Remove Aerospace Remove Budget Remove Estimate Remove Performance Measurement
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Project Management, Performance Measures, and Statistical Decision Making

Herding Cats

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. Department of Energy.

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Modeling the Future is the Basis of Project Success

Herding Cats

For approaches that have been implemented on existing systems, obtaining such understanding may require measurement and analysis. For scenarios where the project under consideration does not yet exist, performance prediction using analytical modeling or simulation is necessary. In our aerospace and defense business - not so much.

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Managing in Presence of Uncertainty

Herding Cats

This is an immutable principle that impacts planning, execution, performance measures, decision making, risk, budgeting, and overall business and technical management of the project and the business funding the project no matter the domain, context, technology or any methods. Abstracted from [3].

2010 28
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The Problems with Schedules

Herding Cats

Unrealistic performance expectations missing Measures of Effectiveness and Measures of Performance. Unrealistic Cost and Schedule estimates based on inadequate risk adjusted growth models. Before diving into the details of these, let me address another issue that has come up around project success and estimates.

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Complete Collection of Project Management Statistics 2015

Wrike

Organizations that use a methodology: 38% meet budget. VS. Organizations that don’t use a methodology: 31% meet budget. More than 90% of organizations perform some type of project postmortem or closeout retrospective. [9]. How Project Success is Measured: 20% — Satisfied stakeholders. 18% — Delivered within budget.

2015 60