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So. Let us summarise where planning fits. We have estimates, with contingency built in through the prioritisation processes, for the production of outputs which form part of shipments, which form part
of the whole delivery. We produce and validate our estimates with our project team, so we have a higher level of confidence about them. We fill the various shipments with our assessment deliverables
and we agree these with the team. So, we know and the rest of the project team knows what specific deliverables are going to be produced and in which shipment they are delivered.
In your planning workshops, you will understand and document various dependencies that shipments have on each other. You do not need software to manage those dependencies. You just document that
shipment A is dependent on output B. If a certain shipment demands that certain output is in place beforehand, you will place that output in a previous shipment. Satisfying the shipment satisfies
the dependency. If you have to re-plan your project, then you will re-plan your dependencies.
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Using the Toolkit, you only need to re-plan a project in extreme circumstances such as post Disengagement events or Scope Seep scenarios.
Now, you will see, the emphasis of project management has moved away from fiddling with spreadsheets, MSP, PMW or whatever project management software you used. Now, the emphasis is on speaking to
and motivating people, managing risks, making sure priority work and assessment deliverables are delivered and validated and very, very tightly managing time. Consider the impacts of this managerial
phase shift.
Remember the largest costs on a project are almost always the costs of peoples time. If we manage time tightly we are managing the budget and the project tightly. A new era beckons though because our
agile planning is forward looking only.
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 SPADE: Successful Pragmatic Agile Delivery Everytime™ |
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Agile Project Governance for Cost Conscious Companies™
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