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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. Performance-Based Project Management in a Nutshell. Project Breathalyzer.
Project Performance Management (#PPM). Technical PerformanceMeasures (#TPM). Cost, Schedule, and Technical Performance Management (#CSTPM). But each method needs to be based on 5 Immutable principles to be successful, no matter the domain or context, PMI Spring Seminar , 2012, Austin TX. Risk Management (#RM).
Don't toss out the notion that reducing risk and uncertanty and all other performancemeasures doesn't follow the plan. . Thesis, University of Southern California, August 2012. Thesis, University of Southern California, August 2012. Domain-Based Effort Distribution Model for Software Cost Estimation,: Thomas Tan, Ph.D.
risks that may prevent the end item from performing as intended or not meeting performance expectations. Measures of Effectiveness, Measures of Performance, Technical PerformanceMeasures, and Key Performance Parameters describe the measures of these expectations. Programmatic ?
The Cone of Uncertainty as a Technical PerformanceMeasure. Thesis, University of Southern California, August 2012. The Cone of Uncertainty as a Technical PerformanceMeasure. Technical PerformanceMeasures are one of four measures describing how a project is making progress to plan.
Thesis, University of Southern California, August 2012. 504, Center for Systems and Software Engineering, University of Southern California, 2012. Improving Software Development Tracking and Estimation Inside the Cone of Uncertainty,” Pongtip Aroonvatanaporn, Thanida Hongsongkiat, and Barry Boehm, Technical Report USC?CSSE?2012?504,
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. Thesis, University of Southern California, August 2012. .
Implement/enhance performancemeasurement process – 39%. [13]. Number of companies with a PMO has grown from 47% to 80% from 2000-2012. PricewaterhouseCoopers: Insights and Trends: Current Programme and Project Management Practices 2012. Implement/enhance reporting, analytics, & dashboard tools – 62%. Finance – 93%.
All making things smaller dos is show that you're late, over budget, and what you're building (Technical PerformanceMeasures) doesn't work faster. Foundations of Risk Management, 2nd Edition, Terje Aven, John Wiley & Sons, 2012. So making things smaller does little if anything for the risks produced by Aleatory uncertainty.
For approaches that have been implemented on existing systems, obtaining such understanding may require measurement and analysis. For scenarios where the project under consideration does not yet exist, performance prediction using analytical modeling or simulation is necessary. The IMS is then placed on a baseline in the PMB.
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