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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 CoU paradigm defines the needed reduction in uncertainty is some performance metric. This can be the confidence in the estimate for any variable. It can be the needed performance of a measure - Effectiveness, Performance, Key Performance Parameter, or a Technical PerformanceMeasures.
A recent lawsuit by Hertz Rental Car against Accenture has turned into a rallying cry by Agilest and No Estimates advocates. Of course, No Root Cause analysis has been performed by these advocates, but it makes good click bait for their followers. What are the Measures of Performance for each Deliverable that implements a Capability.
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.
No Credible Decision Can Be Made in the Presence of Uncertainty with making Estimates of the Impact of those Decisions. 2] "Evaluating Risk: A revisit of the Scales, Measurement Theory, and Statistical Analysis Controversy," J. Solomon, Daniel Vallero, and Kathryn Benson, International Reliability and Maintenance Symposium , 2017. [3]
There is always lots of complaining about the biases introduced into managing projects and making the estimates needed to make project decisions. Andersson, Journal of Risk and Uncertainty , 54(1), June 2017. [3] In Kahnemann's Thinking Fast and Slow there are three biases. †. Buhl, Transport Reviews, 24, 1, 3-18. [2] Kirchler, D.
Functions Associated with Projects A system for value delivery encompasses a range of knowledge areas associated with the project lifecycle, including initiating, planning, executing, and closing (PMBOK, 2017). Organizations can optimize project performance and outcomes by integrating these functions into a cohesive framework.
” Eli Schragenheim The lesson is: when you ask for a clear one-number estimation, without defining the level of common and expected uncertainty, then you either might face big surprises or face frequent occurrences, where the project/mission finished exactly on time. 5] Once in Red, Always in Red , Albert Ponsteen (2017). [6]
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.
” Eli Schragenheim The lesson is: when you ask for a clear one-number estimation, without defining the level of common and expected uncertainty, then you either might face big surprises or face frequent occurrences, where the project/mission finished exactly on time. 5] Once in Red, Always in Red , Albert Ponsteen (2017). [6]
There is always lots of complaining about the biases introduced into managing projects and making the estimates needed to make project decisions. Andersson, Journal of Risk and Uncertainty , 54(1), June 2017. [3] In Kahnemann's Thinking Fast and Slow there are three biases. †. Buhl, Transport Reviews, 24, 1, 3-18. [2] Kirchler, D.
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. This is the basis of Earned Value Management.
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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