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Agile Project Management
Companies all over proceed to struggle implementing the PMBOK or PRINCE as a complete or parts of them claiming that they are too complex, too concerned and take from the time it takes to produce the project deliverables. Adaptive Project Framework (APF) comes to the rescue by adapting to the ever changing business environments.
I read and re-read "Effective Project Administration - Traditional, Adaptive, Excessive" by Robert K. Wysocki each time I get a chance. It is a wonderful book that I always carry with me. This book dedicates just a few chapters to APF.
APF is an iterative and adaptive (and I add agile) approach designed to deliver most business worth to clients within the limits of their time and value constraints where the always variable scope is adjusted at every iteration. The consumer decides what constitutes maximum business value and, at the finish of every iteration, the shopper has an opportunity to vary the direction of the project primarily based on what was discovered from all earlier iterations therefore, embracing and managing change, not avoiding it.
Only 5 phases define APF:
• Model Scope
- Develop the Conditions Of Satisfaction (COS) to define what is needed and what will be finished to satisfy that want
- Develop the Project Overview Statement (POS) which summarizes the problem/opportunity, what can be done and the way, the enterprise worth, and risks, assumptions and obstacles to success
- Prioritize functional necessities; this list could change but at the moment displays the very best information available
- Develop mid-level Work Breakdown Structure showing goal, main functions, and sub-capabilities
- Prioritize scope triangle (consisting of time, price, resources, scope, and quality, buyer satisfaction was ignored)
• Cycle Plan (iterative)
- Extract from the WBS those activities that define the functionality to be in-built this cycle
- Decompose the extracted WBS down to the task level
- Establish the dependencies among these tasks
- Partition the tasks into meaningful teams and assign groups to each group
- Each workforce develops a micro-level schedule with resource allocations for the completion of their tasks within the established cycle timeline and funds constraints
• Cycle Build (iterative)
- Conduct detailed planning for producing the functionality assigned to this cycle
- Begin cycle work
- Monitor and adjust cycle build
- This cycle ends when its time has expired. Any functionality not completed throughout this cycle is reconsidered as part of the functionality in the subsequent cycle
- Create a Scope Bank to document all change requests and ideas for improvements
- Create an Points Log to document all problems and track the status of their resolution
• Client Checkpoint (iterative)
- Consumer and project crew carry out a quality evaluation of the functionality produced in the just accomplished cycle against the overall goal of most enterprise worth, and adjustments are made to the high-level plan and next cycle work if wanted
- The sequence Cycle Plan / Cycle Build / Shopper Checkpoint is repeated till the time and value budgets for this version have been expended
• Post-Model Evaluation
- Decide if the expected business consequence was realized
- Decide what was realized that can be used to improve the solution
- Determine what was realized that can be used to improve the effectiveness of APF
A quite simple framework that, as the book creator says, is client-targeted, shopper-driven, shows incremental outcomes early and often, makes use of steady questioning and introspection, implement modifications higher and progressively, and strips out all non-value-added work. Everything the enterprise has been looking for!
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