Agile Project Administration

Companies throughout continue to battle implementing the PMBOK or PRINCE as a complete or parts of them claiming that they’re too advanced, too concerned and take from the time it takes to produce the project deliverables. Adaptive Project Framework (APF) involves the rescue by adapting to the ever altering business environments.

I read and re-read “Efficient Project Management – Traditional, Adaptive, Excessive” by Robert K. Wysocki every time I get a chance. It is a superb book that I always carry with me. This book dedicates a couple of chapters to APF.

APF is an iterative and adaptive (and I add agile) approach designed to deliver maximum business worth to purchasers within the limits of their time and price constraints where the always variable scope is adjusted at every iteration. The shopper decides what constitutes most enterprise value and, on the finish of every iteration, the shopper has an opportunity to alter the direction of the project based on what was learned from all previous iterations due to this fact, embracing and managing change, not avoiding it.

Only five phases define APF:

• Version Scope
– Develop the Conditions Of Satisfaction (COS) to define what is required and what shall be executed to meet that need
– Develop the Project Overview Assertion (POS) which summarizes the problem/opportunity, what will likely be performed and how, the enterprise worth, and risks, assumptions and obstacles to success
– Prioritize functional necessities; this list could change but at present displays the perfect data available
– Develop mid-level Work Breakdown Construction showing goal, major features, and sub-capabilities
– Prioritize scope triangle (consisting of time, cost, resources, scope, and quality, buyer satisfaction was ignored)
• Cycle Plan (iterative)
– Extract from the WBS these activities that define the functionality to be in-built this cycle
– Decompose the extracted WBS down to the task level
– Set up the dependencies amongst these tasks
– Partition the tasks into significant teams and assign teams to every group
– Every staff develops a micro-level schedule with resource allocations for the completion of their tasks within the established cycle timeline and finances constraints
• Cycle Build (iterative)
– Conduct detailed planning for producing the functionality assigned to this cycle
– Start cycle work
– Monitor and adjust cycle build
– This cycle ends when its time has expired. Any functionality not completed during this cycle is reconsidered as part of the functionality in the subsequent cycle
– Create a Scope Bank to file all change requests and concepts for improvements
– Create an Points Log to document all problems and track the standing of their decision
• Client Checklevel (iterative)
– Shopper and project staff carry out a quality overview of the functionality produced within the just accomplished cycle in opposition to the general goal of most enterprise value, and adjustments are made to the high-level plan and next cycle work if wanted
– The sequence Cycle Plan / Cycle Build / Shopper Checklevel is repeated until the time and cost budgets for this model have been expended
• Post-Model Review
– Determine if the anticipated business final result was realized
– Determine what was learned that can be used to improve the solution
– Determine what was realized that can be utilized to improve the effectiveness of APF

A quite simple framework that, because the book writer says, is client-focused, shopper-driven, shows incremental outcomes early and often, utilizes continuous questioning and introspection, implement changes higher and progressively, and strips out all non-worth-added work. Everything the enterprise has been looking for!

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