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Connecting PMB® with PMBOK®
 

Connecting PMB® with PMBOK®

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Connecting Performance Based Project Management with PMI PMBOK

Connecting Performance Based Project Management with PMI PMBOK

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    Connecting PMB® with PMBOK® Connecting PMB® with PMBOK® Presentation Transcript

    • PERFORMANCE–BASED PROJECT MANAGEMENT® The Principles and Practices needed to increase the Probability of Program Success (PoPS). V1.0 9/14/2013 Niwot Ridge, LLC
    • 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, 2012
    • 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 a 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, 2012
    • Identify Needed Capabilities Identify Baseline Requirements Establish Performance Measurement Baseline Execute Performance Measurement Baseline Perform Continuous Risk Management (CRM) 4 5 Practices That Increase the Probability of Project Success (PoPS) Performance-Based Project Management℠, Copyright ® Niwot Ridge Consulting, LLC, 2012
    • 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 fulfill 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 activities in Measures of Performance (MoP). Execute the PMB in the planned order, assuring all work is completed before moving the 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, 2012
    • 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, 2012
    • Describe the work performed during the project, the functional organizations executing this work and how they are related. Define the authorized work, identify 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, 2012
    • Connecting Performance-Based Project Management® with the 9 Knowledge Areas of PMI PMBOK® The 9 Knowledge Areas of PMBOK® Capabilities Based Planning Requirements Baseline Performance Measurement Baseline PMB Execution Continuous Risk Management 1 Integration Management Concept of Operations IPT dependencies SE interface management Interface Management 2 Scope Management Capability flow down Requirements Flowdown Tree WBS/TPM Integration REQ Management Growth Control 3 Time Management Capability need date SA/AC Delivery Dates Integrated Master Schedule Schedule Variance EAC Control 4 Cost Management Traceability Matrix Integrated Master Schedule Cost Variance EAC Control 5 Quality Management Quality Mgmt Impact Matrix Integrated Master Schedule TPM Variance Variance Management 6 Human Resource Management Responsibility Assignment Matrix Resource Loaded Schedule Resource Management Plan FTE Management 7 Communications Management Requirements Traceability Performance Risk Messaging 9 Risk Management Risk Management Plan Risk Register IMS / Risk Risk Buy Down RM Processes 9 Procurement Management Supply Chain Management SCM Channels SCM Activities SCM Performance SK Management ChapterX 8
    • Connecting Performance-Based Project Management® with the 5 Process Groups of PMI PMBOK® Performance-Based Project Management® Process Areas The 5 Process Groups of PMBOK® Capabilities Baseline Requirements Baseline Performance Measurement Baseline PMB Execution Continuous Risk Management 1 Initiating Concept of Operations 2 Planning Integrated Master Plan Integrated Master Schedule Plan Risks 3 Executing Work Package Sequencing Work Authorization Measure Risks 4 Monitoring and Control Integrated Master Schedule Performance Based Earned Value Monitor Risks 5 Closing Integrated Master Schedule Integrated Master Schedule Retire Risks ChapterX 9 Performance-Based Project Management®, Copyright © Glen B. Alleman, 2012, 2013