Phrases Used for Technical Performance Measures

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All project progress is measured independent of resources expended - Mr. Gary Bliss, Director Performance Assessment and Root Cause Analysis (PARCA), US Department of Defense. Measuring progress must be in units meaningful to the decision maker.

Project Management, Performance Measures, and Statistical Decision Making

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There is a current rash of suggestions on how to improve the performance of software projects. This is from one of our presentations from a International Cost Estimating and Analysis Association meeting on the same topic. GAO cost estimating and assessment guide.

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How to Talk About Estimates

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What is an estimate? An estimate as a noun is an approximate calculation or judgment of the value, number, quantity, or extent of something. An estimate as a verb is to roughly calculate or judge the value, number, quantity, or extent of. Estimates.

4 Fallacious Reasons to Estimate and Why Those Are Fallacious

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There's a recent post titled Four Fallacious Reasons to Estimate. It lists the usual suspects for why those spending the money think they don't have to estimate how much they plan to spend when they'll be done producing the value they've been assigned to produce for that expenditure.

A Compendium of Works to Increase the Probability of Project Success

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Project Governance. 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. Governance.

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Compendium of Works to Increase Probability of Project Success

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Project Performance Management (#PPM). Technical Performance Measures (#TPM). Cost, Schedule, and Technical Performance Management (#CSTPM). Governance (#Governance). Those units always start with Measures of Effectiveness and Measures of Performance.

2003 45

Deconstructing the Hertz and Accenture Debacle

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A recent lawsuit by Hertz Rental Car against Accenture has turned into a rallying cry by Agilest and No Estimates advocates. Of course, No Root Cause analysis has been performed by these advocates, but it makes good click bait for their followers. Were there: Measures of Effectiveness.

Project Versus Product in Agile Development

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But if the development work is a Project is a fixed period of performance, for a fixed (with margin) budget, and a fixed set of Capabilities, then the question is can agile be used to develop the software? Agree, and focus more on discovery since in *delivery* you have 4 problems: 1.

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What is an Estimate? What is Estimating?

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I work in a domain where estimates are made every single week. Estimate to Complete (ETC), Estimate at Completion (EAC), Estimated Completion Date (ECD) are the life blood of our software intensive system of systems programs. But Estimating is NOT Guessing.

Value First, Requires Margin and Contingency

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The principles of microeconomics of decision making in the presence of uncertainty mandates you make estimates of how to achieve that Value in terms of cost and schedule, those three (and all) variables are random variables, usually driven by a stochastic process.

Biases in Project Management and How to Remove Them

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There is always lots of complaining about the biases introduced into managing projects and making the estimates needed to make project decisions. What dos Done look like in units of measure meaningful to the decision makers?

Connecting "What" with "How" - and the Failure to Understand the Principles of Systems Engineering and Systems Management

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Progress and Value are measured with the same in Earned Value Management. In Earned Value Management paradigm, progress is always measured as physical percent complete. The Measures of effectiveness. The Measures of Performance are. Key Performance Parameters.

From Mission Capabilities to Done

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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.

2017 46

Increasing the Probability of Program Success

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We're working on a White Paper for the Joint Space Cost Council which is an organization composed of government (NRO, NASA, USAF, and others) and industry representatives with an interest in space. Top Four Sources of Unfavorable Program Performance. Estimating Processes.

Risk Management in Five Easy Pieces, with Apologies to Jack

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Managing Cost, Schedule, & Technical Performance Risk Is The Basis Of Good Project Management. Certain information about key project cost, performance, and schedule attributes are often unknown until the project is underway. No Point Estimate of Cost or Duration can be Correct.

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INVEST, Scrum and Enterprise IT

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Cohesion is the measure of how well module fits together. The component may be performing more than one function. Informational cohesion: performs a number of functions, each with its own entry point, with independent code for each function, all performed on the same data structure.

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Misinterpretations of the Cone of Uncertainty

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The Cone of Uncertainty as a Technical Performance Measure. Active reduction requires we have a desired reduction goal, perform the work, and measure progress toward the rduction goal. Closed Loop Control, has a goal, an action, a measurement, and a corrective action.

2017 42

Five Immutable Principles of Project Success

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Without these measures, Done will usually mean . Without these measures, Done will usually mean we ran out of time and money. . Estimating how much is the starting point. Estimating is part of risk management. No Estimating? No matter the size of the project.

2017 46

INVEST, Scrum and Enterprise IT

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Cohesion is the measure of how well module fits together. The component may be performing more than one function. Informational cohesion: performs a number of functions, each with its own entry point, with independent code for each function, all performed on the same data structure.

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Integrated Master Plan - Revisited

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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.

Cone of Uncertainty Bibliography

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I work in a domain where the CoU is baked into the Integrated Program Performance Management (IPPM) processes flowed down from the buyer, in this case, the Federal Government. The CoU paradigm defines the needed reduction in uncertainty is some performance metric.

2017 42

Fallacy of the Day

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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.

2017 44

Biases in Project Management and How to Remove Them

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There is always lots of complaining about the biases introduced into managing projects and making the estimates needed to make project decisions. What dos Done look like in units of measure meaningful to the decision makers? What are the measures of physical percent complete needed to inform the decision makers of progress to plan in order to take corrective or preventive actions to stay on plan?

Closed Loop Control and Granularity of the Estimating Process

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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. It can be the cost, schedule, and technical performance measures of the software project.

3 Questions That Must Be Asked at Every Project Management Meeting

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In the ConOps are measures of Effectiveness for the components of the project that implement the Capabilities . The only answer to that is a measure of Physical Percent Complete (P%C). These measures are supported by Quantifiable Backup Data.

2018 46

Physical Percent Complete: Knowing When You Are Done

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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.

What's Missing from the Agile Software Development Paradigm

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The customer is accountable for knowing what Done Looks Like (in Unity of measure meaningful to their domain). The results include system-level qualities, properties, characteristics, functions, behavior, and performance. System performance requirements are testable and measurable.

Software Intensive System of Systems

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If a system of systems is disassembled into the component systems, these component systems are capable of independently performing useful operations independently of one another. The system of systems performs functions and carries out purposes that do not reside in any component system.

2001 39

The Problems with Schedules

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Unrealistic performance expectations missing Measures of Effectiveness and Measures of Performance. Unrealistic Cost and Schedule estimates based on inadequate risk adjusted growth models. There is no ideal in the estimating business. Just the estimate.

2016 55

Cone of Uncertainty - Part Cinq

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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

Software Intensive System of Systems

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If a system of systems is disassembled into the component systems, these component systems are capable of independently performing useful operations independently of one another. The system of systems performs functions and carries out purposes that do not reside in any component system.

2001 36

Cone of Uncertainty - Part Cinq (Updated)

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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

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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

Cone of Uncertainty - Part Deux

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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.

2017 39

Is Macroeconomics and Social Science the Same as Software Development?

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In our domain this is the Performance Measurement Baseline, which is a time-phased budget plan for accomplishing work against which contract performance is measured. Five Estimating Pathologies and Their Corrective Actions. Why Guessing is not Estimating and Estimating is not Guessing. NoEstimates Agile Economics Estimating Governance

2016 36

Start with Principles, Not Personal Anecdotes

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I've seen estimates abused by bad managers, so let's NOT estimate and that will fix the behavior of Bad Managers." The first thing to do is NOT fall for the fallacy that NOT Estimating will fix the behavior of the bad manager. Let's look at what an estimate is.

2018 50

Microeconomics and Risk Management in Decision Making for Software Development

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When we hear about software development disasters and then hear that estimates are to blame, and NOT Estimating will somehow reduce or prevent these disasters, think again. risks that may prevent the end item from performing as intended or not meeting performance expectations.

2007 42

Why Johnny Can't Do The Math

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One of the #Noestimates advocates has now discovered a phrase: Estimates are non-ergodic. The 2008 mortgage crisis for example (although many did an made lots of money), the government didn't. Estimates are neither Ergodic or Non-Ergodic themselves.

Misquotes of Deming

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It is wrong to suppose that if you can’t measure it, you can’t manage it – a costly myth. This is used in support of the fallacy that estimates aren't needed to make decisions in the presence of uncertanty. Technical Performance Measures.

2016 52

Complete Collection of Project Management Statistics 2015

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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.

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