Customers buy capabilities to solve problems or increase revenue. These capabilities are produced from the "deliverables" that result from the project

1. +
Capabilities Based Planning
Defining what Done looks like for needed Capabilities, through Accomplishments, and their Criteria in units
of measure meaningful to the decision makers starts with a Plan.
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2. + To Successfully Arrive at Done We
Need a Plan
 The Plan describes where we are going, the possible paths we can
take to reach our destination, and the progress and performance
assessment points along the way to assure we are on the right path.
 These assessment points measures them maturity of our product or
service against the planned technical maturity. This is the only real
measure of progress – not the passage of time or consumption of
money.
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3. + Our First Step To Project Success,
Means We Must
 Success with formal scheduling requires more maturity in the
management of requirements elicitation and work management than
currently available.
 Maintenance and operations is also not very amenable to formal
scheduling.
 We need a Visible way to show deliverables, dependencies, planned
progress versus actual progress in a clear and concise way.
 Planning First – instead of Scheduling First – provides visibility to what
outcomes are needed to produce a Capability using the project
deliverables.
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4. + The Project Management Goal is
Simple
 The totem spins continuous while in a dream – stops spinning
in the real world – Cobb’s totem, Inception
How can we recognize the Reality of our Project’s
current status and its forecast future performance?
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5. + Building the Plan is a
Full Contact Sport
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6. + To Know if We’re on the Right Path, we
Need Measures of Progress to Plan
 We must measure increasing product maturity in units
meaningful to the decision makers.
 We must see the risks before they arrive so we can
take corrective action.
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7. +
Capabilities Base Planning
The customer paid for the capability to accomplish something for the
business. Requirements, development, testing, deployment are the
means to the end.
But without a clear and concise set of capabilities, we don’t know
what work is needed.
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8. + First Look at a Step-By-Step
Process to Build Our Plan
Identify Key Deliverables Needed for Capability
Identify Significant Accomplishments
Identify Accomplishment Criteria
Identify Work needed to complete the
Accomplishment Criteria
Sequence the Work in a logical manner.
Adjust the sequence of work to mitigate major risks.
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9. + Deliverables Provide Capabilities for the
Customer to Do Something of Value
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 Define the Capabilities needed to
fulfill the Customer’s business or
technical needs.
 Deliverables are the outcomes of
the project work that result in
Capabilities.
 They define the components of the
products and services are needed
for a business or technical
capability.
 The entry criteria for each
Deliverables defines the units of
measure for the successful
completion of the Deliverable.
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We want a new car design capable
of capturing new market demand

10. + Outcomes of Step
 Confirm the end to end description of each Accomplishment needed to
produce the project’s Deliverable.
 Define the order of delivery for each Deliverable.
 Establish target dates for each Deliverable.
 Socialize the language of speaking in “Deliverables” rather than time
and efforts.
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11. + Identify the Accomplishments that
Produce each Deliverable
 Which Deliverables are needed to implement each Capability?
 We need to start up a DR site using SQL 2012 Always On
 What are the measures of effectiveness and measures of performance
for each Capability?
 Throughput
 Cutover time
 Reliability and availability of the DR system
 In what order must these Capabilities be delivered?
 We can’t migrate the database contents until we have moved from 2008 to
2012 SQL Server
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12. + Outcomes of Step
 The Significant Accomplishments are the “road map” to producing
each Deliverable
 The “Value Stream Map” resulting from the flow of Accomplishments
describes how the products or services move through the maturation
process while reducing risk
 The Significant Accomplishment map is the path to “done”
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13. + Accomplishments define entry
criteria for each Deliverable
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We have the outline for our new car design that can be tested with
the customers to confirm we’re on the right path to success

14. + Outcomes of Step
 Done is described through production of deliverables rather than
measuring of cost and passage of time.
 At each step along the way to the Deliverable, increasing maturity of
the deliverable is defined with the Measures of Effectiveness (MoE),
Measures of Performance (MoP), Technical Performance Measures
(TPM), and Key Performance Parameters (KPP).
 MOE’s are operational measures of success that are closely related to the
achievements of the mission or operational objectives evaluated in the
operational environment, under a specific set of conditions.
 MOP’s characterize physical or functional attributes relating to the system
operation, measured or estimated under specific conditions.
 TPM’s are attributes that determine how well a system or system element is
satisfying or expected to satisfy a technical requirement or goal.
 KPP’s represent the capabilities and characteristics so significant that failure
to meet them can be cause for reevaluation, reassessing, or termination of
the project.
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15. + Criteria are higher fidelity descriptions
of Done
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We’re detailing out the deliverables

16. + Outcomes of Step
 The work identified that produces a measurable outcome.
 This work defined in each Package of Work.
 The Criteria state explicitly what Done looks like for the work effort.
 With Done stated, Measures of Performance (MOP) and Measures of
Effectiveness (MOE) can be assessed with the products or services
produced by the Work outcomes.
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17. + Work is done in Packages to
Produce Measureable Outcomes
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We’re building a car capable of capturing market share

18. + Outcomes of Step
 Packages of work partition our efforts into “bounded” scope, with
defined outcomes that can be measured in units meaningful to the
decision makers.
 Interdependencies constrain provide boundaries to prevent “spaghetti
code” style flow work and outcomes.
 Visibility to the Increasing Flow of Project Maturity start to emerge from
the flow of Successful Completion Criteria.
 This provide visibility to current performance and the basis of the
Estimate to Complete for the remaining work.
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19. + Sequence the work needed to
Produce each Deliverable
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20. + Outcomes of Step
 Both the maturity assessment criteria and the work needed to reach
that level of maturity are now described in a single location.
 Risks are integrated with sequence at their appropriate levels
 Risks to Effectiveness – risk to KPPs
 Risks to Performance – risk to program KPPs and TPMs
 Leading and Lagging indicator data provide through each measure to
forecast future performance
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21. + These 6 Steps Result In A Planned
Capability
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Our Plan Tells Us
“How” We are
Going to Proceed
The Schedule Tells
Us “What” Work is
Needed to Proceed
Our new car has arrived and we are
successfully meeting our market goals

22. + Horizontal and Vertical Connections
Describe Measures of Progress to Plan
Work sequenced to
produce outcomes
for each WP.
Deliverables
Define the maturity
of a Capability at a point in time.
Accomplishments
Represent requirements
that enable Capabilities.
Criteria
Exit Criteria for the Work
that fulfill Requirements.
Work
Work
Work
Work
Work
Work
Work
Work
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