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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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. Project Performance Management.

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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). Those units always start with Measures of Effectiveness and Measures of Performance.

2003 45

Increasing the Probability of Project Success

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These charts are an extract from the book Performance-Based Project Management: Increasing the Probability of Project Success and the abstracted training materials Handbook. How to Avoid the "Yesterday's Weather" Estimating Problem.

2017 90

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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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?

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.

Definition of Done

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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?

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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

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.

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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And to make those risk-informed decisions in the presence of reducible and irreducible uncertainty we need to ESTIMATE. Top Four Sources of Unfavorable Program Performance. Unrealistic Performance Expectations. Unrealistic Cost and Schedule Estimates.

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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Cone of Uncertainty - Revisited

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We're writing two chapters in an upcoming Project Management Book, with a working title, The Gower Handbook of Project Performance for Agile, Waterfall and Everything in Between , edited by Mark Phillips.

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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.

Decision Analysis - Ordinal and Cardinal Measures

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AHP is based on the principle that all measurements are relative. Using this method, the performance, cost, time, and risks of alternatives can be articulated as ratios that can then be compared with one another. Mathematically, the value equals performance over cost plus time.

2018 53

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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Performance-Based Project Management®

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Performance–Based Project Management ® integrates five critical program management process areas with – Cost, Schedule, and Technical Performance Measures. The result is increased visibility and credibility of the Independent Estimate at Completion (IEAC).

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.

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Principles, Processes, and Practices of Project Success

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What does Done look like in units of measure meaningful to the decision makers? What impediments will be encountered along the way to Done and what work must be performed to handle these impediments? What are the units of measures of progress to plan for each deliverable?

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.

SCRUM 36

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?

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

Performance-Based Project Management®

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Principles and Practices of Performance-Based Project Management® from Glen Alleman. Information Technology Estimating Quality. Books Business Capabilities Decision Making Earned Value Economics Estimating Management Performance-Based Project Management® Planning Principles Project Management Root Cause Analysis Scheduling Technical Performance Measures

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.

Quote of the Day

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This process requires making estimates of cost, schedule, and technical performance to increase the probability of program success as defined by with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters. Capabilities Estimating Quotes

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.

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

Don't Be Fooled

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Hyndman - in our program planning and controls domain ARIMA (Autoregressive Integrated Moving Average) is a powerful tool for forecasting future project behaviors based on past performance.

2018 57

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

Risk Management is How Adults Manage Projects

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All making things smaller dos is show that you're late, over budget, and what you're building (Technical Performance Measures) doesn't work faster. But when some statement is made about risk, estimating, performance modeling, or the like - always ask for references.

2003 49

Quote of the Day

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This process requires making estimates of cost, schedule, and technical performance to increase the probability of program success as defined by with Measures of Effectiveness, Measures of Performance, Technical Performance Measures, and Key Performance Parameters.

Managing in Presence of Uncertainty

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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.

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

Cancelling Projects: The Project Isn't Being Done Right

Project Health Check

A classic way to consider project performance is via the triple constraint of scope/cost/time, often with quality thrown in the mix. In part 1 of this article series, we accepted that Projects sometimes need to be cancelled.

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