Glossary | HYPERID

HYPERID Glossary

The HYPERID Glossary is a collection of definitions for elements and terms used in HYPERID. They are listed here to clarify their meaning in the context of HYPERID. All terms listed here are explained in detail in the HYYPERID book. Therefore, please read the content of the book in detail to be able to comprehend all contexts and details to a sufficient degree. This glossary here serves the purpose to remember terms and abbreviations as well as what you have read in the book through quick reference and to be able to classify them easily.

ADP Phase

ADP stands for Analyze Design Plan. It is about the second phase of HYPERID; and as the name suggests, this phase is about a rapid analysis of the requirements, creation of a Core Design and development of an implementation plan, which in HYPERID is called "Delivery Plan".

ADP Approximations

The ADP phase is executed in three approximations, where the first approximation is optional, but recommended. The approximations serve the purpose of iteratively approaching the final numbers on project effort, duration and cost. Thus, each new approximation gives a more accurate picture to these data and "tightens" them. Furthermore, they serve the purpose of making as accurate a statement as possible about those metrics matching available constraints (time).

Capacity Plan

The capacity plan is the personnel capacity that is basically available for a project or product development over a certain period of time. It can be used for this purpose in full or in part. It serves as the initial orientation in the creation of the Delivery Plan and thus the source for the Staffing Plan, which ultimately results from the Delivery Plan.

Core Design

Core Design is a core building block of the HYPERID methodology, as it ensures on the one hand that the most important decisions for the project can be made in advance to avoid misdevelopment while ensuring predictability, and on the other hand ensures that not too much time is devoted to design and specifications, thus not making concessions to rapid value creation and ensuring that implementation can start rapidly.

Delivery Arrangement

The Delivery Arrangement draws up a network plan based on the dependencies between the work packages, which is helpful for the arrangement of the project implementation, i.e. for the creation of the Delivery Plan.

Delivery Cycle

In HYPERID, the delivery of projects and products takes place in small cycles that run sequentially, called "Delivery Cycle". In Scrum, these are called "sprint"; in other process models, for example, the term "iteration" is also used. The use of the word "iteration" would already be obvious and not method-specific, so that the word could also have been used in the context of HYPERID. The reason for not using the word "iteration" in the context of HYPERID is that it suggests that one approaches a final result from cycle to cycle in terms of detailing/sharpening the functional scope, but not necessarily implementing new/different things in subsequent cycles. Even though in HYPERID it is already quite desired to approach a solution iteratively, this desire will however not always or to the full extent be possible or reasonable.
A Delivery Plan consists of several Delivery Cycles, ideally of equal length.
The optimal duration of delivery cycles is three weeks.

Delivery Plan

The Delivery Plan, as a result of the third ADP Approximation, is the most precise implementation plan created in HYPERID.
It is a basic requirement for certain project types, e.g. FTFPFS.

DPI (Delivery Performance Index)

DPI, abbreviated from Delivery Performance Index, is - as it already follows from the name - a key figure for the project/product performance (productivity) of companies. Classic project management metrics deal with statements about value creation/productivity/efficiency of project deliveries/progress compared to a plan. DPI, on the other hand, makes a general statement about project performance of companies by considering team performance and result efficiency in combination:

DPI = TP x RE

Delivery Performance Index = Team Performance x Result Efficieny

With TP = Work Effort / Staffing Effort and RE = Results Used / Results Delivered OR RE = Value Achieved / Value Anticipated

For more details please refer to:

EoR (Estimate on Requirements)

EoR stands for Estimate on Requirements. It is the first ADP approximation in the ADP phase, which is optional but recommended.
The main deliverables of the EoR phase are a High-Level Scope Delivery Plan, as well as an updated/finalized PSC (Project Scope Calatolgue).

High-Level Delivery Plan

The High-Level Delivery Plan is a rough implementation plan that emerges as a result of the second ADP Approximation.

High-Level Scope Delivery Plan

The High-Level Scope Delivery Plan is a rough plan that represents the implementation of scope items and is created as a result of the first ADP Approximation, the EoR phase.

HLH Chain of Control

The "HLH Chain of Control" is about an unbroken chain that starts in the rough during planning and develops to the detailed and follows this path again from the detailed to the rough during implementation and tracking:

Low-Level Delivery Plan

The Low-Level Delivery Plan is the most detailed plan created at the daily level for Delivery Cycles and managed during the execution of the Delivery Cycles in the Deliver Value phase.

In HYPERID, ME stands for Minimum Effort. This is the effort required to implement a work item under ideal conditions. The unit here is person-days [PD]. This means that the person estimating the effort for a work item must consider how many person-days would be needed at least until the work item is implemented, if everything goes well and all the assumptions made apply.

A value abbreviated with "PE" is used for planning. PE stands in HYPERID for "Planning Effort".
The effort value used for planning, PE, varies from each company, respectively team. For some companies it is rather close to the ME value (Minimum Effort), which would indicate a strong delivery capability, for others it is rather close to RDE (Risk-Driven Effort), which would not necessarily be characterized by high efficiency.
The PE value, or the deviation from the mean value between the ME and RDE values, must be determined empirically in each company.

PEPP Tool

PEPP Tool stands for Project Estimation, Planning & Pricing Tool and is a tool that can help with effort estimation and planning of projects in HYPERID. Click here to learn more about the PEPP Tool: PEPP TOOL

PER

PER, abbreviated from Planning Effort Ratio, is a company key figure that specifies which ratio between the ME and RDE values can or must be used as a basis for planning.
It is a value to be determined empirically. After the execution of several projects, a company can collect statistics on what effort was actually incurred in the execution of work packages and how this relates to the effort estimated during project planning, i.e. the ME and RDE values.
As long as no empirical data is available, the recommendation is to use the average value between ME and RDE for planning. This corresponds to a PER of 50%.

A person day stands for the time available to a person on a calendar day to complete work. Since the term "person day" is used more in a professional context, it usually refers to the working time of an employee that is available on one day. In Central Europe, it is usually 8 hours when employees perform their work for 40 hours spread over 5 days in a week.
Example:
If for the implementation of a work 24 hours would be needed, which corresponds to a calendar day, that work would be implementable in 3 person days (=24h/8h), if the person, who performs the work, works for 8 hours per day each.
If people in a country (or company) hypothetically work only 4 hours a day, the same work would have to be done in 6 person-days (=24h/4h). In other words, 6 calendar days will pass in this case until the work is completely done.

Path of Project Disaster

By the "path of project disaster" I mean the metamorphosis from assumptions to project disaster, which usually occurs as a result of mismanagement.
The path the project disaster can be simplified as follows:

One enters the path of disaster as soon as one makes assumptions. These immediately present themselves as risks as soon as the activities for which corresponding assumptions were made become relevant, since the non-occurrence of the assumptions represents a risk.
If the mitigation of risks is not successful, they develop into issues.
Issues can lead individually or in groups to the failure of a project, i.e. the project disaster.

Project Management Methodology

The term "Project Management Methodology" used in the HYPERID book refers to a project management discipline that enables successful planning and implementation of projects (and products) under a set of

Processes
Methods
Structures
Tools
Best Practices
Behaviors

PSC

PSC is the abbreviation of Project Scope Catalogue. It is the artifact in which the project scope is compiled in full.
Click here to learn more about the PSC: PSC

RDE

RDE stands for Risk-Driven Effort.
This is the effort behind the implementation of a work item if NOT everything goes well and certain assumptions do not apply or external influences have a negative impact on the implementation. This value is to be given in person-days [PD]; and just like the ME, this is an estimate of the effort and not the duration.

RE (Result Efficiency)

Result Efficiency is the indicator of the use of results or the achievement of value. The challenge in product development is to design products in such a way that their features and functions are used as much as possible, and that they also provide high value.
On the one hand, to offer the user the greatest benefit, and on the other hand, to get the most out of one's investment.
In other words, not to develop anything worthless and to minimize waste of money/resources on the one hand, and to maximize the return on investment on the other hand. The formula for determining Result Efficiency can be:

RE = Results Used / Results Delivered
or
RE = Value Achieved / Value Anticipated

SGRP (Scope Grooming & Rapid Planning)

SGRP, which stands for Scope Grooming & Rapid Planning, is a set of activities that are performed regularly before the start of a delivery cycle in order to assess and prioritize the scope that still needs to be implemented and to update the delivery plan required for the implementation of the scope - in line with the desired value orientation.

Staffing Plan

A staffing plan represents which roles are needed for a project, at what time, and at what allocation.

Task

In HYPERID, a Task is the smallest class of Work Packages whose effort should be 1 PT or less.
Tasks are usually created on the first day of a Delivery Cycle during the Task Creation & Scheduling activity.

TAF

TAF stands for Time Absorbing Factors and represents efforts that affect the duration of a project, but do not add value to the project and therefore usually cannot be invoiced to a customer/client. These are for example: Vacations, absences due to illness, planned absences due to trainings or other activities and so on.

TP (Team Performance)

Team Performance (TP) represents the ratio of Work Effort to Staffing Effort:

TP = Work Effort / Staffing Effort

This is a performance index for the planning of a project AND the productivity of the project team.

Example: if 50 person-days of work (as estimated) is delivered with 100 person-days of staffed people, the correcponding Team Performance (TP) will be 50%.

Work Allocation Plan

The Work Allocation Plan shows which role is required at what time and at what allocation based only on the planning of the work packages in the Delivery Plan. The Staffing Plan for the project is derived from it then. It is thus the connecting link between the Capacity Plan and the Staffing Plan.

Work Component

Work Components form the bracket around several Work Groups.
The Work Groups combined by Work Components have common contents.

Work Group

Work Groups are the highest (largest) class of work packages in HYPERID.
Their effort is between 15 and 60 person-days and is ideally 45 PT.
Work Groups are broken down into Work Items, which are later broken down into Tasks.

Work Item

Work Items result from breaking down Work Groups into small work packages.
Their effort ranges from 1 to 15 person-days, with 5 PD being the optimal size.
Work Items are later broken down into Tasks on the first day of the Delivery Cycle as part of the Task Creation & Scheduling activity.

Work Package

In HYPERID, "work package" means a piece of work that needs to be done, no matter in which context, according to which methodology and in which size. In other words, something that needs to be done. Thus, the term "work package" does not suggest size, effort, or duration of a piece of work, and is here rather neutral, without concrete attributes, to be considered as an umbrella term for different types of work.
In HYPERID there are basically three types of work packages, which differ mainly in their effort and in when and for what purpose they are used: "Tasks", "Work Items" and "Work Groups".