This site uses cookies to improve your experience. To help us insure we adhere to various privacy regulations, please select your country/region of residence. If you do not select a country, we will assume you are from the United States. Select your Cookie Settings or view our Privacy Policy and Terms of Use.
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Used for the proper function of the website
Used for monitoring website traffic and interactions
Cookie Settings
Cookies and similar technologies are used on this website for proper function of the website, for tracking performance analytics and for marketing purposes. We and some of our third-party providers may use cookie data for various purposes. Please review the cookie settings below and choose your preference.
Strictly Necessary: Used for the proper function of the website
Performance/Analytics: Used for monitoring website traffic and interactions
I work in the Software Intensive System of Systems domains in Aerospace, Defense, Enterprise IT (both commercial and government) applying Agile, Earned Value Management, Productive Statistical Estimating (both parametric and Monte Carlo), Risk Management, and Root Cause Analysis with a variety of capabilities. Department of Energy.
Gap can also exist for performance improvement expectations such as: Reduction in risk by a certain percentage, cost, or time. Improvement in estimating accuracy by a certain percentage or dollar value. As an example, the aerospace division of a Fortune 500 company benchmarked against their competitors.
The origins of this paper came about at a recent JSCC meeting here in Boulder, with local Aerospace contractors, the DCMA (Defense Contract Management Agency) and several government agencies (NRO and NASA). And to make those risk-informed decisions in the presence of reducible and irreducible uncertainty we need to ESTIMATE.
Unrealistic performance expectations missing Measures of Effectiveness and Measures of Performance. Unrealistic Cost and Schedule estimates based on inadequate risk adjusted growth models. Before diving into the details of these, let me address another issue that has come up around project success and estimates.
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.
The Vice President of Project Management Capabilities at an aerospace company urges project managers to be intentional. The business case estimates the projects costs and benefits. The completion date was moved out to incorporate the realistic estimates. As Peter Drucker said, What gets measured gets done.
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. In our aerospace and defense business - not so much.
We organize all of the trending information in your field so you don't have to. Join 100,000+ users and stay up to date on the latest articles your peers are reading.
You know about us, now we want to get to know you!
Let's personalize your content
Let's get even more personalized
We recognize your account from another site in our network, please click 'Send Email' below to continue with verifying your account and setting a password.
Let's personalize your content