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For 6 months, I planned and coordinated the induction, training, and performancemeasurement of all my team and new hires. That will bring you SOOO much internal gratification that will definitely be worth the hard work and effort. Rachel Mata. Read, try, analyze, and try again. Never stop innovating. Google everything.
The cost performance shows if the project is effectively staying on budget or not. The project budget is only our best estimate of what it will cost. Therefore, tracking the project’s cost performance as expenses change over its life cycle is an essential part of project management. Below is a short definition of each.
Definition of Velocity. Let's start with a definition of velocity within the context of Scrum. Please note that this is a 'Derek Definition' and not an official Scrum definition. Please note that this is a 'Derek Definition' and not an official Scrum definition. Velocity is a useful measure.
Robert Wysocki came up with my favourite definition of what project management is, that I use in most of my training courses. Chapter 5 covers the agile project management model and then the rest of the book covers the process and project lifecycle in detail, with chapters on governance, scaling and performancemeasurement.
Measuring progress must be in units meaningful to the decision maker. For any system, estimates of future life-cycle costs are subject to varying degrees of uncertainty. This bounding of the cost estimate may be attempted through sensitivity analyses or through a formal quantitative risk analysis.
Benchmarking Identifying a project performance indicator or practice, then assessing it against industry standards or best practices. Bottom-up Estimating A project estimation technique that leverages tactical-level team members/subject matter experts (SMEs) to break down tasks into smaller components to create a more accurate estimate.
Please find below a transcription of the audio portion of Fletcher Hearn’s session, Project PerformanceMeasurement – Part 2: What to Measure and How to Report, being provided by MPUG for the convenience of our members. Kyle: And welcome to Part 2 of MPUG’s Project PerformanceMeasurement course.
It refers to any prediction or estimation made on a project’s status, including how it will unfold in the future. The shortest time estimated to complete a specific project task or activity is known as optimistic duration. PerformanceMeasurement Baseline. It is an estimation technique based on an expert consensus.
I work in a domain where estimates are made every single week. Estimate to Complete (ETC), Estimate at Completion (EAC), Estimated Completion Date (ECD) are the life blood of our software intensive system of systems programs. This, of course, is nonsense, since estimates are about the past, present, and future.
There's a recent post titled Four Fallacious Reasons to Estimate. It lists the usual suspects for why those spending the money think they don't have to estimate how much they plan to spend when they'll be done producing the value they've been assigned to produce for that expenditure. Let's look at each one in more detail.
The common definition of the Definition of Done in agile software development is (mostly from the Scrum Alliance and other official Scrum sites): A simple list of activities (coding, comments, unit testing, integration, release notes, design documents, etc.) These Measures have Little meaning to the Decision Makers.
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 units of measure of Value have several different names. Let's look at the measures for the Product or Service independently from its application in the business or fulfillment of the Mission. Here are definitions from "Technical Measurement," INCOSE-TP-2005-020-10. Measures of Performance.
The Cone of Uncertainty as a Technical PerformanceMeasure. Of late, Cone of Uncertainty has become the mantra of No Estimates advocates claiming that data is needed BEFORE the Cone is of any use. The Cone of Uncertainty as a Technical PerformanceMeasure. Measure of Effectiveness. Measure of Performance.
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.
I've seen estimates abused by bad managers, so let's NOT estimate and that will fix the behavior of Bad Managers." While the human behaviors are real and observable, conjecturing that decisions can be made in the presence of uncertainty without estimating the outcome of those decisions, there is no principle to support that conjecture.
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.
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 ?
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. Third, there is no uniform definition of success on a project. Cost savings of a certain percentage or dollar value.
And to make those risk-informed decisions in the presence of reducible and irreducible uncertainty we need to ESTIMATE. Definitive Descriptions of System Deliverables. Top Four Sources of Unfavorable Program Performance. Unrealistic Performance Expectations. Unrealistic Cost and Schedule Estimates.
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.
On the other hand, it’s quite difficult to retain all the definitions in memory and a good PM dictionary would be a lifesaver. . Activity Duration Estimates Review . Analogous Estimating . is a process of examining and determining risks of project failure as a result of improper assumption estimation. Activity List .
On the other hand, it’s quite difficult to retain all the definitions in memory and a good PM dictionary would be a lifesaver. . Activity Duration Estimates Review . Analogous Estimating . is a process of examining and determining risks of project failure as a result of improper assumption estimation. Activity List .
Actual dates are different from planned or estimated dates. Actual Effort: The actual effort spent to complete the activity, as opposed to the planned or estimated effort. Actual Expenditure: The actual expenditure spent to complete the activity, as opposed to the planned or estimated expenditure.
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). Here's a simple definition of the Cone of Uncertainty: . There can be cost and schedule performancemeasures as well.
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.
To measure effectiveness, you need three things: quantitative data about performancemeasurements, qualitative data about stakeholder satisfaction with outcomes achieved (or dissatisfaction), and information on contextual factors affecting success or failure. What happens during the execution phase?
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). Here's a simple definition of the Cone of Uncertainty: . Estimates are needed but are subject to large level of 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. Let's start with a definition.
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). Here's a simple definition of the Cone of Uncertainty: . There can be cost and schedule performancemeasures as well.
The IMP should provide sufficient definition to track the step-by-step completion of the required Accomplishments for each event and to demonstrate satisfaction of the completion Criteria for each Accomplishment. Action verbs and their definitions are a hedge against conflicts and confusion in the execution of the program.
The ordinal risk values are then combined with additive weighting or by multiplication to compute an aggregate measure of overall risk. [1]. The Core Issue with Ordinal Measures . First some definitions and a prior post on The Story Point Problem. A Cardinal number says how many of something there is. And of course.
The emphasis os Systems Management is on organizational skills, processes, and persistence Process definition and control are essential to effective, efficient, and consistent implementation. Without knowing what Done Looks Like, in units of Measures of Effectiveness and Measures of Performance.
Cohesion is the measure of how well module fits together. This might be the actual definition of Independent fro the User Story. In the presence of uncertainty, estimates is needed to make decisions. A cohesive component should implement a single logical function or single logical entity. harder to understand and not reusable.
Cohesion is the measure of how well module fits together. This might be the actual definition of Independent fro the User Story. In the presence of uncertainty, estimates is needed to make decisions. A cohesive component should implement a single logical function or single logical entity. harder to understand and not reusable.
Cost Management: Focuses on the estimation, budgeting, and regulation of project costs throughout the project lifecycle, ensuring adherence to budgetary constraints while optimizing value creation for stakeholders.
In addition to that, as well as the PMI standards plus to lead the way for the immediate processes, the techniques when it comes to things like estimating or requirements management and things along those lines. Then they talk about interactions with other performance domains. It’ll definitely point the reference to those.
By Alan Zucker January 29, 2025 Earned Work Management is a lightweight, approach-agnostic project performancemeasurement system that supports Waterfall, Scrum, and Kanban. This allows organizations employing different project approaches to measure project portfolio performance consistently.
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