5 immutable principles and 5 processes in 60 seconds
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Principles and Practices for increasing the probability of project success.

Principles and Practices for increasing the probability of project success.

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5 immutable principles and 5 processes in 60 seconds Presentation Transcript

  • 1. Niwot Ridge Consulting, LLC Five Principles, Practices, And Processes For Project Success Performance-Based Project Management℠, Copyright ® Niwot Ridge Consulting, LLC, 2013
  • 2. 5 Principles of Project Success What does done look like? How do we get there? Are there enough resources? What are progress impediments? How do we measure progress? Performance-Based Project Management℠, Copyright ® Niwot Ridge Consulting, LLC, 2013
  • 3. Deliver capabilities for stakeholders defined through Scenarios and Use Cases, assessed with Measures of Effectiveness (MoE) for each deliverable, that fulfills the mission or business case. Capabilities state what Done looks like in units meaningful to the end user. Define the Master Plan and Master Schedule that periodically assesses the increasing maturity of the project through Measures of Effectiveness (MoE). Schedules describe the sequence of work assessed using Measures of Performance (MoP). Define and allocate staff, facilities, materials, and external dependencies for each deliverable. All conflicts are identified and mitigation plans put in place. Periodic assessments of these dependencies, the probability of future conflicts, and their mitigations are shown in the master schedule. Embed risk management in all activities to identify the probability of occurrence; probabilistic consequences; impacts on cost, schedule, and technical performance; handling plans and residual risk handling; and overall probability of project success is part of the business rhythm. Measure physical percent complete with tangible evidence of progress to plan. Measures of Effectiveness (MoE), Measures of Performance (MoP), Technical Performance Measures (TPM), and compliance with cost and schedule plans define the probability of success. Performance Based Management(sm), Copyright ® Glen B. Alleman, 2013
  • 4. 5 Practices That Increase the Probability of Project Success (PoPS) 4 Identify Needed Capabilities Identify Baseline Requirements Establish Performance Measurement Baseline Execute Performance Measurement Baseline Perform Continuous Risk Management (CRM) Performance-Based Project Management℠, Copyright ® Niwot Ridge Consulting, LLC, 2013
  • 5. Identify the Capabilities needed to achieve a project objective or end state. Define these capabilities through scenarios or Use Cases from the customers Point of View. The success of these capabilities are defined through Measures of Effectiveness (MoE) for the business. Identify both technical and operational requirements that deliver the needed capabilities at the planned time, for the planned cost, with the planned performance. Assure each requirement is traceable to the needed capability and each capability has a defined requirement. Develop the Performance Measurement Baseline (PMB) showing the sequence of work, the planned budget for that work, the outcomes from the work effort, the risk reduction activities for each outcome. Measure these the progress of these activities in Measures of Performance (MoP). Execute the PMB in the planned order, assuring all work is completed before moving to next step in the plan. During execution measure project performance with adherence to cost, schedule, and Technical Performance Measures (TPM) and their Key Performance Parameters (KPP). Perform Continuous Risk Management during all steps by Identifying Risks that impede success, analyze them for their impact, make plans to handle the risks, track the effectiveness of these plans, control the work of the handling efforts, and Communicate with everyone on the project. Performance-Based Project Management℠, Copyright ® Niwot Ridge Consulting, LLC, 2013
  • 6. 5 Processes Needed to Implement the Principles and Practices Organizing Budgeting &Scheduling Project Accounting Performance Analysis Change Control Performance-Based Project Management℠, Copyright ® Niwot Ridge Consulting, LLC, 2013
  • 7. Describe the work performed during the project, the functional organizations executing this work and how they are related. Define the authorized work, identify the resources needed to deliver this work, and how integration of the work delivers value to the customer. Use tools and processes to create the schedule and the budget for the work, so it can be performed in the planned sequence. Identify significant interdependencies required to meet the physical delivery requirements to the customer and the risk handling processes needed for success. Define, track, report, and adjust funding, budgeting, and staff to assure the project maintains its planned production of value to the customer. Capture all costs to match the budget and identify the variances between plan and actual cost and project performance. Measure progress to plan in terms of cost, schedule, and technical performance by comparing planned expenditures to actual expenditures, planned schedule to actual schedule, and planned technical performance to actual technical performance. All three are needed for success. Identify variances, take corrective actions to close gaps. Record these corrective actions in the Performance Measurement Baseline and use these to forecast future cost, schedule, and technical performance. Performance-Based Project Management℠, Copyright ® Niwot Ridge Consulting, LLC, 2013
  • 8. Performance-Based Project Management℠, Copyright ® Niwot Ridge Consulting, LLC, 2013