Remove 2010 Remove Estimate Remove Performance Measurement Remove Process

A Compendium of Works to Increase the Probability of Project Success

Herding Cats

Managment Processes. 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.

2003 59

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). Those units always start with Measures of Effectiveness and Measures of Performance.

2003 45

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Cone of Uncertainty - Revisited

Herding Cats

We're writing two chapters in an upcoming Project Management Book, with a working title, The Gower Handbook of Project Performance for Agile, Waterfall and Everything in Between , edited by Mark Phillips.

2012 37

Decision Analysis - Ordinal and Cardinal Measures

Herding Cats

This method is the Analytic Hierarchy Process (AHP). AHP is based on the principle that all measurements are relative. Using this method, the performance, cost, time, and risks of alternatives can be articulated as ratios that can then be compared with one another.

2018 53

Risk Management is How Adults Manage Projects

Herding Cats

All making things smaller dos is show that you're late, over budget, and what you're building (Technical Performance Measures) doesn't work faster. But when some statement is made about risk, estimating, performance modeling, or the like - always ask for references.

2003 49

Managing in Presence of Uncertainty

Herding Cats

The uncertainty is always there, it doesn't go away with specific actions in specific domains, or with the use of any tools, processes, or practices. Do we have measures of Effectiveness, Performance, all the .ilities. We need a formal risk management process.

Cone of Uncertainty - Part Cinq

Herding Cats

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). The Cone is NOT the result of the project's past performance.

2017 43

Why Johnny Can't Do The Math

Herding Cats

One of the #Noestimates advocates has now discovered a phrase: Estimates are non-ergodic. All business microeconomics decision processes focus on Value, but along with that is the equal focus on the Cost to produce that Value. Non-Ergodic processes don't possess this property.

What Is Risk?

Herding Cats

ISO 31000:2009, ISO 17666:2016 and ISO 11231:2010 Risk is Uncertainty that Matters. risks that may prevent the end item from performing as intended or not meeting performance expectations. Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters describe the measures of these expectations. risks that affect the cost and schedule measures of the program.

Cone of Uncertainty - Part Cinq (Updated)

Herding Cats

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.

2017 40

Cone of Uncertainty - Part Trois

Herding Cats

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). The Cone is NOT the result of the project's past performance.

2007 36

Deconstructing The Cone of Uncertainty

Herding Cats

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. Landmark’s measure of success over these three years had much more to do with customer satisfaction and market share than with meeting knowingly aggressive targets.

2007 37

Complete Collection of Project Management Statistics 2015

Wrike

80% of “high-performing” projects are led by a certified project manager. [4]. 89% of high-performing organizations value project management, 81% actively engage sponsors, 57% align projects with business strategy. [6]. How Project Success is Measured: 20% — Satisfied stakeholders.

2015 64