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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.
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 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. Then there is some analysis.
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. Each of the categories operates in the presence of uncertainty and requires that estimates be made about the probability, conseqeunce of the resutling risk.
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.
Estimated Project-Oriented Job Openings 2010-2020: . The number of firms with a PPM process in place grew from 64% in 2003 to 71% in 2013. [13]. Implement/enhance performancemeasurement process – 39%. [13]. Inadequate cost estimates – 29%. Inaccurate task time estimate – 27%. 8,153,340. . 3,975,650. .
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. 413-426, 2013.
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.
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