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Today I’m interviewing Rachel Mata , Lead Project Manager at Edu-tech company Instructor Brandon. For 6 months, I planned and coordinated the induction, training, and performancemeasurement of all my team and new hires. Rachel, how did you get into project management? It came to me from nowhere. I started working at age 16.
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. Am I getting.
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.
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.
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. GERT stands for ‘Graphical Evaluation and Review Technique’.
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.
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.
Done means coded to standards, reviewed, implemented with unit Test-Driven Development (TDD), tested with 100 percent test automation, integrated and documented. These Measures have Little meaning to the Decision Makers. These are attributes to assure the system has the capability and capacity to perform. And many more.
Cost is measured in dollars and schedule is measured in time. Technicalperformance is likewise difficult to integrate with either cost or schedule because its units of measure vary with the subject matter. What does done look like for entry/exit into the technicalreview? How do you know all this?
The Cone of Uncertainty as a TechnicalPerformanceMeasure. 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 is the framework for improving the needed performance of the project. Measure of Effectiveness.
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 TechnicalPerformanceMeasures.
Brown and his book The Handbooks of Program Management: How to Facilitate Project Success with Optimal Program Management and my review of the same book. One relative measure used in our space and defense domain of technical maturity is the Technical Readiness Level. . There are nine technology readiness levels.
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. Were there: Measures of Effectiveness. Measures of Performance.
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. Research clearly shows the root causes of most software projects cost and schedule overruns and technical shortfalls comes from poor risk management.
Risk can be the potential consequence of a specific outcome that affects the system's ability to meet cost, schedule, and/or technical objectives. For the program manager, there are three risk categories that must be identified and handled: Technical ? Why Guessing is not Estimating and Estimating is not Guessing.
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.
The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technicalperformance parameters). This is due to many reasons. Unanticipated technical issues with alternative plans and solutions to maintain effectiveness.
The Cone is a project management framework describing the uncertainty aspects of estimates or any other project attribute (in this post, cost, schedule, and technicalperformance parameters). This is due to many reasons, one is levels of uncertainty early in the project. Estimating Probabilistic Outcomes?
The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technicalperformance parameters). This is due to many reasons. Unanticipated technical issues with alternative plans and solutions to maintain effectiveness.
The Cone is a project management framework describing the uncertainty aspects of estimates (cost and schedule) and other project attributes (cost, schedule, and technicalperformance parameters). This is due to many reasons. Unanticipated technical issues with alternative plans and solutions to maintain effectiveness.
Activity Duration EstimatesReview . 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 . Activity Attributes . Activity List .
Activity Duration EstimatesReview . 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 . Activity Attributes . Activity List .
Businesses must adapt to technological advancements and market changes to maintain relevance and keep customers satisfied. You can think of BPR as a business management strategy that intently focuses on revealing and eliminating all organizational weaknesses, using modern technology to cut costs and improve efficiency.
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.
Unrealistic performance expectations missing Measures of Effectiveness and Measures of Performance. Unrealistic Cost and Schedule estimates based on inadequate risk adjusted growth models. Unanticipated Technical issues with alternative plans and solutions to maintain effectiveness. Just the estimate.
Most IMPs in development programs include Events for major design reviews such as PDR or CDR. The IMP shows the Accomplishments and the measures of Accomplishments that are essential to get through a design review. If the organization is restructured or the WBS is changed, review the IMP and update it accordingly.
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.
This includes organizational culture, industry dynamics, regulatory requirements, technological advancements, and market trends. With the rise of better technology, generative AI, for example, organizational objectives are put into the spotlight. Will they adapt to the technological changes or become obsolete?
There is always lots of complaining about the biases introduced into managing projects and making the estimates needed to make project decisions. Buhl, Transport Reviews, 24, 1, 3-18. [2] Acosta, and Angel Garcia Crespo, Behavior and Information Technology, 32(11):1?9, Flyvbjerg, H. Skamris & S. Kirchler, D. Andersson, C.
Organizations of all sizes and industries are relying on technology to drive their operations and deliver services. These controls can include technical and administrative measures such as policies and procedures. The importance of risk management in IT cannot be overstated.
” 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.
There is always lots of complaining about the biases introduced into managing projects and making the estimates needed to make project decisions. Buhl, Transport Reviews, 24, 1, 3-18. [2] Acosta, and Angel Garcia Crespo, Behavior and Information Technology, 32(11):1?9, Flyvbjerg, H. Skamris & S. Kirchler, D. Andersson, C.
You may wish to use this transcript for the purposes of self-paced learning, searching for specific information, and/or performing a quick review of webinar content. When that one is going to wait two days before the assignments due to just say, hey, why don’t we change this to that? The planning performance domain, right?
Features like time tracking, reporting, and performancemeasurement are incredibly helpful if efficiency is your main concern – but they’re not available in all project schedulers, and are rarely available on any low-tier plans. Getapp review. Collaboration.
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