Skip to end of metadata
Go to start of metadata

SUMMARY


Download: Methodology at a Glance

 Download: Methodology By Stage

Details below PER STAGE contain the following:

A. Informational - Stage definition, Timing, Tools, Links, Member Engagement

B. Input Related - Trigger to Start, Project Input Artifacts, Frameworx Input

C. Process Related - Project Process, Frameworx Process, Disruptive Work Elements Process, Checklist, Actors

D. Output Related - Output Artifacts, Trigger to end, End-of-stage checkpoint

Detailed Collaboration Project Methodology

  Stages I and II are sequential: in waterfall modeStages III-VI are iterative: in agile modeStage may occur after each iteration or completion of full charter
 


Stage

I
Idea Generation / Concept Validation

II
Scope Definition
III
Detailed Scoping & Resource Procurement
IV
Build
V
Validate
VI
Adoption

I

N

F

O

R

M

A

T

I

O

N

A

L

DefinitionGather industry ideas and validate to ensure the ideas captured are the most pertinent to the industry

•  Charter Development or renewal
•  High level Scoping 
• IPR mode defined
• Engagement Plan built
• Team & TM Forum Leadership charter approval

Frameworx Impacts assessments

 •   Iterative  Delivery plan (2-6 mths each)  per Workstream
•  Team Build Up
• Validation Plan detailed
• Outputs defined

Frameworx Requirements

• Iteration/ prototype development for workstream
• Review among team, tech & TM Forum Leadership
• Output ready for Validation

Frameworx Build

Rapid Validation / Feedback Activities

Frameworx Validation

Drive adoption across industry.  
Timing • Usually Sept-Nov
• Anytime if not synchronized with bi-annual planning cycle
•  Usually Nov - Dec OR Jun-Jul  (if synchronized with bi-annual planning cycle)•  Usually Dec-Feb OR Jul - Aug  (if synchronized with bi-annual planning cycle) •  Usually Feb-Apr OR Aug-Oct (if synchronized with bi-annual planning cycle) •  Usually Apr OR Oct (if synchronized with bi-annual planning cycle) •  Usually May-Jun - Nice OR Nov-Dec - Digital Disruption (if synchronized with bi-annual planning cycle) 
Tools• Strategy Workshop September (Attendees include Board members, Executive Committee members and senior staff.) 
• Roadmap
Online Collaboration Project Space, Charter Working Space (template in Confluence), Team MeetingsTrello, GoTo Meetings, Confluence, Project Workspace, GitHub, Calendar etc. Confluence
JIRA
Github
Go To Webinar, Online hackfest, face to face meetings, etc. Storefront
LinksRoadMapCharter Working Space & template
SAS   
 Team Lead Appointment ProcessProject Workspace   
 Engagement Plan Template    
Member Engagement Build Engagement Plan to help resolve key resourcing needs
 
Continue working engagement plan against revised resourcing needs•   Monitor resourcing needs and help resolve any key resourcing needs
•  Plan to engage key resourcing needs for validation activities
Ensure key validation resourcing needs are met 

I

N

P

U

T


R

E

L

A

T

E

D


Trigger to startStrategy Workshop September Roadmap and Strategy Workshop report have an entry for the projectCharter approval by TM Forum Staff on behalf of SAS Approval of Charter
For subsequent iterations (if existing) - completed Member validation for previous iteration
Team approval to share material beyond development teamEnd of Validation & start of Corporate Approval
Project InputThe activity purposely starts afresh with open questions to ensure the widest breath of potential industry drivers are capturedTM Forum Roadmap including core Frameworx enhancementsTeam Approved Draft Charter including  resources and member companies required to make project successful Iterative Project Plan in Trello
Prior iterations' feedback from members in Confluence
Project contributions from members in Project Workspace
Standard Draft Deliverables from Project Team Final deliverables from project team
Frameworx Input

Members/staff may develop suggestions for core Fx enhancements that are input to the TM Forum Strategy Workshop

 


 

1. Deliverable in Strategic Program Project Charter which has been approved
  a. Yet to start deliverable
  b. In-flight deliverable
  c. Completed deliverable
2.  Change requests by  members

 

Requirements in Project WorkSpace or Change Request in Community space
Tools, branches, plug-ins, guidelines, spreadsheets as appropriate

 

Model, Document Spreadsheet as appropriate
Guidelines Guide Book as applicable

 

 

Validated models/docs

P

R

O

C

E

S

S


R

E

L

A

T

E

D

Project Process• TM Forum Strategy Workshop --> Rationalized list Key Forum Priorities  --> SAS Approval --> Validated by approx. 20 senior leadership from across TM Forum membership --> wider validation at AW 

• Update Roadmap

Form Team:

-->Draft Project Charter

-->Team Approval

-->TM Forum Sr. Leadership approval
 

Form Team:
• Follow Team lead approval process
• Establish Sponsor
• ProgramLeadDiscussions With Collaborative team members
• Program Lead  on-board new team members (with Member Engagement help)
Draft/Renew Charter:
• Collect material as Contribution or CR in Collaboration Space
• Team Lead & Program Lead create Charter in Confluence
Team Approval:
•  Team approval of charter
Leadership Approval:
• Set up review mtg with VP Product Mgt, VP Agile Collab, VP R&D, Tech leads
• VP Product Mgt evaluate content for alignment with Roadmap
• VP Agile Collab  check for feasibility, governance & role clarity
• VP R&D evaluate for tech feasibility, technical governance & alignment, availability of SME's to support

• Program Lead - work with member engagement, SAS, etc. to engage the right members into project
•  Project Manager request Project Workspace & ensure team members have access 
• Team Lead - Set up detailed project plans
• Team Lead - Establish project mgt cadence
• Project Mgr - facilitates Team Lead's process
• Project Team - identify key companies & resourcing required to  make project a success
• Project Team - detail  validation plan to ensure successful positioning of materials into industry
• Project Team - identify right type of output to align with consumption needs of target audience
• Collate material as Contribution or Feedback in Project Workspace
• Proj Mgr - Create Trello Board with Epics & User Stories from Charter
• Proj Mgr - Create a backlog - all items for the iteration, modifications from prior iterations, incompletes from prior iterations
• Members work on individual aspects/items within the iteration using tools as outlined in Charter
• Proj Mgr - Track work in Trello under following columns: "To do" "Doing" "In Review" "Done" "Risks & Issues" 
• At end of iteration, set up review mtg with VP Product Mgt, VP Agile Collab, Tech leads
•  On Team approval, save  Deliverable  in Confluence as "Draft" and copy to Member Validation space
• Follow validation plan built out in Stage III
• Ensure final validation requirements (per Project Plan) met,
• Ensure all corporate and affiliate members have been notified for comment and feedback.  
• Ensure it has remained open for 14 days. 
• Send deliverable for Corporate Approval (Vote)
• Program Lead and Team work with cross-functional teams to create and publicize  appropriate material

Frameworx Process 




1.  Project team and staff leads identify potential Fx enhancments with the Fx team and staff leads and any interested Fx team work stream leads.
2. Ensure that Frameworx requirements are aligned with the strategic direction set forth by Strategy and Adoption (SAS) subcommittee and executed by strategic program projects
3. Contribution to a subset of the frameworks should expanded to include all three frameworks in order to maintain alignment  per SAS
4. Define Action Plan with Strategic Program Project or Member (for CR) as appropriate

 

CR Process
1. CR is submitted by member
2. Team Leader & Staff solicit members to review CR
3. Review CR, record results and  notify member of results
4. If approved, move to Build
5. If rejected, member may update the CR and re-submit
Strategic Program Process
• Fx and strategic program staff and project leads work together to develop and gain approval of Fx related strategic program project work item scope and resources
• Identified resources from both projects work together to detail Fx related scope
• Create Fx enhancement artifact in Frameworx project workspace (in Confluence?)

 

1. Model admin provides branch to contributor
2a. SID: Provide license to modeling tool
2b. TAM/eTOM: Spreadsheet provided to contributor
3. SID :  Provide plug-ins for SID Validator and IBM plug-ins
4. Provide guidelines guide book to contributor
5. Build document or model etc as needed
6. TAM/eTOM : Model administrator import  spreadsheet into Casewise  or directly update using Casewise(Optional)
6. SID :  Contributor has the option of running the SID Validator
7. Solicit volunteers; use project team, strategic program members and volunteers to validate
• Members of both teams work together to develop Fx related work items

 

All Iterative Validations
Ensure requirements are satisfied
Ensure content is an accurate reflection of the requirement

Ensure guidelines are followed

SID: Final Validation

1. Contributor run SID Validator
2. Correct errors & warnings
3. Submit report that all errors & warnings have been corrected; any errors/warnings not corrected must be explained
4. Reviewers accept or reject submitted report
5. If rejected, contributor has to correct

 

 

Incorporate models/docs into the next release model/docs
SID: Incorporate SID Excel into clickable model
Stage models/docs in project workspace
Prepare staged models/docs for publication (append notices, polish content)
Publish for member evaluation & usage

Disruptive Project Work Items

 

   

1.  Identify disruptive work items (eg. Not maintaining backward compatibility, a challenge to migrate to etc)
2. Prepare summary of industry benefits
3. Build implementation plan to address disruption pathways
4. Submit to SAS for approval
5. Proceed only if approved. If not approved,  go back to Step 2 or abort

 

Build the implementation Plan and/or the Migration Plan

 

• Validate that the implementation Plan and.or Migration Plan have been exercised as per original intent
• Submit for SAS Approval

 

 
ChecklistAll Board members, Exec Committee members, SAS invited to?
Strategic Plan recorded?
 Roadmap updated?
Is there a base of companies (4-5 min)?  
Is there a champion/sponsor?
IPR mode selected?
All sections of charter filled out clearly & completely?
Key companies identified for member validation?
Resourcing needs & Engagement Plan captured?
Criteria for defining iterations established?
Team, Program Lead and Project Manager agree on plan?
Validation Plan resourcing started?
Outputs clearly identified?
Key roles filled and populated in charter, gaps to be communicated to Project Manager
Detailed plan in Trello?
Clear definition of 'complete' for each iteration agreed by team?
All outputs in Confluence/Github/JIRA per Charter?
Validation Stage fully resourced including members for  key companies?
Outputs use the correct templates?
All feedback/contributions have been worked into deliverable?
Validation achievements documented?
Open for 14 days?
Corporate member feedback received?
Program Lead engaged with Cross-functional teams to produce deliverables to drive adoption?
Actors - RACI• Responsible - VP, Product Mgt
• Accountable - CDO
• Consult - SAS, Board Members, Executive Committee Members & Program Mgt
• Inform - Wider Membership & Staff
• Responsible -Team Lead, Program Lead or Project Manager, Team Members
• Accountable - Team Lead or Program Lead/Project Manager
• Consult - Members interested in the topic, via existing projects / communities
• Consult - Project Manager if IPR mode consensus cannot be attained within 30 days
• Inform - Marketing, SAS,  VP Agile Collab, VP R&D, Sponsor
• Responsible (Team Leader induction) Program Lead
• Responsible(Project Plan creation) - Team Lead, Program Lead/Project Manager
• Responsible (Team Buildup) - Program Lead, Member Engagement
• Accountable - Project Manager, Team Members
• Consult - Program Lead, Member Engagement, SMEs from R&D team
• Inform - VP Product Mgt, VP Agile Collab, Marketing, Events, Pubs
• Responsible - Project Manager, team Members
• Accountable - Team Lead
• Consult - Program Lead
•Inform -  VP Product Mgt,  VP Agile Collab, Tech Leads
Responsible - Project Mgr, Team Members
Accountable - Team Lead, Program Lead
Consult - ME Team, wider members
Inform - Principal contact of all Corp member companies
 

O

U

T

P

U

T


R

E

L

A

T

E

D

Trigger to EndReview and agreement from participants that the Strategic Workshop report is a true reflection on the ideas captured. Charter Approval by TM Forum Leadership on behalf of SAS2 weeks before Action WeekTeam consensus on iteration definition as outlined in charter is complete 14 days elapsed time 
Output• September Strategy Workshop Report 
• October Strategic Session Report 
• November Roadmap Draft to SAS 
• Team Approved Draft Charter
•  Engagement plan by Program Lead and Member Engagement to fill out key resources on project 

•  Validation Plan
•  Iterative Project Plan in Trello/Confluence/PWS (Minimum of 1 iteration needed in every cycle)
 • Current  Iteration detailed plan
     • Next iteration high-level plan
     • Validation iterations - Prep initiated, where, when, how, who etc. 
• Charter update of deliverables for next iteration
Draft Guide Book, Tech Report, Introductory Guide, API, Model Files, Database, Web content, Video  etc.Comments and changes in Validation Space incorporated into final deliverable or rationale provided for not incorporatingBirst reports on Adoption 
End of Stage Checkpoint SAS Roadmap ApprovalTM Forum Senior Leadership (PdM, PgM & R&D) approval of Charter on behalf of SASTeam approval of plan Team Approval of Draft deliverableMember Co Approval
Affiliate Co Approval (if available)
 

 

 

 

  • No labels