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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.
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. This book is a deep dive into how to write effective user stories but it’s also far more than that. Buy on Amazon.
Misaligned Incentives : Tying management incentives to traditional performancemeasures incompatible with Scrum or agile principles. Implement Agile Governance : Create agile governance structures that support rapid decision-making, prioritization, and resource allocation based on the evolving needs of the project and organization.
Having tracking or monitoring software for remote team/employee management, software for performancemeasurement, remote collaboration tools, and cloud-based systems are some of the best types of technology used to increase employee productivity. . Read More: How to Create an Internal Knowledge Base.
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.
Technical PerformanceMeasures (#TPM). Cost, Schedule, and Technical Performance Management (#CSTPM). Governance (#Governance). Managing projects in the presence of uncertainty means making decisions about cost, schedule, and technical performance all risk-adjusted , from the uncertainties that create risk.
There is a current rash of suggestions on how to improve the performance of software projects. Each of these, while well meaning, are missing the means to confirm their credibility.
In this article, you’ll learn how to document your business processes, and why this documentation is important for driving your sustainability agenda. How to document your business processes? Once a current performancemeasure has been determined, you can define your ideal situation based on meeting or surpassing standard requirements.
We can't talk about estimates or estimate, without also talking about the precision and accuracy of the estimate (the noun) after we have performed the estimate (the verb). . What is an estimate? An estimate as a noun is an approximate calculation or judgment of the value, number, quantity, or extent of something.
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.
One company spokesperson commented: “We must have spent at least $1 million over the last several years developing an extensive template on how to evaluate the risks associated with transitioning a project from engineering to manufacturing. Identification of governance and leadership effectiveness. Step 5: Implementation of Changes.
Prerequisites for portfolio management In the first article, Steve Butler delves into portfolio governance. The primary goal of governance in portfolio management is to ensure that processes are established to define, align, authorize, and control portfolio elements, while also supporting overall governance decision-making activities.
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.
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 publications tell us what ought to be done and why we ought to do it, but rarely if ever describe how to do it. . 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.
Systems engineering is an interdisciplinary field of engineering and engineering management that focuses on how to design and manage complex systems over their life cycles. In Earned Value Management paradigm, progress is always measured as physical percent complete. Technical PerformanceMeasures.
There is always lots of complaining about the biases introduced into managing projects and making the estimates needed to make project decisions. In Kahnemann's Thinking Fast and Slow there are three biases. †.
Much has been written about the sources of risk and how to Manage in the Presence of Uncertainty (This briefing describes how risk is managed for each element of the Integrated Master Plan). . Task narratives are often included when the government provides a Statement of Objectives rather than a more precise SOW.
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. The topic was how can we start getting back to First Principles needed to increase the probability of success? All the easy stuff.
The Cone of Uncertainty as a Technical PerformanceMeasure. The Cone of Uncertainty as a Technical PerformanceMeasure. Technical PerformanceMeasures are one of four measures describing how a project is making progress to plan. Measure of Effectiveness. Measure of Performance.
No matter the approach, success comes to those with skill and daring and a bounding framework. † There are two schools of thought on how to improve the execution of teams. Get the best people (A players), put them on the toughest problems and incent them to perform. [3] Continuous performance assessment by measuring the right thing.
This all about me approach to spending other people's money creates barriers to addressing the Root Cause of project difficulties and most importantly inhibits open - free and frank - discussion of how to Increase the Probability of Project Success. This notion shows that governance is not considered a requirement for the business.
There is always lots of complaining about the biases introduced into managing projects and making the estimates needed to make project decisions. In Kahnemann's Thinking Fast and Slow there are three biases. †.
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 ?
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.
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 Deadlines. No not to exceed budgets.
When actual measures of cost, schedule, and technical performance are outside the planned cone of uncertainty, corrective actions must be taken to move those uncertanties inside the cone of uncertanty, if the project is going to meet it's cost, schedule, and technical performance goals. .
The 2008 mortgage crisis for example (although many did an made lots of money), the government didn't. If they are, it's only because those working at the firm are clueless as to why they're there, what theyre supposed to be doing, and how to do it. They then deserve to be impacted by a Black Swan and go out of business.
The Measures that are modeled in the Cone of Uncertainty are the Quantitative basis of a control process that establishes the goal for the performancemeasures. This is a closed loop control system for managing the program with a T echnical PerformanceMeasure (TPM).
’ And he replied, ‘OK, this is what I wanted to know’ ” Eli Schragenheim This paradigm shifts our perspective on how to approach uncertainty. Historical performancemeasured in Epicflow Conclusion While time buffers are valuable tools, their utility is severely compromised if capacity buffers are ignored.
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 Deadlines. No not to exceed budgets.
’ And he replied, ‘OK, this is what I wanted to know’ ” Eli Schragenheim This paradigm shifts our perspective on how to approach uncertainty. Historical performancemeasured in Epicflow Conclusion While time buffers are valuable tools, their utility is severely compromised if capacity buffers are ignored.
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.
The economic problem of society is thus not merely a problem of how to allocate "given" resources-if "given" is taken to mean given to a single mind which deliberately solves the problem set by these "data." First some questions: Is the economic data for the project available in a single mind? probably not.
Risk management is concerned with the outcome of future events, whose exact outcome is unknown, and with how to deal with these uncertainties. For risks that are beyond the vision of the project team a properly implemented risk management process can also rapidly quantify the risks impact and provide sound plans for mitigating its effect.
Unrealistic performance expectations missing Measures of Effectiveness and Measures of Performance. Defining the Measures of Performance, the resulting Measures of Effectiveness, and the Technical PerformanceMeasures of the resulting project outcomes is a critical success factor.
Meaning to say creating value, organizational governance and systems, functions associated with projects, the project environment, and product management considerations all provide the context for how project management could be conducted. Ultimately, how to tailor. And what are those dots? Optimizing the value delivered.
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