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].

Modeling the Future is the Basis of Project Success

Herding Cats

The model of the project or program tells us what the cost, schedule, and performance - Effectiveness and Performance - Need to be for the project to be a success. Past performance data or the Model of the needed Future performance of the project? . Performance Analysis and Prediction . Performance of cost, schedule, and technical outcomes are primary measures of success for the future outcomes of projects. There's a notion going around that. “I

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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. Do we have measures of Effectiveness, Performance, all the .ilities. Is each of these measures being met for the planned cost at the planned time? .

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.

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Complete Collection of Project Management Statistics 2015


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/.

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