Project Controls are Management Actions, either preplanned to achieve the desired result, or taken as a corrective measure prompted by the monitoring process. In the Project Controls paradigm, Value is a measurable attribute of the project controls process - a Closed Loop Control measure. MORE

As recipient of the delegation you have a duty to: Confirm the performance criteria are mutually understood and agreed. Be Clear on Requirements and Confirm Performance Criteria. Requirements matched to agreed performance measurement criteria are a pair (or the same thing stated twice). MORE

Companies are often organized into departments of distinct, specialized skills and performance measurement programs emphasize the individual instead of teams. Agile delivery flourishes when you have long lived teams of generalizing specialists who collaborate closely. MORE

There are several partitions of this information that are common in building the Performance Measurement Baseline (PMB). A value that is close enough to the right answer, developed with some thought or calculation. I work in a domain where estimates are made every single week. MORE

and the connections between each Process are made to form a Closed Loop control systems needed to manage any project. These charts are an extract from the book Performance-Based Project Management: Increasing the Probability of Project Success and the abstracted training materials Handbook. MORE

These Measures have Little meaning to the Decision Makers. Do those capabilities meet the Measures of Performance that characterize physical or functional attributes relating to the system operation, measured or estimated under specific conditions? Close Loop Thinking. MORE

Transparent – Comprehensible display of what needs to be done and how completion is measured. It is essential that the IMP represent the work that must be performed. The IMP shows the Accomplishments and the measures of Accomplishments that are essential to get through a design review. MORE

The goal of every program manager is to have a set of practices that connect all the programmatic planning, risk, and performance information in a single unified view needed to support the decisions that increase the probability of success of any project or program. MORE

“Dear Elizabeth: I want to get better at measuring the success (or failure) of my projects. And how can I use these metrics to improve project performance?”. These measures will give you some interesting management information and might help you manage the team. MORE

In the project domain, an estimate is a calculated approximation of some desired measurement. Here's an extract from "Chapter 8: Human Behavior and Complexity," Terry Cooke-Davies, in Aspects of Complexity: Managing Projects in a Complex World. MORE

The Cone is a project management framework describing the uncertainty aspects of estimates or any other project attribute (in this post, cost, schedule, and technical performance parameters). There can be cost and schedule performance measures as well. MORE

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 of Uncertainty describes the evolution of the measure of uncertainty during a project. MORE

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. MORE

No matter the project domain or the technical development method, project success is dependent on knowing what Done looks like in units of measure meaningful to the decision maker. These measures are stated in units, meaningful to the buyer. MORE

Closing risks. Technical performance measurement. The technical performance measurement is a measurement of the technical accomplishments. And they regularly perform the control activities to keep the project healthy. MORE

The Cone of Uncertainty as a Technical Performance Measure. Closed Loop Stochastic Adaptive control in the presence of Evolving Uncertainty. Active reduction requires we have a desired reduction goal, perform the work, and measure progress toward the rduction goal. MORE

Without units of measure of Value beyond time and money, there can be not basis of comparison between one value based choice and another. In the Systems Engineering world where we work, there are four critical units of measure for all we done. They include projected performance. MORE

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. MORE

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. Don't toss out the notion that reducing risk and uncertanty and all other performance measures doesn't follow the plan. . The Cone of Uncertainty is the Planned reduction in the uncertainty of critical project variables (cost, schedule, technical performance) needed to increase the probability of project success. MORE

A target Value must be measured in units meaningful to the decision makers. Measures of Effectiveness and Performance that can monetized this Value. Without these measures attached to the Value there is no way to confirm that the cost to produce the Value will breakeven. MORE

Its most popular formulation is: "When a measure becomes a target, it ceases to be a good measure." What this says is again when the measure becomes the target, that target impacts the measure, changing the target. . Is this macroeconomic model a correct operational model for software development processes - measuring changes the target ? EVM is a project management technique for measuring project performance and progress in an objective manner. MORE

For any closed loop control system ‒ let’s assume we want to manage our project with such a system ‒ has a signal representing the current state of the system. For software, this can be value produced (assuming we have a unit of measure for that value in the for of effectiveness, performance, key performance parameters, or technical performance measures ). For your Honeywell or Nest controller on the wall, that sample rate is measured in seconds. MORE

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. MORE