Tom Gilb - The Evolutionary Project Managers Handbook.pdf - Project_Management - JohnBlack

Evo Manuscript MINI Version August 21, 1997

Cover Page: US Letter size version. Permission to copy and spread

given. Tom Gilb

Evo:

The Evolutionary Project Managers Handbook

Tom Gilb

Gilb@acm.org

Rules: = Glossary Rules

DQC: none, author check.

Comments and advice on this manuscript are always welcome! Send to Gilb@acm.org

Project life cycles. (a) Conventional project model. (b) Evolutionary (Evo) project model. [MAY96]

Table of Contents

EVO MANUSCRIPT VERSION AUGUST 21, 1997.......................................................................................................

C OVER P AGE : US L ETTER SIZE VERSION . P ERMISSION TO COPY AND SPREAD GIVEN . T OM G ILB ......................................

T ABLE OF C ONTENTS ..............................................................................................................................................................

I NTRODUCTION P AGE .............................................................................................................................................................

C HAPTERS ...............................................................................................................................................................................

0: Overview. The essential character of Evo. ..................................................................................................................

1: Requirements at Project Level: The Evo direction.................................................................................................... 1

2: Design: The Evo ‘Means’ to the Target ‘ends’. ........................................................................................................ 1

3: Impact Tables: The Evo Accounting and Planning Mechanism ............................................................................... 2

4: Evo Planning: How to specify an Evo Project plan. ................................................................................................. 3

5: Evo Step Objectives: Cycle Requirements ................................................................................................................. 3

6: Detailed Evo Step Design: Extracting function and design to make a step. ............................................................ 4

7: Planning the Evo Step: The delivery cycle in detail.................................................................................................. 5

8: The Evo Backroom: Readying components for packaging and delivery. ................................................................. 6

9: Evo Culture Change.................................................................................................................................................... 6

A PPENDIX ...................................................................................................................... E RROR ! B OOKMARK NOT DEFINED

CA:. Case studies ............................................................................................................. Error! Bookmark not defined

CO: Comparison to other similar project management processes. ............................... Error! Bookmark not defined

EX: Example (implementing DQC on a project............................................................. Error! Bookmark not defined

FO: Forms, tables ............................................................................................................ Error! Bookmark not defined

GU: Guest Papers ........................................................................................................... Error! Bookmark not defined

ME: Measures <to be done>........................................................................................... Error! Bookmark not defined

PL: Planguage.................................................................................................................. Error! Bookmark not defined

PR: Principles: Evolutionary Management .................................................................... Error! Bookmark not defined

PR. Planguage Procedures collection............................................................................. Error! Bookmark not defined

RU: Planguage rules collection....................................................................................... Error! Bookmark not defined

R EFERENCES B IBLIOGRAPHY ........................................................................................ E RROR ! B OOKMARK NOT DEFINED

E VO B IBLIOGRAPHY : .................................................................................................... E RROR ! B OOKMARK NOT DEFINED

‘C ONCEPT ’ G LOSSARY ................................................................................................. E RROR ! B OOKMARK NOT DEFINED

A CKNOWLEDGEMENTS ................................................................................................. E RROR ! B OOKMARK NOT DEFINED

Introduction Page

Evolutionary Project Management (“Evo”) is a significant step forward in managing complex projects

of all kinds. It promises and delivers earlier delivery of critical results and on-time delivery of

deadlined results. It can be used for getting better control over quality, performance and costs than

conventional project management methods.

It is particularly suited to complex technology, fast-moving environments, large scale projects. But, it

certainly works well on a small scale too.

The key idea of Evo is “learning” and consequent adaptation. It is about learning about realities as early

as possible and taking the consequences of any project reality, external or internal, and making the

most of that information.

Evo is a 21 st Century project management method, it promises both rapid results, and rapid response

and adaptation to unforeseen circumstances: both good and bad.

Evo is simple and natural, but we still need to learn and master it.

This book will provide an in depth handbook for the project manager and for the training and reference

of anybody who needs expertise in Evolutionary project management methods.

“Evolutionary Development has been positioned here’ [in cited HP Journal article] ‘as a life cycle for software development, but it

really has much broader application to any complex system .” [COTTON96].

Fig. An accelerated sales cycle in (a) the conventional project management cycle and (b) the Evo

cycle.[MAY96]. HP cites Evo as opportunity experienced to start the product sales cycle early and

generate income earlier than usual.

"Companies that have adopted similar incremental development methods include computer hardware vendors (such as Hewlett

Packard and Digital Equipment Corporation), computer systems integrators (EDS and SAIC), aerospace and

(TRW and Hughes) and electronic equipment manufacturers (Motorola and Xerox). Microsoft has been extremeley effective,

however, in creating a strategy for product and process definition

that supports its competitive strategy.” MS. 188

Chapters

0: Overview. The essential character of Evo.

Evo Scope: What can you use it for

Evo can be applied to almost any project management task. It has been applied to large and small scale

software engineering tasks, to aircraft engineering, to telecommunications engineering, to military

weapons projects, to organizational development projects, to environmental projects, to aid projects, to

peace process planning, to electronics system projects, to Information System projects, to air traffic

control projects.

It seems suited for almost any type of project, and seems to give better results than conventional

planning approaches.

One could ask what is not suited for Evo planning?

I don’t know the answer to that. I have not seen failure of Evo projects, which clearly had connection to

the Evo method itself. But far more extensive use of the method might give us some answers.

Evo Focus: What are we going to focus on in this book?

We are going to concentrate on helping project managers set up and run Evo projects.

How does it work? Fundamentals.

Evo is identical in concept to the “Plan Do Study Act” Cycle which W. Edwards Deming and Walter

Shewhart taught the manufacturing community and many others [DEMING86], notably in Japan and

the United States. A frequent series of statistically significant measurements lays the basis for

understanding how things are going, compared to expectations. Negative deviation from expectations

allows you to ‘act’ to correct the situation.

From a project manager point of view:

1. Long term goals 1 for project success are determined. These can be improved anytime.

2. Small (2% or so of project resources) partial delivery steps towards the long term goals are carried

out.

3. As long as a step is successful, new small steps are taken until the goals are reached.

4. If a step gives unexpected results, plans are re-evaluated (causal analysis, why?) and future step

design is improved. A new step is tried.

Evo “involves a series of incremental deliveries. Each delivery contributes an operable, functionally valuable, partial system. The

overall system is developed and delivered to its users (and thereby contracturally delivered to its sponsor) in small evolutionary

increments. The users employ the evolving system in the daily conduct of their mission.”

[SPUCK93], Jet Propulsion Labs, JPL, on Rapid Development Method RDM hereafter called ‘Evo’.

The process resembles maintenance and enhancement of existing systems. The major difference being

that there is a long term set of objectives for change, and a long term architecture to support them.

Structure Models

Conventional project model

Frozen

Build to design

=Requirements?

Requirements

Analysis

Design

Engineering

Construction/Acquisition

Test

(system, acceptance)

1 Terms in bold type are defined in the glossary.

In the conventional model the construction is one long event, based on the design, which is based on

the requirements specification.

Incremental Development Model

Complete

Detailed

Frozen

Complete

Detailed

Frozen

Build/test

Requirements

Analysis &

specification

Design

Specific-

ation

Step 1

Step 2

Step 3

Step 4

Step n

Accep-

tance

Test

In the ‘Incremental Development’ model multiple build-and-test steps are based on detailed

requirements and design specifications. These are more or less ‘frozen’. The point is gradual delivery

of partial results. Incremental project management models might be forced to revise their requirements

and design, but they do not intend to, and it is not a regular part of the process.

“We assert that, in the case of an important class of systems, namely those that automate human functions, it is unreasonable if not

impossible to expect system users or operators to be able to state Final Operating Capability requirements up front. An

evolutionary approach is essential. This is true because staff functions change, user insight into operations increases, and concepts

of operation are modified by the introduction of automation. Further, needs that are rejected as impossible, beyond the existing

technology base, or simply heretofore inconceivable under Conventional Development Methods often are perceived as achievable

at some point under [Evo].” [SPUCK93]

Evolutionary Development Model

Best guess.

Updated

stepwise.

Best

Guess.

Updated

stepwise.

Require-

ments

Design

Build,

Test

Require-

ments

Design

Build,

Test

Require-

ments

Design,

Build,

Test

Require-

ments

Design

Build, Test

Require-

ments

Design

Build, Test

Requirements

Analysis &

specification

Design

specs

Step 1

Step 2

Step 3

Step 4

Step ‘50’

Contract

Acceptance

Test

In the Evolutionary Development model, less effort is put into the initial overall system level

requirements and design specification, initially. These specifications are, however continually updated

as step experience dictates. At each step, detailed requirements and design for the step are specified.

These will be a function of experience to date, of new user needs, new technology and economics, and

new market insights. The emphasis is on learning rapidly, and applying the lessons for better

satisfaction of the customer, as well as better ability of developer to manage the project.

“Progressive Formality.

Finally, the fourth defining tenet of Evo [at JPL] is progressive formality. Under Evo, the first delivery will be executed quite

quickly and with very little formality, much like a rapid prototype. As succeeding deliveries are undertaken, implementation

procedures become more formal and comprehensive. Under conventional project management procedures and products must be

done perfectly before the next step in the implementation cycle can begin; for Evo they are implemented under a planned

progression of thoroughness, so that at the final delivery the two methods converge to the same degree of formality.” [SPUCK93]

Head-and-Body Evo Model

Head

Body

Head

experience

Requirements

Analysis &

specification

Design

specs

Step 1

Step 2

Step 3

Step 4

Step n

Acceptance

Test

Needs

Ideas

Micro-

project

Micro-

project

Micro-

project

Micro-

project

Micro-

project

Product ship

Tom Gilb - The Evolutionary Project Managers Handbook.pdf

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