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Project Performance Management. Connecting the 5 Principles and 5 Practices of Performance-Based Project Management ® To Increase the Probability of Project Success. Building a Credible PerformanceMeasurement Baseline. Measures of Product Value is Exchange for Its Cost. Technical PerformanceMeasures.
Between 2010 and 2020, 15.7 Business services (2 million jobs) and Manufacturing (630,000 jobs) supported the greatest number of project management roles in 2010. Business services and healthcare are expected to lead job growth between 2010 and 2020. [11]. Estimated Project-Oriented Job Openings 2010-2020: .
Project Performance Management (#PPM). Technical PerformanceMeasures (#TPM). Cost, Schedule, and Technical Performance Management (#CSTPM). Project Performance Management. Building a Credible PerformanceMeasurement Baseline - without a good foundation, nothing can be built. Risk Management (#RM).
The only answer to that is a measure of Physical Percent Complete (P%C). P%C starts with defining the Measures of Performance and Technical PerformanceMeasures for each deliverable as a function of time. These measures are supported by Quantifiable Backup Data. What is your actual condition? .
The paper on the Cone of Uncertainty is used by many in the No Estimates community as an example of why estimates are of little use. In this paper, there is data that does not follow the Cone of Uncertainty, in that the uncertainty of the estimates does not reduce as the project proceeds. Thesis, George Mason University, 2010.
When we hear about software development disasters and then hear that estimates are to blame, and NOT Estimating will somehow reduce or prevent these disasters, think again. ISO 31000:2009, ISO 17666:2016, and ISO 11231:2010 Risk is Uncertainty that Matters. risks that affect the cost and schedule measures of the program.
ISO 31000:2009, ISO 17666:2016 and ISO 11231:2010 Risk is Uncertainty that Matters. risks that may prevent the end item from performing as intended or not meeting performance expectations. risks that affect the cost and schedule measures of the program. Why Guessing is not Estimating and Estimating is not Guessing.
This is an immutable principle that impacts planning, execution, performancemeasures, decision making, risk, budgeting, and overall business and technical management of the project and the business funding the project no matter the domain, context, technology or any methods. All project work operates in the presence of uncertainty.
Reducing Estimation Uncertainty with Continuous Assessment: Tracking the 'Cone of Uncertainty’” Pongtip Aroonvatanaporn, Chatchai Sinthop and Barry Boehm, Center for Systems and Software Engineering University of Southern California , Los Angeles, CA 90089, ASE’10 , September 20–24, 2010, Antwerp, Belgium, 2010. 37–48, 2007.
No Credible Decision Can Be Made in the Presence of Uncertainty with making Estimates of the Impact of those Decisions. 1] "Problem with Scoring Methods and Ordinal Scales in Risk Management," Douglas Hubbard and Dylan Evans, IBM Journal of Research and Development , May 2010. [2] And of course. References . [1]
The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). This is a closed loop control system for managing the program with a T echnical PerformanceMeasure (TPM).
The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). Estimates are needed but are subject to large level of uncertainty. There can be cost and schedule performancemeasures as well.
The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technical performance parameters). This is a closed loop control system for managing the program with a T echnical PerformanceMeasure (TPM).
In a previous post, Why Johnny Can't Estimate , mentioned some resources for estimating, the principles of business and technical management that demand estimates be made to make decisions, and background on the sources of uncertainty, that create risk, that require estimating to increase the probability of project success.
All making things smaller dos is show that you're late, over budget, and what you're building (Technical PerformanceMeasures) doesn't work faster. But when some statement is made about risk, estimating, performance modeling, or the like - always ask for references. This is good, but it doesn't reduce risk. Verlag, 2016.
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