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Immutable principles of project management (utah pmi)(v1)(no exercise)

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Immutable principles of project management (utah pmi)(v1)(no exercise)

  1. 1. Five Immutable Principles of Project Success Glen B. Alleman glen.alleman@niwotridge.com +1 303 241 9633
  2. 2. Today We Will Learn … There many – maybe too many – methods for successfully managing a project. LO1 LO2 LO3 But, no matter how many, each must possess 5 Immutable Principles to be successful , no matter the domain, context. We need to assure our work is guided by these 5 Project Management principles to increase the probability of success We need to remember, Yogi’s advice … In theory, there is no difference between theory and practice. In practice there is. 2/58
  3. 3. Why Are Deliverables the Best Measure of Progress? Because the customer contracted for a “Capability” We need the capability to fly to LOE, with 4 on board, dock at ISS, stay for 90 days, and return safely
  4. 4. The 5 Immutable Principles of Success Project success does not start with the PMBOK® contents. These are just a guide – as the name says PMBOK® shows us the components of a method, but does not show us how to put these components together.
  5. 5. Immutable Principles Project Success 1. Where Are We Going? 2. How Do We Get There? 3. Do We Have Enough Time, Resources, And Money To Get There? 4. What Impediments Will We Encounter Along The Way? 5. How Do We Know We Are Making Progress? Glen B. Alleman, Copyright © 2012 5/34
  6. 6. Q1. Where Are We Going? Eliciting Requirements Is Highly Domain Dependent “Design and integrate 18 major weapon systems and platforms simultaneously within strict size and weight limitations, while synchronizing the development, demonstration, and production of as many as 157 complementary systems with the Future Combat System content and schedule.” (This is an actual requirement) “Implement the 8 stories for our new warehouse inventory tracking system using the existing web site platform as a starting point.” Glen B. Alleman, Copyright © 2012 6/34
  7. 7. Three steps to success ! Plan – a strategy for the successful compleIon of the project. ! Schedule – the steps needed to fulfill the Plan. ! ExecuBon – the physical performance of the steps needed to deliver the results defined in the Plan. Glen B. Alleman, Copyright © 2012 7/34
  8. 8. Scheduling Always comes aOer Planning ! What are the individual, dependent and, sequenIal steps needed to deliver these capabiliIes? ! The schedule has duraIons, dependencies, Iming, dates, resources and other things related with the Plan. ! The idea that these steps “emerge” is fanciful in many Glen B. Alleman, Copyright © 2012 situaIons. 8/34
  9. 9. Q2. How Do We Get There? Some problems respond to lightweight approaches, like Scrum, DSDM, Crystal, and XP as product development methods. Others require more complex approaches, like a System of Systems (SoS) spiral development processes. In all cases a disciplined approach increases the probability of success – no matter the complexity of the problem or the solution This approach works well when we don’t know what “done” looks like with enough clarity So Does This! Glen B. Alleman, Copyright © 2012 9/34
  10. 10. Q3: Do We Have Everything We Need? Glen B. Alleman, Copyright © 2012 10/34
  11. 11. Q3. Do We Have Enough Time, Money, And Resources To Get There? In the resource management business, optimism is always the source of trouble A Common Problem A Simple Solution We have undue optimism Use documented procedures – no matter the method – for estimating and planning using historical data. We attempt to avoid risk and uncertainty Understand and prioritize risks for each critical component empowers management and staff. Use this knowledge to control your optimism. We rely too much on intuitive judgment Simple statistical models are more often correct than the human judgment. Have the number to back up your intuition. The Rational Planning of (Software) Projects, Mark C. Paulk, Software Engineering Institute, Carnegie Mellon University, Pittsburgh, PA 15213–3890 Glen B. Alleman, Copyright © 2012 11/58
  12. 12. Q4: What Are the Impediments to Getting There? Glen B. Alleman, Copyright © 2012 12/34
  13. 13. Q4. Five Fundamental Principles of Risk Management 1. Hope is not a strategy 2. No single point esImate of cost or schedule can be correct 3. Cost, Schedule, and Technical Performance are inseparable 4. Risk management requires adherence to a well defined process 5. CommunicaIon is the Number One success factor Glen B. Alleman, Copyright © 2012 13/34
  14. 14. No Point EsBmate, By Itself, Can Be Correct Glen B. Alleman, Copyright © 2012 14/34
  15. 15. Risk Management Demands Direct CommunicaIon Between All ParIes Glen B. Alleman, Copyright © 2012 15/58
  16. 16. Q5: How Do We Know We Are Making Progress to Plan? Glen B. Alleman, Copyright © 2012 16/34
  17. 17. What are the Primary Measures of Progress 17/34 to Plan for this Project? Are We Done? When will we be Done? What will it cost to be Done? ! What does Done look like for the customer? ! How can we recognize Done when it arrives? ! How can we be sure we can get to from here to Done? ! What are the impediments to getting to done? Glen B. Alleman, Copyright © 2012
  18. 18. A Technical Performance Measure … ! Tell us how well a system is achieving the planned performance requirements at the planned time, for the planned cost. ! Use actual or predicted values from: – Engineering measurements – Tests – Experiments – Prototypes ! For Example: – Response time – Range – Power – Weight Glen B. Alleman, Copyright © 2012 18/58
  19. 19. Q5. How Do We Know If We Are Making The Progress We Planned To Make? The only measure of progress is the Physical Percent Complete for the A planned deliverables Physical Percent Complete means tangible evidence of the outcomes that were planned – measured at the time they were planned to be delivered. B This is the basis for full Earned Value Management with physical percent complete. This is also a natural a fit with the agile approaches to software development. C All successful methods measure the evidentiary outcomes in units meaningful to the stakeholders. These units are usually “money” and “time.” D 19/34
  20. 20. Trade Offs Between Cost, Schedule, and Technical Performance is a Ponzi Scheme When we’re on baseline, the algebraic relationship between C,S,P, means when there is a change everyone looses Charles Ponzi, Born March 3, 1882, Italy. Died Jan 18, 1949, Brazil. Served 5 years federal prison, 9 year state prison, deported to Italy. Glen B. Alleman, Copyright © 2012 20/34
  21. 21. Glen B. Alleman, Copyright © 2012 21/58
  22. 22. Physical Percent Complete ! Measuring physical percent complete is at the core of every project management method. ! It answers the question of what “done” look like in units of measure meaningful to the decision makers. ! It answers questions like: – What does done look like for today, this week? – What does done look like for entry/exit into the technical review? – What does done look like for quality control? – What does done look like for the customer? No stretching the truth allowed once we measure Technical Performance with tangible evidence. Glen B. Alleman, Copyright © 2012 22/34
  23. 23. The 5 Project Principles – Again … We have a defined Mission, Vision, Capabilities, and Requirements; 1 by which to create the Plan for fulfilling these capabilities and requirements and the Schedule for producing the needed outcomes to meet this Plan; and have 2 allocated enough Time, Money, and Resources to 3 increase the probability of our project’s success; by knowing what Risks are in front of us and the 4 retirement and mitigation plan; and we can measure progress as Physical Percent Complete for each planned Deliverable in our Plan “on or before” its planned time and “at or below” the planned cost. 5 Glen B. Alleman, Copyright © 2012 23/34
  24. 24. Glen B. Alleman, Copyright © 2012 24/34
  25. 25. Did We Learn Anything Useful? No matter our tolerance for risk, or the methods we use – the 5 immutable principles are always in place. Glen B. Alleman, Copyright © 2012 25/34
  26. 26. Glen B. Alleman Niwot Ridge Consulting 4347 Pebble Beach Drive Niwot, Colorado 80503 303.241.9633 glen.alleman@niwotridge.com Performance-Based Project Management® Integrated Master Plan Integrated Master Schedule Earned Value Management Systems Risk Management Proposal Support Services Glen B. Alleman, Copyright © 2012 26/34

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