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For example, an estimate is the obvious output of the estimating process, so estimates aren’t mentioned again as a separate project artifact. Here are some examples: Budget Milestone schedule Scope baseline Performancemeasurement baseline. We create baselines throughout the project. Visual data and information.
For 6 months, I planned and coordinated the induction, training, and performancemeasurement of all my team and new hires. Still, I think it has been improving enormously since it first presented itself as a challenge. Rachel Mata. When I was 23, I was hired as the supervisor of a medical care startup company in Caracas.
Budget: Associate cost with individual tasks for more accurate budget estimation and generation. Control and Performance: Analyze and control cost and performance, updating existing plans as actual against planned data changes, provide what-if scenarios for the project manager.
For example, an estimate is the obvious output of the estimating process, so estimates aren’t mentioned again as a separate project artifact. Here are some examples: Budget baseline Milestone schedule Scope baseline Performancemeasurement baseline. Baselines We create baselines throughout the project.
Unengaging presentations at Sprint Reviews hinder progress. Misaligned Metrics and Reporting The “Misaligned Metrics and Reporting” anti-patterns category refers to the inconsistencies, errors, and misalignments in metrics, performancemeasures, planning, and reporting when applying Scrum. Unrealistic sales promises.
Plus, authors tend to have a different way of presenting information, so if you couldn’t grasp the basics from your training, you’ll get a different take on the topic from a deep dive into the topic from a book. 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.
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.
You will need to outline the estimated costs to be incurred as part of that transformation as well as the estimated annual benefits and savings expected to be realized from your transformation effort. . Return on Investment or ROI is a performancemeasure used to evaluate the efficiency of an investment. Payback Period.
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.
Here are my collected works, presentations, briefings, journal papers, articles, white papers, and essays, used to increase the Probability of Project Success (PoPS) I've developed and applied over my career in the software-intensive system of systems domain. Presentations and Briefings. Project Performance Management.
Schedule Baseline as a Performance Baseline Component . It’s a component of a performancemeasurement baseline that consists of scope, schedule, and cost baselines and is included into a project plan. This information can be used to improve project time estimates in the future. . Project scheduling . Gantt Chart.
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.
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. NASA Cost Estimating Handbook.
The activities are then sequenced, and the duration required for each activity is estimated. Cost : A cost management strategy is first made, after which the cost for each work package is estimated. The estimates are then summed up, and some reserves are added to it to create the project budget. Monitor Communications .
Here's a collection of presentations, briefings, papers, essays, book content used to increase the Probability of Project Success (PoPS) I've written and applied over my career in the software-intensive system of systems and other domains. Business, Technical, Systems, Risk, and Project Management Briefings and Presentations.
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.
Activity Duration Estimates Review . is a process of detecting risks related to the time allowances for activities in particular or a project in general, with the width of estimates range indicating a respective level of risk. Analogous Estimating . Bottom-Up Estimating . Bottom-Up EAC (estimate at completion) Method .
Activity Duration Estimates Review . is a process of detecting risks related to the time allowances for activities in particular or a project in general, with the width of estimates range indicating a respective level of risk. Analogous Estimating . Bottom-Up Estimating . Bottom-Up EAC (estimate at completion) Method .
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). 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.
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.
Both must be present to make informed decisions. As random variables, both need estimates to make informed decisions. A target Value must be measured in units meaningful to the decision makers. A common assertion in the Agile community is we focus on Value over Cost. Both are equally needed. Both are random variables.
In the initiation phase of the project, a PMIS can be helpful in: Establishing a preliminary project budget including cost and resource estimates. Organizing project information and generating necessary reports for presenting to the key project stakeholders. Outlining the project scope and preparing bids. Project planning phase.
I’ll hand the presentation over to you. Let me find out where I’m presenting from. 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. Jeff: Fantastic.
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. Why Guessing is not Estimating and Estimating is not Guessing.
” 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.
” 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.
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. Assessment of present value indicates the importance of continuous learning.
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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