities, goals, and the mission
Resolve any requirement inconsistencies and conflicts
Chapter I
Chapter I
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14. 3. ESTABLISH PERFORMANCE MEASUREMENT BASELINE – DEFINE TECHNICAL PERFORMANCE MEASURES (TPM) DELIVERABLES BASED PLANNING®
DECOMPOSE REQUIREMENTS INTO WORK PACKAGES AND PLANNING PACKAGES
Decompose the program scope into a product based Work Breakdown Structure (WBS)
Decompose the WBS into Work Packages describing the production of all deliverables and processes traceable to the requirements
ASSIGN ACCOUNTABILITY FOR THE DELIVERABLES FROM EACH WORK PACKAGE
Assign accountability for Work Packages to a named owner for the management of resource allocation, cost baseline, and technical delivery
ARRANGE WORK PACKAGES IN A LOGICAL ORDER
Arrange Work Packages in a network with defined deliverables, milestones, internal and external dependencies, appropriate schedule and cost margin
DEVELOP THE BUDGETED COST FOR WORK SCHEDULED (BCWS) FOR EACH WORK PACKAGE AND PLANNING PACKAGE
Develop a time‒phased Budgeted Cost for Work Scheduled (BCWS) for labor and material costs in each Work Package
Develop a time‒phased Budgeted Cost for Work Scheduled (BCWS) for the program as a whole
Assure proper resource allocations can be met and budget profiles match expectations of the program sponsor
ASSIGN WORK PACKAGE MEASURES OF PERFORMANCE (MOP), KEY PERFORMANCE PARAMETERS (KPP), AND TECHNICAL PERFORMANCE MEASURES (TPM)
Assign an objective Measure of Performance (MoP) for each critical Work Package deliverable
Trace critical deliverables to the Measure of Effectiveness (MoE) defined in the Capabilities baseline
Summarize these Measures of Performance (MoP) and Measures of Effectiveness (MoE) for the program as a whole
Assign measures of Physical Percent Complete for each Work Package
Assign measures of Physical Percent Complete for the program as a whole
SET THE PERFORMANCE MEASUREMENT BASELINE (PMB)
Establish a Performance Measurement Baseline (PMB) used to forecast Work Package and Project ongoing and completion cost and schedule metrics
4. Execute the Performance Measurement Baseline (PMB) – Maintain Cost, Schedule, and Technical Performance
PERFORM AUTHORIZED WORK IN THE PLANNED SEQUENCE
Using the Work Package sequencing, release work to be performed as planned
With the RACI based RAM, the Accountable delivery manager guides the development of the products or service for each Work Package
ACCUMULATE AND REPORT WORK PACKAGE PHYSICAL PERFORMANCE
Using Physical Percent complete or Apportioned Milestones, capture the measures of “progress to plan” for each Work Package
Report the Physical Percent Complete in a centralized system for each Work Package and he program as a whole
ANALYZE WORK PACKAGE PERFORMANCE
Compare the Actual Percent Complete against the Planned Percent Complete for each period of performance
Construct cost and schedule performance indices from this information and the Physical Percent Complete measures
TAKE CORRECTIVE MANAGEMENT ACTION FOR ANY VARIANCE IN WORK PACKAGE PERFORMANCE
With the cost and schedule performance indices, construct a forecast of future performance of cost, schedule, and technical performance compliance
Take management actions for any Work Packages not performing as planned
MAINTAIN PERFORMANCE MEASUREMENT BASELINE’S INTEGRITY
Record past performance based on Work Package completion criteria
Record previous future performance estimates in a historical database
Forecast future performance against the Performance Measurement Baseline
Report the future performance estimate to the program stakeholders
Chapter I
Chapter I
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15. Projects Are Executed By Teams
¨ Deploying Deliverables Based Planning® is a team
activity.
¤ Walking the walking is a critical success factor for the
team.
¤ Start with Katzenbach’s definition of a team – “a small
number of people with complementary skills who are
committed to a common purpose, performance goals, and
working approach for which they hold themselves
mutually accountable.”
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16. Deploying and Successfully Executing DBP®
¨ For the success of DBP® management must NOT …
¤ Choose Status Over Results – status comes from reporting results
on the planned date, for the planned cost, that meets the planned
performance
¤ Choose Popularity Over Accountability – Katzenbach’s definition
of a team
¤ Choose Certainty Over Clarity – all projects are probabilistic
events, certainty is simply not possible
¤ Choose Harmony Over Healthy Conflict – Larry Bossidy, You
cannot have an execution culture without robust dialogue – one that
brings reality to the surface through openness, candor, and
informality. This is called “truth over harmony.
¤ Choose Invulnerability Over Trust – top down management will lay
the seeds for failure.
¨ To do any of these invites disappoint at best and failure at
worst.
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17. Deliverables Based Planning® Puts You On the
Road to Success …
Where are we going?
How do we get there?
Are there enough resources?
What are impediments to progress?
How do we measure progress?
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