Choosing shapes:
Decision tree
	Holistic process
	Pattern matching


1-
OLD SHAPES
1-1-1
SHAPES WATERFALL:
sequences of stages
approval process at end of each stage
cannot proceed with stage till previous stage approved
can jump batch if required
	keep it short
	well known requirements
	short elapsed timing

1-2
SHAPES BIG BANG DELIVERY
deliver everything at once
deliver everything once only
	small total duration
	requirements well known
	project cannot be split up
	trivial rollout (1-5 users)


2-
NEW SHAPES
2-1-1
SHAPES EVOLUTIONARY DELIVERY
a succession of project phaseseach a complete cycle of analysis design, 
build and test evaluate results at end of each phase against long and short time objectives
2-2-1
EVOLUTIONARY DELIVERY
choose each step so that it delivers maximum business benefit
	choose each step so that it delivers usable solution
	It's OK to stop!
	Always usable.
2-3-1  **
SHAPES BOXING
Limit one variable (urgency, quality, cost or scope)
2-4-1  **
SHAPES TIMEBOX
The ultimate schedule pressure
Typical duration 10 weeks
	Need strongly prioritised business objectives
	Need preparation time in advance
Usable when:
	there is a real, immovable deadline
	constraining potentially unbounded tasks
	partially delivered scope acceptable
Do NOT use when:
	mission/life critical systems
	people don't believe the deadline...
2-5-1  **
SHAPES PROTOTYPING
qualitybox 
	a low quality, rapidly developed
A PROTOTYPE CAN NEVER GO INTO PRODUCTION	
to use when:
	user validation
	untried technology
	need for buy in
DANGER:users expect final delivery soon after prototype
		modern tools deliver very good value for money
2-6-1  **
SHAPES PILOTING
Close to reality testing
any kind of release quality
scripted user instructions
2-7-1 **
SHAPES HIGH VISIBILITY
maximise stakeholder involvement
Favour techniques that involve users in all project stages
User workshops
Prototypes
Pilots

3
RISK MAPPING in project management:
3-1-1
Number one killer risk : the project is too big
	create several smaller projects
	use dependencies to identify the projects
The map is:
Objectives--->Priorities--->Risks--->Actions
Risks <-----checklist, category, commitment
3-2-1
OBJECTIVES
What we are trying to achieved
3-2-2
PRIORITIES
What is most important to get right
Which is king: scope, urgency, quality or cost?
3-2-3
RISKS
3-2-4
COMMITMENTS
What commitment have you made?
Checklist:
	ignored risks:
	changes to requirements
	lack of motivation
	unclear objectives
	lack of planning
	inaccurate estimation
	unrealistic deadlines
	weak design
	politics
	insufficient or late testing
	failure of suppliers
	inexperienced staff
Risks categories:
	schedule
	cost
	function
	quality
	external
	political
Actions:
identify strategies for reducing EACH risk
	action the most effective strategy
		One leader
		How many people are running your project?
		20 % phases
		Projects that try to achieve too much usually fail
		How can you predict your ship date?
		Does adding more people to a late project help?
		 (But it costs more)
		What to do when a project starts to fall behind schedule?
Palpable progress:
How do you track progress on your projects?
What are the attributes of good communications channels
 (formal and informal)?
Some project don't seem to want to end.


4

PATTERNS
4-1-1

Schedule pressure

increase of productivity: deadlines 10 weeks maximum

4-1-2
Palpable progress

4-1-3
Best predictor

4-1-4
Moments of truth
the adequation between the expectations and the perceptions

4-1-5
A Way To Stop
Some project seem to never end

4-1-6
Cavalry
Adding more people to a project
with the right skills
independent tasks
early in the project
	BUT more cost

4-1-7
One Leader to avoid conflicting instructions