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A Compendium of Works to Increase the Probability of Project Success

Herding Cats

Managment Processes. 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. Forming, Storming, Norming, Performing, and Adjourning. Project Performance Management.

2003 54
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Compendium of Works to Increase Probability of Project Success

Herding Cats

Management Processes (#MP). Project Performance Management (#PPM). Technical Performance Measures (#TPM). Cost, Schedule, and Technical Performance Management (#CSTPM). Cost, Schedule, and Technical Performance Management (#CSTPM). Governance (#Governance). Management Processes.

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Complete Collection of Project Management Statistics 2015

Wrike

Having a knowledge transfer process in place boosts the chance of project success by over 20%. [6]. More than 90% of organizations perform some type of project postmortem or closeout retrospective. [9]. Most Popular Agile Tools and Processes: Scrum – 43%. Government – Federal. Government – City/State/Local.

2015 60
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What's Missing from the Agile Software Development Paradigm

Herding Cats

The elements include all hardware, software, equipment, facilities, personnel, processes, and procedures needed for this purpose; that is, all things required to produce system-level results. The results include system-level qualities, properties, characteristics, functions, behavior, and performance. References . [1] 81-100, 2009. [4]

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Start with Principles, Not Personal Anecdotes

Herding Cats

The "bad management" is itself a symptom of untrained, inexperienced, unskilled decision making processes in the presence of uncertainty. . An Estimate is a value inferred for a population of values based on data collected from a sample of data from that population or generated from a model of the process being estimated.

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The Problems with Schedules

Herding Cats

Don't ever make suggestions to make changes to the processes without first finding the root cause of why the actual performance has a variance with the planned performance. So what's the summary so far: All project work is probabilistic, driven by the underlying uncertainty of many processes. . Related articles.