Remove Aerospace Remove Budget Remove Governance Remove Performance Measurement

Project Management, Performance Measures, and Statistical Decision Making

Herding Cats

There is a current rash of suggestions on how to improve the performance of software projects. 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. Figure 1 - Planned Estimates versus Actual Performance from [1].

The Problems with Schedules

Herding Cats

Unrealistic performance expectations missing Measures of Effectiveness and Measures of Performance. There is a common chart used to show poor performance of projects that compares Ideal project performance with the Actual project performance. Here's how we think about cost, schedule, and technical performance modeling. †. Unrealistic performance expectations missing Measures of Effectiveness and Measures of Performance.

2016 42

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]. 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]. Aerospace/.

2015 49