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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. It talks about measuring and monitoring velocity during an iteration too. Agile Estimating and Planning by Mike Cohn.
Please find below a transcription of the audio portion of Fletcher Hearn’s session, Project PerformanceMeasurement – Part 1: Overview Of Project PerformanceMeasurements, being provided by MPUG for the convenience of our members. Kyle: Hello, and welcome to part one of MPUGs Project PerformanceMeasurement course.
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.
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.
Project Governance. Integrated Master Plan: The Foundation of Program Success , College of Performance Management, May 21, 2014. The Nine "I's" of Program Success ," College of Performance Management. Project Performance Management. Building a Credible PerformanceMeasurement Baseline. Project Breathalyzer.
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.
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.
What is an estimate? An estimate as a noun is an approximate calculation or judgment of the value, number, quantity, or extent of something. An estimate as a verb is to roughly calculate or judge the value, number, quantity, or extent of. But those estimates, nouns, and verbs themselves's have other attributes.
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.
Technical PerformanceMeasures (#TPM). Cost, Schedule, and Technical Performance Management (#CSTPM). Governance (#Governance). Managing Government Grant Projects at Arizona Public Service - APS management process for Department of Energy grant for algae CO2 capture project. Project Performance Management.
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.
I work in a domain where the CoU is baked into the Integrated Program Performance Management (IPPM) processes flowed down from the buyer, in this case, the Federal Government. The CoU paradigm defines the needed reduction in uncertainty is some performance metric. This can be the confidence in the estimate for any variable.
For software, this can be value produced (assuming we have a unit of measure for that value in the for of effectiveness, performance, key performance parameters, or technical performancemeasures ). It can be the cost, schedule, and technical performancemeasures of the software project. https://goo.gl/DP6Jw
The only answer to that is a measure of Physical Percent Complete (P%C). P%C starts with defining the Measures of Performance and Technical PerformanceMeasures for each deliverable as a function of time. These measures are supported by Quantifiable Backup Data. What is your actual condition? .
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. We play this role in ERP acquisitions for commercial and government clients .
Measures of Performance - are performancemeasures that characterize physical or functional attributes relating to the system operation, measured or estimated under specific conditions. Measures of Performance. The Technical PerformanceMeasures. The decision. Related articles.
Measures of Performance (MOP) – characterize physical or functional attributes relating to the system operation, measured or estimated under specific conditions. These measures are attributes that assure the system has the capability and capacity to perform.
We're working on a White Paper for the Joint Space Cost Council which is an organization composed of government (NRO, NASA, USAF, and others) and industry representatives with an interest in space. And to make those risk-informed decisions in the presence of reducible and irreducible uncertainty we need to ESTIMATE. Cost Impacts.
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.
Determination of physical percent complete is rooted in performancemeasurement, the comparison of actual performance against an integrated baseline plan consisting of integrated cost, schedule, and technical goals. Earned Value Management (EVM) often anchors such a performancemeasurement system in DoD programs.
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.
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. Identification of governance and leadership effectiveness. Cost savings of a certain percentage or dollar value.
Supporting artifacts such as the WBS, WBS Dictionary, Basis of Estimates (BOE), and the Systems Engineering Management Plan (SEMP) are available to help define the scope of the work to be performed and especially the entrance and exit criteria for key program Events. Validating Information with Cross References.
In Earned Value Management paradigm, progress is always measured as physical percent complete. This physical percent complete is measured as compliance with the Technical PerformanceMeasures of the outcomes of the work efforts, that consume the budget for that work. The Measures of Performance are.
Discover the importance of organizational governance systems, delve into essential project-associated functions, learn how to navigate the project environment, and ensure you are communicating and building relationships with internal and external stakeholders.
These charts are an extract from the book Performance-Based Project Management: Increasing the Probability of Project Success and the abstracted training materials Handbook. How to Avoid the "Yesterday's Weather" Estimating Problem. Related articles. Doing the Math. Hope is not a Strategy. Complex, Complexity, Complicated.
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.
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.
It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth. This is used in support of the fallacy that estimates aren't needed to make decisions in the presence of uncertanty. Technical PerformanceMeasures. Why Guessing is not Estimating and Estimating is not Guessing.
What are the “units of measure” for this increasing maturity? The answers to each of these questions require making estimates in the presence of uncertainty. No Point Estimate of Cost or Duration can be Correct. A common distribution of probabilistic estimates for cost and schedule random variables is the Triangle Distribution.
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.
Measures of Effectiveness, Measures of Performance, Technical PerformanceMeasures, and Key Performance Parameters are the units of measure meaningful to the decision makers. Cost, Schedule, and these measures are tightly interconnected. No not to exceed budgets. Sage and Christopher D.
The test of the hypothesis for projects are the Measures of Effectiveness, Measures of Performance, Key Performance Parameters, and techTechnicalformance Measures used to assess progress to plan for the project. Estimating how much is the starting point. Estimating is part of risk management.
These frameworks involve the use of statistical techniques, probability theory, and mathematical formulas to estimate the likelihood and impact of risks, calculate expected values, and determine risk exposure. It provides a set of control objectives, best practices, and management guidelines for effective risk management and IT governance.
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.
So before listening to any conjecture about how agile should be done or not done - establish a context, a domain, a business and technical process, the external and internal business, technical, and financial governance process.
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).
” 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.
The Cone is a project management framework describing the uncertainty aspects of estimates or any other project attribute (in this post, cost, schedule, and technical performance parameters). This is a closed loop control system for managing the program with a T echnical PerformanceMeasure (TPM). Related articles.
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.
The principles of microeconomics of decision making in the presence of uncertainty mandates you make estimates of how to achieve that Value in terms of cost and schedule, those three (and all) variables are random variables, usually driven by a stochastic process. There's a popular notion in Agile that says Focus on Value.
Measures of Effectiveness, Measures of Performance, Technical PerformanceMeasures, and Key Performance Parameters are the units of measure meaningful to the decision makers. Cost, Schedule, and these measures are tightly interconnected. No not to exceed budgets. Sage and Christopher D.
” 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.
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