5 immutable principles of project success (v2)(notes)Glen Alleman
5 Immutable principles of project success applied to the Rocky Flats Environmental Technology Site (RFETS) describing how the nations largest nuclear weapons plants was closed using Measures of effectiveness, Measures of Performance and Technical Performance Measures.
The real question is why is managing projects so hard? The Project Management processes are well defined, well documented, mature, and available to anyone anywhere. But we still seem to think, or at least make the claim that “managing projects” requires some type of special skill, requiring processes not found in these standard approaches.
This is a familiar topic to all in the project management business. We usually start our project management quest with capturing requirements, building a schedule to deliver them, executing that schedule, and making adjustments along the way when we’re not staying on schedule.
Prosci Change-Enabling Systems Webinar (Jan 18 and 19, 2017). "To address today’s state of change, organizations are establishing change-enabling systems to house and grow key change capabilities. The challenge is ensuring that these systems and capabilities are effectively driving change results."
http://www.prosci.com/webinars
This webinar is a template for partnering on a construction project. The concept of partnering is to create a collaborative process for project management in which all the parties have common goals and work as a team to achieve those goals. The partnering concept presented is not a "social science love fest" approach, but a reasoned structural approach for parties with sometimes diverse interests to use their resources collectively to work through conflicts to enhance the probability of success for the owner, designer, contractors and suppliers.
5 immutable principles of project success (v2)(notes)Glen Alleman
5 Immutable principles of project success applied to the Rocky Flats Environmental Technology Site (RFETS) describing how the nations largest nuclear weapons plants was closed using Measures of effectiveness, Measures of Performance and Technical Performance Measures.
The real question is why is managing projects so hard? The Project Management processes are well defined, well documented, mature, and available to anyone anywhere. But we still seem to think, or at least make the claim that “managing projects” requires some type of special skill, requiring processes not found in these standard approaches.
This is a familiar topic to all in the project management business. We usually start our project management quest with capturing requirements, building a schedule to deliver them, executing that schedule, and making adjustments along the way when we’re not staying on schedule.
Prosci Change-Enabling Systems Webinar (Jan 18 and 19, 2017). "To address today’s state of change, organizations are establishing change-enabling systems to house and grow key change capabilities. The challenge is ensuring that these systems and capabilities are effectively driving change results."
http://www.prosci.com/webinars
This webinar is a template for partnering on a construction project. The concept of partnering is to create a collaborative process for project management in which all the parties have common goals and work as a team to achieve those goals. The partnering concept presented is not a "social science love fest" approach, but a reasoned structural approach for parties with sometimes diverse interests to use their resources collectively to work through conflicts to enhance the probability of success for the owner, designer, contractors and suppliers.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Why Projects Fail + Four Steps to SucceedKevin Wordon
Understand why digital and IT projects fail and discover four simple project management tips to succeed.
Topics covered:
- Agile Decision Making
- The OODA Loop
- Clear Direction & Common Goals
- Defining Requirements
- Forming Your Project Team
Why Projects Fail
Recognizing The Challenges
How To Create Success
Keys to Project Recovery
How KeyedIn Consulting Group Can Help You Today
johncachat@hotmail.com
www.peproso.com
Kepner-Tregoe, Adding Enterprise-Wide Value to you OrganizationKepner-Tregoe
Joe Buonodono, Continuous Improvement Manager with Johnson Controls, Inc. (JCI), spoke at the 2014 American Manufacturing Strategies Summit in Chicago, IL. He discussed how to add enterprise-wide value to your organization leveraging JCI’s Triple Certification: Lean, Six Sigma and Kepner-Tregoe.
These slides supported the session I ran at The Mobile Academy London. The session was to introduce Agile and Lean practices. The session was based on principles which should have set the scene for the attendees to use in their workplaces or understand Agile some more. We discussed Scrum as an example framework and the value of inspect and adapt processes to support startups and enterprises.
I was considering to record myself speaking over these slides to give it more context. If you would be interested, let me know and if I get more that 5 requests, I'll do it.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This article covers three important steps to position and balance your organization during PMO implementation.
20 pitfalls and recommendations when managing business/IT transformation projects.
More on https://www.9teams.com/20erp
business transformation, change management, erp, project, project management, projects, SAP, sap implementation, SAP project, SAP project management, SAP lessons learned.
Five immutable principles of project successGlen Alleman
All successful projects adhere to five immutable principles during their lifecycle. These principles are independent of any project or program domain or context in that domain. They are also independent of any project management or product development method as well, including Agile. They ask five questions that must have credible answers that establish the foundation for success. Without credible answers to these 5 questions, the project has little hope of success.
Prosci's webinar "Roles in Change Management" - delivered live on Wednesday, August 19 11:00 AM EDT and Thursday, August 20 4:00 PM EDT. Register at www.prosci.com/webinars
Why Projects Fail + Four Steps to SucceedKevin Wordon
Understand why digital and IT projects fail and discover four simple project management tips to succeed.
Topics covered:
- Agile Decision Making
- The OODA Loop
- Clear Direction & Common Goals
- Defining Requirements
- Forming Your Project Team
Why Projects Fail
Recognizing The Challenges
How To Create Success
Keys to Project Recovery
How KeyedIn Consulting Group Can Help You Today
johncachat@hotmail.com
www.peproso.com
Kepner-Tregoe, Adding Enterprise-Wide Value to you OrganizationKepner-Tregoe
Joe Buonodono, Continuous Improvement Manager with Johnson Controls, Inc. (JCI), spoke at the 2014 American Manufacturing Strategies Summit in Chicago, IL. He discussed how to add enterprise-wide value to your organization leveraging JCI’s Triple Certification: Lean, Six Sigma and Kepner-Tregoe.
These slides supported the session I ran at The Mobile Academy London. The session was to introduce Agile and Lean practices. The session was based on principles which should have set the scene for the attendees to use in their workplaces or understand Agile some more. We discussed Scrum as an example framework and the value of inspect and adapt processes to support startups and enterprises.
I was considering to record myself speaking over these slides to give it more context. If you would be interested, let me know and if I get more that 5 requests, I'll do it.
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This article covers three important steps to position and balance your organization during PMO implementation.
20 pitfalls and recommendations when managing business/IT transformation projects.
More on https://www.9teams.com/20erp
business transformation, change management, erp, project, project management, projects, SAP, sap implementation, SAP project, SAP project management, SAP lessons learned.
Five immutable principles of project successGlen Alleman
All successful projects adhere to five immutable principles during their lifecycle. These principles are independent of any project or program domain or context in that domain. They are also independent of any project management or product development method as well, including Agile. They ask five questions that must have credible answers that establish the foundation for success. Without credible answers to these 5 questions, the project has little hope of success.
Performance-Based Project Management® id s deliverables based approach to project success. Deliverables start with the needed capabilities that the project produces to meet the mission objectives or fulfill a business case.
These deliverables fulfill the requirements, assessed through Measures of Effectiveness and Measures of Performance
Project Success: The Basis of the Five Immutable PrinciplesGlen Alleman
Some people in the field talk about the “basic tenets” of project management. Where do these come from? Some say they come from hands-on experience, anecdotal “best practices,” and the good old “school of hard knocks.”
Published in The Public Manager, Vol. 43, No. 3, Fall 2014
How To Build A Credible Performance Measurement Baselineguest9da059
IPM 2009 Conference briefing. The Performance Measurement Baseline is the project controls vehicle that connects Cost, Schedule, and Technical Performance in a single database.
How To Build A Credible Performance Measurement BaselineGlen Alleman
IPM 2009 presentation. The Performance Measurement Baseline is the collection of the Cost, Schedule, and Technical Performance Measures for the program - used to make management decisions.
1092019 New Transcript Templatemedia.capella.educoursem.docxaulasnilda
10/9/2019 New Transcript Template
media.capella.edu/coursemedia/MBA9128/simulation/MBA9128_transcript.html 1/12
P r i n t
PROJECT MANAGEMENT IMPROVEMENTS AT KEYSTONE
MANAGEMENT
INTRODUCTION
As the new Project O�ce Director for Keystone Management, Aaron has been asked to participate in the
corporate Continuous Process Improvement initiatives by identifying recommendations for speci�c aspects of
Keystone's project management methodology.
To meet this requirement, Aaron began by talking with project managers about their experience and insights,
which he then translated into strategies aimed at improving the process, environment, and quality of project
management at Keystone Management.
Your goal is to review the information Aaron gathered and his recommendations for each of the six topics in
this simulation. You will then clarify how improvements in each area can contribute to improvements at
Keystone. Each topic corresponds with a unit in the course. Although you may choose to complete each topic
in conjunction with the course unit, you may also want to follow the simulation from beginning to end to see
how the concepts in each topic relate. Along the way, we will provide you with the following:
Project Manager re�ections.
Aaron's recommendations.
Opportunities to clarify improvement opportunities.
Feedback on improvement opportunities.
Topic summaries.
INSTRUCTIONS
In this simulation, you will work through a total of six topics related to project management improvements for
Keystone Management. For each topic, you will be presented with project manager re�ections and Aaron's
recommendations. You will use this information to clarify how improvements in each area can contribute to
improvements for Keystone Management. Feedback will be provided on your responses.
Since each topic corresponds with a unit in the course, you can either complete each topic in conjunction with
the course unit, or follow the simulation from beginning to end to see how the concepts in each topic relate.
TOPIC 1: DEFINING REQUIREMENTS
What role do project requirements play in project management quality and success?
Figure of Requirements De�nition
C r e d i t s
javascript:window.print()
10/9/2019 New Transcript Template
media.capella.edu/coursemedia/MBA9128/simulation/MBA9128_transcript.html 2/12
This �gure illustrates how di�erent types of requirements are connected and de�ned.
Business requirements are de�ned by the project sponsor.
Size and complexity information is de�ned by the project management team.
Functional and non-functional requirements are de�ned by both the development and testing teams.
Expectations and constraints are de�ned by other stakeholders.
User requirements are de�ned by user representatives.
Aaron began his discussions with project managers by stating that from his experience, well-de�ned
requirements are the cornerstone for project success and quality results.
Review the project manager responses and Aaron's recom ...
Understanding the five immutable principles to project success will help project managers deliver on time, on budget when talking projects of any size, in any domain
The Five Immutable Principles of Project DSuccessGlen Alleman
Understanding the Five Immutable Principles of project success will help project managers to deliver on-time and on-budget when managing any project in any domain
HU245 Employee Rights Case Study Employee Rights C.docxwellesleyterresa
HU245 Employee Rights Case Study
Employee Rights Case Study
For seven years, Allen Lopez had worked for ExtremeNet, a well-known, global, high-technology
company that provides clients with Internet services such as e-commerce and Web development,
online marketing, strategic planning, and research. Allen was well paid and performed well in a
responsible middle-management position, which he found rewarding. However, as ExtremeNet
struggled to manage the effects of an economic downturn, Allen became disenchanted with the
company's treatment of lower-level employees, including his own assistant. Among Allen's concerns
were gender and age discrimination during layoffs, as well as changes to personnel policies that he
believed treated lower-level employees unfairly.
Allen's frustrations grew after he raised his concerns in vain with his superiors. What he did next put
his career in jeopardy: Working at home over several weekends, Allen created and published on the
Internet a satiric website that inveighed against the abusive management practices of a fictional
company that bore a striking resemblance to ExtremeNet. The site gained some notoriety among
high- tech websites and in the business press.
The vice presidents of ExtremeNet were incensed to learn of the site's existence and were concerned
that the site generated so much traffic and publicity. Although Allen protested that he acted out of a
sense of justice and asserted that his creative work was protected by his first amendment rights, this
did not prevent the leadership team of ExtremeNet from hastily assembling an emergency meeting to
decide whether Allen Lopez should be discharged, and whether ExtremeNet should file suit to have
his satirical website removed from the World Wide Web.
Assignment 1: Prioritizing Projects at D. D. Williamson (Case Study from Chapter 2)
Due Week 3 and worth 240 points
Read the case titled: “Prioritizing Projects at D. D. Williamson” found in Chapter 2.
Write a six to eight (6-8) page paper in which you:
Analyze the prioritizing process at D. D. Williamson.
Suggest two (2) recommendations to improve the prioritizing process.
Create a scenario where the implemented process at D. D. Williamson would not work.
Project five (5) years ahead and speculate whether or not D. D. Williamson will be using the same process. Justify your answer.
Use at least four (4) quality (peer-reviewed) resources in this assignment.PROJECT MANAGEMENT IN ACTION: Prioritizing Projects at D. D. Williamson
One of the most difficult, yet most important, lessons we have learned at D. D. Williamson surrounds project prioritization. We took three years and two iterations of our prioritization process to finally settle on an approach that dramatically increased our success rate on critical projects (now called VIPs, or “Vision Impact Projects”).
Knowing that one of the keys to project management success is key management support, our first approach a ...
Value Management concentrates on the actual needs of the user to focus its resources. It is different to cost-cutting exercises, which achieve economies by using less or cheaper materials.
The Value Management approach involves the use of creative techniques, combined with the latest technical information on materials and construction methods.
SAFEASSIGNCHECKTEST - CSU SAFEASSIGN PLAGIARISM CHECK TOOL
SafeAssign Originality Report Generator I
William Fiedler
on Mon, Aug 27 2018, 9:46 AM
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· mba 6941 unit VIII reflection Paper.doc 33%
Word Count: 1,397 Attachment ID: 224883277
mba 6941 unit VIII reflection Paper.doc
Running Head: THE PROJECT CLOSURE PHASE 1 THE PROJECT CLOSURE PHASE
2
The Project Closure Phase William Fiedler Columbia Southern University The Project Closure Phase Inside this paperwork, I am going to make a discussion regarding the closing project. I will also extend to discussing the lesson learned towards the end of the project. 1 THE FOURTH AND LAST PROJECT LIFECYCLE STAGE IS THE PROJECT CLOSURE PHASE. IT IS IN THIS STAGE THAT YOU WILL BE ABLE TO YOUR PROJECT FORMALLY CLOSES AFTER THE REPORT SUCCESS LEVEL OF THE SPONSOR YOU HAVE. The exercises that are needed in closing the task in brought in to be by the Project Closure Report and this guarantees the project a conclusion that is embraced productively and comfortably. Once the report is brought into action and acknowledged by the individuals, the reports of the completion of the inside exercises indicated are attempted (Larson, 2014). As a result, the project closure comes into effect formally. 1 AFTER THE CLOSING OF THE TASK IN A PERIOD OF AT LEAST ONE TO THREE MONTHS, THE BUSINESS IS BELIEVED TO START GAINING THE ADVANTAGES GIVEN BY THE PROJECT WHICH MAKE IT MORE ESSENTIAL TO ALLUDE THE POST IMPLEMENTATION REVIEW (PIR) EVALUATION. This provides the business with a wide range of view towards recognizing its achievements level of different tasks as well as offer the education on the future projects that will arise.
2 PROCESS FOR CLOSING THE PROJECT THE PROJECT TRANSITION TASK CONTROL DOCUMENT WILL RECORD THE VICTORIES AND DISAPPOINTMENTS OF THE TASK. It gives a chronicled record of the orchestrated and unique spending plan and schedule, proposals for future endeavors of practically identical size and unpredictability, information on staffing and aptitudes used to meet errand targets and destinations, how the client wants were managed, exercises learned, and an official undertaking close down. One reason for the conclusion understanding system is to offer the sellers a formal warning to the structures that may have been created which has a high expectation that is elegant and commendable or that may have been rejected as a result. If the business does not meet its goals, it ought to make the amendment that hinders them from this achievement, and the individual or the dealer responsible for this should try to fix or eradicate any errors that may have caused it with a formal affirmation (Larson, 2014).
Before the closure of the agreement, all the minor things are fixed, and the competed expectation is to strike the depressed. Over rages of errands, the world has audited quality performance, and the vendor was allowed to influence chan.
Similar to 5 immutable principles of project success (v3)(notes) (20)
Planning projects usually starts with tasks and milestones. The planner gathers this information from the participants – customers, engineers, subject matter experts. This information is usually arranged in the form of activities and milestones. PMBOK defines “project time management” in this manner. The activities are then sequenced according to the projects needs and mandatory dependencies.
Increasing the Probability of Project SuccessGlen Alleman
Risk Management is essential for development and production programs. Information about key cost, performance and schedule attributes are often uncertain or unknown until late in the program.
Risk issues that can be identified early in the program, which may potentially impact the program, termed Known Unknowns, can be alleviated with good risk management. -- Effective Risk Management 2nd Edition, Page 1, Edmund Conrow, American Institute of Aeronautics and Astronautics, 2003
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From Principles to Strategies for Systems EngineeringGlen Alleman
From Principles to Strategies How to apply Principles, Practices, and Processes of Systems Engineering to solve complex technical, operational,
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Building a Credible Performance Measurement BaselineGlen Alleman
Establishing a credible Performance Measurement Baseline, with a risk adjusted Integrated Master Plan and Integrated Master Schedule, starts with the WBS and connects Technical Measures of progress to Earned Value
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Only when capabilities are defined can we start with requirements elicitation
Starting with the development of a Rough Order of Magnitude (ROM) estimate of work and duration, creating the Product Roadmap and Release Plan, the Product and Sprint Backlogs, executing and statusing the Sprint, and informing the Earned Value Management Systems, using Physical Percent Complete of progress to plan.
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This resource document describes the Program Governance Road map for product development, deployment, and sustainment of products and services in compliance with CMS guidance, ITIL IT management, CMMI best practices, and other guidance to assure high quality software is deployed for sustained operational success in mission critical domains.
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https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
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Here is something new! In our next Connector Corner webinar, we will demonstrate how you can use a single workflow to:
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Have the message received by managers and peers along with a test email for review
But there’s more:
In a second workflow supporting the same use case, you’ll see:
Your campaign sent to target colleagues for approval
If the “Approve” button is clicked, a Jira/Zendesk ticket is created for the marketing design team
But—if the “Reject” button is pushed, colleagues will be alerted via Slack message
Join us to learn more about this new, human-in-the-loop capability, brought to you by Integration Service connectors.
And...
Speakers:
Akshay Agnihotri, Product Manager
Charlie Greenberg, Host
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Here’s what you’ll gain:
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Session Overview
-------------------------------------------
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5 immutable principles of project success (v3)(notes)
1. 5 Immutable Principles of Project Success
Thank you for inviting me here today.
The topic should be one we all are
familiar with, since it is nearly impossible
to not have experienced a project failure
at least once in our career.
The principles I’m going to speak to you
about are universal. Applicable to any
project, of any size, in any domain.
The example project was one I was
involved with as a Program Manager. One
that was manifestly important, and nearly
impossible. One that shaped how I see
the principles, practices, and processes of
managing projects in ways I had not
considered before.
What you’re going to hear is not the
solution to project failure. It is the
framework for that solution. The actual
mechanics of managing a project are
based on these principles. The practices
used in this management should be
based on the se principles. And of course
the process ad tools should implement
the practices.
I’d like to present the 5 Immutable
Principles of project success using
examples from a program I was a
participant in. Rocky Flats Environmental
Technology Site, in Golden Colorado.
Page 1
Glen B. Alleman, Niwot Ridge Consulting, LLC
2. 5 Immutable Principles of Project Success
Let’s start with positioning our interest in
the project domain.
Nearly every business activity is based on
a project in some way. Even the
operational aspects of a business are
projectized through processes,
procedures, and business management.
Today I’d like to focus that types of
projects Land speaks of. The really
important ones that are nearly
impossible.
I was a participant in one of those
projects – Rocky Flats Environmental
Technology Site. The name of the site was
a nice marketing term for the cleanup of
a nuclear bomb factory.
It was nearly impossible. The previous
contractor had spent $4B and not done
much.
When Kaiser-Hill (a joint venture between
ICF Kaiser and CH2MHill) won the
contract, they had a plan that was
dramatically different from the past
attempts to cleanup and close the site.
Page 2
Glen B. Alleman, Niwot Ridge Consulting, LLC
3. 5 Immutable Principles of Project Success
Rocky Flats was a U.S. Department of
Energy National Nuclear Security Agency
production site that operated from 1952
to 1992.
Rocky Flats was the most contaminated
nuclear weapons plant in the country,
was an environmental disaster and the
site of rampant worker unrest.
Estimates projected that cleaning up and
closing the facility would take 70 years
and $36 Billion. The actual project was
completed in 10 years for $6B.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
4. 5 Immutable Principles of Project Success
For projects where success is mandatory,
the outcome critical to the business, and
risks are high, success comes about
through principles, practices, and
processes.
I’m going to try and convince you today
that the 5 Immutable Principles are the
foundation of any projects success.
These Principles are “Immutable”
because they must always be present.
They are the foundation on which the
Practices and Processes are built.
We won’t look at the Practices and
Processes, but they are critical to the
success of any project as well.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
5. 5 Immutable Principles of Project Success
After the Rocky Flats project had completed,
the book Making the Impossible Possible was
written about the lessons learned from the
cleanup. This book examines the cleanup
and closure of 800 buildings with 3 million
square feet under roof, on a 6,000 acre site
with many tons of hazardous materials just
10 miles from Denver’s suburban
population.
Success is explained in the book through the
model of Positive Deviance or Heliotropic
Abundance. The theoretical framework of
Competing Values (shown here) is the basis
of the book.
The 5 Immutable Principles of Project
Success are derived from my experiences as
a Program Manager at this site.
Two elements of the competing values
framework are the basis of this talk. Control
and Create. Both are needed for success.
Control alone limits creativity. Creativity
alone results in out of control work
activities.
Control provides stability measurement,
clarity of objectives, discipline, and detailed
planning.
Creativity enables agility in the presence of
constant change.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
6. 5 Immutable Principles of Project Success
Of the four quadrants of positive
Deviance we are interested in Control and
Create as the basis of the 5 Immutable
Principles of project success.
The focus is on clear and concise
descriptions of Done, while innovative
solutions to technical, programmatic, and
operational problems are needed at
every step along the way to Done.
We need both, but Control is the basis of
Create. Control is often criticized as
inhibiting or sabotaging performance.
Control emphasizes efficiency, smooth
functioning, predictability and
standardized procedures. It focuses on
tight control of internal activities. The
result is consistency and dependability in
contrast to innovation and dynamism.
The success of any project is still
grounded in extending beyond doing well
to doing spectacularly well, and
developing the mechanism that produces
extraordinary results.
This requires creativity, a clear and shared
vision of the future, symbolic leadership
(leaders doing the work as well),
innovative ideas about work, and creating
a sense of meaning and importance
attached to the tasks being pursued.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
7. 5 Immutable Principles of Project Success
With this background, let’s look at the 5
Immutable Principles of Project Success.
I would suggest these are applicable to
any technical domain. Any project
management method. Any business
domain. They are universal and
Immutable – meaning they don’t change
over time. They are permanent principles
that must be applied for the success of
any project.
The Principles are in the form of
questions in this example. There are more
formal statements about the Principles,
but starting by asking 5 questions shows
how the principles can be applied in any
situation.
When there is not a credible answer to
the question, this is an indication there is
likely trouble on the project and the
probability of success has been lowered.
In the next charts there will be the
questions – numbered 1 through 5. Then
there are 3 answers. Starting with the
simplest answer – Number 1 – through
the best answer – Number 3.
It is the Number 3 answer that we are
after.
Being able to produce the answer in that
style may be difficult and require
Practices and Processes. But we have to
start with the Principles.
So let’s start.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
8. 5 Immutable Principles of Project Success
The first Principle is to ask if we know
what Done looks like. This sounds like a
simple question. But turns out to be the
root cause of most project failure.
Done must be described in meaningful
units of measure for the decision makers.
1. Our first response is usually to make a
list of features and functions for the
product of service produced by the
project. This is necessary but far from
sufficient to describe Done. We don’t
know how these features and
functions interact, how they provide
value to the customer.
2. The interdependencies are next. We
need to show how each feature or
function is dependent – if it is – on
other features and functions. This
usually starts with the Work
Breakdown Structure (WBS) showing
all the deliverables from the project.
The WBS needs a WBS Dictionary to
show how we are going to measure
the performance, quality, compliance
of these outcomes with each other
and the customer.
3. But the WBS and its Dictionary are
not enough to know what Done looks
like. We need to know what
Capabilities are being provided by the
project. What is the customer going
to DO with these outcomes? How are
they going to satisfy the business
needs or mission?
The Capability to do something is what
the customer bought.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
9. 5 Immutable Principles of Project Success
These Capability statements are clear and
concise. Long before we ever arrived in the
moon, Robert Goddard knew what
capabilities were needed to get there.
On October 19, 1899, Goddard climbed a
dead tree to trim some branches. He was 17.
He is quoted as saying … “I imagined,” he
later recalled, “how wonderful it would be to
make some device which had even
the possibility of ascending to Mars, and how
it would look on a small scale, if sent up from
the meadow at my feet. . . I was a different
boy when I descended the tree from when I
ascended, for existence at last seemed very
purposive.”
He had in his mind what capabilities were
needed to fly outside the Earths atmosphere.
He knew some of the units of measure that
had to be fulfilled to do this.
If we don’t have some vision of the project at
the Capabilities level, we really can’t say what
Done looks like. We can describe the
technical aspects, but we can’t say what we
are going to do with those technical aspects.
This definition of Capabilities is a Systems
Engineering role. There are formal processes
to elicit these Capabilities through the
Concept of Operations, Scenarios, and Use
Cases, making tradeoffs between cost, risk,
schedule, and technical performance, and
balancing all the feasible alternatives.
The result is the Measures of Effectiveness
which tell the customer the project will meet
the needed capabilities.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
10. 5 Immutable Principles of Project Success
With the needed Capabilities we can now
develop a plan and schedule for the work.
Knowing how to get Done on–budget and
on–schedule means knowing what
requirements will have to be fulfilled.
Poorly formed requirements contribute
as much as 25% to the failure modes of
programs and projects.
This starts with Fact Finding, Gathering
and Classifying the Requirements,
Evaluating and Rationalizing the
Requirements, Prioritizing them, and
Integrating and Validating the
Requirements.
With this in hand we can start building
the packages of work that implement the
requirements.
The result is a Plan and a Schedule. The
Plan is the Strategy for the proper
delivery of the Capabilities produced by
the project. The Schedule is the sequence
of work needed to implement the
Strategy. Both are needed.
The Plan is emergent, since it is a
strategy. The Schedule tests this strategy
on short term boundaries, with measures
of physical percent complete.
Both the Plan and the Schedule must be
capable of responding to change as new
information about requirements, program
performance, and risk emerge.
But the needed capabilities should
remain stable if we are to have a baseline
on which to execute our project.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
11. 5 Immutable Principles of Project Success
The Plan can be very simple or it can be
complex.
Here’s a plan that took us to the moon
and back. This picture shows a simple
concept. Build the launch vehicle,
develop the fuel to power it, the space
craft on the top, train the astronauts, do
the testing, and fly.
The Plan shows the 6 major systems ,
their approximate duration in years, and
the dependencies between them are all
that is needed to confirm the feasibility of
the project.
Notice the longest activity is the training
of the crew. No one had ever flown in
space before all the way to the moon and
back. So training was high risk and critical
to success.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
12. 5 Immutable Principles of Project Success
One view of the Plan is the vertical
integration of the deliverables.
This is the deliverables traceability view.
At the bottom is our deliverable.
The deliverable is produced by work
contained in a work package. A Work
Package says its name. it produces a
single outcome.
The technical capabilities needed for the
project’s success are produced by the
Work Packages.
Finally these Technical Capabilities
produce business or mission capabilities
needed by the customer for business
success.
This traceability is necessary for a
credible Plan and Schedule. It is also
necessary for a credible project delivery
process.
This traceability tells everyone what Done
looks like and how we are going to get
there.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
13. 5 Immutable Principles of Project Success
With the Plan in place and the “packages of
work” identified in the Schedule, we can
construct a picture of how we are going to
reach Done.
This picture is not like the typical horizontal
scheduling activities we see in all the
scheduling tools.
This picture starts with the vertical
integration of the deliverables as they
progress through their maturity life cycle.
This is called the Integrated Master Plan. This
Plan shows the Measures of Effectiveness and
Measures of Performance we need to achieve
to reach a specific level of maturity.
This notion of levels of maturity can be seen
is we use some words Preliminary is a work
description. We all know what preliminary
means. It means we’re not done yet. We
have a preliminary design we have a
preliminary cost estimate or a preliminary list
of subcontractors. We know enough about
the project to make some decisions, but we
need more details before we can say for sure
the cost, the design, and the subcontractors
are all in place.
This incremental approach allows us to move
foreword without all the details, while still
having visibility into what Done looks like.
Since RFETS was many times discovery driven,
planning had to be increasing maturity driven
without the planning horizon reaching the
final date. This incremental and iterative
approach is a critical success factor for all
projects.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
14. 5 Immutable Principles of Project Success
Projects are executed by people.
People consume time, money, and
materials.
How can we know if we have enough of
everything we need for success?
We need a Plan of course, in this case a
Resource Management Plan, showing
people, funding, and materials, and when
and where we need it.
1. We can start with a simple list. This
gets us to write it down.
2. Next we need to assign people and
money to the needed resources. How
many of each special skill type will we
need for this project.
3. In the end though, we need to lay out
these needs against the schedule of
work. We need to resource load the
schedule. This sounds like a lot of
work and it is. But without this in
place we really have no idea if the
project is feasible.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
15. 5 Immutable Principles of Project Success
Matching people to needs is at the heart
of resource management.
Without understanding what skills are
needed we can’t do this matching. This
information comes from the subject
matter experts that have defined the
“packages of work” and their
deliverables.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
16. 5 Immutable Principles of Project Success
We usually start by identifying risks. But
risk is the result of uncertainty. There are
two types of uncertainty – reducible
uncertainty and irreducible uncertainty.
We can do something about reducible
uncertainty. We can buy more knowledge
about this uncertainty – it is epistemic.
We can run tests, build prototypes, look
at what others have done. The risk that
results is reducible.
The irreducible uncertainty is part of the
world around us. This uncertainty cannot
be reduced – it is aleatory uncertainty.
The only way to deal with this uncertainty
is through margin. Cost margin, schedule
margin, technical margin.
1. We have to start by identifying these
uncertainties and associating them
with the risks.
2. Then the impacts of the risk are
identified along with their
dependencies.
3. The probability of occurrence and the
probability of their impact can be
assessed and once the reducible risks
are handled the residual uncertainty
and its resulting risk.
With these impediments in hand we can
take actions to either protect our project
with margin or spend money to retire or
handle the resulting risk.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
17. 5 Immutable Principles of Project Success
The resulting Risk Management Plan
becomes part of the Integrated Master
Plan.
Risk management is how adults manage
projects – Tim Lister.
We can manage the risk with either
margin or with specific risk reducing
actions. Either way, we must manage the
risk.
The discovery of uncertainty and the
resulting risk is a continuous work
process. It is repeated weekly, monthly,
quarterly, annually. It is never ending.
Risk drives variance and variance must be
managed actively as part of the project
management process.
The retirement of risk must be defined in
the planning documents. The reduction
from RED to YELLOW to GREEN must take
place as planned. If we miss the buy
down target we will have created more
risk, since the retired risk was not
removed as planned.
If we spend more money than planned to
retire the risk, we are over budget as
well. Retiring risk is a project work
activity funded on the baseline.
Management Reserve maybe used to
those “reducible” risks we have not yet
decided to retire.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
18. 5 Immutable Principles of Project Success
With our Plan, Schedule, Resources, and Risk
Management Plan, we can now determine
how we are going to measure progress to
these plans.
1. The customer bought outcomes,
deliverables, capabilities. We need to
describe these in a way the customer
understands. Units of measure that are
meaningful for making decisions.
2. These are best described as Technical
Performance Measures. These are
attributes that determine how well a
system or system element is satisfying or
expected to satisfy a technical
requirement or goal.
3. But these alone are not sufficient for the
success of the project. We need
Measures of Effectiveness (MoE),
Measures of Performance (MoP), and Key
Performance Parameters (KPP).
MoEs are operational measures of
success that are closely related to the
achievements of the mission or
operational objectives evaluated in the
operational environment, under a
specific set of conditions. These are
“customer satisfaction” measures.
MoPs characterize physical or
functional attributes relating to the
system operation, measured or
estimated under specific conditions.
KPPs represent the capabilities and
characteristics so significant that
failure to meet them can be cause for
reevaluation, reassessing, or
termination of the program.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
19. 5 Immutable Principles of Project Success
Measuring progress to plan means
measuring physical percent complete at a
fine grained level, where a 0% / 100%
assessments can be made.
You’re either done or your not done. No
in between. No vague assessment of
done.
This means the planning of the work
must identify tangible deliverables at that
level.
This may appear more difficult, but it
provides unassailable measures of
progress. No opinions. No almost done.
No “we’ll be done real soon.” Either
you’re done or not done.
This approach provides the foundation of
Earned Value at the Work Package level. It
makes measuring progress easy.
More importantly it provides the basis to
answer the question – How long are you
willing to wait before you find out you are
late?
With these fine grained measures of
progress to plan, the answer can be the
tangible evidence of progress.
Typically this evidence is produced every
two weeks. No longer than monthly.
But it has to be tangible.
In this picture the tangible evidence is
barrels of waste packaged, sealed, and
ready to leave the site.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
20. 5 Immutable Principles of Project Success
If we don’t have a plan. If we don’t have
the proper resources available at the
needed time. Of we don’t handle risks if
we don’t have measures of physical;
percent complete.
We can’t have confidence the project will
be successful.
Without these elements, the probability
of project success is reduced. Possibly to
the point of project failure.
Without these elements, we have created
risk to our success with no handling
plans.
It is this unmitigated risk that creates the
unanticipated growth in our Estimate At
Completion.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
21. 5 Immutable Principles of Project Success
Over a large number of complex, high risk
programs there have been a small
number of root causes discovered for
project failure.
There are shown here.
Reading them they seem obvious.
Dealing with them is more difficult .
But we must deal with them and we must
have information needed to deal with
them.
This information comes from the
practices, processes, and tools used to
manage the project.
Scheduling, cost, risk, performance
measurement, and forecasting tools and
the processes used to apply them.
Only when all this information in
integrated though a single “lens” can we
have the needed visibility to take
corrective action to keep the project
GREEN.
Stay on schedule, stay on budget, comply
with the technical requirements. Or if
not, know about the variances soon
enough to take corrective action.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
22. 5 Immutable Principles of Project Success
Let’s quickly review the 5 principles of
project success in the time remaining.
1. What does done look like? The
customer needs to know what
capabilities will be possessed when
the project is done. The capabilities
produce the business value or fulfill a
mission objective.
2. How do we get there? We need a
plan and a schedule. We need to
arrange the work properly in the
sequence to produce continuous
value.
3. Are there enough resources? People,
material, facilities? Are they the right
people, does the material arrive at
the needed time, are the facilities
adequate to produce the needed
outcomes?
4. What are the impediments to
progress? Risk management is how
adults manage projects. Do we have a
risk register? Do the risks have
handling plans? Is the cost and
schedule baseline adjusted for these
risks?
5. How do we measure progress? The
only way is tangible evidence of
physical percent complete. This
means “show me” the outcomes and
show me they meet the
specifications, on the planned day for
the planned cost. If not we’re late,
over budget, and out outcomes
probably don’t work right.
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Glen B. Alleman, Niwot Ridge Consulting, LLC
23. 5 Immutable Principles of Project Success
At the end of the Rocky Flats program,
this is what done looked like.
All cleaned up, lock the gate and throw
the keys over the fence.
On-time, on-budget, met technical
requirements.
Project of the Year, 2006 PMI.
http://goo.gl/oCL0WJ
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Glen B. Alleman, Niwot Ridge Consulting, LLC
24. 5 Immutable Principles of Project Success
Thank you for your time.
I hope you got some new ideas about
how to increase the probability of success
for your projects.
The advice shown here should be applied
to everything you do in managing your
projects.
Evidence to the answers from the
questions that represent the five
immutable principles.
Evidence of what done looks like.
Evidence that you have a credible plan
and schedule.
Evidence that you have the right
resources, people, facilities, capacity for
work.
Evidence you have identified the risks,
assessed them, have handling plans.
And most of all evidence that your are
making progress to plan through tangible
measures of physical percent complete.
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25. 5 Immutable Principles of Project Success
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Glen B. Alleman, Niwot Ridge Consulting, LLC