ATERN
Fundamentals
Understanding Project
Variables
Most projects have four
parameters – time, cost, features and quality. Trying to fix
all these parameters at the outset is impractical and is the cause
of many common problems.
In the traditional approach
to project management (left hand diagram) the feature content of the
solution is fixed whilst time and cost are subject to variation.
If the project goes off
track more resources are often added or the delivery date extended.
It is recognised that adding resources to a late project just makes
it later. A missed deadline can be disastrous from a business perspective
and could easily damage credibility.
Quality is often a casualty
and also becomes a variable, accompanied by late delivery and increased
cost.
Atern’s approach
to project management (right hand diagram) fixes time, cost and quality
at the Foundations Phase while contingency is managed by varying the
features to be delivered.
As and when contingency
is required, lower priority features are dropped or deferred with
the agreement of all stakeholders in accordance with MoSCoW rules.
An Atern project will
always deliver a viable solution.
As long as MoSCoW and
Timeboxing rules are followed a minimum sub-set of features is absolutely
guaranteed to be delivered on-time and in budget.
Quality is fixed in an
Atern project because acceptance criteria are agreed and set before
development commences.
Atern reduces the chance
of scope creep by establishing firm foundations on which to build
that are approved by key stakeholders. Development is then started
in a controlled manner with clear objectives.
Having well-defined high
level requirements means that as the project progresses it is easy
to spot the difference between the need to get additional detail (e.g.
increased depth of understanding of requirements) and additions to
the project’s breadth (scope creep).
Appropriate levels
of rigour
At the heart of Atern
is the need to determine the correct level of rigour that should be
used for a particular project. Every project is different.
Too much formality can slow progress down and even cause paralysis.
Too little formality can lead to an overly reactive, maverick or seat-of-the-pants
approach.
Atern should be tailored
to suit a project’s individual needs. A risk assessment is undertaken
early on in the project lifecycle in order to determine the level
of rigour that should be applied throughout.
The aim is to have adequate
formality, so that waste is eliminated and all activities at each
incremental level add value.
An Atern project ensures
that formality and rigour are there to help rather than hinder progress.
